zilongwang/ReadingBank huggingface dataset:
Furnish service and maintenance of video surveillance system for one year from Date of Substantial Completion. PRODUCTS CAMERAS Manufacturers: Advanced Technology Video Substitutions: Section 01 60 00 - Product Requirements: Not Permitted. Model: IPV540 Product Description: 5MP Resolution, StarView, TRUE Day/Night, WDR, IR, Fixed Lens, Vandal Dome, IP Camera Camera Image Sensor: 1/2.7” OmniVision CMOS Lens: 4mm fixed, F1.6 General Characteristics: The IP vandal dome camera shall be a IK10 rated impact, vandal-resistant, housing, polycarbonate dome and hardened inner liner able to withstand the equivalent of 55kg (120lbs) of force; and shall provide protection against water and dust ingress up to IP 66 (NEMA 4X) standards. The IP vandal dome camera shall utilize 1/2.7-inch OmniVision CMOS sensor with progressive scanning, capable of producing up to 2592 x 1944 resolution. The IP vandal dome camera provide direct network connection using H.265, Ultra H.265, H.264 and MJPEG compression and bandwidth throttling to efficiently manage bandwidth and storage requirements while delivering outstanding image quality. Low bitrate of approximately 2Mbps with 5MP resolution using Ultra H.265 compression The IP vandal dome shall provide U-Code, an enhanced encoding technology based on H.264 / H.265, which can reduce storage space for video by up to 80-90%. The IP vandal dome camera shall offer Progressive Scanning for sharper video motion images. The IP vandal dome camera shall offer Power over Ethernet (IEEE 802.3af). The IP vandal dome camera be ONVIF Profile S compliant. The IP vandal dome camera shall offer wide dynamic range technology that allows for the capture of clear images from both light and dark areas in the same scene. The IP vandal dome camera shall provide eight independent, fully programmable privacy mask areas. The IP vandal dome camera shall have a 4mm fixed lens. The IP vandal dome camera shall have StarView Low-Light Color Illumination with Hisilicon H.265 DSP which provides a color image with a minimum scene
or Efficient route summarization Route summarization combines blocks of addresses in a routing table as a single route. As IPv6 addresses are assigned by geographic region, then ISP, and then the customer, the route summarization of IPv6 addresses is efficient when compared to IPv4 route summarization. No need for Network Address Translation (NAT) or Port Address Translation (PAT) From the amount of IP addresses afforded by IPv6, each device has a publicly registered address. Having a unique address for each device removes the need for NAT and PAT. Native Internet Protocol Security (IPSec) IPSec can be used to encrypt any traffic supported by the IP protocol. This includes Web, e-mail,
1.2.2 Business Case for IPv6 Transition Support 3 1.3 Scope 3 1.3.1 General Description of Requirements 3 1.3.2 Existing Communications and Network Infrastructure 3 1.3.3 Anticipated Limitations and Constraints 3 1.4 Acquisition Selected 3 1.5 Period of Performance 4 1.6 Place of Performance 4 1.7 Government Furnished Equipment 5 1.8 Fair Opportunity 5 1.9 Requirements and Guidelines 5 1.9.1 Requirements 5 1.9.2 Guidelines 5 2 Statement of Work 6 2.1 Task 1 – IPv6 Transition Planning and System Analysis 6 2.1.1 Sub-task 1 – Project Management Plan 6 2.1.2 Sub-task 2 – IPv6 Training Plan 8 2.1.3 Sub-task 3 – Network Infrastructure Assessment and IPv6 Impact Analysis 9 2.1.4 Sub-task 4 – IPv6 Addressing Plan and Network Architecture 10 2.1.5 Sub-task 5 – IPv6 Deployment Strategy / Implementation Plan 12 2.2 Task 2 – IPv6 Test and Integration 13 2.2.1 Sub-task 1 – Set up IPv6 Test Lab 14 2.2.2 Sub-task 2 – Test IPv6 Integration in Test Lab 15 2.3 Task 3 – Pilot Production Deployment on Selected LANs 17 2.3.1 Sub-task 1 – Selected LANs and WAN 17 2.3.2 Sub-task 2 – Selected LANs, WAN, and Internet 18
Markets and/or products are you interested: Accommodation products in Florida and New York area. Types of Travel : Individual Years company has been offering USA product: over 20 % International Business To USA in 2016 : 100 % Domestic Business To USA in 2016 : 0 Percentage of visitors : 100 USA Destinations & Percentages : 50 Total dollar value of total USA business annually: Under $1 million Notes: Company based in Spain working on relationship. Clientele is European. Only a select numbers of hotels. As of now concentrating on Miami and Fort Lauderdale. Next project will be the Keys. Looking for moderate hotels, no more than 10 in the Keys. FDM Travel Delegate: Birgitte Vraadal Firskovvej 32 Lyngby, 2800
products in particular in sports events and Digital Detox. We have a professional team and all of our programs are tailor made. Type of : Incentive house/agency What is your responsibility in the organization? : Plan/organize , Recommend , Research , Decision What is the average attendance at your events? : 50-250 Have you held events in the United States before? : Yes Where in the United States have you held a meeting, convention, or incentive program in the last three years? : Florida , New York How many events in the United States do you plan each year? : 1-10 What is the average annual budget of your meetings/incentives? * : $100,000 - $250,000 What countries do you represent? : France
