zilongwang/ReadingBank huggingface dataset:
Complete the gap analysis worksheet. Based on the student’s gap analysis what would you conclude? Kathy’s current rate of improvement has her on track to be on grade level within approximately 8 weeks. Considering there are 19 weeks left in the school year, Kathy is projected to meet the spring benchmark on grade level. Her current interventions and services are closing the gap therefore an increase in intensity or level of services (special education) is not warranted.
What percentage of intervention did Kathy receive in the month of November? Of the 15 days available for intervention in November, Kathy was only present for the entire intervention block on 9 days. Therefore she attended intervention 60% Use the attached documentation to complete the checkboxes on the SLD assessment documentation form. What information would you include in the reason for referral section? See attached form What information would you include in the Tier II Intervention narrative section? See attached form What information you include in the Tier III Intervention narrative section? See attached form Based on the information you have included in the Assessment Documentation form, what eligibility determination did you come to? Why? Not Eligible! Kathy will be on grade level within approximately 8 instructional weeks. In addition, her intervention was not completed with fidelity.
Microsoft Communications Sector Customer Solution Case Study Local council mobilizes with unified communications system Overview Country or Region: New Zealand Industry: Local Government Customer Profile The New Plymouth District Council (NPDC) is a local government elected by the ratepayers of New Plymouth. Business Situation New Plymouth District Council (NPDC) is a medium sized New Zealand District Council with a population of 70,000, infrastructure worth three billion and more than 500 employees. Solution The Council embarked on a public tender process, and after considering several companies and products chose to work with Gen-i to implement Microsoft Lync. Benefits • Increased productivity • Instant visibility to availability • Instant Messaging functional • Complete location and • Instant disaster recovery “The final solution was a quantum leap in connectivity and collaboration for the Council.” Glynn, Manager ICT, New Plymouth District Council As part of future strategic plan New Plymouth District Council (NPDC) wanted to deliver a Unified Communications (UC) solution across the organization. This forward thinking Council intended to create an environment where council staff were able to quickly and easily respond to requests from the public, and systems were in place to facilitate seamless interaction and effective team collaboration. The existing Private Branch Exchange (PBX) system at NPDC lacked the functionality to support this plan. Maintenance and the threat of a total system failure was an on-going risk, which could result in some potentially serious consequences for the Council. NPDC took action to prevent this and decided to implement Microsoft Lync, which was able to provide a complete UC solution in line with the Councils long term strategy. NPDC now have an effective future-facing system with increased functionality that facilitates effective collaboration and communication both internally and externally.
Case Guthrie Street Primary School, Shepparton Guthrie Street Primary School is a school of 500 students. The school is located in the south end of Shepparton. The school has students from a range of backgrounds, cultures and environments. The project Improving school attendance – when the school started this project to focus on student attendance, students averaged 15 days absence per year. Key objectives Regular attendance at school provides students with the strong foundations necessary to develop academic skills and emotional and social connections. Guthrie Street Primary School aimed to reduce the average absence days per student to less than 12 days per year. Key actions Key actions in improving attendance at Guthrie Street included: Comprehensively focusing on attendance data at a of school, cohort, classroom and individual student level Regularly monitoring and sharing data with teachers, parents and children Brainstorming strategies to improve attendance at the school (see below) Setting an attendance target to reduce absence Including attendance data goals in teacher Performance & Development Plans Celebrating successes Creating Action for those with irregular attendance. Strategies implemented to improve attendance A strong focus on building school connections for students, for example: relationships with teachers, friendships and connections with the curriculum. Parents are encouraged to engage and participate in the school, for example: daily morning reading program, special event days (Mother’s Day and Father’s Day breakfasts) and excursions. Emotional intelligence is explicitly taught across the school. This contributes to developing an environment where children feel safe and respected. Links have been established or strengthened with community health and welfare agencies to support families in need. Teachers identify students in their class who have a history of poor attendance and develop strategies to improve their attendance performance (goals are set as part of Performance & Development Plan). Teachers take responsibility for following up all absences of greater than one day with a phone call. The newsletter is used to regularly communicate the importance of daily attendance at school. Goals for attendance performance are set and communicated at a whole of school, classroom and for some students at an individual level. Good attendance is recognised and rewarded. Certificates are awarded at the end of each term recognising both 100% and 95% attendance. End of year awards are given for children who have attended school every day. The principal meets with parents of students with chronic absenteeism. Discussion at these meetings focuses on the importance of regular
