zilongwang/ReadingBank huggingface dataset:
Emerging Neighbourhood Plan It is anticipated that the emerging Bishop’s Clyst Neighbourhood Plan 2104-2031 will go through its final stages for adoption once the new LP is adopted, early in 2016. The emerging NP has been drafted in line with the latest iteration of the new LP and is considered to be policy compliant with both it and the NPPF. The proposed development conflicts with and will prejudice the following policies in the emerging NP: EN1 – Protection and Enhancement of Biodiversity and Wildlife BE1 – Changes to Historic Buildings BE3 – Development Outside the Settlement HO1 – Meeting Local Housing Need CS1 – Safeguarding Community Facilities TR1 – Traffic Impact of New Development SR1 – Local Green Space SR2 – Protecting Existing Sports Facilities Conclusions • The applications are not in accordance with the Development Plan (adopted East Devon Local Plan specifically Policies D1, E3, E6, EN6, EN9, RE1, RE2, TA1, TA3 and TA7. • The applications are contrary to, and conflict with a number of core principles and policies set out in the National Planning Policy Framework (NPPF). • The applications are contrary to the emerging New East Devon Local Plan (eLP), including Strategies 1, 7, 34 and 47. • The applications would conflict with a number of policies set out in the emerging Neighbourhood Plan (NP). • There are not sufficient material considerations in favour of the developments so as to outweigh the provisions of the Development Plan. • The adverse impacts of permitting the proposed developments would significantly and demonstrably outweigh the benefits. • A significant number of documents relied on by the Applicant have not been produced for public comment. These should be released prior to further public consultation. For the reasons set out above all of these applications should be refused. Yours sincerely Emma Gibbons Clerk & RFO to the Parish Council
San Francisco State University (MEP) Nilgun Ozer School of Engineering 1600 Holloway Avenue, Thornton 317 San Francisco, CA 94132 Phone: (415) 338-2944 Fax: (415) 338-0525 E-mail: San Jose State University (MEP) Blanca Sanchez-Cruz College of Engineering One Washington Square San Jose, CA 95192-0101 Phone: (408) 924-3895 Fax: (408) 924-7163 E-mail: blanca.sanchez@sjsu.edu San Jose State University (MSP) Christina Ramos College of Science, DH241 One Washington Square San Jose, CA 95192-0099 Phone: (408) 924-3837 Fax: (408) 924-4026 E-mail: christina.ramos@sjsu.edu Sonoma University (MEP) Dr. Carolyn Peruta School of Science & Technology Sonoma State University 1801 E. Cotati Avenue Rohnert Park, CA 94928 Phone: (707)664-2190 Fax: (707) 664-3535 E-mail: University of California UC Sacramento (MSP) Rosalyn D. UC Davis Undergraduate Admissions 3128 Dutton Hall Davis, CA 95616 Phone: (530) 752-2195 E-mail: University of California, Los Angeles (MSP) Enrique Ainsworth School of Engineering and Applied Science 6291 Boelter Hall Los Angeles, CA 90095-1600 Phone: (310) 206-6493 Fax: (310) 825-3908 E-mail: rique@ea.ucla.edu University of California, Riverside (MSP) Carlos Gonzalez 118 Engineering Building II Riverside, CA 92521 Phone: (951) 827-2746 Fax: (951) 827-2485 E-mail: University of California, Riverside (MEP) Jun Wang Bourns College of Engineering, A143 Riverside, CA 92521 (951) 827-2708 Fax: (951) 827-3188 E-mail: junwang@engr.ucr.edu
Continue to support and implement the development of the Men’s Health Forum Men’s Health and Prostate Cancer, provided at the Thinking Partners Group meeting in 24 January 2014. (Over 50 men participated in a forum held in 2013). Plan to be developed to enable Men’s group too flourish Improve access to CVD/COPD services amongst the elderly and young people Community Road (WHIZ Events) to raise awareness about community services and engage with diverse communities in Wandsworth. February/March 2014 and ongoing Report of WHIZ events identify new people signing up to the database system and on to the Self-Management programmes. DC/EJ/Thinking leads. Equality analysis of the Integration Programme - Service improvement programmes to promote intervention and prevention of mental health issues and reduce BME representation in acute services Equality analysis of the Community Adult health Services. March 2014 and ongoing Engagement programme demonstrate specific targeting of diverse groups including people with disabilities. Equality analysis of priorities identified within by the EDAy. CS/SJ/CR/DC EDS Goal 2: - Improved Patient Access and Experience Clinical reference groups and Locality Patient Groups undertake Equality Analysis of their reports. Email all CRG leads and project leads about the need to improve access at all meetings Compile a list of suitable venues for CRG Meetings Suggest alternative meeting places. October 2013- 2014 and ongoing CRGs patient representatives, Locality Patient Chairs and their Clinical Leads. Equality analysis training of patient representatives and their clinical leads CRG leads/ Locality Managers Improve access to community services by seldom heard groups. Continue supporting the Seldom Groups Grants to increase engagement and access of community services by seldom heard groups. April through to December 2014 PPI Team work with the Thinking Partners Groups Attendance of seldom heard groups at the Thinking Partners Groups meetings to report on the outcomes of their engagement work. DC/CS/SJ
