Mobile computing devices, such as smartphones and tablets, are key components of the U.S. Department of the Interior’s (DOI) information technology (IT) strategy. These devices allow employees access to DOI data and systems from anywhere at any time, as well as the ability to store large amounts of data. DOI spends approximately $16.5 million each year on at least 35,576 mobile devices. The benefits mobile devices afford, however, can also be the greatest risk. Because they are small, hand-held, and portable, mobile devices that are not physically secured by the user are highly vulnerable to theft, loss, and damage
undoubtedly prove to be a long and difficult task. We believe, however, that the financial rewards that Guam can gain from this effort are well worth the investment of time, effort, and resources. While it will be for the Governor’s task force to identify a specific action plan for revitalizing DRT, we believe that time is of the essence. For example, once the computer assisted mass appraisal program is up and running, DRT should be in a position to begin collecting millions of dollars of additional property tax revenues. If in turn these revenues were reinvested in the hiring and training of additional tax enforcement and collection officers, DRT could once again participate in proactive tax enforcement activities such as non-filer identification programs and field investigations. Such activities should yield substantial additional income tax collections from taxpayers and businesses that currently do not pay taxes or that pay less than they should, as well as from the many new contractors that the Department of the Defense will employ to complete the impending military build-up on Guam.
5.3.4 VENDING FACILITIES AND FOOD SERVICE
OUs shall undertake a needs study when undergoing new construction or renovating space in order to determine whether food and/or vending concessions are needed on-site, as well as their size and type. This study shall take into account both the Federal employee population at the facility and the availability and variety of food service establishments in close proximity to the site. Facility or property managers play an important role in this effort, since they are responsible for assigning space and ensuring access to these vending machines, as well as providing the necessary utility hookups. The Randolph-Sheppard Act, as amended, (20 U.S.C. §§ 107-107f), provides individuals who are blind priority in operating “vending facilities” (e.g., cafeterias, snack bars, and vending machines) in Federally controlled space. The Act authorizes a blind person, licensed by the state licensing agency, to operate vending facilities through permits or contracts. The Randolph Sheppard Act is administered by the U.S. Department of Education, which has issued implementing regulations in 34 C.F.R. Part 395. Pursuant to 34 C.F.R. § 395.30(a), each Federal agency “in control of the maintenance, operation, and protection of Federal property shall take all steps necessary to assure that, wherever feasible, in light of appropriate space and potential patronage, one or more vending facilities for operation by blind licensees shall be located on all Federal property . . . .” The provision does not apply in cases in which fewer than one hundred Federal employees are or will be located in the building or when the building contains less than 15,000 square feet of interior space to be used for Federal purposes. The regulations also provide exclusion in the case of leased space for buildings in which a restaurant or other food service facility is present and pre-dates the Federal lease. In such cases, there is no requirement for locating a vending facility within the Federal leased premises if such a vending facility would compete with the pre-existing restaurant or food service facility.
INFORMATION ABOUT THE MAGAZINE 1
S ince 1993, that is from its ﬁrst issue, “Handel” has described changes, indicated trendsand directions in the development of FMCG business. For many years the magazine has been holding a high position in the segment of trade press. It accompanies retailers and wholesalers in their everyday work, providing them with essential information and advice about how to compete in a fast-developing market successfully.
5 . 2 B us i n e ss m o d e l s t a t e m e n t s a s a t o o l t o i m p r o v e p e r f o r m a n c e
As stated in the introduction, one of the purposes of this paper was to understand the extent to which the business model concept complements the organizational assessment framework developed by IDRC and Universalia. Through this exploratory study on business models, we have gained a deeper understanding of organizations, which has served to underline a major shortcoming of the OA framework: it does not make clear linkages between services, users, value, fundraising, etc. The business model may constitute a tool that allows an organization to quickly assess the alignment between the underlying social value it wants to promote in society and the way that it acquires funding. Quite simply, the business model may be a way of ensuring fuller organizational self-awareness and being able to institute the organizational shifts that are necessary to adapt to changing contexts. Those factors affecting performance that were assessed in the past through OA may now be looked at through a simpler business model lens.