APPENDIX - III TABLE - II (A) MINIMUM APIS AS PROVIDED IN APPENDIX - III TABLE I TO BE APPLIED FOR THE PROMOTION OF TEACHERS UNDER CAREER ADVANCEMENT SCHEME (CAS) IN UNIVERSITY DEPARTMENTS AND COLLEGES, AND WEIGHTAGES FOR EXPERT ASSESSMENT Category Activity Assistant Professor / equivalent cadres: 1 to Stage 2) Assistant Professor / equivalent cadres: (Stage 2 to Stage 3) Assistant Professor (Stage 3) to Assoc. cadres (Stage 4) Associate Professor (Stage 4) to Professor /equivalent cadres (Stage 5) Professor (Stage 5) to Professor (Stage 6) I Teaching-learning, Related Activities 80/Year 80/Year 75/Year 70/Year 70/Year II Professional Development and Extension activities - Minimum score required to be assessed cumulatively 50 / Assessment period 50 / Assessment period 50 / Assessment period 50 / Assessment period 100 / Assessment period III Research and Academic Contributions- Minimum required - to be assessed cumulatively 20 / Assessment period 50 / Assessment period 75 / Assessment period 100 / Assessment period 400 / Assessment period II + III Minimum total API score under Categories II and III* 90 / Assessment period 120 / Assessment period 150 / Assessment period 180 / Assessment period 600 / Assessment period IV Expert Assessment System Screening cum evaluation committee Screening cum evaluation committee Selection Committee Selection Committee Expert Committee V Percentage Distribution of Weightage Points in the Expert Assessment (Total weightage = 100. Minimum required for promotion is 50) No separate points. Screening committee to verify API scores No separate points. Screening Committee to verify API scores 30% - Research Contribution 50% - Assessment of domain knowledge & teaching practices. 20% - Interview performance 50% - Research Contribution. 30% - Assessment of domain knowledge & teaching practices. 20 % - Interview performance 50% - Research Contribution. evaluation and other credential by referral procedure * Teachers may score the balance of points from either Category II or Category III to achieve the minimum score required under Category II + II
include clear business performance metrics metrics describe the performance uplift due to collaborative business arrangements understanding customers – B2B and B2C strategic targeting of export markets redesigning business processes to deliver value and lower costs business models that enable access to independent sources of capital from new technology business models that hold other capacities for enabling entrepreneurship, driving competitiveness and export growth. Low priority activities The following forms of collaboration may be touched upon where the insights to be derived are highly compelling, but are not the focal point for this initiative: traditional activities of agricultural cooperatives, grower groups or industry associations, clusters, ecosystems, academic research, and activities limited to or predominantly related to the domestic market. Preparing an application Applications must contain sufficient information to demonstrate: The case aligns with the focus and scope of the Case Study Initiative The case study is based on sound evidence and information Contractor has the capacity, capability and commitment to prepare the case study successfully within the time frame The case will contribute value added insights to business decision makers based in Western Australia Applications must be submitted online using the Smartygrants online portal available via . To be considered for funding, completed applications must be submitted on or before Wednesday 3 October, 2018. Please note the SmartyGrants system will close at automatically at exactly 12:00 midnight (Western Australian Time, +8.00 GMT) and will not accept applications after this time. Applications received by other means will not be eligible for consideration. If there is a question over whether an application is deemed ineligible, this matter will be resolved by the responsible DPIRD officer. There will be no appeal regarding eligibility or late applications. All applicants will be notified by email that their application has been received. Assessment and selection Contracts will be issued through a competitive merit-based process. DPIRD will appoint an independent selection panel with suitable industry, technical and scientific expertise to assess the applications and make recommendations to the Project Steering Committee.
CASEWORK VOLUNTEER APPLICATION Thank you for your interest in volunteering with Restorative Justice Victoria (RJV)! RJV is recruiting for casework volunteers who will serve in the roles of facilitators and mentors. All casework volunteers must commit to volunteering with RJV for at least one year following the completion of the training. If you are selected, these volunteering positions require attendance at all of the following training sessions, which will be held at our offices (1933 Lee Avenue). Saturday October 20, 9:30 am – 5:00 pm Monday October 22, 6:00 – 9:00 pm Monday October 29, 6:00 – 9:00 pm Saturday November 3, 9:30 am – 5:00 pm Wednesday November 7, 6:00 – 9:30 pm Saturday November 17, 9:30 am – 5:00 pm Monday November 26, 6:00 – 9:30 pm Saturday December 1, 9:30 am – 5:00 pm RJ Most people we meet have some inaccurate information about restorative justice that we like to clear up right away: RJV is victim-centred. Therefore, victims and the needs they have resulting from the offence are at the heart of what we do. We work hard to ensure our processes are safe, fair, and effective for victims. This does not mean that we neglect offenders. Their needs and the root causes of their offence are also a priority. We are stating this here to notify potential volunteers that our work is not offender-focused, as this is true for some restorative justice programs. RJV works with minor and serious offences, and not all of them are diversion (some cases we handle are done in addition to a court trial) RJV works primarily with adult offenders; only about 25% are 12-17 years old ABOUT
Timeline for Observations August to April 1 Timeline for Post Conferences Within 5 days Timeline for Summative By 1st Timeline for Individual Growth Plan Develop by September 30th . They will be monitored and changes made as necessary. Summative to Superintendent 1st 3 Yr. Summative Cycle of Evaluation Based on TPGES Professional Practice Rating and Student Growth Rating required Electronic Number of Observations Required Year of the Summative Evaluation 3 Mini and 1 Full, within teacher’s evaluation cycle (Peer does 1 mini) Timeline for Observations August to May 1st (within teacher’s evaluation cycle) Timeline for Post Conferences Within 5 working days
Casey County Board of Education Observation and Monitoring Sheet School______________________ Year:_____________________________ Tenure Mark (X) Mark(X) Notify Staff within 30 days Date of 1st Mini Conference Date of 2nd Mini Conference Date of 3rd Mini Conference Date of Formal Conference Date of Summative Conference The letter G growth plan development and/or maintenance.