P2-4.02 Depression and other symptoms in patients with cancer: deriving clinically useful information from existing datasets Michael Sharpe P2-4.03 Improving clinician and patient communication in palliative care Katy Burke P2-4.04 How can we best address prolonged acute hospital stays in older inpatients with multimorbidity?: A pragmatic multicentre randomised controlled to compare the effectiveness and of Proactive Liaison Psychiatry with usual care. Jane Walker 5 – Patient Self Management Theme Lead – Professor Richard McManus Project Code Project Title Project Lead P2-5.01 Optimising Treatment for Mild Systolic hypertension in the Elderly James Sheppard P2-5.02 OPTIMUM-BP Louise Pealing P2-5.03 CollabOrative Care for Bipolar DisOrder (COMBO) Mary Jane Attenburrow P2-5.04 What are the factors related to the adoption of technology-based approaches to self-management in the NHS? (COMPLETED 30/06/2016) Jasmine Harvey P2-5.05 Can self-management following gestational hypertension improve control and detection of raised BP? SNAP-HT development pilot study Alex Cairns P2-5.06 Does provision of lifetime risk information influence future self-management behaviour in type 2 diabetes? Thomas Rouyard P2-5.07 Strategies to Improve the Diagnosis and Management of Hypertension Ali Albasri Theme 6 – Health Behaviours, Diet and Obesity Theme Lead – Professor Susan Jebb
The retreats were held on: May 16, 2014 June 27, 2014 July 31, 2014 and August 1, 2014 Planning Retreat #1 Friday, May 16, 2014 8:30am–5:00pm Outcomes Inform the and outcomes of the three-part planning process. Define our community school approach, including vision, core elements, shifts in practice and structure, and big outcomes. Explore our team strengths and areas for growth using a community school lens. Begin to identify barriers and opportunities for moving the community school work forward. Agenda Welcome and Opening Activity Think about your education as a child. Based on what you know about full-service community schools, what is one element of a community school that was present in your own schooling? Framing for Today and Future Sessions Purpose and outcomes of the planning process: and articulate a shared understanding of OUR community school approach, and how to use the community school lens to deepen our integration. Develop an emerging vision for Hayward as a community school district. Develop a plan for engaging district and community partners in implementing a community school approach. Create the content for legacy documents that can be used to both communicate and engage stakeholders in the community school effort. What do we hope to get out of our planning time together? Where do you feel there is need for clarity/deeper integration among the team? What type of communication needs do you have externally? What needs to happen to make you feel like this was a good use of your time? Review agenda and meeting outcomes Designed Team Alliance (DTA) The environment we want to create and the agreements we put in place to achieve it Speed Visioning Imagine that the community school district approach has taken root across HUSD and in the community. What would success look like? Who is that first graduating class – skills, abilities, dreams, plans?
developed Colleton County’s first Interdenominational Bible Institute in the 1970s; and Whereas, Bishop Taylor was appointed bishop by the Mission Consortium of Churches International and was appointed Southern Regional Bishop for six states. He served his community by participating on various boards and was presented with the Key to the City of Walterboro in both 2008 and 2017; and Whereas, Bishop Taylor was married to Leviticus Jones, and together, they had six children. In his free time, he loved gardening and fixing things; and Whereas, Bishop Taylor was to many as “the little man with the big vision.” He deeply loved his family, his church family, and his community, and he served them tirelessly, earning the admiration and respect of all through his dedication, professionalism, collegiality, and enthusiasm; and Whereas, it would be fitting and proper to pay tribute to the devout service of this distinguished son of South Carolina by naming the intersection that is home to Saints Center Ministries in his honor. Now, therefore, Be it resolved by the Senate, the House of Representatives concurring: That the members of the South Carolina General Assembly request that the Department of Transportation name the intersection of Robertson Boulevard and South Carolina Highway 64 (Hampton Street) in Walterboro, South Carolina “Bishop Lewis N. Taylor Intersection” and erect appropriate markers or signs at the intersection containing this designation. Be it further resolved that a copy of this resolution be presented to the Department of Transportation and the family of Bishop Lewis N. Taylor. XX
sentence to be imposed. The defendant and his counsel shall have the closing argument regarding the sentence to be imposed.” Repealed sections SECTION 22. Sections 16330, 16340, and 163430 of the 1976 Code are repealed. Municipal civil jurisdiction SECTION 23. Section 142565 of the 1976 Code, as last amended by Act 78 of 1999, is further amended to read: “Section 142565. If a municipal judge finds a party guilty of violating a municipal ordinance or a state law within the jurisdiction of the court, he may impose a fine of not more than five hundred dollars or imprisonment for thirty days, or both. In addition, a municipal judge may order restitution in an amount not to exceed the civil jurisdictional amount of magistrates court provided in Section 22310(2). In determining the amount of restitution, the judge shall determine and itemize the actual amount of damage or loss in the order. In addition, the judge may set an appropriate payment schedule. A municipal judge may hold a party in contempt for failure to pay the restitution ordered if the judge finds the party has the ability to pay.” Magistrates court, civil jurisdiction SECTION 24. Section 223550(A) of the 1976 Code is amended to read: have jurisdiction of all offenses which may be subject to the penalties of a fine or forfeiture not exceeding five hundred dollars, or imprisonment not exceeding thirty days, or both. In addition, a magistrate may order restitution in an amount not to exceed the civil jurisdictional amount provided in Section 22310(2). In determining the amount of restitution, the judge shall determine and itemize the actual amount of damage or loss in the order. In addition, the judge may set an appropriate payment schedule. A magistrate may hold a in contempt for failure to pay the restitution ordered if the judge finds the party has the ability to pay.”