1.17 Maintenance issues of Track transitions in approaches of Bridges, RUBs & LHS Singh,ADEN/FZD P Singh,Asst.Prof/Track IRICEN NCR IRICEN 1.18 LEVERAGING DEVELOPMENTS IN MONITORING TECHNOLOGY FOR OPTIMIZING TRACK MAINTENANCE K.L.V.S.Viswanadham Asst. Manager (Civil) RVNL 1.19 TECHNOLOGICAL DEVELOPMENTS THROUGH MODERN GADGETS – A HELPING HAND FOR TRACK MAINTENANCE K L V S Viswanadham Asstt. Manager (Civil), RVNL RVNL 1.20 USE OF TECHNOLOGICAL GADGETS FOR IMPROVED MAINTENANCE OF TRACK Konda Srinivas ADEN/Bidar/Secunderabad SCR 1.21 OPTIMISATION OF TRACK SLEW IN ALIGNMENT RECTIFICATION OF TRACK- A MATHEMATICAL APPROACH 1.P V N Naidu Principal/DCETC/BZA Vijaywada Division 2. G Kiran Babu Instructor/DCETC/ BZA Vijaywada Division SCR 1.22 Induction of Technology for monitoring railway track To optimize track maintenance in Indian Railways T V Mahaganpathy Vice Principal SRCETC/TBM SR 1.23 LEVERAGING DEVELOPMENTS IN MONITORING TECHNOLOGY FOR OPTIMISING TRACK MAINTENANCE KONDA SRINIVAS ADEN/Bidar, Secunderabad Division, S.C.Rly) SCR Session 2: - Leveraging developments in Monitoring Technology for optimizing Bridge Maintenance. 2.1 DESIGN OF 12.2M STANDARD SPAN PRESTRESSED CONCRETE U SLAB Singh, ED/Structures P. Singh, DBS/CB-I K. Pandey, ADE/CB-I Kumar,SSE/D-I/CB-I Kumar, RDSO 2.2 RE-RAILING RAMP ON BRIDGE APPROACH – AN ESSENTIAL INNOVATIVE MECHANISM 1.A K Jha Chief Track Engineer 2.P.Raja Gopal Rao Dy.CE/Tr-II G V Prasad Rao Sr. DEN West Secunderabad 4.M. Murali Krishna Sr. Inspector(cicil)/ WDR/CSP/Wadiaram SCR 2.3 Warning and Structural Health Monitoring System for the World’s Highest Railway Bridge across the Chenab River Anurag Kumar Sachan, Chief Administrative Officer, Rail link project of Northern Railway NR 2.4 Construction and Launching of Pre-Stressed Concrete Box 1.Sandip Kumar Saha Divisional Engineer 2.Rajiv Kumar SER
2.Shri A.Naga Hari Krishna, Manager/IT, RailTel/SC 4.2 Auto Private Number (PN) Generation Device For Non-interlocked Level crossing gates 1.A K Jha Chief Track Engineer 2.Malladi Srinivas Dy.CVO/Engg. Secunderabad 3.P V N Naidu Principal/DCETC/ TWTC Vijaywada SCR 4.3 RESOURCE DEVELOPMENT – A convincing approach A. K. Mishra, Director IRICEN IRICEN 4.4 Project Management : Methods and Strategies in the Project Life Cycle 1.Surendra Bansal Dean/IRICEN 2.Murali Jagannathan, 3.Bishawajeet Das 4.Mridul Garg IRICEN 4.5 PRESENT SYSTEM & MODERNISATION USING TECHNOLGY TO REDUCE HUMAN FAILURE WITH SUGGESTIONS FOR ENHANCING SAFETY IN GENERAL : M. Abhiramu Safety Counsellr/Engg. SCR 4.6 Strategies & Field Assessment of Track Subgrade for Semi-High Speed 160kmph Routes Jogesh S. Sondhi Former ADG, RDSO, earlier PCE &CAO, WCR. Others 4.7 Optimizing construction with use of prefab material Rajiv Gupta CE/Con-III/ER ER Session 5: - Presentations by Trade and Industries. 5.1 Under sleeper pads for bedding optimisation in Track & Turnout 1.Sanjay Risbood Getzner India Pvt. Ltd., Kothrud, PUNE 2.Stefan Potocan, 3.Dr.Ferdinand Pospischil, 4.Dr.Harald Loy Getzner AUSTRIA Getzner India Pvt. Ltd. Summary of Papers S no. Topic No of Papers receive 1 Track 23 2 Bridge 10 3 Tunnel 01 4 Miscellaneous 07 5 Trade 01 TOTAL 42
OPS objective OOG basic element Evaluating/ regulating new and existing chemicals and wastes X X X A. Risk reduction; C. Governance (a), (b), (c), (d), (e), (f), (h), (j), (k) Import/export controls X X X E. Illegal international traffic; C. Governance (a), (b), (c), (d) (e) Risk assessment and reduction X X X A. Risk reduction (a), (c), (e), (f) (h), (j), (k) Wastes management X X A. Risk reduction (a), (b), (c), (g) Environmental releases X X A. Risk reduction (c), (h), (j), (k) Alternatives X X A. Risk reduction (c), (k) Knowledge and information X X X B. Knowledge and information (c), (e) Reporting X X B. Knowledge and information (c), (e) Technical assistance X X X D. and technical cooperation All Financial mechanism X X X D. and technical cooperation All E. The 2030 Agenda’s targets and indicators of relevance to the Basel, Rotterdam and Stockholm conventions The sound management of chemicals and wastes is an essential and integral cross-cutting element of the sustainable development. The Basel, Rotterdam and Stockholm conventions make important contributions to supporting the conventions’ Parties in implementing the 2030 Agenda for Sustainable Development and the achievement of the relevant Sustainable Development Goals and
Core Capability Issue/Area for Improvement Corrective Action Capability Element Primary Responsible Organization Organization POC Start Date Completion Date Core Capability 1: [Capability Name] 1. [Area for Improvement] [Corrective Action 1] Core Capability 1: [Capability Name] 1. [Area for Improvement] [Corrective Action 2] Core Capability 1: [Capability Name] 2. [Area for Improvement] [Corrective Action 1] Core Capability 1: [Capability Name] 2. [Area for Improvement] [Corrective Action 2] Core Capability 2: [Capability Name] 1. [Area for Improvement] [Corrective Action 1] Core Capability 2: [Capability Name] 1. [Area for Improvement] [Corrective Action 2] Core Capability 2: [Capability Name] 2. [Area for Improvement] [Corrective Action 1] Core Capability 2: [Capability Name] 2. [Area for Improvement] [Corrective Action 2] This IP has been developed specifically for [Organization or Jurisdiction] as a result of [Exercise Name] conducted on [date of exercise].
