...Team C Learning Assignment Composed By: Billy MacNair, Crystal Revis, Heather Ibarra, Danyl Chahal, and Nakia Matthews HCS/451 Healthcare Quality Management and Outcome Analysis Week 4 Organizational Performance Management Paper Classroom Facilitator: Lauri Rose Introduction: The assignment included in this team collaboration defines, analyses, and explores the similarities and differences between the Americans with Disabilities Act (ADA), National Cancer Institute (NCI), and the American Medical Association (AMA), as well as determines proposals for improving management and accreditation requirements with effective compliancy. This study also provides a table in the appendix documenting resources and validating organizational schematics. The Similarities and Differences among the Organizations: One of the first and most obvious similarities between these organizations is that they were created with the intention of helping people. Creating somewhat of a guideline for others to follow in how things should be handled amongst the various areas each organization reaches. The American Medical Association was founded with the intention furthering education in health care through physicians and specialists and establishing the criteria needed for holding an MD. They also established the first set of medical ethics at their first meeting. The Americans with Disabilities Act was created because there was a need for those who suffered from disabilities of varying severities...
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...Scaling Inclusive Business Models leveraging a partnership ecosystem at the nexus of poverty and environment Scaling Inclusive Business Models leveraging a partnership ecosystem at the nexus of poverty and environment Markus Dietrich,Director, ASEI Sahba Sobhani, Programme Advisor Private Sector BPPS, UNDPASEI Project Team: Mary Grace Santos, Lead Consultant Lorenzo Cordova, Jr., Environmental Impact Specialist Marcos Perez, Jr. Social Impact Specialist Markus Dietrich,Director, ASEI Sahba Sobhani, Programme Advisor Private Sector BPPS, UNDPASEI Project Team: Mary Grace Santos, Lead Consultant Lorenzo Cordova, Jr., Environmental Impact Specialist Marcos Perez, Jr. Social Impact Specialist Contract No. BPPS/2014/IC/0012 Project Name: Scaling Inclusive Business Models leveraging a partnership ecosystem at the nexus of poverty and environment 1st phase Report Developing an inclusive and green eco-system framework 2nd phase Report Initial case studies and eco-system in the Philippines 3rd phase Report Final Draft Authors Markus Dietrich, Director, ASEI Sahba Sobhani - Programme Advisor Private Sector BPPS, UNDP ASEI Project Team: Mary Grace Santos, Lead Consultant Lorenzo Cordova, Jr., Environmental Impact Specialist Marcos Perez, Jr. Social Impact Specialist Version 1: 21 March 2015 Version 2: 13 April 2015 Version 3: 02 June 2015 Version 4: 30 July 2015 Version 5: 25 August 2015 Content 1 Introduction to inclusive and...
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...Case 1 TEACHING NOTE KHF CORPORATION INTRODUCTION This case involves the evaluation of Kitty (Hawk Food), Inc., a restaurant food wholesaler in eastern North Carolina. The firm is experiencing difficulty paying trade debt and collecting trade receivables on time, which is causing cashflow difficulties and threatening the creditworthiness of the firm. The case should require 1 to 1 1/2 hours of outside preparation by students, and can be effectively discussed in a one-hour class. It is appropriate for managerial finance courses at the undergraduate level, and perhaps at the lower MBA level as a minor exercise. KHF Corporation is experiencing a threat to its creditworthiness due to difficulties in paying trade payables. Its colorful CEO, responsible for collections of receivables, is not providing for collections very well. He is much more of a good ole' boy marketing type. The firm is not performing very well, and faces large seasonal swings in business. The student is tasked with solving the dilemmas posed by the case. SUGGESTED TEACHING APPROACH We suggest assigning this case after coverage of a) financial statement analysis and b) opportunity cost of failing to take a cash discount. While collections of receivables and improving payments are implied as a solution to this situation, the real issue is the opportunity cost of failing to take a cash discount. 100% of the business of KHF involves credit purchases of inventory. KHF is not taking advantage...
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...2008 Baldrige National Quality Program Education Criteria for Performance Excellence THE MALCOLM BALDRIGE NATIONAL QUALITY AWARD A Public-Private Partnership Building active partnerships in the private sector—and among the private sector and all levels of government—is fundamental to the success of the Baldrige National Quality Program in improving national competitiveness. Privatesector support for the Program in the form of funds, volunteer efforts, and participation in information transfer continues to grow. To ensure the continued growth and success of these partnerships, each of the following organizations plays an important role. board is appointed by the Secretary of Commerce and consists of distinguished leaders from all sectors of the U.S. economy. The Board of Overseers evaluates all aspects of the Program, including the adequacy of the Criteria and processes for determining Award recipients. An important part of the board’s responsibility is to assess how well the Program is serving the national interest. Accordingly, the board makes recommendations to the Secretary of Commerce and to the Director of NIST regarding changes and improvements in the Program. Foundation for the Malcolm Baldrige National Quality Award The Foundation for the Malcolm Baldrige National Quality Award was created to foster the success of the Program. The Foundation’s main objective is to raise funds to permanently endow the Award Program. Prominent leaders from U.S. organizations...