Refill the engine coolant and start up. After a few initial test drives it is a good idea to check and retighten all t-bolt and v-band clamps and top off the engine coolant. 3” Driver Side Intercooler Pipe Supplement WCF100353 (Included in High Flow Intake Bundle Package) Remove the driver side fender liner. Remove the factory driver side intercooler pipe. On the turbo side of the factory pipe, you will reuse the t-bolt clamp that connected the boot to the turbocharger. This requires cutting the rubber of the boot that encases the clamp with a razorblade. Install the supplied 3” silicone boot and t-bolt clamp onto the intercooler. Install the supplied silicone reducer boot onto the turbo charger with the OEM t-bolt clamp. It is a good idea to leave the bubble wrap on the new intercooler pipe while installing to prevent scratching the powder coat. Just remove the wrap from each end so that you can install the pipe into the boots. From the TOP SIDE of the engine begin installing the new 3” intercooler pipe. It will slide down into place with a twisting motion. Having a second person in the fender well to guide the pipe past the upper control arm and around the wire harness and into the intercooler boot will be a large help. Install the pipe into the lower boot first, and then with the aid of a radiator hose pick or screwdriver slide the pipe into the boot that is already clamped to the turbo. Be sure the pipe is pushed into the boot at the turbo as far as it can go, and install the t-bolt clamp up against the edge of the beadroll to prevent the pipe from moving out of the boot under boost load. Inspect and verify that none of the engine harness or any other hoses or wires are laying against the new intercooler pipe. These pipes see very high temperatures and can melt the wire loom and harness, so you do not want any contact of these items anywhere. Tie up these such items as necessary to prevent this from happening. Reinstall the inner fender liner. Double check all of the t-bolt clamps after a few heat cycles.
Proposed structure of economic evaluation (decision-analytic) Table 5: Summary of PICO to define research question that assessment will investigate Patients Intervention Comparator Outcomes to be assessed Healthcare resources to be considered presenting for cervical cytology screening between 18-69 years Cell enrichment LBC Proposed secondary comparison: Automated versus manual reading of cell enrichment LBC Conventional cytology Proposed secondary comparison: cell filtration LBC Health outcomes: Overall survival Incidence of cervical cancer Cervical cancer-specific mortality Diagnostic outcomes: Detection of HSIL, and LSIL, CIN lesions measured as: Test yield Sensitivity and specificity Positive and negative predictive value,True postive:false positive Incremental rate of true positive Unsatisfactory rates Proportion of CIN lesions detected in each cytological category Change in management Impact of screening on clinical management Patient outcomes: Quality of life, patient preference, satisfaction, anxiety, patient compliance, safety, adverse events See 4 What is the safety, effectiveness and cost effectiveness of cell enrichment liquid-based cytology using manual reading of slides compared with manual reading of conventionally prepared Pap smear cytology? What is the safety, effectiveness and cost effectiveness of cell enrichment liquid cytology using automated image analysis systems compared with manual reading of conventionally prepared Pap smear cytology? What is the safety, effectiveness and cost effectiveness of cell enrichment liquid based cytology compared with cell filtration liquid based cell cytology? To what extent, if at all, do these comparisons vary according to whether either method of cytology is assessed using manual reading or automated image analysis systems? The economic model used in the 2009 MSAC review of LBC was conducted using a set of linked models to simulate (i) sexual behaviour and HPV transmission in Australia; (ii) the natural history of cervical intraepithelial neoplasia (CIN) and invasive cervical cancer; and (iii) screening, diagnosis and treatment according to practice in Australia (see Figure 2). These models were based on previously published work (Canfell et al 2004; Smith et al 2008) and on a screening model developed for the NZ National Screening Unit (Canfell et al 2008) and was used as a template to assist in developing this consultation decision analytic protocol for cell enrichment liquid based cytology. An erratum which recalculated the model over a lifetime beginning at 18 years of age was subsequently published at: ().