The relevant employees may appoint a representative for the purposes of the procedures in this term. If a relevant employee appoints, or relevant employees appoint, a representative for the purposes of consultation and the employee or employees advise IP Australia of the identity of the representative, IP Australia must recognise the representative. As soon as practicable after making its decision, IP Australia must discuss with the relevant employees the introduction of the change, the effect the change is likely to have on the employees, and measures IP Australia is taking to avert or mitigate the adverse effect of the change on the employees. For the purposes of the discussions IP Australia will provide in writing to the relevant employees all relevant information about the change including the nature of the change proposed, information about the expected effects of the change on the employees, and any other matters likely to affect the employees. However, IP Australia is not required to disclose confidential or commercially sensitive information to the relevant employees. IP Australia must give prompt and genuine consideration to matters raised about the major change by the relevant employees. In this term a major change is likely to have significant effects on an employee if it results in: The termination of employment of employees; major changes to the composition, operation or size of IP Australia’s workforce or in the skills required of employees; or the elimination or diminution of job opportunities (including opportunities for promotion or job tenure); or the alteration of hours of work; or the need to retrain employees; or the need to relocate employees to another workplace; or the restructuring of jobs. For the purposes of a change referred to in clause 92) b) IP Australia must notify the relevant employees of the proposed change, and the procedures in clauses 102) to 106) will apply. The relevant employees may appoint a representative for the purposes of the procedures in this term. If a relevant employee appoints, or relevant employees appoint, a representative for the purposes of consultation and the employee or employees advise IP Australia of the identity of the representative, IP Australia must recognise the representative. As soon as practicable after proposing to introduce the change, IP Australia must discuss with the relevant employees the introduction of the change, all relevant information about the change including the nature of the change, information about what IP Australia reasonably believes will be the effects of the change on the employees and invite the relevant employees to give their views about the impact of the change (including any impact in relation to their family or caring responsibilities).
‘Overall Achievement’ for the other three ratings will progress to pay point 8 in Table B3. ATTACHMENT C - TRAINING CLASSIFICATIONS – OF PAY AND ADVANCEMENT PROVISIONS Classification PP Date salary ($) Salary from Commencement Date 3.0 ($) Salary from 12 months after the Date of Commencement 2% ($) Salary from 18 months after the Date of Commencement 1% ($) Trainee and Trainee APS (Technical) (APS 1) 1 43,549 44,856 45,754 46,212 2 45,136 46,491 47,421 47,896 3 46,724 48,126 49,089 49,580 4 48,312 49,762 50,758 51,266 – Full time Study (APS 1) 1 25,044 25,796 26,312 26,576 2 25,838 26,614 27,147 27,419 Cadet- Work placement (APS 2) 1 50,087 51,590 52,622 53,149 2 51,673 53,224 54,289 54,832 3 53,256 54,854 55,952 56,512 4 54,841 56,487 57,617 58,194 Graduate APS (APS 3) 1 56,307 57,997 59,157 59,749 2 57,906 59,644 60,837 61,446 3 59,503 61,289 62,515 63,141 4 61,105 62,939 64,198 64,840 Salary on commencement
Ground pouring with hands 100 m3 Ground pouring with mechanisms 100 m3 Costs of dismantling works (2015) Dismantling of concrete foundations Dismantling of block walls Removal of debris m3 Removal of door blocks 1.40 Dismantling of reinforced concrete foundations Dismantling of reinforced concrete covering Stripping of the board cladding Breaking of floor foundation Dismantling of floor covering 0.70 Dismantling of roof board deck 0.15 Dismantling of plastered wooden covering 1.60 Dismantling of wooden frame coated on both sides with 1.15 0.85 3.60
IPP Seminar – Thursday, October 8, 2015 Eagle Eye Banquet Facility - East Lansing, MI Email this registration to , fax to (517) 641-7388, or mail to P.O. Box 397 Bath, MI Name: Employer: Address: City, State, Zip: Email: Phone: (Registration confirmations are sent via email only.)  I want CECs Meal Preference:  Regular  Other Registration Options:  MWEA/WEF Member - $125, Membership #  Non-member - $190 (Want a FREE membership? See below)  Check this box to receive a one-year complimentary MWEA membership with the non-member rate Payment Options: Send me an invoice Purchase order (if applicable): Check Enclosed $ (payable to MWEA) Charge $  Visa  MasterCard  AMEX Billing Address: City, State, Zip Code: Card Number: Expiration Date: Signature:
INDUSTRY PARTICIPATION PLAN REPORT Contract Name: Contract No: Reporting Period: Contractor: Contact person: Goods and Services Contracts Contract number or reference Contract description Contractor Anticipated contract duration Location of contractor Total contract value Committed costs for this reporting period Breakdown of source for total contract value (estimated %) Overseas content description WA Other Australia Overseas Total $1,650,000 $1,000,000 Comments: (Any considerations that should be understood when reviewing this report OR feedback on local industry capability or limitations) Other Local Benefits (if applicable) (These may include research and development, technology transfer, strategic alliances with local suppliers, regional development, indigenous programs, community support initiatives, environmental programs, contributions towards such initiatives as training and skills development programs) Details Location (specify region, if applicable) Breakdown of source for committed costs (estimated %)
- Template IP Register NOTE: Refer to clause 15 of the Contract Terms. BIP = Background IP PIP = Project IP TPIP = Third Party IP A B C D E F G H I J No Description Type of IP (e.g. BIP, PIP, TPIP) If BIP or TPIP, how will IP be used in Project? For BIP or TPIP, date contributed For FIP, date created Is IP registered? (If yes, provide details) Restrictions on use of IP (e.g. licence conditions, encumbrances, fees, etc) Example ABC database Database containing details of […] Background Sponsor For Research Organisation to develop a methodology as described in clause 2 of the Project Details. 01 Oct 2014 Not applicable No Licensed for the Term and only for the purposes described in column F. No rights to sublicense.