CASEY STAFF 2017-2018 FACULTY Addison, Jeff Arnold, Christine Askey, Suzanne Bender, Tim Bennett, Melissa Billias, Andrea Bosworth, Todd Brill, Thomas Brown, Marcie Cannon, Holly Carle, Laura Chinana, Carissa Chown, Patricia Chrites, Michael (for McDuffie) Cirrincione, Bianca Clauss, Tim Collard, Carol Ann Collura, Deborah Curry, Janice Dempsey, Lisa Dobmeier, Peter Fornes, Kim Garver, Joshua Garver, Stephanie Gengo, Kyle Glaser, Bonnie Grande, Diana Grohusko, Jennifer Hahn, Joyce Hauber, Andrea Holyoke, Eileen Hopkins, Alex Hopkins, Bobbi Hornung, Heather Ieda, Anneke Jacobs, Allison Janik, Lindsay Jantzi, Shannon Justen, Jeanine Kilmer, Dana Kreyer, Lynn Krieger, Heather LaMont, Andrew Marcinkowski, Dawn Marmion, Elizabeth May, Claire McBride, Mary McDuffie, Chris McGrath, MaryBeth Metzen, Lauren Jerry Murray, Colleen Nagel, Alicia O’Malley, Harry Pecori, Andrea Pincoski, Tim Prowse, Darlene Pulaski, Casey Rodgers, Danielle Roller, Jenna Ruggeri, Christina Sanchez, Barbara Scaduto, Dominic Scalzi, Mary Schatz, Heidi Schmidt, Dawn Shaughnessy, Catherine Slipko, Jeanine Smart, Matthew Szafranski, Michele Tamburello, Jennifer Tangeman, Tricia Taylor, James Texido, Jennifer Triantafillou, Caitlin Treiber, Susan Urbanski, Gretchen Waple, Morgan Weitz, April
La Fontaine Winery, , July 2009 C124 Lyndhurst Neighbourhood Activity Centre Comprehensive Development Plan, City of Casey, October 2009 C102 M1 Redevelopment Project, October 2006 C97 Map B – Proposed Works Area for the Widening of Narre Road from Princes Highway to Lansell Close, October 2001 C37 Map C – Proposed Works Area for the Construction of the Hallam Bypass from Monash Freeway to Princes Highway, March 2001 C29 Site-Specific Control – , Use of the land as a Residential building, December 2013 C191 Site-Specific Control – Units 2 & , Use of the land as a shop for the sale of fishing supplies, November 2010 C141 Thompsons Road Precinct Structure Plan, October 2014 C185 Ti-Tree Creek Development Contributions Plan, City of Casey, April 1998 NPS1 Victorian Desalination Project Incorporated Document, June 2009 C140
Traffic and road network and the DCP Ballarto Road Chevron Avenue Cranbourne-Frankston Road intersections Project costing and amendments to the DCP Biodiversity issues Southern Bandicoot Dwarf Galaxias Native vegetation Other issues Applied residential zones Vegetation corridor along Cranbourne-Frankston Road Amstel Golf Club Acoustic report Amendments to Schedule 11 to the Urban Growth Zone.
Table 13 Summary revised project costing and Panel comment Project Description Plan Title Reference MPA Comment UDIA revised cost (75% confidence) Panel notes and comments IN01 Ballarto Road / Woodland Drive Roundabout with associated pedestrian signals. Interim Alignment Design – Option Woodlands Drive Roundabout Concept Layout. The length of Ballarto Road accounted for in this scope is 200m. Cost of project is increased from $2.01M to $2.536M. $1,683,750.55 without land cost Each budget relies upon the Butler plan thus the scope of works should be the same. IN06 Western Port Highway and Ballarto Road Upgrade to roundabout at the Western Port Highway Interim Alignment Design – Option 2, Woodlands Drive Roundabout Concept Layout. (Note the roundabout concept is at the west on the same plan as for IN01). No pedestrian signals. Cost of project is reduced from $900K to 637K. $667,258.65. The MPA reference to "no pedestrian signals' is unclear. The is unaware of a proposal to install signals at the new intersection with the Western Port Highway. RD01-1 Ballarto Road between the Western Port Highway (sic). Road construction. No plan Road between Western Port Highway and Pearcedale roundabout For RD-01-2, the figure is $2,667,255.70 The MPA cost figure for RD-01-1 from document 26 is $1,535,041.69.
SCHEDULE TO CLAUSE 81.01 Name of document Introduced by: Advertising Signs, 950 Ballarto Road, Botanic Ridge, May 2014 C115 Berwick Development Contributions Plan, City of Casey, April 1998 NPS1 Berwick Waterways Precinct Structure Plan, October 2014 C188 Berwick Waterways Development Contributions Plan, October 2014 C188 Botanic Ridge Development Contributions Plan, December 2012 C133 Botanic Ridge Native Vegetation Precinct Plan, December 2012 C133 Botanic Ridge Precinct Structure Plan, December 2012 C133 Brechin Gardens Incorporated Plan, June 2005 C79 Casey Cultural Precinct Incorporated Document, August 2014 C201 Casey Fields South Residential Precinct Structure Plan, October 2014 C186 Cranbourne Racing Complex and Surrounds Investment and Development Plan, City of Casey, January 2015 C166 Clyde Creek Precinct Structure Plan, October 2014 C186 Clyde Development Contributions Plan, October 2014 C187 Clyde North Precinct Structure Plan (including the Clyde North Native Vegetation Precinct Plan) September 2011 C153 Clyde North Precinct Structure Plan Development Contributions Plan, August 2011 C153 Cranbourne East Precinct Structure Plan (including the Cranbourne East Native Vegetation Precinct Plan) May 2010 C119 Cranbourne East Precinct Structure Plan Development Contributions Plan, May 2010 C119 Cranbourne North Precinct Structure Plan Development Contributions Plan, June 2011 C125 Cranbourne North Stage 2 Precinct Structure Plan (including the Cranbourne North Stage 2 Native Vegetation Precinct Plan), June 2011 C125 Cranbourne Pakenham Rail Corridor Project Incorporated Document, September 2014 GC15 Cranbourne West Development Contributions Plan, City of Casey, January 2010 C102 Cranbourne West Precinct Structure Plan, City of Casey, May 2012 C159 Development Contribution Plan for Local Structure Plan 3 - Cranbourne East, 7 July 2015 C212 Development Contributions Plan for Local Structure Plan 1 Lyndhurst, City of Casey, August 2003 C49 Development Contributions Plan for Local Structure Plan 6 Cranbourne, City of Casey, 7 July 2015 C213 Development Contributions Plan for Narre Warren South, City of Casey, December 1997 NPS1 Fountain Warren CBD Development Contributions Plan – Development Contribution Rates and Explanatory Material - City of Casey, January 2011 C146