115 Vernon The Journal of the Writing Associates at Trinity College Spring 2016 Editorial Board Shannon Burke ’15, Forrest Robinette ’15, Elaina Rollins ‘15 with support by Jessica Henning and Tennyson O’Donnell Table of Contents 1. Economic Policy Causes and Consequences of the Subprime Crisis - Brendan Dowling 11. Objectivity Created from Created Subjectivities - Caroline Howell 17. Revisiting Educational Inequality in the 21st Century -Elaina Rollins 30. Crossing the Line: Barriers in War and Peace - Emily Turner 38. The Biogeography of Crassitegula C.W. Schneid., C.E. Lane et G.W. Saunders (Sebdeniales, Rhodophyta) –Erica Quinones 50. Artistic Representations as a Bridge between Slavery and the Modern Experience – Evan Turiano 67. Nature as “Powerful and Foil to Mankind in Sir Gawain and the Green Knight – Forrest Robinette 73. Magic: The Aesthetic of Paul Delvaux – Griffin Hunt 78. “life’s not a paragraph” A Series of Paragraphs Explicating Life According to ee cummings –Hannah Ho
Internal and external relationships Member of the Department, Examination Board and of such Departmental committees relevant to their administrative duties. New appointees will be assigned a senior colleague to guide their development and aid their integration into the Department and university. Research priorities will be agreed within the strategic framework of the research theme of which they are a member. Teaching and administrative duties will be allocated by the Head of Department, within the context of the teaching programmes agreed by the Departmental Learning and Teaching Committee. Special Requirements To attend national and international conferences for the purpose of disseminating research results. PERSON SPECIFICATION Criteria Essential Desirable How to be assessed Qualifications, knowledge and experience PhD or equivalent professional qualifications and experience in Sociolinguistics relevant to the research interests of Modern Languages and Linguistics at Southampton Successful record of teaching activities at undergraduate and/or postgraduate level with diverse student populations Excellent record of published research and research presentations at national/ international level Expertise in a range of languages especially German Knowledge of one or more related fields of study, such as linguistic ethnography, translation or cultural studies. Teaching qualification (PCAP or equivalent) Membership of Higher Education Academy Success in attracting research funding Experience of supervising and assessing at PG level Experience of academic collaborations in national or international contexts Application and interview Planning and organising Able to organise own research activities to deadline and quality standards Able to plan, manage, organise and assess own teaching contributions Able to contribute to the design of course units, curriculum development and new teaching approaches in the Department Application and interview Problem solving and initiative Able to develop understanding of complex problems and apply knowledge to address them Able to develop original techniques/methods Application and interview Management and teamwork Able to manage and deliver own course units and contribute to course units Able to supervise work of junior research staff, delegating effectively Application and interview
Current private sector remuneration arrangements MBS items currently available to palliative care specialists A total of 18 professional attendance items are currently available to medical practitioners registered to claim as palliative care specialists on the MBS (under Schedule 24). These items can be grouped into four categories as presented in Table 51. Table : Current MBS item numbers available to all palliative care specialists Professional attendance 3005 3018 - - Subsequent attendance Min 3010 3023 - - subsequent attendance 3014 3028 - - Organise/coordinate – duration 15-30 mins - - 3032 3069 Organise/coordinate – duration 30-45 mins - - 3040 3074 Organise/coordinate – duration 45+ mins - - 3044 3078 Participate – duration 15-30 mins - - 3051 3083 Participate – duration 30-45 mins - - 3055 3088 Participate – duration 45+ mins - - 3062 3093 For palliative care specialists, who may also be registered as physicians with the MBS (Schedule A4), five attendance items are available including: Initial attendance (item 110); Subsequent attendance (item 116); Minor subsequent attendance (item 119); Referred patient treatment and management plan – duration 45+ mins (item 132); and Review of referred treatment and management plan – duration 20+ mins (item 133). Thus co-registered palliative care specialists who are also physicians are given allowance to claim for longer and more complex patient assessments that require detailed treatment and management planning. Variations in access to MBS for assessment Current MBS billing arrangements available to palliative medicine specialists depend upon whether or not they have registered on the MBS as fellows in palliative medicine, or rely upon fellowships they have obtained prior to becoming a recognised fellow of the Chapter of Palliative Medicine. According to Chapter fellowship data around 51% of all
7.2 PROMOTING WELL-BEING Universal Targeted Specialist Promote Croydon as an autism friendly borough to raise awareness of needs and contribution of people with ASD Social opportunities are available in schools, colleges and in the community for everyone including people with SEN and Disabilities to get involved and feel valued Information on support networks, advice and advocacy is available Individuals are involved in shaping plans to develop life skills and independence Provide professional training on autism to education, health and care providers across the age Opportunities for work experience, independent living are available with additional support for people with SEN and Disabilities Peer support networks are available for carers Personalised programmes are in place based on integrated plans that meet needs and aspirations Groups and clubs are available to support specific needs 7.3 GIVING PEOPLE CONTROL OF THEIR LIVES Universal Targeted Specialist Information available on opportunities for networking and social interaction for young people and parents / carers Information on services, support networks, advice and advocacy is available with clear criteria Short, time-limited activities and support available to meet specific outcomes Opportunities for work experience, independent living are available with additional support for people with SEN and Disabilities Choice of Personal Budgets available for a range of services 7.4 PROVIDING BETTER CHOICE OF SERVICES AND PROVIDERS Universal Targeted Specialist Voluntary sector led community networks in place to offer support Commissioned services are linked to specific requirements for and long-term needs Post 16 education and supported employment offer in place , including