Principal Investigator ______________________________ ______________________________ __________________ Principal Investigator (Signature) Print Name Date Approved By ______________________________ ______________________________ __________________ Department Chair/Director (Signature) Print Name Date ______________________________ ______________________________ __________________ Dean (Signature) Name Date ______________________________ ______________________________ Craig David, Director Date Office of Sponsored Programs Administrator __________________ OSPA Reviewers Initials/Date Appendix A: Please attach a list of project personnel to be notified.
Authors emphasizing primary mental abilities (Thurstone) or a general ability (Spearman) are reconciled in this hierarchical model, in which g binds together more basic groups of ability, which in turn contain more specific lower-level abilities. Cognitive ability and the volume and connectivity of the central nervous system are related, according to imaging studies. Ability develops throughout childhood, and stimulation from early childhood onward, especially in the form of school-type activities, appears to be the major influence on the development of ability. Programmes for raising intelligence have had little lasting effect, but for children in deprived environments, full-time care and stimulation throughout the years may have a lasting positive effect. Large rises in intelligence test scores in the latter half of the last century may demonstrate the effects of improved physical environment (reduced infection, improved nutrition), increased exposure to education, or even increased practice at school of puzzle-like thinking. Estimates of the heritability of intelligence average around .5, with lower values in the very young, and higher values in older subjects. Specific genes underlying this heritable pattern are being investigated. IQ scores are amongst the most stable measures we have of a person over time. Behavioural genetic research indicates that family environment matters rather little after school begins, but also that family SES is an important constraint on whether genetic talent is expressed - at least within the United States. Intelligence tests yield reliable mean and variance differences between groups, but the causes of these differences remain obscure. Further reading Deary, I. J. (2012). Intelligence. Annual Review of Psychology, 63, 453-482. doi: 10.1146/annurev-psych-120710-100353
5. What does Arbuckle do on his cell on p. 244? 6. Angela and Q eventually find P.K. with Conrad. P.K. was drugged. What happens next? Describe the major events occurring at the end of the story. 7. How does J.R. respond when he reads Malak’s note? What does Boone suggest they do? 8. J.R. gets a text during the debriefing. Who has Q’s phone? What does the text to J.R. say? Graphic Organizer Courtesy of: Graphic Organizer Courtesy of: Vocabulary Words for Book Two p. 1-30 1. pugnacious – p. 8 2. aglow – p. 8 3. nocturnal – p. 11 4. imminent – p. 14 5. consultant – p. 16 6. diversionary – p. 21 7. extraterrestrials – p. 24 8. glower – p. 25 p. 31-48 1. plausible – p. 33 2. perpetual – p. 27 3. congealed – p. 45 p. 49-69 1. starched – p. 50 2. revolted – p. 51 3. credible – p. 55 p. 70-92 1. presume – p. 72 2. perplexed – p. 73 3. imperceptible – p. 73 4. conspiratorially – p. 82 5. subsidize – p. 85 6. inexplicably – p. 85 7. oblivious – p. 86
7.3 7.4 7.5 7.5.2 7.5.3 7.5.3.1 7.5.3.2 ISO 9001 : 2015 Clause C NC OBS / 8. 8.1 8.2 (Commercial) 8.2.1 8.2.2 (HSSEQ) 8.2.3 8.2.3.1 8.2.3.2
8.6 Certificate 8.7 8.7.1 ISO 9001 : 2015 Clause C NC OBS / 8.7.2 , , 9.1 , , 9.1.2 (Commercial) 9.1.3 9.2 9.2.1 (Internal Audit) 9.2.2 (Internal ISO 9001 : 2015 Clause C NC OBS / 9.3
4.2.3 Control of documents Creating and updating Control of documented Information 4.2.4 Control of records Creating and updating Control of documented Information 5 Management responsibility 5 Leadership 5.1 Management commitment 5.1 Leadership and commitment 5.1.1 Leadership and commitment for the quality management system 5.2 Customer focus 5.1.2 Customer focus 5.3 Quality policy 5.2 Quality policy 5.4 Planning 6 Planning for the quality management system 5.4.1 Quality objectives 6.2 Quality objectives and planning to achieve them 5.4.2 Quality management system planning 6 Planning for the quality management system 6.1 Actions to address risks and opportunities 6.3 Planning of changes 5.5 Responsibility, authority and communication 5 Leadership 5.5.1 Responsibility and authority 5.3 Organizational roles, responsibilities and authorities 5.5.2 Management representative Title removed 5.3 Organizational responsibilities and authorities 5.5.3 Internal communication 7.4 Communication 5.6 Management review 9.3 Management review 5.6.1 General 9.3.1 Management review 5.6.2 Review input 9.3.1 Management review 5.6.3 Review output 9.3.2 Management review
Audit of Service Performance The goal is collecting acceptable data to develop benchmarks for the future to compare nationally, hosted by the RCPA –QAP technical module. (presented as de-identified information, similar format to the RCPA-QAP are already with their results) Turn Around Times** Whole workload or Selected case type ** For Histology consider criteria from either current ACHS or the UK RCPath criteria or RCPA recommendations ** Forensics to advise suggested indicator Report format review Typographical/ transcript errors SNOMED coding Billing Errors All Documentation of TAT Overall Different phases of reporting process By different case types % Errors concluding check Data collection of audits of this type will be hosted by the RCPA QAP as part of the laboratory ‘technical’ module to allow benchmarking between laboratories. LIST OF QUALITY MONITORS AND KEY INDICATORS WITHIN THE FRAMEWORK Quality Activity Monitor Discipline Key Quality Indicators References (supporting evidence) (A + B) Internal Diagnostic Peer Review All Total cases reviewed Agreement as a % Association of Directors of Anatomic and Surgical Pathology. Recommendations for Quality Assurance and Improvement in Surgical and Autopsy Pathology. Am J Clin Pathol. 2006;126:337-340. Frable WJ. Surgical Pathology- Second Review , Institutional Reviews, Audits, and Correlations. What’s Out There? Error or Diagnostic Variation? Arch Pathol Lab Med. 2006;130:620-625. Leong S-Y, Leong SB, Bhagwandeen B. Diagnostic “errors” in anatomical pathology:relevance to Australian laboratories. Pathology. 2006;38:490-497. Lui M, Smith N, Langdale-Smith G, Dahlstrom JE. Internal quality assurance in cytopathology: Audit on the audit. World Health Promotion Conference, Melbourne, Australia, April, 2004 [Abstract No. 1986].