|-5--5-5--5-5-|----|-3--3-3--3-3-|-----|--1--1-1--1h3--| |-5--5-5--5-5-|--%-|-3--3-3--3-3-|--%--|--2--2-2--2-2--| |-5--5-5--5h7-|--%-|-3--3-3--3h5-|--%--|--3--3-3--3-3--| |-7--7-7--7-7-|----|-5--5-5--5-5-|-----|---------------| |-C-----------|----|-Bb----------|-----|--F------------| Ending | A7 / D7 / G7 / C / | C7 Cdim F C | And you know that notion just crossed my mind. |-----------------------------| |-----5-----4-----3-----------| |-----------------------2p1p0-| |-4/5---5\4---4\3---1h2-------| |-----------------------------| |-----------------------------|
the other side, and does not have such a big pocket of cancer behind it. July 7, 15:23:14. More and more separation. This stage is requiring more and more bandaging because of the increased flow of sticky fluid from under the eschar mass. Notice that around the bottom part of the eschar mass where there has not been much separation yet, the skin color is still much more intensely red than on the side, where there has been a lot of separation. July 8, 11:52:54. In this picture, I am coming unglued. This eschar surface is very thick and hard. Also notice the much lighter skin color at the bottom of the eschar mass (compared to the picture on the left), since significant separation has reduced the amount of pressure and inflammation. July 8, 23:33:19. A large eschar mass, like the one at the bottom of this picture, may shrink as it separates. July 8, 23:33:07. There is separation around the top, the outer edge, and part of the bottom section of this eschar, but not on the side toward the nipple, where the tumor spots are. July 9, 00:10:23. As separation has spread around the bottom part of the main eschar mass, redness and inflammation in that area have decreased. Seepage is very intense and requires all-over bandages. July 11, 10:28:01. Two non-stick bandage pads have been on overnight. If you have seepage around a separating eschar, do not use plain gauze pads. If you do, you will have a very hard time getting them off. July 11, 01:23:56. By this time, pain and swelling have considerably decreased. Even though I still had some swelling, my bra fit normally, and the center seam lined up with the center of my chest. July 11, 01:32:47. One strange little eschar at the bottom changes back and forth between slimy gray and black. The appendages above it are also deteriorating and turning gray.
There is evidence of thorough contingency planning for identified risks Services involved are meeting the assessed need There is clear multi-agency involvement in the care plan The care plan is copied to all family members, where appropriate Parents’ / carers’ views on the plan are recorded and acted upon Children’s views on the plan are recorded and acted upon The care plan has been authorised and approved by a manager Team Around the Family Minutes There is evidence that 4-6 weekly meetings are held Multi-agency involvement is recorded Parents and child attended (or were given every opportunity to attend) the meeting Parents provide views, and there is evidence that their views have been considered
PICC line placement by an interventional radiologist under fluoroscopic guidance Catheter embolization of an AVM under fluoroscopic guidance Solid organ needle biopsy using ultrasound and/or fluoroscopic guidance Cardiac catheterization CVL placement by a surgeon using fluoroscopic confirmation/guidance Major Orthopedic EXAMPLES to INCLUDE DOES NOT INCLUDE Spine fusion Amputation Tumor resection with limb reconstruction Pelvic surgery Major long bone surgery Joint replacement Knee arthroscopy Minimal blood loss bony procedures (with or without tourniquet) Fracture reduction and pinning Casting Neonatal Emergencies Patients less than 45 weeks post conception having emergency surgery in any of the categories listed EXAMPLES to INCLUDE DOES NOT INCLUDE Diaphragmatic hernia Gastroschisis/omphalocele NEC & bowel TEF Other neonatal emergencies Neonatal emergency –other EXAMPLES to INCLUDE DOES NOT INCLUDE Myelomeningocele Vein of Galen malformation Diaphragmatic hernia Gastroschisis/omphalocele NEC & TEF Solid organ transplants EXAMPLES to INCLUDE DOES NOT INCLUDE
increased hemolysis Albumin (g/dL) 3.5-5 2.8,2.7,2.6 Overhydration, malnourishment (eating 5% of meals) Evaluate energy and protein requirments once patient achieves balance Total protein (g/dL) 6-8 5.8,5.6,5.5 Overhydration; malnourishment (eating 5% of meals) Evaluate protein requirements Prealbumin (mg/dL) 16-35 15,11,10 Overhydration, malnourishment Evaluate energy and protein requirments once patient achieves fluid balance ALT (U/L) 4-36 100,120,115 Compromised health/function Increase protein, monitor liver AST (U/L) 0-35 70, 80, 85 Compromised liver health/function Increase protein, monitor liver CPK (U/L) 55-170 180,200,205 Damage or injury to heart Heart healthy diet Troponin T (ng/L) <0.03 0.035, 0.037, 0.036 Damage or injury to heart Heart healthy diet HDL-C (mg/dL) >45 30,31,30 Heart disease Fat restriction LDL-C (mg/dL) <130 180,160,152 Heart disease Fat restriction Apo A (mg/dL) 94-178 60,65,70 Heart disease Fat restriction Apo B (mg/dL) 63-133 140,138,136 Heart disease Fat restriction BUN (mg/dL) 8-18 32,34,30 Decreased kidney function; decreased renal blood flow Ensure meeting protein requirements Creatinine serum (mg/dL) 0.6-1.2 1.6,1.7,1.5 Decreased kidney function; Ensure meeting
Knowledge, skills and ability. Good intellectual and analytical ability to develop knowledge of legislation and apply it to a variety of circumstances High standard of literacy and effective written communication skills for writing letters, reports and meeting notes. Effective verbal communication skills in particular the ability to provide clear advice over the telephone. Ability to deal with a demanding workload may include considerable correspondence and to prioritise accordingly; Ability to work on own initiative and as a member of a team Effective negotiation skills Ability to ensure that the highest standards of quality and customer care are achieved Excellent interpersonal skills with people at all levels Ability to use standard office IT packages Application form, interview and test Application form and test Interview Application form and interview Application form and interview Application form and interview Application form and interview Application form and interview Application form
BODY CHART – past two weeks Researcher please check the box(es) at the bottom of the chart to show any areas where the participant has experienced pain in the past two weeks. P = ////// Have you experienced any back pain in the last two weeks? (Please tick) Yes No Pain Site Lower lumbar (L3, L4, L5), Mid-Lumbar (L1, L2), Lower Thoracic (T6 -T12) Upper Thoracic (T1-T5) Mark on the scale below the severity of any back pain in the last two weeks. 0 1 2 3 4 5 6 7 8 9 10 No pain pain Imaginable BODY CHART – Today Researcher please check the box(es) at the bottom of the chart to show any areas where the participant has experienced pain today. P = ////// Do you have any back pain today? (Please tick) Yes No Pain Site Lower lumbar (L3, L4, L5), Mid-Lumbar (L1, L2), Lower Thoracic (T6 -T12) Upper Thoracic (T1-T5) Mark on the scale below the severity of any back pain is today. Trial
Case Study Teaching Notes For Introduction to Materials Management, 7e Arnold Stephen N. Chapman Lloyd M. Clive TABLE OF CONTENTS Meridian Water Pumps – Chapter 2 1 Acme Water Pumps – Chapter 3 5 Apix Polybob Company – Chapter 4 6 Wescott Products – Chapter 5 9 Products – Chapter 6 14 Let’s Party! – Chapter 7 17 Northcutt Bikes: The Forecasting Problem – Chapter 8 20 Smith: Inventory Control Manager – Chapter 9 22 Carl’s Computers – Chapter 10 25 CostMart Warehouse – Chapter 12 29 Metal Specialties, Inc. – Chapter 13 32
NATA’S KIDS, INC. SERVICE PROVIDER CASELOAD SCHEDULE Name of SEIT: _____________________________ Effective date from Student’s Last Name, First DOB & STUDENT ID IEP Mandate Frequency Start Date Monday Tuesday Wednesday Thursday Friday 1. Site: Hours: Site: Hours: Site: Hours: Site: Hours: Site: Hours: 2. Site: Hours: Site: Hours: Site: Hours: Site: Hours: Site: 3. Site: Hours Site: Hours: Site: Hours Site: Hours: Site: Hours: I agree to adhere to the schedule and to notify Nata’s Kids about any upcoming changes or absences immediately Provider’s Signature:
Rationale for Future Instruction Since the end of their sessions, the researcher has contacted Peggy’s mother and given her advice for future instruction for her as she enters high school. The researcher recommended that her mother continue to have her read regularly, but also to periodically ask Peggy about what she is reading and how it connects to her life. The researcher hopes that this will instill a love for reading in her that sustains her even when the text is not appealing to her. The researcher also mentioned that the medium of the strategy seemed to be important to Peggy – in several of their lessons, her engagement seemed to increase when she wrote on the whiteboard or poster board. Because of this, the researcher suggested that her mother invest in a note taking strategy that would interest Peggy (such as a small whiteboard or a recording device) so that she could use this for note taking for school. This also would increase motivation and interest in the student. Summary Overall, the time with Peggy was valuable to both her and the researcher. Going into the sessions, the researcher’s main goal was for Peggy to develop a love of reading and to comprehend each text that she came across, whether applicable to her or not. Unfortunately, this does not happen in five sessions. This is a skill that must be worked on over time, and the researcher hopes that as Peggy continues to work on this, her love for reading will grow. During their sessions, Peggy showed immense promise as a reader, however, she also seemed to want to impress the researcher with her ability and by always having the correct answer. While this is not a bad desire, it can often get in the way of really understanding the material. For Peggy, it caused her to omit and substitute many words as she read which faltered her comprehension. It also affected how she read in that she focused more on decoding than she
Bader, L. A., & Pearce, D. L. (2013). Bader reading and language inventory. Boston: Pearson. Ellery, V., & Rosenboom, J. L. (2011). Sustaining strategic readers: techniques for supporting content literacy in grades 6-12. Newark, DE: International Reading Association. Gerber, A. (2017). Braced. New York, NY: Arthur A. Levine Books, an imprint of Scholastic Inc. Lowry, L. (2017). Looking back: a book of memories. Place of publication not identified: Houghton Mifflin Harcourt. McDougall, C. (2011). Girls play to win volleyball. Chicago: Norwood House Press. Appendix A Appendix B
“I speak more openly about problems and don’t let them build up anymore. I can’t believe how much my life has change since the beginning of the year. I can’t thank Venture Trust enough for the support they have given me. I now find it easier to trust people and build positive relationships.” * Name has been changed For more information visit Venture Trust's .