volunteering on a temporary basis for a onetime special event, such as a banquet. (3) ‘Alcohol Server Certificate’ means an authorization issued by the department for an individual to be employed or engaged as an alcohol server for onpremises consumption. (4) ‘Department’ means the South Carolina Department of Revenue. (5) ‘Division’ means the South Carolina Law Enforcement Division. (6) ‘Employee’ a person who is employed for at least ten hours a week by the holder of a permit or license to sell alcohol for onpremises consumption. (7) ‘Licensee’ a person issued a license by the department pursuant to Title 61 to sell, serve, transfer, or dispense alcoholic liquors or alcoholic liquor by the drink for onpremises consumption. (8) ‘Manager’ means an individual employed by a permittee or licensee who manages, directs, or controls the sale, service, transfer, or dispensing of alcoholic beverages for on-premises consumption at the permitted or licensed premises. (9) ‘Permittee’ means a person issued a permit by the department pursuant to Title 61 to sell, serve, transfer, or dispense beer, wine, ale, porter, or other malted beverages for onpremises consumption. (10) ‘Program’ means an alcohol server training and education course and examination approved by the department that is administered by authorized providers. (11) ‘Provider’ means an individual, partnership, corporation, or other legal entity authorized by the department that offers and administers a program. Section 613120. (A) No individual be employed as a manager or alcohol server on permitted or licensed premises unless and until that individual obtains, within sixty calendar days of employment, an alcohol server certificate pursuant to the provisions of this chapter. If a permittee or licensee is a manager or alcohol server on the permitted or licensed premises, then the permittee or licensee must also complete training on mandatory alcohol server education and obtain an alcohol server certificate pursuant to the provisions of this chapter. (B) Each permittee or licensee maintain at all times on its permitted or licensed premises copies of the alcohol server certificates of the permittee or licensee, if applicable, and the
References AASB. (2010). ‘Standard AASB 1031, Prepared on 23 February 2010 by the staff of the Australian Accounting Standards Board’. Available at: (accessed 30 march 2013) AccountAbility. (2003). “Redefining Materiality. Practice and Public Policy for effective corporate reporting”. Available at: (accessed 30 march 2013) AccountAbility. (2006) “Guidance Note on the Principles of Materiality, Completeness and Responsiveness as they Relate to the AA1000 Assurance Standard”. Available at: (accessed 30 march 2013) AccountAbility. (2008). “AA1000 AccountAbility Principles Standard 2008”. Available at: (accessed 30 march 2013). Amir E. and Lev Baruch. (1996). of nonfinancial information: The wireless communications industry”, Journal of Accounting and Economics 22(1-3): 3-30. Australian Accounting Standards Board. (2009). “Australian Accounting Standard AASB 1031: Materiality”, Australian Accounting Standard Borad, Melbourne Barth M., Beaver W. and Landsman W. (2001) “The relevance of the value relevance literature for financial accounting standard setting: another view”, Journal of Accounting and Economics 31, pp. 77-104. De Quevedo-Puente E, de la Fuente-Sabatè JM and Delgado-Garcìa JB.. (2007). “Corporate Social Performance and Corporate Reputation: Two Interwoven Perspective” Corporate Reputation Review 10(1): 60-72. Deloitte. (2010). “The IFRS framework”. Available at: (accessed 30 march 2013)
AP3.61. APPENDIX 3.61 TRANSACTION HISTORY TRANSMITTAL FIELD LEGEND RECORD POSITION(S) AND INSTRUCTIONS Document Identifier Code 1-3 Enter DIC DZK. Routing Identifier Code (TO) 4-6 Enter RIC of the activity to which the transaction is being forwarded. Type of Physical Inventory/Transaction History 7 Perpetuate from the DIC DZJ Transaction History Request; otherwise, enter code W for automatic submission of transaction history. Other Fields 8-29 Perpetuate from source document. Document Number 30-43 When record position 7 of the DIC DZJ request is W and the storage activity has no transactions for the stock or part number requested for the dates specified in record positions 25-31, but transactions are available since the date of last location reconciliation, this field; when no transactions are available for the dates specified or since the date of last reconciliation, 9-fill this field. When record position 7 is X and the storage activity has no transactions for the dates specified, 9-fill this field; otherwise, perpetuate from the source document. Other Fields 44-50 Perpetuate from source document. Blank 51 Leave blank. Fund 52-53 Perpetuate from source document. Source Document Identifier Code 54-56 Enter DIC from record positions 1-3 of the source document. Lot/Segment Number 57-59 the lot/segment number for controlling the inventory/reconciliation; otherwise, leave blank. Contract Shipment Number 60-66 Perpetuate from source document. 8-
GP visit to discuss results and to provide advice GP MBS Resources provided in association with proposed intervention Dietary supplements Patient cost Vitamin D testing TBA 85%= $33.20 Treatment Pharmacy Private Unknown Variable** $37.38 to $589.17 $5.60 to $34.20 Costs associated with a fracture Public or private hospital Costs associated with recovery from a fracture Patient cost *eligible patients will be referred to have a DXA scan performed through their GP or other health professional in each case **although the duration of treatment per prescription varies, prescriptions usually contain sufficient medicine to treat the patient for 28 days. Proposed structure of economic evaluation This table will be finalised following the consultation, and may change depending on consultation responses and the final decision of PASC. 9 Summary of extended PICO to define research question that assessment will investigate. Patients Intervention Comparator Outcomes to be assessed Healthcare resources to be considered Initial scan in otherwise healthy women in 50th year Additional groups for consideration: in their 55th year Women in their 60th year. Follow-up options to be evaluated: No repeat test Repeat test for initial negative test Repeat test for all (at 5 or 10 years) Exclude: All women at age 70 and over, Dual energy X-ray absorptiometry (DXA) for bone mineral density, and treatment (lifestyle and dietary advice, including vitamin D test) for all women with negative Pharmaceutical intervention for low BMD is excluded. QCT is excluded. The evidence should also be used to determine the best threshold for intervention. Clinical assessment including the use of existing fracture risk assessment tools (including vitamin D test) with lifestyle and dietary advice. DXA and QCT are excluded. Primary effectiveness outcomes: Proportion of women offered the scan who receive the scan Proportion of women who adhere to dietary and lifestyle advice Incidence of MTF Incidence of all fractures Patient-related quality of life Safety outcomes and adverse events: Any adverse event or complication GP consultation (clinical examination and use of existing fracture risk tools). Vitamin D tests. Use of dietary supplements. Costs associated with a fracture Costs associated with recovery from a fracture DXA test Follow-up GP consultation for advice Use of non-PBS reimbursable anti-resorptive