3.7 No. of published i) With ISBN No. Chapters in Edited Books ii) Without ISBN No. 3.8 No. of University Departments receiving funds from UGC-SAP CAS DST-FIST DPE DBT Scheme/funds 3.9 For colleges Autonomy CPE DBT Star Scheme INSPIRE CE Any Other (specify) 3.10 Revenue generated through consultancy Level International National State University College Number 4 1 Sponsoring agencies 3.11 No. of conferences organized by the Institution 3.12 No. of faculty served as experts, chairpersons or resource persons 3.13 No. of collaboration International National Any other 3.14 No. of linkages created during this year 3.15 Total budget for research for current year in lakhs : From Funding agency From Management of University/College Total Type of Patent Number National Applied Granted International Applied Granted Commercialised Applied Granted 3.16 No. of patents received this year
3.3 Details regarding minor projects Completed Ongoing Sanctioned Submitted Number 00 03 03 00 Outlay in Rs. Lakhs - Rs.1,20,000 - - 3.4 Details on research publications International National Others Peer Review Journals 21 28 - Non-Peer Review Journals - - - e-Journals - - - Conference proceedings - 02 - 3.5 Details on Impact factor of publications: Range Average h-index Nos. in SCOPUS 3.6 Research funds sanctioned and received from various funding agencies, industry and other organisations Nature of the Project Duration Year Name of the funding Agency Total grant sanctioned Received Major projects - - - - Minor Projects 2015-16 BVDU 1,20,000 40,000 Interdisciplinary Projects - - - - Industry sponsored - - - - Projects sponsored by the University/ College - - - - Students research projects (other than compulsory by the University) - - - - Any other(Specify) - - - - Total - - - -- 3.7 No. of books published i) With ISBN No.
IAS/IPS etc State PSC UPSC Others 5.6 Details of student counselling and career guidance No. of students benefitted 5.7 Details of campus placement On campus Off Campus Number of Organizations Visited Number of Students Participated Number of Students Placed Number of Students Placed - - - - 5.8 Details of gender sensitization programmes 5.9 Students Activities 5.9.1 No. of students participated in Sports, Games and other events State/ University level National level International level No. of students participated in cultural events
2.15 Plan of Action by IQAC/Outcome The plan of action chalked out by the IQAC in the beginning of the year towards quality enhancement and the outcome achieved by the end of the year * Plan of Action Achievements 1.To organise international conference. 2. To organise research oriented workshops 3. To organise study tour. 4. To organise choreographic dance presentations 5. To organise expert lectures 6. Inter library loan facility 7. To purchase e-journal. 8. To purchase international news letters/journals. 9. To nurture dance research culture. 10.To motivate faculty and students to publish research papers in peer reviewed international journals. 11. To participate more in classical dance shows. 12. To release ISSN numbered research journal. 13. To introduced dance interdisciplinary studies. 14. To implement CBCS battern. 15. To apply for autonomy. 1. More number of students for research oriented programmes 2. Dr. Rama Vaidyanathan’s three days workshop was organised on “Navarasa Mohana’ . 3. Alumni Dipti Kelkar , dancer and renowned actress had a dialogure with students on July 5. 2016. 4.. ‘Nalanda Vana Mahotsav’was celebrated. 5. Alumni Anuya Rane delivered a speech on Prospectus of learning Indian Dance at Nalanda and implementing it in Europe on August 6, 2016. 6. Celebrated Sanskrit Day. With special guest Lata Surendra on August 24, 2016.In this event faculty members and students performed on Kalidasas Plays. 7.Started a course on ‘Folk Dances of Maharashtra & Gujarat’ Mr. Prashant Baflekar is teaching Folk Dances to the students. 8. Students of Nalanda presented Santagaatha at Ravindra Natya Mandir on 1st October, 2016. 9. Students of Nalanda performed at 49th World Congress on Dec., 2016, 8th at
2.11 Course/Programme wise distribution of pass percentage : Title of the Programme Total no. of students appeared Division Distinction % I % II % III % Pass % 2.12 How does IQAC Contribute/Monitor/Evaluate the Teaching & Learning processes : 2.13 Initiatives undertaken towards faculty development Faculty / Staff Development Programmes Number of faculty benefitted Refresher courses UGC – Faculty Improvement Programme HRD programmes Orientation programmes Faculty exchange programme Staff training conducted by the university Staff training conducted by other institutions Summer / Winter schools, Workshops, etc. Others 2.14 Details of Administrative and Technical Category Number of Permanent Employees Number of Vacant Positions Number of permanent positions filled during the Year Number of positions filled temporarily Administrative Staff Technical Staff