The following, far from exhaustive, examples demonstrate how BMW is working to achieve targets. Electromobility: BMW has developed its ‘i’ brand as a separate brand: in 2013, it introduced its first fully electric premium vehicle, the BMWi3, into the European market and was launched into the markets of the Americas and Asia in 2014. The BMWi3 is designed to generate at least 50 per cent fewer greenhouse gas emissions over its full life cycle than conventional internal combustion engines and is suitable for urban driving. The ‘i’ range is to be developed further and the hybrid sports car, BMWi8, began production in 2014. The company is also expanding its range of electric motorcycles. Efficient dynamics and driver management: the company’s Efficient Dynamics strategy has resulted in a number of technological advances that help increase fuel efficiency and reduce emissions. More specifically, these innovations include intelligent energy management, lightweight construction, optimal aerodynamics, forward-looking drive control, air flap control, etc. The results of the Efficient Dynamics Strategy have been incorporated into all new vehicles since 2007. The company sees potential for further significant reductions in fuel consumption by combining Efficient Dynamics with ConnectedDrive, a package of intelligent technologies that, through interacting with the driver, help him/her make more environmentally positive decisions during the course of a journey and adjust driving styles accordingly. Active Coating, brought to the market in 2012, is but one example of such technologies: by releasing pressure on the accelerator, the driver automatically disconnects the engine from the gearbox and the vehicle slows down via air resistance and the rolling resistance of the tyres alone. Operated in conjunction with the Proactive Driving Assistant which uses data about road conditions and accumulated knowledge about an individual’s driving style to give the driver tips on how to drive in the most fuel efficient way, can be particularly effective. Logistics: the rapid growth of its business in North America and China and the need to transport raw materials and components to its production facilities and to transport finished vehicles to the customer means that BMW itself has a large demand for transport. Wherever possible, BMW utilises the more carbon efficient rail system over road transport. Where road transport is unavoidable, BMW requires carriers to use the most energy efficient vehicles available.
Small bag of Cheetos 2 bags 2 oz= 2 starch + 4 fat 15g x 2= 30g 30g x 4 kcal/g= 120 kcal 2g x 2= 4g 4g x 4 kcal/g= 16 kcal 5 g x 4= 20g 20g x 9 kcal/g= 180 kcal 316 Fruit punch 3 cups 3 cups=6 CHO 15g x 6= 90g 90g x 4 kcal/g= 360 kcal 0g x 6= 0g 0g x 6= 0g 360 Popsicles 2 2= 1 CHO 15g x 2= 30g 30g x 4 kcal/g= 120 kcal 0g x 2= 0g 0g x 2= 0g 120 Total at Snacks: 720 kcal 16 kcal 225 kcal 961 kcal Lunch Peanut butter 4 tbsp 4 tbsp=4 high fat meat 0g x 4=0g 7g x 4= 28g 28g x 4 kcal/g= 112 kcal 8g x 4= 32g 32g x 9 kcal/g= 288 kcal 400 Bread 4 slices 4 slices= 4 starch 15g x 4= 60g 60g x 4 kcal/g= 240 kcal 2g x 2= 4 g 4g x 4 kcal/g= 16 kcal 0g x 2= 0g 256 Banana 1 1 banana= 2 fruit 15g x 2= 30g 30g x 4 kcal/g= 120 kcal 0g x 2= 0g 0g x 2= 0g 120 Mayonnaise 2 tbsp 2 tbsp= 6 fat 0g x 6= 0g 0g x 6= 0g 5g x 6= 30g 30g x 9 kcal/g= 270 kcal 270 Fruit punch 2 cups 2 cups= 4 CHO 15g x 4= 60g 0g x 4= 0g 0g x 4= 0g 240
60g x 4 kcal/g= 240 kcal Chips 1 oz 1 oz= 1 starch + 1 fat 15g x 1= 15g 15g x 4 kcal/g= 60 kcal 1g x 1=1g 1g x 4 kcal/g= 4 kcal 5g x 1= 5g 5g x 9 kcal/g= 45 kcal 109 Total at Lunch: 660 kcal 132 kcal 603 kcal 1395 kcal Dinner Fried pork chop 3 oz 3 oz= 3 meat 0g x 3= 0g 7g x 3= 21g 21g x 4 kcal/g= 84 kcal 8g x 3= 24g 24g x 9 kcal/g= 216 kcal 300 Greens ½ cup ½ cup= 1 vegetable 5g x1= 5g 5g x 4 kcal/g= 20 kcal 0g x 1= 0g 2g x 1= 2g 2g x 9 kcal/g= 18 kcal 38 Potatoes ½ large potato ½ large= 2 starch 15g x 2= 30g 30g x 4 kcal/g= 120 kcal 0g x 2= 0g 3g x 2= 6g 6g x 9 kcal/g= 54 kcal 174 Cornbread 1 cube 1 cube= 1 starch + 1 fat 15g x 1 = 15g 15g x 4 kcal/g= 60 kcal 0g x 1= 0g 3g x 1= 3g 3g x 9 kcal/g= 27 kcal 87 Butter 1 tsp 1 tsp= 1 fat 0g x 1= 0g 0g x 1= 0g 5g x 1= 5g 5g x 9 kcal/g= 45 kcal 45 Iced tea made with sugar 1 tbsp 1 tbsp=1 CHO 15g x 1= 15g 0g x 1= 0g 0g x 1= 0g 60
15g x 4 kcal/g= 60 kcal Total at Dinner: 260 kcal 84 kcal 360 kcal 704 kcal Bedtime rolls 4 ½ oz 4 ½ oz= 3 CHO + 1 lean meat + 2 fat 15g x 3= 45g 45g x 4 kcal/g= 180 kcal 2g x 3= 6g 6g x 4 kcal/g= 24 kcal + 7g x 1= 7g 7g x 4 kcal/g= 28 kcal 24 kcal + 28 kcal= 52 kcal 3g x 1= 3g 3g x 9 kcal/g= 27 kcal 259 Coke 1 can 1 can= 2 ½ CHO 15g x 2 ½ = 37.5g 37.5g x 4 kcal/g= 150 kcal 0g x 1= 0g 0g x 1= 0g 150 at Bedtime: 330 kcal 52 kcal 27 kcal 409 kcal Overall Totals: 2558 kcal 340 kcal 1368 kcal 4266 kcal Carbohydrate: 2558 kcal/4266 kcal= 0.599= ~60% of kcal from carbohydrates Protein: 340 kcal/4266 kcal= 0.0796= ~8% of kcal from protein Fat: 1368 kcal/4266 kcal= 0.321= ~32% of kcal from fat After analyzing Adane’s dietary intake from her 24-hour recall using the exchange system, her total calories were about 4200-4300 kcal a day. Her caloric intake is about 2100 calories over the energy recommendations of 2000-2100 kcal from using the Total Energy Expenditure (TEE) equation for overweight females. Her recommendations for protein are 60 grams per day. According to this recommendation, her intake of just 8% of her overall calories is inadequate.
3. The document should not exceed 15 pages 4. The document should have single line spacing 5. Synopsis should be submitted on or before 30th October 2013 by 10 a.m. II: Final power point presentation of the case: 1. Shortlisted teams are requested to reach the venue on 7th December 2013 at 10.30 am sharp for the set-up and dry run. 2. Please get your power point presentations on a CD/Pen drive, rest of the equipment shall be provided at the venue. 3. The time limit for each presentation is 20 minutes and the students are requested to strictly adhere to the time-limit. A warning bell will ring after 15 minutes. 4. At the end of 20 minutes the team will be asked to stop the presentation. 5. Students are requested not to indicate their institute’s name on the slides or anytime during the presentation. 6. Stay and travel arrangements have to be made by the participants themselves. 7. Comstrat is a contest for Communication Strategy; hence students are requested to focus on the same. 8. In the case presentation, creative renditions are not necessary and will not be judged. 9. Media plan for the same is also not required and will not be judged. 10. The solution must have only one approach and not multiple options. Key Dates to remember: Last date for written submission 30th October 2013 Shortlist of 6 teams for power point presentation 15th November 2013 Final Presentation 7th December 2013
Resources Academy of Nutrition and Dietetics (2013). International dietetics and nutrition terminology (IDNT) reference manual: Standardized language for the nutrition care process. Chicago, IL: Academy of Nutrition and Dietetics. Demling RH. Nutrition, anabolism, and the wound healing process: an overview. Eplasty.2009;9:65–94. “Drugs.” Drug, Supplement, and Herbal Information. National Institutes of Health, n.d. Web 29 November 2013. http://www.nlm.nih.gov/medlineplus/druginformation.html "Health Information." Medline Plus. U.S. National Library of Medicine, n.d. Web. 27 Nov. 2013. <http://www.nlm.nih.gov/medlineplus/>. Nelms, Marcia. Medical Nutrition Therapy: A Case Study Approach. 4th ed. Stamford, Connecticut: Cengage Learning, 2013. Print Nelms, Marcia Nahikian. Nutrition therapy and pathophysiology. 2nd ed. Belmont, CA: Wadsworth, Cengage Learning, 2011. Print. “Pivot 1.5 Cal.” Abbott Nutrition, n.d. Web 30 November 2013. http://abbottnutrition.com/brands/products/pivot-1_5-cal "Prealbumin." Lab Tests Online. American Association for Clinical Chemistry, n.d. Web. 27 Nov. 2013. <http://labtestsonline.org/understanding/analytes/prealbumin/tab/test>. Schaffer, M, and A Barbul. "Lymphocyte Function In Wound Healing And Following Injury." British Journal of Surgery 85.4 (1998): 444-460. PubMed. Web. 27 Nov. 2013. "Zinc." Office of Dietary Supplements. National Institutes of Health, n.d. Web. 28 Nov. 2013.
KNH 411: Case Study #29 Understanding the Disease and Pathophysiology The patient has suffered a gunshot to the abdomen. This has resulted in an open abdomen. Define open abdomen. The medical record describes the use of a wound “VAC.” Describe this procedure and its connection to the diagnosis for open abdomen. Open abdomen is a strategy used for the management of abdominal emergencies in both traumatic and general surgery situations. The abdominal wall is left open as the result of an injury, because of concern for abdominal compartment syndrome, or because of a significant injury that has produced significant soft tissue defects. A wound VAC promotes wound healing by delivering negative pressure (a vacuum) to the wound site through a dressing. This pressure helps draw the wound edges together, remove infection, and promote the formation of new connective tissue. This system would be ideal to carefully heal and promote the closure of open abdomen. The abdominal tissue would be provided with a unique environment for healing with the removal of infectious materials, reduction of edema, and formulation of new tissues. The patient underwent gastric resection and repair, control of liver hemorrhage, and resection of proximal jejunum, leaving his GI tract in discontinuity. Describe the potential effects of surgery on this patient’s ability to meet his nutritional needs. The metabolic stress response to trauma has been described as a progression through three phases: the ebb phase, the flow phase, and finally the recovery or resolution. Define each of these and determine how they may correspond to this patient’s hospital course. The ebb phase defines the period of time immediately after the injury—2-48 hours. This time period is characterized by shock resulting in hypovolemia and decreased oxygen
Resources: Jager-Wittenaar, H;Dijkstra PU; Vissink A. “Changes in nutritional status and dietary intake during and after head and neck cancer treatment.” http://www.ncbi.nlm.nih.gov/pubmed/20737491 Mayo Clinic (n.d.). Chemotherapy - MayoClinic.com. Retrieved May 5, 2011, from http://www.mayoclinic.com/health/chemotherapy/MY00536 Mayo Clinic (2011, May). Esophageal cancer: Treatments and drugs - MayoClinic.com, from National Cancer Institute (2012, November 1). When Someone You Love Has Advanced Cancer - National Cancer Institute. Retrieved from National Institutes of Health (2013). Esophageal cancer - National Library of Medicine - PubMed Health. Retrieved from http://www.ncbi.nlm.nih.gov/pubmedhealth/PMH0001328/ Nelms, M., Sucher, K., Lacey, K., & Roth, S. (2009). Nutrition Therapy (2nd ed.). Brooks Cole.
Giving read access to a case       Giving read and access to a case, but not write       Although the case is Read Only, the person with whom it has been shared can create/edit activities and notes and create relationships. Giving read and write access to a case       Append permissions are always required when granting 'Write' permissions. If Append is not granted they will not be able tochange the Case Concerning nor add activities to case. User will not be able to share the case. Giving read and write access to a case and 'delete' permission       No end users can delete cases (only system administrators). Granting Delete permissions just allows user to delete any activities, including those created by other users. Giving read, write and share access to a case      
-chemicals sprays onto the flowers case rashes ECONOMIC Cash crop farmers sell their produce on. With the money they make they can spend it on new technology so they can farm more and become richer Some farmers borrow money to purchase fertilisers. This puts the in rural debt and often they cannot pay this money back in poorer countries POLITICAL Farmers need to irrigate (water) their crops. However this can cause tensions e.g. The River Indus rivers through Pakistan and India and both countries needs this water for crops. However, Pakistan fear India may cut of their water supply as they have control of the water Countries often have trade agreements. These allow cheaper food to be bought into the country. Tourism Blackpool, UK – Rejuvenated Coastal resort that has been rejuvenated Pre-rejuvenation Run down
CARICOM (percentage) Industry Comparative contribution to GDP in CARICOM (percentage) CIA World Factbook 2012; Beckford and Campbell 2013 Services Comparative contribution to GDP in CARICOM (percentage) CIA World Factbook 2012; Beckford and Campbell 2013 Carib AG Alias Name: Change in Agricultural Land polygon ISO International short country name English spelling of country name POP2000 Population in 2000 SQKM Area of country in square kilometers AGRI_1961 Agricultural land in production, 1961 Potter et. al 2004, World Bank 2010 and Beckford and Campbell 2013 AGRI_1981 Agricultural land in production, 1981 Potter et. al 2004, World Bank 2010 and Beckford and Campbell 2013 AGRI_2000 Agricultural land in production, 2000 Potter et. al 2004, World Bank 2010 and Beckford and Campbell 2013 AGRI_2009 Agricultural land in production, 2009 Potter et. al 2004, World Bank 2010 and Beckford and Campbell 2013
Microsoft Office 365 Customer Solution Case Study LG CNS Launches Korea’s First Cloud Office Service for Fashion Houses with Office 365 Overview Country or Region: Korea Industry: IT Services Customer Profile LG CNS is a global IT services company that provides consulting, systems integration, IT outsourcing, business integration and enterprise resource planning solutions. Business Situation In a keenly competitive environment, large fashion houses use IT to drive growth and increase market share. LG CNS wanted to level the playing field by providing smaller fashion firms with cloud-based enterprise systems and advanced communication and collaboration tools. Solution LG CNS developed an integrated online portal that delivers all the services needed to manage a fashion company, combining Microsoft Office 365 with a customized enterprise resource planning platform, and an enterprise portal solution called iKEP. Benefits Reduced costs, increased sales Increased product value Better fashion industry work practices A cloud model for the BYOD era Scope for expansion to other sectors "Companies don't have to miss out on any valuable or information from clothing stores and fashion markets if they allow their employees to communicate and collaborate wherever they are, at any time.” An official of the distribution/construction business development team at the LG CNS Global IT services provider, LG CNS wanted to give medium-sized fashion companies affordable access to advanced communication and business management technologies. Using a mix of Microsoft technologies, the firm created the Enterprise Total Service for Fashion Industry (ETS-F). Built on a customised enterprise resource planning system (ERP), the ETS-F includes Microsoft Office 365, which provides mobile access to email, calendaring, instant messaging, video conferencing, and document collaboration – all via the cloud – and an enterprise portal solution, iKEP, which manages back-office tasks, such as approvals and schedule management. By reducing IT investment costs and enabling fast, mobile collaboration, LG CNS believes ETS-F will raise fashion house sales by at least five percent. Spurred by interest from the fashion industry, LG CNS now plans to use ETS-F as a springboard to create other industry-specific cloud services.
Microsoft System Center Customer Solution Case Study B2C, B2B Tour Service That Take Wings with Private Cloud Overview Country or Region: Korea Industry: Travel Customer Profile Established in 1989, MODETOUR is one of the leading tour agencies in Korea with 940 employees as of May 2012. Whilst, its headquarters are in Korea, it has signed collaboration contracts with more than 80 local tour agencies in over 120 countries worldwide. Business Situation The replacement cycle for the virtualization infrastructure established in 2008 has now arrived. Under the assumption that the expansion of virtualization servers makes them more difficult to manage. Solution The combination between Windows Server 2008 R2 and System Center 2012 has allowed for high-density virtualization and. Benefits Transparent monitoring Facilitates collaboration Strengthens customer service quality “In the past, we tended to resort to just using our intuition when operating a system after first creating and distributing a virtual server. But, now we can ensure the program performance of the entire site and achieve a stable and efficient operation of the private cloud.” Jin-Young Kim, Section Chief of IT Department of Mode Tour MODETOUR has been garnering many plaudits as the first company within the domestic tour industry to opt for a private cloud system. The main reason that MODETOUR decided to take the plunge and develop its virtualization environment into a private cloud in 2012 was that the management of the invisible bulky virtual infrastructure has become more hindrance than help. As it planned to develop its existing virtualization environment into a private cloud which ensures transparent End to End monitoring ranging from physical resources to application codes and management automation of the overall virtualization environment, MODETOUR decided to introduce Microsoft’s Hyper-V and System Center technology and migrate part of the existing virtualization environment in 2012. After the 1st round of migration, the company plans to move all of its virtualization servers into the Hyper-V environment in accordance with the depreciation schedule of its existing servers.