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...Cancer Control Knowledge into Action WHO Guide for Effective Programmes Diagnosis and Treatment Cancer Control Knowledge into Action WHO Guide for Effective Programmes Diagnosis and Treatment WHO Library Cataloguing-in-Publication Data Diagnosis and Treatment. (Cancer control : knowledge into action : WHO guide for effective programmes ; module 4.) 1. Neoplasms – diagnosis. 2. Neoplasms – therapy. 3. Early detection. 4. National health programs. 5. Guidelines. I.World Health Organization. II.Series. ISBN 978 92 4 154740 6 (NLM classification: QZ 241) © World Health Organization 2008 All rights reserved. Publications of the World Health Organization can be obtained from WHO Press, World Health Organization, 20 Avenue Appia, 1211 Geneva 27, Switzerland (tel.: +41 22 791 3264; fax: +41 22 791 4857; e-mail: bookorders@who.int). Requests for permission to reproduce or translate WHO publications – whether for sale or for noncommercial distribution – should be addressed to WHO Press, at the above address (fax: +41 22 791 4806; e-mail: permissions@who.int). The designations employed and the presentation of the material in this publication do not imply the expression of any opinion whatsoever on the part of the World Health Organization concerning the legal status of any country, territory, city or area or of its authorities, or concerning the delimitation of its frontiers or boundaries. Dotted lines on maps represent approximate border lines for which there may...
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...Office of the National Coordinator for Health Information Technology (ONC) Federal Health Information Technology Strategic Plan 2011 – 2015 Table of Contents Introduction Federal Health IT Vision and Mission Federal Health IT Principles Goal I: Achieve Adoption and Information Exchange through Meaningful Use of Health IT Goal II: Improve Care, Improve Population Health, and Reduce Health Care Costs through the Use of Health IT Goal III: Inspire Confidence and Trust in Health IT Goal IV: Empower Individuals with Health IT to Improve their Health and the Health Care System Appendix A: Performance Measures Appendix B: Programs, Initiatives, and Federal Engagement Appendix C: HIT Standards and HIT Policy Committees Information Flow Appendix E: Statutes and Regulations Appendix F: Goals, Objectives, and Strategies Appendix G: Acronyms ONC Acknowledgements Notes 3 6 7 8 21 28 36 49 51 65 67 70 74 77 77 78 Goal V: Achieve Rapid Learning and Technological Advancement 43 Federal Health IT Strategic Plan 3 Introduction he technologies collectively known as health information technology (health IT) share a common attribute: they enable the secure collection and exchange of vast amounts of health data about individuals. The collection and movement of this data will power the health care of the future. Health IT has the potential to empower individuals and increase transparency; enhance the ability to study care delivery and payment systems; and ultimately achieve...
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...| | | | | | | | |EARLY DAYS IN CUSTODY – RECEPTION IN, FIRST NIGHT IN CUSTODY, AND INDUCTION TO CUSTODY | |This instruction applies to : |Reference : | | | | |Prisons |PSI 74/2011 | |Issue Date |Effective Date |Expiry Date | |21 December 2011 |1 January 2012 |20 December 2015 | |Issued on the authority of |NOMS Agency Board ...
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...endeavours and constantly challenging the status quo. With a portfolio of more than eighty operating companies in its stable, the Group’s diversity elevates it to a brand with unique character and promise. PROTON, Alam Flora, PUSPAKOM, Pos Malaysia, MODENAS, Bank Muamalat, Glenmarie Properties – these are some of the household names that form a part of the DRB-HICOM Group. From the Automotive and Services sectors to the Property, Asset and Construction sector, DRB-HICOM’s operating companies have always had a strong presence in the local market. Helmed by bold leadership and imbued with core values, strong work ethics and a vision to be number 1, the DRB-HICOM brand is well-positioned to go a step further to become a leading global brand in the future. OUR VISION to be number 1 and continuously excel in all that we do OUR MISSION to lead in the growth of the nation in the areas of DRB-HICOM’S core businesses SHARED VALUES excellence decorum teamwork integrity innovation quality transparency 2 Vision & Mission KEY INITIATIVES 112 114 Human Capital Development Corporate Responsibility HIGHLIGHTS 4 7 Notice of Annual General Meeting Statement Accompanying Notice of 24th Annual General Meeting FINANCIAL STATEMENTS 122 126 Directors’ Report Financial Statements 126 Statements of Comprehensive Income 128 Consolidated Statement of...