Faculty Coordinator of IQAU (Secretary/IQAC) A representative from each degree programme offered by the Faculty 2.2.2 Composition of IQAC - Administration and Finance Division The minimum composition of the IQAC/Administration and Finance Division shall be; Registrar Bursar Senior Assistant Registrar/General Administration Assistant Registrar/ Examinations Assistant Registrar/Human Resources Assistant Registrar/Student Affairs Assistant Bursar/Payments 2.2.3 Functions and Responsibilities of IQACs 2.2.3.1 The IQACs shall plan, organize, develop, facilitate and monitor all QA related activities of within the Faculty/Division to maintain and improve its quality standards. 2.2.3.2 The IQACs shall prepare the Faculty for Programme Reviews (PRs) conducted by the QAAC and implement of their recommendations (Faculty IQACs). 2.2.3.3. The IQACs shall contribute to Institutional Review (IR) of UWU by assisting in preparing Institutional Self Evaluation Report (SER) where necessary and applicable. 2.2.3.4. The IQACs shall give advices on QA to the relevant Faculty/Division. 2.2.3.5. The IQACs should submit recommendations to the relevant Faculty/Division to continuously improve its quality standards based on the stakeholder feedback surveys. 2.2.3.6. The shall initiate and implement good practices within the Faculty/Division. 2.2.3.7. The shall prepare QA-related guidelines and manuals for use within the Faculty/Division. 2.2.3.8. The IQAC should ensure that the necessary regulations/By-Laws are in place, and if not, make recommendations for remedial action.
EMPLOYEE WILDLAND AND PRESCRIBED FIRE EXPERIENCE (Only list the incidents you were on in the calendar year for you are updating) Position (ex. FFT2) Qualified or Trainee Incident Type (WF, RX) Dates performed State Management Type or Complexity (see below) Fuel Type (see Fire Size (see below) Incident Number (Do NOT put the P-Code in this section) Incident Name ICS Management Types Complexity Levels Fuel Type/ # (select primary carrier code G-S) Fire Sizes (in acres) TYPE A - national area command team assigned TYPE 1 - national type 1 team assigned TYPE 2 - regional type 2 team assigned TYPE 3 - extended attack with multiple resources TYPE 4 - initial attack TYPE 5 - initial attack with very few resources TYPE 1 TYPE 2 TYPE 3 (For Prescribed Fires) G – Grass/1-3 B – Brush/4-7 T – Timber/8-10 S – slash/11-13 A .1-.25 B .26-9.9 C 10-99.9 D 100-299.9 E 300-999.9 F 1,000-4,999.9 G 5000+
EMPLOYEE WILDLAND AND PRESCRIBED FIRE EXPERIENCE (Only list the incidents you were on in the calendar year for which you are updating) Position (ex. FFT2) Qualified or Trainee Incident Type (WF, RX) Dates performed State Management Type or Complexity Level (see below) Fuel Type (see below) Fire Size (see below) Incident Number (Do NOT put the P-code in this section) Incident Name ICS Management Types Complexity Levels Fuel Type/ Model # (select primary carrier code G-S) Fire Sizes (in acres) TYPE A - national area command team assigned TYPE 1 - national type 1 team assigned TYPE 2 - regional type 2 team assigned TYPE 3 - extended attack with multiple resources TYPE 4 - initial attack TYPE 5 - initial attack with very few resources TYPE 1 TYPE 2 TYPE 3 (For Prescribed Fires) G – Grass/1-3 B – T – Timber/8-10 S – slash/11-13 A .1-.25 B .26-9.9 C 10-99.9 D 100-299.9 E 300-999.9 F 1,000-4,999.9 G 5000+
Incident Qualification and Certification System Add/Transfer Employee Form Name History First Name Middle Name Last Name Other names used Address History Address Type (Home, Business) Mailing address including zip code Phone Type (Business, Cellular, Home) Number Email Type (Business, Home, Other) Email Address Birth Date/National ID Date of Birth EmpowHR ID/IQCS Employee ID # Transfer Information Agency Unit Dispatch Center and Phone number State Previous Supervisor Phone Number Nez Perce-Clearwater Employment Information Series and Grade District Position Title + IFPM/FSFPM role Start Date Employment Kind (Career, Career Seasonal, Casual Hire, Temporary, Volunteer) Supervisor’s name and email address * National ID (Social Security Number) is hidden after the data has been entered into IQCS. IQCS has been approved following privacy act standards to collect this information.
