The Citadel blueprint 2010 annual report

The Citadel conducted a campus-wide planning process that engaged the campus community in a discussion of the institution’s strategic goals and future vision, culminating in The Citadel’s 2009-2012 Strategic Plan. This annual planning document communicates The Citadel’s priorities and lays the foundation for a successful capital campaign that will take the institution to new heights of academic and leadership excellence. Building upon previous strategic planning processes, our mission, and core values, eight strategic initiatives will continue to form the foundation of the institution’s planning efforts and help define the college’s planning priorities.

The Citadel blueprint 2011 annual report

The Citadel conducted a campus-wide planning process that engaged the campus community in a discussion of the institution’s strategic goals and future vision, culminating in The Citadel’s 2009-2012 Strategic Plan. This annual planning document communicates The Citadel’s priorities and lays the foundation for a successful capital campaign that will take the institution to new heights of academic and leadership excellence. Building upon previous strategic planning processes, our mission, and core values, eight strategic initiatives will continue to form the foundation of the institution’s planning efforts and help define the college’s planning priorities.

DHEC strategic plan

This short strategic plan explains the agency's vision, mission and core values. It's agency strategies are broken down into five strategic focus areas, the imperatives that unite its teams, align its work, and enable the agency to move forward in our ambitious mission. Those five strategies are: education and engagement, science in action, leadership and contribution, service and accessibility and operational excellence.

One Hundred and First Annual Report of the Public Service Commission of South Carolina 1978-1979

Each year the South Carolina Public Service Commission reports to the Office of State Budget that includes the agency's mission, goals and objectives to accomplish the mission, and performance measures regarding the goals and objectives.

One Hundred and Second Annual Report of the Public Service Commission of South Carolina 1979-1980

Each year the South Carolina Public Service Commission reports to the Office of State Budget that includes the agency's mission, goals and objectives to accomplish the mission, and performance measures regarding the goals and objectives.

One Hundred and Third Annual Report of the Public Service Commission of South Carolina 1980-1981

Each year the South Carolina Public Service Commission reports to the Office of State Budget that includes the agency's mission, goals and objectives to accomplish the mission, and performance measures regarding the goals and objectives.

One Hundred and Fourth Annual Report of the Public Service Commission of South Carolina 1981-1982

Each year the South Carolina Public Service Commission reports to the Office of State Budget that includes the agency's mission, goals and objectives to accomplish the mission, and performance measures regarding the goals and objectives.

One Hundred and Fifth Annual Report of the Public Service Commission of South Carolina 1982-1983

Each year the South Carolina Public Service Commission reports to the Office of State Budget that includes the agency's mission, goals and objectives to accomplish the mission, and performance measures regarding the goals and objectives.

One Hundred and Sixth Annual Report of the Public Service Commission of South Carolina

Each year the South Carolina Public Service Commission reports to the Office of State Budget that includes the agency's mission, goals and objectives to accomplish the mission, and performance measures regarding the goals and objectives.

One Hundred and Seventh Annual Report of the Public Service Commission of South Carolina

Each year the South Carolina Public Service Commission reports to the Office of State Budget that includes the agency's mission, goals and objectives to accomplish the mission, and performance measures regarding the goals and objectives.

Liderazgo como proceso transformador: Caso Lácteos el Pomar

Las organizaciones de hoy en día entienden más el valor de las personas dentro de estas, por ser el elemento dinamizador. Por esto es necesario transmitirles constantemente la visión, misión y objetivos de la empresa para que las personas contribuyan a este fin. Dado el reconocimiento por parte de las organizaciones hacia el recurso humano y su administración, se hace necesario la existencia de un liderazgo bastante eficiente que sea capaz de asegurar condiciones favorables de trabajo y que garanticen el cumplimiento de los objetivos de las empresas. Las organizaciones del Siglo XXI exigen líderes con cualidades, habilidades y actitudes para afrontar todos los factores externos con los que se pueden enfrentar. Es por eso que surge la necesidad de estudiar la empresa Lácteos El Pomar ya que es una empresa que resurgió de las cenizas después de haber entrado en liquidación y que tiene como referente de un líder al gerente de la compañía. El propósito de este estudio de caso será describir y analizar el liderazgo y la motivación como herramientas transformadoras en la nueva gerencia de Lácteos El Pomar, como también entender cómo estas se implementaron e influenciaron al grupo de trabajadores para salir de la crisis. Mediante este estudio de caso se espera comprender si el gerente de la empresa es percibido como líder e identificar su estilo de liderazgo. Por otro lado, mediante entrevistas al personal de la empresa, se esperará identificar los factores que influyeron de manera negativa para acentuar la crisis de la compañía. Finalmente se espera analizar aquellas estrategias de liderazgo realizadas por la dirección que conllevaron a la permanencia de la compañía a pesar de la crisis.

E-Procurement and Innovation in the Portuguese Municipalities: When Change Is Mandatory

Changing the traditional pattern of public procurement for an electronic paradigm is a radical innovation involving major organizational changes, the breaking up of traditional processes and practices, obsolescence of knowledge and skills. Going beyond the European Commission's recommendations, in 2009 Portugal pioneered in making e-procurement mandatory in the pre-award phase, in a European context of multiple technical standards and lack of interoperability of electronic platforms across the EU countries. Six years later, when the creation of a European e-procurement single market is a EU mission and a major legislative amendment is underway in Portugal, this study looks at the relationship between e-procurement and innovation in the Portuguese municipalities aiming to understand the extent into which the adoption of e-procurement embraced a real organizational change or, on the other hand, if it just represented a mere adaptation of the usual procurement practices. The study draws on data from an electronic survey to all municipalities in mainland Portugal and the analysis is mainly descriptive and exploratory. The paradigm shift in public procurement involves major organizational changes but, overall, the results suggest that most municipalities do not have a clear understanding of the innovative scope (depth and diversity) implied by e-procurement. E-procurement shows advantages over the paper-based model but an unbalanced perception of the innovation dimensions has influenced the implementation of e-procurement and the degree of organizational change.

Mars delivery service - development of the electro-mechanical systems of the Sample Fetch Rover for the Mars Sample Return Campaign

This thesis describes the development of the Sample Fetch Rover (SFR), studied for Mars Sample Return (MSR), an international campaign carried out in cooperation between the National Aeronautics and Space Administration (NASA) and the European Space Agency (ESA). The focus of this document is the design of the electro-mechanical systems of the rover. After placing this work into the general context of robotic planetary exploration and summarising the state of the art for what concerns Mars rovers, the architecture of the Mars Sample Return Campaign is presented. A complete overview of the current SFR architecture is provided, touching upon all the main subsystems of the spacecraft. For each area, it is discussed what are the design drivers, the chosen solutions and whether they use heritage technology (in particular from the ExoMars Rover) or new developments. This research focuses on two topics of particular interest, due to their relevance for the mission and the novelty of their design: locomotion and sample acquisition, which are discussed in depth. The early SFR locomotion concepts are summarised, covering the initial trade-offs and discarded designs for higher traverse performance. Once a consolidated architecture was reached, the locomotion subsystem was developed further, defining the details of the suspension, actuators, deployment mechanisms and wheels. This technology is presented here in detail, including some key analysis and test results that support the design and demonstrate how it responds to the mission requirements. Another major electro-mechanical system developed as part of this work is the one dedicated to sample tube acquisition. The concept of operations of this machinery was defined to be robust against the unknown conditions that characterise the mission. The design process led to a highly automated robotic system which is described here in its main components: vision system, robotic arm and tube storage.

Radio frequency communication and fault detection for railway signalling

The continuous and swift progression of both wireless and wired communication technologies in today's world owes its success to the foundational systems established earlier. These systems serve as the building blocks that enable the enhancement of services to cater to evolving requirements. Studying the vulnerabilities of previously designed systems and their current usage leads to the development of new communication technologies replacing the old ones such as GSM-R in the railway field. The current industrial research has a specific focus on finding an appropriate telecommunication solution for railway communications that will replace the GSM-R standard which will be switched off in the next years. Various standardization organizations are currently exploring and designing a radiofrequency technology based standard solution to serve railway communications in the form of FRMCS (Future Railway Mobile Communication System) to substitute the current GSM-R. Bearing on this topic, the primary strategic objective of the research is to assess the feasibility to leverage on the current public network technologies such as LTE to cater to mission and safety critical communication for low density lines. The research aims to identify the constraints, define a service level agreement with telecom operators, and establish the necessary implementations to make the system as reliable as possible over an open and public network, while considering safety and cybersecurity aspects. The LTE infrastructure would be utilized to transmit the vital data for the communication of a railway system and to gather and transmit all the field measurements to the control room for maintenance purposes. Given the significance of maintenance activities in the railway sector, the ongoing research includes the implementation of a machine learning algorithm to detect railway equipment faults, reducing time and human analysis errors due to the large volume of measurements from the field.

Topiramate-associated acute, bilateral, angle-closure glaucoma: case report

This paper describes a topiramate induced acute bilateral angle-closure glaucoma. This rare adverse effect is an idiosyncratic reaction characterized by uveal effusion and lens forward displacement, leading to increased intraocular pressure and vision loss. We describe a 55 year-old white woman with migraine, spasmodic torticollis and essential tremor, who developed bilateral acute angle-closure glaucoma, one week after starting topiramate 25 mg/day. She was seen at the Ophthalmology Emergency Department of the Fundação João Penido Burnier (Campinas, SP, Brazil) with a 4 hours history of blurry vision, ocular pain and bright flashes vision. Slit lamp examination revealed moderate conjunctival injection and corneal edema, and shallow anterior chambers. Intraocular pressure was 48 mmHg in both eyes. Fundoscopic examination findings were normal. She was treated with timolol, brimonidine, dorzolamide, pilocarpine, prednisone acetate eye drops and acetazolamide. One hour after those measures, as the intraocular pressure was 30 mmHg, she received a manitol intravenous injection and the intraocular pressure normalized. After 24 hours an iridotomy with Yag laser was performed. Topiramate was discontinued and she was totally recovered after one week.