“Section 3871295. For purposes of classifying ambulance services for an accident and health insurance policy: (1) ‘Emergency response’ means a response that, at the time the ambulance is called, the ambulance responds immediately. (2) ‘Immediate response’ means a response in which the ambulance begins as quickly as possible to take the steps necessary to respond to the call. (3) ‘Advanced life support assessment’ means an assessment performed by an advanced life support crew as part of an emergency response that was necessary because the patient’s reported condition at the time of the dispatch was such that only an advanced life support crew was qualified to perform the assessment. An advanced life support assessment does not necessarily result in a determination that the patient requires an advanced life support level of service.” SECTION 4. Chapter 5, Title 42 of the 1976 Code is amended by adding: “Section 42575. For purposes of classifying ambulance services for a workers’ compensation insurance or selfinsurance policy: (1) ‘Emergency response’ means a response that, at the time the ambulance is called, the ambulance responds immediately. (2) ‘Immediate response’ means a response in which the ambulance begins as quickly as possible to take the steps necessary to respond to the call. (3) ‘Advanced life support assessment’ means an assessment performed by an advanced life support crew as part of an emergency response that was necessary because the patient’s reported condition at the time of the dispatch was such that only an advanced life support crew was qualified to perform the assessment. An advanced life support assessment does not necessarily result in a determination that the patient requires an advanced life support level of service.” SECTION 5. This act takes effect upon approval by the Governor. XX
Provider of resource Setting in which resource is provided Proportion of patients receiving resource Number of units of resource per relevant time horizon per patient receiving resource Disaggregated unit cost MBS/PBS Schedule Fee Safety netsa govt budget Private health insurer Patient cost $261.65 Twelve-lead electro- cardiography Outpatient Number of procedures/ patient Cost/ procedure MBS item number TBD $146.35 Resources provided in association with proposed intervention: associated with treating adverse events (other than cardiac monitoring) for patients receiving trastuzumab Will depend on adverse events associated with trastuzumab usage TBD Resources provided to deliver CF in clinical practice: Cisplatin 10mg vial 100mg vial Medical oncologist Outpatient/ inpatient % of patients on doublet chemo- therapy (CF) 30% total pop’n (based on clinical advice) No of vials/ patientc Cost/vial $11.35 TBD $39.78 5-fluorouracil 1000mg vial 500mg vial OR Capecitabine 150mg tablet 500mg tablet Outpatient/ inpatient $48.22 TBD $54.80 Cost/pack $123.93 $695.17 Chemotherapy administration costs (CF) Drug administration cost for 1 to 6 hour infusion. an outpatient setting Medical oncologist Day patient % to be based on health service usage data or clinical opinion Number of infusions/ patientd Cost/ infusion MBS item number 13918 $94.20 TBD Full day hospital admission for chemotherapy in a public hospital setting (excluding average pharmacy cost component) Day patient % to be based on health service usage data or clinical opinion Number of infusions/ patientd Cost/ infusion TBD TBD Full day hospital admission for chemotherapy in a private hospital setting (excluding average pharmacy cost component) Day patient % to be on health service usage data or clinical opinion Number of infusions/ patientd Cost/ infusion TBD TBD Resources provided to deliver ECF in clinical practice: Epirubicin 10mg vial 20mg vial Medical oncologist Outpatient/ inpatient % of patients on triplet chemo- No of vials/ patientc Cost/vial $176.30 $322.50 TBD
PERSON SPECIFICATION POST – Director of Finance and Governance This person specification acts as selection criteria and gives an outline of the types of skills and characteristics required to do the job. Essential (E) - without which candidate would be rejected Desirable (D) - useful for choosing between two good candidates. Please ensure when submitting your CV and supporting letter, you give examples of how you meet the essential and desirable criteria. Category Requirement Essential or Desirable Method of Assessment Qualifications / Education / Training A finance related postgraduate or professional qualification E 1,2,4 Good understanding of best practice in respect of both financial and operational management E 1,2,3 Membership of a relevant professional body E 1,2,4 Experience Several years’ experience of working in financial roles including the production of financial statements to SORP requirements E 1,2,3, Exposure to and involvement with a range of governance issues, ideally including servicing Board/governance committees and drafting policies and contracts E 1,2,3, Experience of financial systems E 1,2,3, Experience of producing statutory accounts and working with auditors E 1,2,3, Comprehensive experience of managing colleagues E 1,2,3 Successful management of budgets/operations within tight financial circumstances and/or competing priorities E 1,2,3 Experience of setting/contributing to the Group’s Business Plan and strategies for the Group E 1,2,3
Personal attributes, qualities and competencies Highly motivated and goal orientated, with a keen eye for detail E 1,2,3 Forward thinking, innovative with a vision E 1,2,3 Views change in a positive way E 1,2,3 Adopt an assertive and confident approach E 1,2,3 Ability to prioritise, multi-task and work under pressure E 1,2,3 Ability to act with discretion and sensitivity in dealing with confidential matters E 1,2,3 Has a keen analytical mind E 1,2,3 Empathy with the vision and values of Fife Housing E 1,2,3 Ability to engage with different groups, clarify complex issues in an appropriate manner. E 1,2,3 Equality and Diversity Able to demonstrate an understanding of the effect of discrimination on service delivery and on the people with whom you are working. E 1,2,3 Other Evidence of continuing personal development. D 1,2,4 (1 = CV / Letter 2 = Interview 3 = Test 4 = Proof of Qualification 5 = Practical Exercise)
Terms and Conditions of Employment HIAL AMSL DAL Salary The salary for the post is contained in the advert. Annual pay increases are in line with those recommended by the Scottish Government Pay Policy unit. Hours of work HIAL full–time hours of work are 40 per week. This includes a paid lunch break of 1 hour. Annual leave HIAL provides a generous annual leave entitlement of 28.5 days annual leave rising to 33.5 days after 5 years’ service. Public Holidays In addition to your annual leave entitlement there are 8 fixed public holidays each year. Pension Scheme The company has two different pension options in place: You will automatically be enrolled in the Peoples Pension Scheme. There are flexible levels of employee contribution from 3-7% and a 3% contribution from the company. After 3 months service you will be eligible to join the HIAL Pension Scheme. In this defined benefits scheme based on career average earnings. You contribute 7% of salary and a 27.4% contribution is made by the company. Sick Pay Scheme Sick pay entitlement is based on full entitlement from day one of employment. Employees are entitled to 6 months full pay and 6 months half pay in any 4 year rolling period. Employee Assistance Programme All staff and their family members have access to a free on-line/telephone support tool providing help and support on both work and non-work issues. Health and Fitness All staff have access to gym facilities located within HIAL premises. Probation All staff serve a 12 month probationary period.
DEPARTMENT OF CHILDREN AND FAMILIES Division of Management Services AGENCY DATA SECURITY STAFF Personal information you provide may be used for secondary purposes [Privacy Law, s. 15.04(1)(m), Wisconsin Statutes]. Please Print Name – Agency Name – Local Agency Director SECURITY OFFICER BACK UP SECURITY OFFICER FUNCTIONAL AGENCY SECURITY LIAISON (FASL) Name – (Last, First, MI) Job Title Employing Agency Address – Work (Street, City, State, Zip Code) Telephone Number – Work Fax Number – Work Email – Work Work Days Work Hours I have read the client confidentiality regulations covered by state policy and federal/state statutes and understand their relationships to authorizing access to client information and will ensure such confidentiality. SIGNATURE – Security Officer Date Signed SIGNATURE – Back up Security Officer Date Signed SIGNATURE – FASL Security Officer Date Signed SIGNATURE – Agency Director Date Signed DCF-F-DWSW11652 (R. 04/2013)
Mechanical loss= P2(0) = V2(0).I2(0) - I22(0).Ra =212x0.5-0.52*4.7=104.825 Mechanical Output Power(Pout) = P2 – P2(0) = Mech. Power developed – Mech. Loss = (Elec. input power– Armature copper loss) – Mech. Loss = (Pin - I22.Ra) - P2(0) =[(210-12*4.7)-104.825]=100.475 Torque produced (T)= = = 0.643 Nm Observation Calculations I2(A) V2 (V) Speed(Nr) I2(0)(A) V2(0)(V) Pin(W) Copper loss (W) Mech. Loss (W) Pout (W) Torque(Nm) rpm rad/s 1 210 1491.8 156.22 0.5 212 210 4.7 104.825 100.475 0.643 2 208 1482 155.2 0.5 212 416 18.8 104.825 292.375 1.884 3 206 1480 154.99 0.5 212 618 42.3 104.825 470.875 3.038 4 206 1474.3 154.39 0.5 212 824 75.2 104.825 643.975 4.171 5 204 1466.4 153.56 0.5 212 1020 117.5 104.825 797.675 5.195 6 204 1461.4 153.04 0.5 212 1224 169.2 104.825 949.975 6.207 7 204 1455.8 152.45 0.5 212 1428 230.3 104.825 1092.88 7.169 8 200 1450.8 151.93 0.5 212 1600 300.8 104.825 1194.38 7.862 9 200 1443.1 151.12 0.5 212 1800 380.7 104.825 1314.48 8.698 10 198 1435.9 150.37 0.5 212 1980 470 104.825 1405.18 9.345 Series DC motor Speed Vs Torque
K.V. No.1 Patiala Cantt Class 2nd Provisionally Selected List of SC Category -V candidates of 2nd S.No NAME OF STUDENT CLASS CASTE CATEGORY 1 KHUSHPREET KAUR 2nd SC V 2 PRANSHU RAJ 2nd SC V 3 TARANPREET 2nd SC V Waiting List of SC Category -V candidates of Class 2nd 1 ARSHPARI 2nd SC V 2 SHUBHAM 2nd SC V 3 BHAVISY 2nd SC V 4 GRACE 2nd SC V 5 SUPRIYA 2nd SC V 6 JASKARAN SINGH 2nd SC V 7 NAVJOT KAUR 2nd SC V 8 2nd SC V 9 MEENAKSHI 2nd SC V 10 KANIKA 2nd SC V 11 NAVDEEP 2nd SC V 12 BHAWANA DEVI 2nd SC V Provisionally Selected List of General Category-V candidates of class 2nd 1 DIYANSHVIR CHEEMA 2nd GEN V 2 HARMANPREET KAUR 2nd GEN V Waiting List of General Category -V candidates of Class 2nd 1 SELVI 2nd GEN V 2 MANNAT 2nd GEN V 3 MEHAK 2nd GEN V 4 ARMAN GAUTAM 2nd GEN V 5 SEHAJVEER SINGH 2nd GEN V 6 GEETASH 3rd GEN V 7 JASKARAN 4th GEN V 8 DEEPALI 5th GEN V TARIK NAGPAL MAJOR RAMAN KUMAR OMBIR SINGH (ADMISSION INCHARGE ) (PRESIDING OFFICER) (PRINCIPAL) CHAIRMAN
K.V. No.1 Patiala Cantt Class 4th Provisionally Selected List of SC Category -V candidates of Class 4th S.NO NAME OF STUDENT CLASS CASTE CATEGORY 1 PANKAJ 4TH SC V 2 SAKSHI 4TH SC V 3 SINGH 4th SC V 4 HARSHVEER SINGH Waiting List of SC Category -V candidates of Class 4th S.NO NAME OF STUDENT CLASS CATEGORY 1 GURLEEN KAUR 4TH SC V 2 KUNAL 4TH SC V Provisionally Selected List of General Category-V candidates of class 4th S.NO NAME OF STUDENT CLASS CASTE CATEGORY 1 GUNTASH KAUR 4th GEN V 2 VANI CHAWLA 4th GEN V 3 IRWANBIR SINGH 4th GEN V 4 JOHN 4th GEN V 5 ZAINAB 4th GEN V 6 ANURAG KUMAR 4th GEN V 7 GRISHA 4th GEN V Waiting List of General Category-V candidates of class 4th S.NO NAME OF STUDENT CASTE CATEGORY 1 GURLEEN KAUR 4TH SC V 2 ASHMEET SINGH 4th GEN V 3 KRISHNA BATTA 4th GEN V 4 KARANJEET SINGH 4th GEN V 5 JASHANBIR SINGH 4th GEN V 6 BHUTESH OBERAI 4th GEN V 7 SATYAM KUMAR 4th GEN V 8 VAANYA VERMA 4th GEN V 9 ALISHA DHANDA 4th GEN V 10 JASMINE KAUR 4th GEN V 11 AVINASH RAWAT 4th GEN V 12 ANSHIKA 4th GEN V 13 4TH SC V TARIK NAGPAL MAJOR RAMAN KUMAR OMBIR SINGH (ADMISSION INCHARGE ) (PRESIDING OFFICER) (PRINCIPAL) CHAIRMAN
If HIER wants to raise the tariff, it should make the request formally to ORE (The Regulator). However, in practice, tariff increases are more limited by consumers’ ability to pay than they are limited by the regulator. The operator receives subsidies from ADER only for the initial investments. The initial capital subsidy is fixed at 75 percent of the amount needed, but to this day the subsidy remains promised but unpaid. For any grid extension and ongoing maintenance, HIER must put in its own cash or finance the expense. Coverage and service standards The service area and the setting minimum coverage levels are all determined in the bidding documents prior to contract signature and agreed with the mayor of the city. Main challenges and problems Low income levels Subsidies not paid when promised Transformers damaged and no money to fix them Limited number of customer for some projections for Ankilizato and Soavina were very badly established (425 projected vs. 210 actual for Ankilizato and 375 projected vs. 170 actual for Soavina) Limited network extension due to finance, customers and isolated areas. Contact details for concessionaire Name of Manager André FILLET Email Address Phone Number +261 20 22 543 71 or +261 34 02 228 01 Small Concessionaire Case Study – CASIELEC Overview Concessionaire CASIELEC operates 16 concession mini-grids, serving a total of 2,913 connections in several areas of Madagascar. The company operates 16 generation plant using diesel, biomass with rice husk and dual fuel technology. The company has been in business for about 10 years. Formation of the company, background and motivation CASIELEC started as a small scale individual company. The owner, Mr. Ranaivo Casimir worked at JIRAMA for 15 years and later moved to the rural electrification agency ADER. He got into the business because he wanted to help the rural population. When ADER launched the first expression of interest, there were no interested bidders.
New Directions: Going forward, the Government is planning to have private entities operate ‘zonal’ concessions outside the UMEME service area. REA intends to plan and build the network extensions itself, then lease them to the operators. It will also provide subsidies for new connections, cover the cost of major maintenance and provided technical assistance. REA is currently in negotiation with the existing concessionaires in some of the zones to convert their current concessions (which are to operate particular lines) into area concessions. In time, REA hopes the operators will develop into viable utilities. Key Lessons: electrification in most places is not a commercially viable business. Subsidies and guarantees from the Government are needed to encourage private sector involvement. Implementing a concession for the existing national distribution network can positive results. Though it was conceived of as an urban concession area, UMEME has connected around 100,000 customers in rural areas. By comparison the projects focused exclusively on rural electrification have achieved less than 40,000 connections altogether. In Uganda, government-financed grid extensions have been leased to new, inexperienced operators and exclude the existing large concessionaire. This need not be the case. The same government-financed grid extensions can be transferred to the existing viable operator. Economies of scale suggest this strategy may be more efficient. Concessions should be designed that target commercial loads. While the government may rightfully focus on household electrification, a complementary focus on financial viability is also necessary. Concessions that specifically target large-load customers provide more substantial revenues to concessionaires while also improving the locality’s economic situation. Such a strategy improves the long-term viability of rural electrification projects and reduces subsidies necessary to prop up smaller operators.
as discussed in the previous paragraph, workforce issues that may be addressed by availability of such items could be addressed. Similarly, if the claim is made that provision of services by addiction medicine specialists will result in reduced costs of crime and reduced costs for the criminal justice system, then there will need to be a consideration of these impacts. Impacts on family and society more generally could also be included in an economic analysis.
17. That the Office of Competitive Market Oversight in conjunction with personnel from the Commission’s Bureau of Technical Utility Services shall initiate a Risk Assessment Working Group of Electric Distribution Companies, Electric Generation Suppliers and other interested parties to study risk assessment models and to recommend whether a uniform risk assessment model should be adopted. BY THE COMMISSION, Rosemary Chiavetta Secretary (SEAL) ORDER ADOPTED: March 1, 2012 ORDER ENTERED: March 2, 2012