EMPLOYEE WILDLAND AND PRESCRIBED FIRE EXPERIENCE Job Code Incident Performed Code) Incident Date MM/DD/YY State and Agency Operational Periods (Shifts) Management Type or Complexity Level (See Fuel Type (See Below) Fire Size (See Below) Incident Name and Incident Number FFT2 WF 07/21/09 OR - LAD 6 3 3 f Blank fire ICS Management Types Complexity Levels Fuel Type Fire Size (in acres) TYPE A - National Area Command Team TYPE 1 - National Type 1 Team TYPE 2 - Regional Type 2 Team TYPE 3 - Extended Attack (with multiple resources) TYPE 4 - Initial Attack TYPE 5 - Initial Attack (with very few TYPE 1 TYPE 2 TYPE 3 (Prescribed Fires) 1 2 3 4 Grass Shrub Timber Slash A B C D E F G .1 - .25 .26 - 9.9 10 - 99.9 100 - 299.9 300 - 999.9 1,000 - 4,999.9 5,000 +
resources) Instructor Experience Entry Course Code IQCS Session # Date Completed Course Code IQCS Session # Date Completed Task Books - Initiated, But Not Completed Event Code Job Code Initiated Date Task Books - Completed Code Job Code Completed Date * Pen and Ink Signature ONLY * EMPLOYEE SIGNATURE SUPERVISOR SIGNATURE DATE
EMPLOYEE INCIDENT EXPERIENCE Job Code job on your Red Card) Incident Performed (Event Code) Incident Date MM/DD/YY and Agency Operational Periods (Shifts) Management Type or Complexity Level (See Below) Fuel Type (See Below) Fire Size (See Below) Incident Name and Incident Number FFT2 WF 07/21/09 OR - LAD 6 3 3 f Example fire (OR-LAD-1234) ICS Management Complexity Levels Fuel Type Fire Size (in acres) TYPE A - National Area Command Team TYPE 1 - National Type 1 Team TYPE 2 - Regional Type 2 Team TYPE 3 - Extended Attack (with multiple resources) TYPE 4 - Initial Attack TYPE 5 - Initial Attack (with very few resources) TYPE 1 TYPE 2 TYPE 3 (Prescribed Fires) 1 2 3 4 Grass Shrub Timber Slash A B C D E F G .1 - .25 .26 - 9.9 10 - 99.9 100 - 299.9 300 - 999.9 1,000 - 4,999.9 5,000 + This document is required if you want a “Red Card” for 2014, whether you had any experience or not. It’s your request to process the procedures to produce you a “Red Card” for 2014. Deadline due date: December 31, 2013 to your sub-unit Training Officer. * Pen and Ink Signature ONLY *
EMPLOYEE INCIDENT EXPERIENCE Job Code job on your Red Card) Incident Performed (Event Code) Incident Date MM/DD/YY State and Agency Operational Periods (Shifts) Management Type or Complexity Level (See Below) Fuel Type (See Below) Fire Size (See Below) Incident Name and Incident Number FFT2 WF 07/21/09 OR - LAD 6 3 3 f Example fire (OR-LAD-1234) ICS Management Types Complexity Levels Fuel Type Fire Size (in acres) TYPE A - National Area Command Team TYPE 1 - National Type 1 Team TYPE 2 - Regional Type 2 Team TYPE 3 - Extended Attack (with multiple TYPE 1 TYPE 2 TYPE 3 (Prescribed Fires) 1 2 3 4 Grass Shrub Timber Slash A B C D .1 - .25 .26 - 9.9 10 - 99.9 100 - 299.9
resources) TYPE 4 - Initial Attack TYPE 5 - Initial Attack (with very few resources) E F G 300 - 999.9 1,000 - 4,999.9 5,000 + Employee Instructor Experience Course Code IQCS Session # Dates of Instruction Level of Instruction This document is required if you want a “Red Card” for 2016, whether you had any experience or not. It’s your request to process the procedures to produce you a “Red Card” for 2016. Deadline due date: December 31, 2015 to your sub-unit Training Officer. * Pen and Ink Signature ONLY * EMPLOYEE SIGNATURE DATE SUPERVISOR or FMO or AFMO or Fire Staff DATE
EMPLOYEE INCIDENT EXPERIENCE Job Code job on your Red Card) Incident Performed (Event Code) Incident Date MM/DD/YY State and Agency Operational Periods (Shifts) Management Type or Complexity Level (See Below) Fuel Type (See Below) Fire Size (See Incident Name and Incident Number FFT2 WF 07/21/09 OR - LAD 6 3 3 f Example fire (OR-LAD-1234) ICS Management Complexity Levels Fuel Type Fire Size (in acres) TYPE A - National Area Command Team TYPE 1 - National Type 1 Team TYPE 2 - Regional Type 2 Team TYPE 3 - Extended Attack (with multiple TYPE 1 TYPE 2 TYPE 3 (Prescribed Fires) 1 2 3 4 Grass Shrub Timber Slash A B C D .1 - .25 .26 - 9.9 10 - 99.9 100 - 299.9
Job Title Justification Full Time Equivalent (Months) In-Kind Cost (€) Total € Capital Equipment Name Justification Quantity & Unit of Measure In Kind Cost (€) Total € Materials Describe Justification Quantity & Unit of Measure In Kind Cost (€) € Section 7 - Grant History of the Principal Investigator IMPORTANT Ensure that all Enterprise Ireland Funding is listed and clearly marked. Please clearly mark any previous Innovation Partnership Projects. Only approved grants should be included in this list. Grant Scheme Reference Number Project Start Date Finish Date Total
multicultural toys show negative stereotypes, outdoor area not used regularly. resources. Resources are non stereotypical. Provider sings, talks about maths and nature/science. teaches children about maths/ nature/science. Sand and water offered daily with different resources. Provider talks to children about their play, extending their learning. Children have very infrequent outdoor experiences Daily outdoor experiences available but are of limited value and quality Daily outdoor experiences include a range of activities Planned daily outdoor activities cover all areas of learning Children are not given opportunity to play alone or away from adult Children can create spaces for privacy Space set aside accessible most of the day More than one area set up with activities, children can play alone Limited opportunities for play and learning More opportunities needed for play and learning Child-initiated play and adult led learning are appropriate to the children’s needs The practitioner is led by the child and knows when child- initiated play and adult led learning are appropriate and changes plans in response Inappropriate material seen by children on TV/IT, unrestricted access to internet. TV on constantly. TV/IT use appropriate for the age of the children e.g. 30 mins for toddlers, and alternative activity available TV/IT is educational – music, exercise – childminder is actively involved with children in the use of TV/IT. TV/IT only used to support children’s current interests and to encourage active involvement Little or no talking to children. Loud noise interferes with listening. Limited vocabulary used. Talking only used to control behaviour. Moderate amount of talking, neutral tone of content of talk generally positive. Some response to children’s communication Practitioner talks to children frequently, responding to attempts to communicate, personalising talk that is meaningful to children. Descriptive words used. Wide range of exact words, different topics discussed, inc feelings. Complexity adjusted to match child. Extending language and thinking, asking questions. Using sign/symbols. Practitioner is not responsive to children and Practitioner is usually responsive and involved with Practitioner uses positive interaction and children Practitioner is sensitive to all children’s asks about their feelings,