Reactions to cesarean Only two non-border Latinas mentioned cesareans at all in their responses. And un- like border Latinas, non-border Latinas did not give their past selves advice about avoiding the procedure. Rather, both women brought up their cesareans to high- light interactions with hospital staff. For instance, Lidia, a mother with an associate’s degree and Medicaid, said that she loved her hospital because “they informed me of the reasons why they recommended certain things, including the c-section.” Karla, a mother with an associ- ate’s degree and private insurance, said she would not go back to her hospital partly because she had to “deal with a c-section all by [herself]” and because her “dr didn’t discharge [her] or visit [her] after [her] c section.” However, both of these women appear to have understood that cesareans are serious procedures. This explains why Lidia appreciated her hospital staff’s thorough information about the need for surgery and why Karla was dissatisfied with her doctor’ s absence after the procedure.
U N PA C K Y O U R S A U N A
Refer to the parts list as you unpack your sauna to ensure you have all of the parts for installation. We make every effort to ensure that your sauna arrives safely. Double check to ensure that all pieces arrived undamaged in transit. If damaged, please call Sunlighten Customer Service immediately at 1.877.292.0020 ext. 127 or your local Sunlighten representative. Photos of any damage are required to process any replacement request. Please do not discard any loose parts or fabric.
00001t tif N a r r a t in g Id e n t it y a n d T e r r it o r ia l it y T h e Ca se s o f t h e U S M e x ic o a n d U S C a n a d a B o r d e r l a n d s Jason MacGregor Ackleson London School of Ec[.]
・From the N ational Res earc h Institute for Earth Science and Disaster Preventi on website
・Figures are extracted from (descripti on was partially changed for extrac t) the Tsunami Engineering Laborator y of Graduate Sc hool of Engineering, T ohoku U niversity website and the Research Study Report r egarding Meas ures against Ts unamis and Liquef action (the si x prefec tures research meeting f or earthquake measures in May, 1984).
“the world is hungry for structural health and usage monitoring and fleet life-management,” says Marcel Bos, senior r&D Manager in nLr’s Gas turbine and structural Integrity Department. real life operations naturally lead to aging of an aircraft (corrosion, humidity, mechanical loading leading to fatigue damage, etc) and operators need to know not just operational limitations, but when periodic inspections, replacements, and modifications should be undertaken to preserve the life of the aircraft—and hopefully extend it. nLr is at the forefront of providing its many customers with tools and procedures to wring maximum value from expensive equipment. some of these are stand-alone systems that the operator can manage himself while others can be totally contracted out to nLr to conduct analysis. the nLr “toolbox” contains software packages developed in-house, onboard instrumentation sensors for aircraft, data recording units, and web-based reporting and visualisation.
Although the Upper Cretaceous U.S. Western Inte- rior contains one of the best known faunas in the world, the record of brachiopods in this area is very poor compared to coeval sequences elsewhere, such as in Europe (e.g., Bitner and Pisera 1979; Owen 2002). The rarity of brachiopods, most notably articulate forms, in this region is thought to be the result of rela- tively inhospitable environmental conditions including low-oxygen concentrations and brackish water (Kauff- man and Caldwell 1993). Most reported occurrences of brachiopods in the U.S. Western Interior have been re- stricted to the inarticulate brachiopod Lingula, as doc- umented in published and unpublished faunal lists in paleontological reports and dissertations (e.g., David- son 1966; Gill and Cobban 1966). However, only a small number of these papers include detailed descrip- tions of the brachiopods (e.g., Warren 1937; Kirkland 1996; Sava 2007). Discinisca has previously been re- ported from the Cenomanian – Turonian boundary in-