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...endeavours and constantly challenging the status quo. With a portfolio of more than eighty operating companies in its stable, the Group’s diversity elevates it to a brand with unique character and promise. PROTON, Alam Flora, PUSPAKOM, Pos Malaysia, MODENAS, Bank Muamalat, Glenmarie Properties – these are some of the household names that form a part of the DRB-HICOM Group. From the Automotive and Services sectors to the Property, Asset and Construction sector, DRB-HICOM’s operating companies have always had a strong presence in the local market. Helmed by bold leadership and imbued with core values, strong work ethics and a vision to be number 1, the DRB-HICOM brand is well-positioned to go a step further to become a leading global brand in the future. OUR VISION to be number 1 and continuously excel in all that we do OUR MISSION to lead in the growth of the nation in the areas of DRB-HICOM’S core businesses SHARED VALUES excellence decorum teamwork integrity innovation quality transparency 2 Vision & Mission KEY INITIATIVES 112 114 Human Capital Development Corporate Responsibility HIGHLIGHTS 4 7 Notice of Annual General Meeting Statement Accompanying Notice of 24th Annual General Meeting FINANCIAL STATEMENTS 122 126 Directors’ Report Financial Statements 126 Statements of Comprehensive Income 128 Consolidated Statement of...
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...Building Value through through Values,Valor & Vision Valor & OSIM INTERNATIONAL LTD Annual Report 2012 Calligraphy: An art form that requires careful thought, strength, character, patience, philosophy and point of view. An apt representation of what drives OSIM forward. Sales $ +$48 million 602 Profit before tax $ +17% million 115 87 million EBITDA $ +13% 126 Profit after tax $ +26% million million For year ended 31 December Sales Profit EBITDA Before tax After tax Net cash flow from operating activities Per share (cents) Basic earnings Net assets value At year end Cash & cash equivalents and fixed income investments Shareholders funds Net cash and fixed income investments Returns on shareholders funds Profit before tax Profit after tax Shareholders value Dividend per share (cents) Special dividend per share (cents) 2012 $602m $126m $115m $87m $103m 12 26 $235m $196m $93m 59% 44% 4 2 2011 $554m $112m $98m $69m $99m 10 22 $205m $165m $71m 59% 42% 3 – Growth +$48m +13% +17% +26% +20% +18% +33% 03 FOUNDER, CHAIRMAN & CEO LETTER Creating successful strokes with vision “I am pleased to present a record set of results for the third consecutive year. Profit before tax is at a high of $115 million. I would like to thank my team for the wonderful achievement despite a tough economic environment. I expect that this growth will continue to be driven by market leadership, continuous innovation and productive execution.” ...
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...Policy statement: Georgi Vankov Type of investor: Semi Aggressive (31 points) Investment Objective Seeks to earn long-term capital appreciation with return higher than the average market return. Investor Horizon Accumulation stage: 20-30 years window Primary Risks An investment in the Fund could lose money over short or even long periods. Investor should expect the Fund’s share price and total return to fluctuate within a wide range, like the fluctuations of the overall stock market. There is possible opportunity for the investor selling the portfolio if the negative returns are too high leading to high losses. • Stock market risk, which is the chance that stock prices overall will decline. Stock markets tend to move in cycles, with periods of rising prices and periods of falling prices. • Manager risk, which is the chance that poor security selection or focus on securities in a particular sector, category, or group of companies will cause the Fund to underperform relevant benchmarks or other funds with a similar investment objective. • Investment style risk, which is the chance that returns from small- and mid-capitalization stocks will trail returns from global stock markets. Historically, small- and mid-cap stocks have been more volatile in price than the large-cap stocks that dominate the global markets, and they often perform quite differently. Small and midsize companies tend to have greater stock volatility because, among other things, these companies are...