qualifications and CPD are offered a range of routes to gain additional qualifications and CDP additional qualifications staff gaining additional qualifications Manager offers limited support for staff CPD Manager needs to better support CPD for staff Manager and staff identify CPD and relevant support is offered to meet individual need and learning styles Manager and staff identify CPD and relevant support is offered to meet individual need and learning styles with staff and included in staff supervision Overall rating: Areas for development:
13 Parents’ views are gained and evaluated (eg questionnaires, feedback forms). 14 Parents are aware of information that is shared between all practitioners who work with a child, both within the setting and between settings. 15 Parents are encouraged to support and share information about their children’s learning and development at home. 16 Parents are involved in the preparation for points of transition when leaving the setting or moving between rooms for example Criteria for assessment Use the criteria below to assess the quality of your provision. Inadequate Urgent actions for development Requires Improvement Some actions for development Good Few actions for improvement Outstanding Continued development 1 2 3 4 5 6 7 No written contracts with parents Written contracts with parents not updated Regularly reviewed contracts with parents Annual parent evening to review contracts, share development etc Insufficient information sharing with parents and others Setting needs to improve and extend ways of sharing information with parents, e.g. about their child’s development and other professionals where necessary A range of evidence to show effective partnership with parents and others Good information sharing with parents, allowing parent input and. Other professionals included where necessary Parents discouraged from observing setting prior to child starting Some possibilities for parents to help settle in their children Parents are welcome in the setting to settle their child A plan for settling in the child is agreed with parents with flexibility depending on the parents/child’s needs Parents are not involved in the setting Parents involved minimally in the setting Parents input is valued and they are invited to be involved in the setting A variety of opportunities for parents to be involved and feed into activities Observation and planning not shared with parents Basic information and observations shared with parents Parents have daily feedback, receive observations and are regularly informed of child’s development and next steps Parents are involved in inputting into observation and planning and setting gives ideas for next steps at home
Interaction with parents unpleasant Interaction with parents minimal Good relationship and interactions with parents. Setting seeks feedback and acts on input where appropriate Parents and the key person/setting work together, relationships are excellent. Parents feel confident in suggesting changes, offering input knowing it will be taken seriously. Areas for development:
Criteria for assessment Use the criteria below to assess the quality of your provision: The safeguarding and welfare requirements Inadequate Urgent actions for development Requires Improvement Some actions for development Good Few actions for development Outstanding Continued development 1 2 3 4 5 6 7 Not being met – registered provider is failing to comply with their statutory requirements Welfare requirements met with inconsistencies (In line with the EYFS 2017) Welfare requirements met (In line with the EYFS 2017) Welfare requirements met and practice exceeds basic requirements Negative impact on children’s care, learning and development There are significant weaknesses in practice that will potentially have a negative impact on children’s welfare Limited policies and procedures relevant to this section Setting is working towards policies and procedures relevant to this section being regularly reviewed and shared with parents Policies and procedures relevant to this section are regularly reviewed, understood by staff, shared with parents and embedded in practice Policies and procedures relevant to this section and additional policies deemed necessary are regularly reviewed, understood by staff, shared and understood by parents and embedded in practice Areas for development:
________________________________ Name _________________________________ Name ________________________________ Title _________________________________ Title ________________________________ Date ________________________________ Date
17 Current Ofsted inspection recommendations or actions have been addressed. Criteria for assessment Use the criteria below to assess the quality of your provision. Inadequate Urgent actions for development Requires Improvement Some actions for development Good Few actions for improvement Outstanding Continued development 1 2 3 4 5 6 7 Ineffective management structure for strengthening leadership for learning Management structure needs to develop its effectiveness for strengthening leadership for learning Good management structure in for strengthening leadership for learning Effective management structure in for strengthening leadership for learning Supervision process is limited and staff appraisals lack structure Management team would benefit from developing and improving supervision process and providing a more structured system of staff appraisal Detailed process in place for supervision and staff appraisals are well structured and progressive Embedded and effective process is in place for supervision and staff appraisals are well structured and progressive No probationary period in Management team should review and improve requirements relating to probationary period Probationary period in place and regular reviews carried out Probationary period in place and regular written reviews carried with a mentor supporting new staff member Minimal evidence of reflective practice Management team needs to support staff in reflecting on their practice Reflective practice evident Reflective and strong practice evident Infrequent and ineffective meetings Management team needs to ensure that staff meetings are effective and scheduled on a regular basis Regular staff meetings with agenda and minutes Times and days rotated to allow for part time staff with written agenda and minutes Inconsistencies in staff deployment and team working Manager needs to monitor staff deployment and promote team working Good staff deployment and team working Excellent staff deployment and team involved in decision making Limited regular staff but setting is frequently supported by agency staff Some regular staff but setting is often supported by agency staff Management team needs to review staffing to address the issues relating to staff retention Regular and well established staff team in place Key person approach not in place. Management team need to ensure that a key person approach is in place for all children Management team need to ensure that key person approach is implemented effectively by the whole staff team An effective key person approach is in place Professional and positive ethos Manager mentors and supports staff to fulfil their roles and responsibilities Areas for development: