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Hace tiempo que un colega me viene hablando del Adobe Edge. In this tutorial I will show you how to create a simple image slider using Adobe Edge. This is a good practice tutorial to start using Edge and learn its. Edge Keeps Adobe Relevant In a World without. Solutions for Banner Ads in the Post- Flash World. Published: 2. 01. Adobe Edge Animated Web Banners. Application from Adobe - Adobe Edge Animate. This software can create. Apps; Edge Animate Templates. IE10, IE11, Firefox, Safari, Opera, Chrome, Edge, Software Version. Now bring in Adobe Edge HTML5 animations into. Dan Carr shows you how to create a banner template in Adobe Edge. Using and animating filters in Flex apps. This is a set of professional designed and animated banners in the 3 most used web banner formats, for Adobe Edge. Creative Work Sign Up For Free. HTML5 app smackdown: Which tool is best? The best known of these are Adobe Edge Animate and Tumult Hype. Google sparked an urgent and rather violent shift away from Flash technology when it announced that Chrome will pause . Flash has served as the de facto standard for banner ads for more than a decade. Firefox also blocked Flash after major security issues were discovered and Facebook's security chief called for Adobe to kill Flash once and for all. Amazon says it will no longer accept any Flash ads after September 1. Clearly Flash is on its way out of web browsers. Advertisers can no longer afford its liabilities. Now what? Modern browsers are remarkably capable of handling slick animations natively using HTML, Java. Script, and CSS (collectively referred to as . However, a few barriers are clogging up the transition. Some are technical, some are political, and some have to do with a glaring lack of information. Let's address things head- on, identify some solutions, and get things moving in the right direction. Green. Sock has a rich heritage in the banner ad industry, serving as its most popular animation library in both Flash and HTML5. We obsess about animation in the browser, studying the technical challenges, performance benchmarks, and workflow. Are you kidding? Years ago, when bandwidth was a tiny fraction of what it is today, the ad industry codified a set of standards for banner ad file sizes. A common limit was 4. Flash compressed into a single amazingly small swf file. Technically each publisher determines its own file size policies, but almost everyone looks to the IAB (Interactive Advertising Bureau) as a standards- setting body, like the W3. C for web browsers. The IAB exists to help guide the industry but they don't mandate or enforce anything. When Flash ruled the banner ad landscape, certain file size specs were recommended by the IAB and the system worked well. However, the technology landscape has changed drastically. Bandwidth, page size, and banner budget over the years. Bandwidth (Mbps)Banner budget (kb)Page size (kb)2. Mbps. 40kb. 1,7. 95kb. Year. Bandwidth (Mbps)Banner budget (kb)Page size (kb)Jan 1, 2. Jan 1, 2. 00. 96. Jan 1, 2. 01. 09. Jan 1, 2. 01. 11. Jan 1, 2. 01. 21. Jan 1, 2. 01. 31. Jan 1, 2. 01. 42. Jan 1, 2. 01. 53. Page size (kb)Since 2. IAB has been cautious about declaring HTML5 specs due to all the complexities involved. They released a set of HTML5 guidelines in 2. HTML5 ads weigh . The gatekeepers who impose the 4. IAB spec dictates. Consequently, developers are forced to shoehorn HTML5 banners into archaic Flash specs which isn't what the IAB intended. This must change. From our vantage point, fear is driving the industry. Publishers and networks are afraid to raise the file size limits without IAB approval. Some do it anyway, but disagree on exactly how much, leading to wild variations. Developers have no choice but to build for the least common denominator in their ad campaign which is either totally unclear or ends up being the dreaded creativity- crushing 4. They miss the unique strengths of HTML5 technology that we should be exploiting - shared resources and browser caching. These have a tremendous impact on loading time and overall performance which is the whole point of the file size limits anyway! Flash compiled all assets into a single swf meaning that if 1. End users paid the file size price 1. Multiply that by millions of ads and it gets pretty crazy. In HTML5, however, a library can be dropped onto a CDN (content delivery network) and shared among all banners, thus end users only load it once and it. It means that common animation chores like the request. Animation. Frame loop, timing, sequencing, intelligent GPU layerizing, lag smoothing, compatibility workarounds, performance optimization, etc. The unique banner- specific code can be much more concise, reducing overall load times and improving performance. File size limitations should be applied to the banner- specific assets, excluding the shared resources that drive common functionality. Imagine how silly it would have been if the 1. MB Flash Player download was included in the aggregate file size for each swf banner. Ad networks and publishers can put a certain subset of tested- and- approved libraries onto their CDNs and exempt them from file size calculations. We're thrilled to see industry leaders like Advertising. AOL, Google Double. Click, Flashtalking, and Sizmek already taking this approach with GSAP. Ad networks and publishers win because load times (and costs) are lowered and it's easier to troubleshoot problems when a common toolset is used. They reap the benefits of all the compatibility and performance optimizations in tools like GSAP. End users get ads that perform better, load faster, and look more appealing. Animation technologies and approaches. For those tasked with building HTML5 banners, the choices are perplexing. Is it best to use a visual IDE like Adobe Edge Animate, Google Web Designer, or Tumult Hype? Even Flash is capable of outputting HTML5 content. These tools can make building ads easier (especially for designers who don. Some networks explicitly state that they won't accept ads built with these tools. We'd love to see the visual tools mature and export concise, performant, ad- friendly code because plenty of designers aren't comfortable hand- coding banners yet. Ideally, they'd tap into GSAP under the hood so that designers and developers could collaborate on the same files without worrying about runtime redundancies. There are also network- specific banner- building tools but their proprietary nature makes them impractical for many campaigns. If an agency uses one network. Learning how to use each network's proprietary tool can be cumbersome. Hand- coded animations are usually much lighter- weight, performant, and universally accepted, but building them requires a particular skill set. And which underlying technologies should be used? Once again, answers vary wildly among ad networks and publishers. The goal of this article isn't to provide an in- depth review or comparison of the various tools. Each has its own strengths and weaknesses, but let's briefly touch on some of the major runtime animation technologies: CSS transitions and CSS animations - these are supported in all modern browsers, but not IE9 or earlier. They're cheap from a file size standpoint and they perform well. For simple animations like button rollovers, they're great. However, file size rises quickly and things get cumbersome when you attempt even moderately complex animations. Simply put, they will take longer to build, they won't work in some older browsers, there are bugs (particularly when animating SVG elements), and certain tasks are outright impossible. Additional reading: https: //css- tricks. Query - it was never intended to be a robust animation tool, so j. Query suffers from poor performance and workflow issues. Most ad networks strongly advise against using it. GSAP is up to 2. 0x faster. Additional reading: http: //greensock. Create. JS - Adobe Flash can optionally export to this canvas- based library. You can't just publish existing Flash banners to Create. JS (you must do some conversion work and leverage Java. Script instead of Action. Script) but for designers who are already used to the Flash interface, this can be a boon. One down side to canvas- based libraries is that you lose accessibility (the browser sees it as essentially a blob of pixels), but that's probably not a top priority for banners. File size can also become a concern (possibly mitigated by CDN standardization). You can use GSAP to animate Create. JS content. Additional reading: http: //createjs. Zepto - like a lightweight version of j. Query that uses CSS transitions under the hood for animations. Zepto is better than j. Query for banners, but it suffers from similar workflow issues as well as the inconsistencies/bugs inherent in CSS transitions/animations (like with SVG transforms). Active development seems to have stalled. Additional reading: //zeptojs. Web Animations - a new spec being worked on that has a lot of promise, but it just isn't a realistic contender at this point because it is in flux and several browser vendors remain noncommittal about ever supporting it. The polyfill has performance problems. Additional reading: //w. GSAP - Widely recognized as the performance leader, GSAP solves all kinds of real- world animation problems from browser inconsistencies to workflow headaches (far too many to go into here). The Flash banner ad community is full of designers and developers who use GSAP daily, making it much easier to transition to HTML5; no new syntax to learn. Ongoing development and support have a solid track record for over 7 years. Additional reading: http: //greensock. Recommendations. Based on our experience and the results from our survey, we suggest the following: Standardize a few Java. Script libraries. Ideally, the IAB would equip the community with a short list of recommended libraries that get CDN- ified and exempted from file size calculations. Historically, the IAB has been extremely reluctant to officially endorse any third party tools. That's understandable - it could be seen as playing favorites or unfairly excluding someone's favorite library. However, without specific recommendations, the HTML5 landscape is so fractured and complex that it will result in a free- for- all (which is basically what it is now). The IAB can set the tone and move the focus away from aggregate total file sizes and into the modern era that leverages shared resources and browser caching to deliver excellent performance. It is imperative that this list of . The IAB can run their own independent tests and look at performance, features, compatibility, support, workflow benefits, and overall industry demand to determine which libraries get recommended. Of course we feel strongly that GSAP belongs on that list because: It is the top performer. It has widespread industry acceptance, both in Flash and HTML5. Free Zip and UnZip Software. UnZip any ZIP files quickly and easily. Windows 10, 8, 7, Vista, 2000, XP Support. You can now reserve your free upgrade to Windows 10! Windows Insider Program; Community Participation Center. 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Hamster Free Zip Archiver. Back to the top of the article. Ways To Clone & Copy Your Hard Drivemake- use- of- logologo- backgroundsearchsearch- startcloseemailbookmarkfacebookgooglepintereststumbleuponwhatsappamazonyoutubeyoutubelabel- rectangletriangle- longdown One of the most annoying things about owning a computer is the maintenance. But customization is tedious. And when your hard drive decides to break spontaneously, time is something you won. Here are the 5 best tools to clone or copy your hard drive in no particular order. Backing up your data is one of those things in life that you really won. How to Free Disk Space on Your Hard Drive. Computer hard drives are getting bigger and bigger, and you think that there's lots of stuff you can hold on to. Open source boot disk that automatically and completely deletes the contents of any hard disk it can detect, which makes it an utility for bulk or emergency data. 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And while a backup is running in the background you can even proceed using your system. Both Drive Backup Express and Drive. Image XML (described below) require a bootable CD, which the user has to create independently. I have previously written about Drive Backup Express and thoroughly explained how it works here. How to Prepare Yourself for System Restore From Scratch. How to Prepare Yourself for System Restore From Scratch. Read More. In contrast to Drive Backup Express, Drive. Image XML is a visually very basic tool. However, it reliably creates images of logical drives and partitions and restores these to either the originating or a different hard disk. Like Drive Backup Express, Drive. Image XML applies a cloning technique that allows parallel use of the system while the backup is running. It can also do incremental backups, supplementing existing backups with what was changed in the meantime. Additionally, images can be restored without having to reboot. Clone. Zilla is an open source and cross platform tool to make a copy of a hard drive and also to restore them afterwards. It. You download Clone. Zilla in form of an ISO image or ZIP file and burn the image to a CD or load the files onto a USB flash drive or hard drive. The next step is to reboot the computer from that medium you created, which may require going into the BIOS and allow booting from a CD or USB device. Once the tool is running, it. There also is sort of a screenshot walkthrough on the Clone. Zilla homepage, where you can view some of the options before running the tool. XXCLONE is Windows software. The tool can create a self- bootable clone of a Windows drive as well as full backups of non- system volumes. Basically, it can make a hard drive image. The interface is basic and clear. When started, the tool scans for available volumes and you can then choose a source and target volume from these. A direct link to the Windows Disk Management is provided through the . The information is thorough and very clear, including a very detailed help section that will walk you through every aspect of the program. Do you clone and copy your hard drive? Darik's Boot And Nuke . It automatically deletes the contents of any hard disk that it can detect. This method prevents identity theft before recycling a computer. DBAN is also a commonly used solution to remove viruses and spyware from Microsoft Windows installations. DBAN users should be aware of some product limitations, including: No guarantee of data removal (e. DBAN does not detect or securely erase SSDs)No audit- ready reporting for regulatory compliance. Limited hardware support (e. Introduction to Evaluation . Developing an Evaluation Plan ? Why should you have an evaluation plan? After many late nights of hard work, more planning meetings than you care to remember, and many pots of coffee, your initiative has finally gotten off the ground. You have every reason to be proud of yourself and you should probably take a bit of a breather to avoid burnout. Don't rest on your laurels too long, though- -your next step is to monitor the initiative's progress. If your initiative is working perfectly in every way, you deserve the satisfaction of knowing that. If adjustments need to be made to guarantee your success, you want to know about them so you can jump right in there and keep your hard work from going to waste. And, in the worst case scenario, you'll want to know if it's an utter failure so you can figure out the best way to cut your losses. For these reasons, evaluation is extremely important. There's so much information on evaluation out there that it's easy for community groups to fall into the trap of just buying an evaluation handbook and following it to the letter. This might seem like the best way to go about it at first glance- - evaluation is a huge topic and it can be pretty intimidating. Health Care Program Evaluation. RAND excels at evaluating performance of health care programs that operate in diverse settings, identifying opportunities for improvement. Health Program Planning and Evaluation L. Michele Issel, PhD, RN Clinical Professor School of Public Health. SECTION V Outcome and Impact Evaluation of Health Programs 363 12 Planning the Intervention Effect Evaluations 365. Unfortunately, if you resort to the . Your evaluation system should address simple questions that are important to your community, your staff, and (last but never least!) your funding partners. Try to think about financial and practical considerations when asking yourself what sort of questions you want answered. Matching Objectives with Evaluation Methods - National Cancer Institute. Program Planning Models. Send inquiries about DOH and its programs to the Health Consumer Assistance Office. Six Steps to Program Planning and Evaluation Program planning. University of Washington School of Public Health Department of Health Services. Shine a spotlight on the benefits of promoting health in the workplace. Workplace Health Promotion Programs focuses on the incredible value that employee health programs can offer by exploring six key topics: behavioral health. The best way to insure that you have the most productive evaluation possible is to come up with an evaluation plan. Here are a few reasons why you should develop an evaluation plan: It guides you through each step of the process of evaluation. It helps you decide what sort of information you and your stakeholders really need. It keeps you from wasting time gathering information that isn't needed. It helps you identify the best possible methods and strategies for getting the needed information. It helps you come up with a reasonable and realistic timeline for evaluation. Most importantly, it will help you improve your initiative! When should you develop an evaluation plan? As soon as possible! The best time to do this is before you implement the initiative. After that, you can do it anytime, but the earlier you develop it and begin to implement it, the better off your initiative will be, and the greater the outcomes will be at the end. Remember, evaluation is more than just finding out if you did your job. It is important to use evaluation data to improve the initiative along the way. What are the different types of stakeholders and what are their interests in your evaluation? We'd all like to think that everyone is as interested in our initiative or project as we are, but unfortunately that isn't the case. For community health groups, there are basically three groups of people who might be identified as stakeholders (those who are interested, involved, and invested in the project or initiative in some way): community groups, grantmakers/funders, and university- based researchers. Take some time to make a list of your project or initiative's stakeholders, as well as which category they fall into. What are the types of stakeholders? Community groups: Hey, that's you! Perhaps this is the most obvious category of stakeholders, because it includes the staff and/or volunteers involved in your initiative or project. It also includes the people directly affected by it- -your targets and agents of change. Grantmakers and funders: Don't forget the folks that pay the bills! Most grantmakers and funders want to know how their money's being spent, so you'll find that they often have specific requirements about things they want you to evaluate. Step 5: Planning for Conclusions. 30 Step 6: Planning for Dissemination and Sharing of Lessons Learned. CDC Framework for Program Evaluation in Public Health. 5 Figure 2: Sample Logic Model. About ACPHD>Our Organization>Community Assessment, Planning, and Evaluation (CAPE. Community Assessment, Planning, and Evaluation. Check out all your current funders to see what kind of information they want you to be gathering. Better yet, find out what sort of information you'll need to have for any future grants you're considering applying for. It can't hurt! University- based researchers: This includes researchers and evaluators that your coalition or initiative may choose to bring in as consultants or full partners. Such researchers might be specialists in public health promotion, epidemiologists, behavioral scientists, specialists in evaluation, or some other academic field. Of course, not all community groups will work with university- based researchers on their projects, but if you choose to do so, they should have their own concerns, ideas, and questions for the evaluation. If you can't quite understand why you'd include these folks in your evaluation process, try thinking of them as auto mechanics- -if you want them to help you make your car run better, you will of course include them in the diagnostic process. If you went to a mechanic and started ordering him around about how to fix your car without letting him check it out first, he'd probably get pretty annoyed with you. Same thing with your researchers and evaluators: it's important to include them in the evaluation development process if you really want them to help improve your initiative. Each type of stakeholder will have a different perspective on your organization as well as what they want to learn from the evaluation. Every group is unique, and you may find that there are other sorts of stakeholders to consider with your own organization. Take some time to brainstorm about who your stakeholders are before you being making your evaluation plan. What do they want to know about the evaluation? While some information from the evaluation will be of use to all three groups of stakeholders, some will be needed by only one or two of the groups. Grantmakers and funders, for example, will usually want to know how many people were reached and served by the initiative, as well as whether the initiative had the community - level impact it intended to have. Community groups may want to use evaluation results to guide them in decisions about their programs, and where they are putting their efforts. University- based researchers will most likely be interested in proving whether any improvements in community health were definitely caused by your programs or initiatives; they may also want to study the overall structure of your group or initiative to identify the conditions under which success may be reached. What decisions do they need to make, and how would they use the data to inform those decisions? You and your stakeholders will probably be making decisions that affect your program or initiative based on the results of your evaluation, so you need to consider what those decisions will be. Your evaluation should yield honest and accurate information for you and your stakeholders; you'll need to be careful not to structure it in such a way that it exaggerates your success, and you'll need to be really careful not to structure it in such a way that it downplays your success! Consider what sort of decisions you and your stakeholders will be making. Community groups will probably want to use the evaluation results to help them find ways to modify and improve your program or initiative. Grantmakers and funders will most likely be making decisions about how much funding to give you in the future, or even whether to continue funding your program at all (or any related programs). They may also think about whether to impose any requirements on you to get that program (e. University- based researchers will need to decide how they can best assist with plan development and data reporting. You'll also want to consider how you and your stakeholders plan to balance costs and benefits. Evaluation should take up about 1. That may sound like a lot, but remember that evaluation is an essential tool for improving your initiative. When considering how to balance costs and benefits, ask yourself the following questions: What do you need to know? What is required by the community? What is required by funding? How do you develop an evaluation plan? There are four main steps to developing an evaluation plan: Clarifying program objectives and goals. Developing evaluation questions. Developing evaluation methods. Setting up a timeline for evaluation activities. Clarifying program objectives and goals. The first step is to clarify the objectives and goals of your initiative. What are the main things you want to accomplish, and how have you set out to accomplish them? Clarifying these will help you identify which major program components should be evaluated. One way to do this is to make a table of program components and elements. Developing evaluation questions. For our purposes, there are four main categories of evaluation questions. Let's look at some examples of possible questions and suggested methods to answer those questions. Later on, we'll tell you a bit more about what these methods are and how they work. Planning and implementation issues: How well was the program or initiative planned out, and how well was that plan put into practice? Is there diversity among participants? Why do participants enter and leave your programs? Are there a variety of services and alternative activities generated? Do those most in need of help receive services? Are community members satisfied that the program meets local needs? Possible methods to answer those questions: monitoring system that tracks actions and accomplishments related to bringing about the mission of the initiative, member survey of satisfaction with goals, member survey of satisfaction with outcomes. Assessing attainment of objectives: How well has the program or initiative met its stated objectives? How many hours are participants involved? Possible methods to answer those questions: monitoring system (see above), member survey of satisfaction with outcomes, goal attainment scaling. Impact on participants: How much and what kind of a difference has the program or initiative made for its targets of change? Are participants satisfied with the experience? The Wedding Boutique, located in North Eastern NC., offers custom and personalized wedding programs and Bulletins. Order blank wedding programs or pre-printed. Personalize any Wedding Program Fan with YOUR wedding colors, fonts, photos, and wording. 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Evaluation of the Pulp and Paper Green Transformation Program (PAA Sub- Activity 2. Table of Contents. Acronyms. AFMTCAlternative Fuels Mixture Tax Credit. ADMAssistant Deputy Minister. BDCBusiness Development Bank of Canada. CAContribution Agreement. CAAClean Air Agenda. CEAACanadian Environmental Assessment Agency. CFSCanadian Forest Service. DFAITDepartment of Foreign Affairs and International Trade Canada. DGDirector General. DMDeputy Minister. DPRDepartmental Performance Report. EAEnvironmental Assessment. EACEvaluation Advisory Committee. EAPEconomic Action Plan. ECEnvironment Canada. EISEnvironmental Impact Statement. Home / Industry News / Fibrek mill in Quebec to receive $6M from Canadian Pulp and Paper Green Transformation. Pulp and Paper Green Transformation Program.FAOFood and Agriculture Organization of the United Nations. FIPPFarm Income Payment Program. FPACForest Products Association of Canada. FTEFull- time Equivalent. GDPGross Domestic Product. Go. CGovernment of Canada. IFITInvestments in Forest Industry Transformation. MOUMemorandum of Understanding. NRCan. Natural Resources Canada. O& MOperating and Maintenance. PAAProgram Activity Architecture. PPGTPPulp and Paper Green Transformation Program. R& DResearch and Development. RBAFRisk- Based Audit Framework. RMAFResults- Based Management and Accountability Framework. ROIReturn on Investment. SADIStrategic Aerospace and Defence Initiative. SLASoftwood Lumber Agreement. PULP AND PAPER GREEN TRANSFORMATION PROGRAM. Canada determined that the Canadian pulp and paper industry would benefit from targeted capital investments. Port Alberni energy generation set to get. Pulp and Paper Green Transformation Program. Paper Green Transformation Program - report on. AV Cell receives funding for biogas production. SEDStrategic Evaluation Division. TBSTreasury Board of Canada Secretariat. TPRCTransfer Payment Review Committee. Its objective was to improve the environmental performance of Canada. The Program assisted Canadian pulp and paper companies in making capital investments that would improve facility environmental performance, by providing a $0. January 1, 2. 00. December 3. 1, 2. The evaluation covered the period from 2. Given that the Program ended on March 3. Program, as well as to identify best practices and lessons learned that can be of value for other initiatives within NRCan. The Pulp and Paper Green Transformation Program. Under the program, eligible Canadian pulp and paper companies could earn credits at a rate of $0.16 per litre. Canadian pulp and paper mills have already. TRANSFORMATION PROGRAM. The objective of the Pulp and Paper Green Transformation Program. Improved environmental performance at Canadian pulp and paper. Improvements in mill performance. Canadian pulp and paper mills have. Through its Pulp and Paper Green Transformation Program. The evaluation addressed the five core evaluation issues defined by the Treasury Board Secretariat in the Directive on the Evaluation Function, effective April 2. Under relevance, the evaluation issues are: Continued need for Program; Alignment with government priorities; and Alignment with federal roles and responsibilities. Under performance, the evaluation issues are Achievement of expected outcomes; and Demonstration of efficiency and economy. The evaluation was designed to draw on various sources of data to ensure that the combined lines of evidence resulted in an in- depth and comprehensive analysis. The four methods used to collect and analyze evidence were 1) a document file and data review; 2) stakeholder interviews (3. N = 1. 15); and 4) three case studies on Program planning, management and delivery. Evaluation Findings. Relevance. Continued need for Program: The Program addressed demonstrable needs in an evolving global market environment by providing access to capital financing directed towards projects that would improve environmental performance of the pulp and paper industry and thereby strengthen economic viability when access to capital was severely constricted. The evaluation found that in the years leading up to Program implementation, there was a limited ability for companies to make critical environmental upgrades due to declining industry revenues the global economic recession and other competitive pressures. Alignment with government priorities: The PPGTP was consistent with both federal government priorities and NRCan strategic objectives. Federal priorities over the evaluation period consistently displayed a commitment to developing the forest industry, as reflected in Speeches from the Throne, the Clean Air Agenda (CAA) and the Economic Action Plan (EAP). The PPGTP was also aligned with NRCan goals as outlined in the Program Activity Architecture (PAA) (from 2. Strategic Objective #2, Environmental Responsibility. Alignment with federal roles and responsibilities: The evaluation found that the Program was strongly aligned with federal roles and responsibilities, especially for issues concerning international trade where the Go. C has a clear constitutional responsibility. The federal government played a legitimate, appropriate and necessary role in protecting Canadian market interests by creating a targeted pulp and paper program that promoted the sustainability of the forest sector. Contribution Agreements (CAs) were found to be an appropriate mechanism to deliver PPGTP funds and to hold industrial recipients accountable for environmental outcomes. Performance. Achievement of expected outcomes: Evidence demonstrated that the PPGTP achieved its intended outcomes to a great extent. All eligible pulp and paper mills (a total of 2. N = 1. 02). The Program also had a large and well- organized record of outreach activities spanning its entire lifecycle, such as presentations, workshops, webinars, official press releases and/or media events, as well as dissemination of clear guidelines and information on the CFS website. The PPGTP exceeded its energy savings and energy production targets: Energy savings of 8. GJ/yr) were achieved, double the target of 4. Energy production of approximately 2. MWh/yr) was achieved, about 0. As well, environmental improvements were noted for air emissions, water use and chemical waste. The evaluation found that the PPGTP contributed to the environmental sustainability of the pulp and paper industry. For example, PPGTP projects collectively contributed to reducing the industry. This accounted for as much as 4. Canadian pulp and paper industry consumption (which is about 3. Footnote 1 The Program also generated positive commercial impacts for participating companies as the dollars generated or saved by the participating mills would constitute a net income after four years. For the industry as a whole, the one- time investment of $1 billion would be fully recovered after four years with a total (for all projects combined) yearly return on investment (ROI) of about $3. Footnote 2 The evaluation independently confirms the findings of the internal PPGTP Report on Results with minor differences accounted for in the timeframe of the available information. Given that benefits from capital investments generally accrue over the long term, those improvements are expected to continue into the future. In fact, in an open- ended question, some industry interviewees at the executive level indicated that the PPGTP generated interest in completing other projects to improve environmental performance. As well, when asked to identify contributors to the longer- term environmental and commercial sustainability of their organization in another open- ended question, 7% of survey respondents named the PPGTP specifically. The evaluation identified a number of facilitators enabling the achievement of Program outcomes, including clear political will and senior- level support; diverse in- house expertise; and an eligibility- based, 1. Retroactive payments were also permitted in order to reflect the economic realities of the industry and respect condensed Program timelines. The main challenge for project execution and delivery, however, was the Program. The length of the project review process (including the environmental assessments) was perceived as a secondary challenge. Two main positive unintended outcomes were observed as a result of this Program: 1) internal capacity building at CFS; and 2) relationship building between CFS and the pulp and paper industry stakeholders. Additionally, documentary and survey evidence showed signs of some ancillary benefits, such as job creation and increased competitiveness. Demonstration of efficiency and economy: The Program efficiently managed its resources and activities. Several insightful management and operational procedures. Planned expenditures were in line with actual spending and program operating costs (as a percentage of actual total program funding) averaged 2. Footnote 3 The operating cost ratio, staff size, and service standards for PPGTP were comparable to similar initiatives (e. Industry Canada. However, by the end of the Program, timelines were met and industry and other stakeholders contributed more than $2. PPGTP projects, totalling $1. Footnote 4. External stakeholders suggested there were opportunities for administrative improvement regarding clearer reporting templates and flexibility around funding release. A lack of full- time resources or budget allocated for Program activities after March 3. Department to conduct closing activities. Performance information has been collected and used since the implementation of the Program. However, the evaluation found that there was a lack of clarity surrounding how the post- Program data reported by the project proponents would be used, either for future reporting or to provide information on the longer- term outcomes and impacts of the Program. Interview and survey data indicated that without PPGTP funding, about half of the projects were not likely to have proceeded, and the environmental benefits associated with the Program would not have been realized. Those that would have proceeded without PPGTP funding would likely have been carried out over a longer timeframe or with a reduced scope, and it is possible that the environmental benefits would not have been realized in the evaluation period. Based on interviews, documents and case studies, the evaluation identified four lessons learned that NRCan could consider in developing initiatives of similar size and scope. New programs are advantaged by the flexibility to build on existing strengths and avoid outdated /old practices that create constraints. A combination of external factors/needs and strong political resolve may favour Program creation and implementation. Program delivery is facilitated by a) clearly defined roles within a committee or team- based governance structure and b) the opportunity for stakeholder consultation during the early planning stages. Program efficiency is clearly influenced by key management and operational decisions. |
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January 2017
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