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...of Justice Programs National Institute of Justice APR. 04 Special REPORT Forensic Examination of Digital Evidence: A Guide for Law Enforcement U.S. Department of Justice Office of Justice Programs 810 Seventh Street N.W. Washington, DC 20531 John Ashcroft Attorney General Deborah J. Daniels Assistant Attorney General Sarah V. Hart Director, National Institute of Justice This and other publications and products of the U.S. Department of Justice, Office of Justice Programs, National Institute of Justice can be found on the World Wide Web at the following site: Office of Justice Programs National Institute of Justice http://www.ojp.usdoj.gov/nij APR. 04 Forensic Examination of Digital Evidence: A Guide for Law Enforcement NCJ 199408 Sarah V. Hart Director This document is not intended to create, does not create, and may not be relied upon to create any rights, substantive or procedural, enforceable at law by any party in any matter civil or criminal. Opinions or points of view expressed in this document represent a consensus of the authors and do not represent the official position or policies of the U.S. Department of Justice. The products, manufacturers, and organizations discussed in this document are presented for informational purposes only and do not constitute product approval or endorsement by the U.S. Department of Justice. This document was prepared under Interagency Agreement #1999–IJ–R–094 between the National Institute of Justice...
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...OUR GROUP 02 GRO UP M A N A GE ME N T R E P OR T 02.1 02.2 02.3 02.4 02.5 02.6 02.7 02.8 02.9 02.10 adidas Group Worldwide 66 Major Sporting Events 2014 67 Group Strategy 68 Global Sales Strategy 72 Global Brands Strategy 77 Other Businesses Strategy 86 Global Operations 94 Research and Development 99 Employees105 Sustainability111 G R O U P M A N A G E M E N T R E P O R T: This report contains the Group Management Report of the adidas Group, comprising adidas AG and its consolidated subsidiaries, and the Management Report of adidas AG. 1 Group Management Report – Our Group adidas Group Worldwide / 02.1 / adidas Group Worldwide Percentage of Group sales 26 23 Western Europe North America 8 3 1 4 2 13 6 12 Greater China 7 10 European Emerging Markets 5 9 20 13 66 11 15 Latin America Other Asian Markets 1 adidas North America, Portland/Oregon, USA 6 adidas International Trading, Amsterdam, Netherlands 2 TaylorMade-adidas Golf Headquarters, Carlsbad/California, USA 7 adidas Group Headquarters, Herzogenaurach, Germany 3 Reebok-CCM Hockey Headquarters, Montreal/Quebec, Canada 8 adidas Group Russia, Moscow, Russia 9 4 Reebok International Headquarters, The Rockport Company Headquarters, Canton/Massachusetts, USA adidas Global Sourcing, Hong Kong, China ...
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...[pic] Frank G. Madsen Queens’ College University of Cambridge International Monetary Flows of Non-Declared Origin This dissertation is submitted to the University of Cambridge to Fulfil the Requirements for the Degree of Doctor of Philosophy April 2008 Ambrogio Lorenzetti, Effetti del Buon Governo Siena, Palazzo Pubblico Sala dei Nove 1337-1340 Declaration This dissertation is the result of my own work and includes nothing, which is the outcome of work done in collaboration. Chapter 3, “Complexity, TOC and Terrorism”, was presented in an embryonic form at the ISA conference in Chicago, USA, March 2007. Chapter 4, “Organised Crime”, is the further elaboration of a chapter of the same title published in 2007 in the Oxford Handbook on the United Nations Statement of Length The dissertation does not exceed the word limit of 80,000 words Fieldwork Thailand (money laundering); Indonesia and Burma (deforestation); New York (US money supply); Washington DC and Fort Worth, Texas (Organised Crime linked to terrorist funding); Australia (Sydney, (APG) and Canberra (money laundering, South Pacific); and Rome, Italy (Chinese organised crime). Contact Frank.Madsen@cantab.net Abstract Through an analysis of the presence and nature of international monetary flows of non-declared origin and their relation to deviant knowledge, the thesis...
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...UNIVERSITY OF THE PHILIPPINES Bachelor of Arts in Communication Research Joyce M. Aguillon Precious B. Romano SmokeCheck: A Study on the Effects of NCR Male High School Students’ Exposure to and Recall of Anti-Smoking Advertisements to Their Perceptions of and Attitudes toward Smoking Thesis Adviser: Professor Randy Jay C. Solis College of Mass Communication University of the Philippines Diliman Date of Submission April 2012 Permission is given for the following people to have access to this thesis: Available to the general public Available only after consultation with author/thesis adviser Available only to those bound by confidentiality agreement Student’s signature: Student’s signature: Signature of thesis adviser: Yes No No UNIVERSITY PERMISSION I hereby grant the University of the Philippines non-exclusive worldwide, royalty-free license to reproduce, publish and publicly distribute copies of this thesis or dissertation in whatever form subject to the provisions of applicable laws, the provisions of the UP IPR policy and any contractual obligations, as well as more specific permission marking on the Title Page. Specifically I grant the following rights to the University: a) to upload a copy of the work in these database of the college/school/institute/department and in any other databases available on the public internet; b) to publish the work in the college/school/institute/department journal, both in print and ...
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