Potencialidades de cultivo de macroalgas no litoral do Rio Grande do Norte (NE, Brasil): uma perspectiva de integração de dados ambientais em sistemas de informação geográfica (SIG)

Since centuries ago, the Asians use seaweed as an important source of feeding and are their greatest world-wide consumers. The migration of these peoples for other countries, made the demand for seaweed to increase. This increasing demand prompted an industry with annual values of around US$ 6 billion. The algal biomass used for the industry is collected in natural reservoirs or cultivated. The market necessity for products of the seaweed base promotes an unsustainable exploration of the natural banks, compromising its associated biological balance. In this context, seaweed culture appears as a viable alternative to prevent the depletion of these natural supplies. Geographic Information Systems (GIS) provide space and produce information that can facilitate the evaluation of important physical and socio-economic characteristics for the planning of seaweed culture. This objective of this study is to identify potential coastal areas for seaweed culture in the state of Rio Grande do Norte, from the integration of social-environmental data in the SIG. In order to achieve this objective, a geo-referred database composed of geographical maps, nautical maps and orbital digital images was assembled; and a bank of attributes including physical and oceanographical variables (winds, chains, bathymetry, operational distance from the culture) and social and environmental factors (main income, experience with seaweed harvesting, demographic density, proximity of the sheltered coast and distance of the banks) was produced. In the modeling of the data, the integration of the space database with the bank of attributes for the attainment of the map of potentiality of seaweed culture was carried out. Of a total of 2,011 ha analyzed by the GIS for the culture of seaweed, around 34% or 682 ha were indicated as high potential, 55% or 1,101 ha as medium potential, and 11% or 228 ha as low potential. The good indices of potentiality obtained in the localities studied demonstrate that there are adequate conditions for the installation of seaweed culture in the state of Rio Grande do Norte

Meios de transporte de dentes avulsionados

A avulsão dentária é um dos mais severos traumatismos dento-alveolares, caracterizado pela desinserção completa do dente do seu ambiente natural, o alvéolo. O prognóstico desta condição traumática depende em grande escala da atitude adoptada no momento do acidente. No entanto, quando o reposicionamento dentário imediato não é possível, factores como o tempo que o dente permaneceu no meio extra-oral e o meio de transporte utilizado influenciam consideravelmente o prognóstico da peça dentária avulsionada. A elaboração deste trabalho tem como objectivo verificar o estado actual da investigação científica relativamente aos meios de transporte de dentes avulsionados, nomeadamente, indagar sobre os potenciais meios de transporte actualmente em estudo. Foi efectuada uma pesquisa bibliográfica digital, na base de dados PUBMED, com os seguintes termos de pesquisa: “tooth avulsion”, “storage media”, “tooth reimplantation” e “delayed reimplantation” isoladamente ou em combinação. Para a selecção dos artigos foram estipulados critérios de inclusão e exclusão na pesquisa bibliográfica. Existem soluções especificamente concebidas para a conservação e preservação de células humanas, que idealmente deveriam ser sempre utilizadas como meios de transporte de dentes avulsionados, tais como: solução balanceada de Hank, Viaspan®, Eurocollins® e determinados meios de cultura. São soluções que apresentam propriedades biofísico-químicas que os levam a ser considerados meios de transporte de eleição. No entanto, a sua escassa disponibilidade no momento da avulsão desperta a necessidade pela investigação de outros meios, nomeadamente, soluções que apresentem nesse contexto maior disponibilidade. O leite, a saliva, a solução salina e o Gatorade® continuam a representar meios alternativos para o transporte de dentes avulsionados, porém, outras soluções emergentes apresentam características biológicas que as remetem para meios de transporte promissores como por exemplo: solução de propólis, o chá verde, o extracto de aloe Vera, água de côco, clara de ovo, extracto de amora, sumo de romã, salvia officinalis e Ricetral®. Evidencia-se, com este trabalho, a necessidade de estudos futuros nesta área de modo a que meios de transporte que actualmente pensa-se poderem ser extremamente efectivos na manutenção da viabilidade célular e com ampla disponibilidade, possam ser utilizados de forma segura e vantajosa para o paciente, nomeadamente, garantindo melhores prognósticos em situações de reimplantação dentária.

Ownership Structure, Board Composition and Entrepreneurship : Evidence from Family Firms and Venture-Capital Backed Firms

The purpose of this article is to investigate how ownership structure, especially family and/or venture-capital involvement, as well as entrepreneurial activities, defined as strategic change and renewal, help explain the involvement of independent members on boards of directors. The CEOs of 2,455 small and medium-sized, private enterprises from practically all industries were contacted in a telephone survey, resulting in an exceptionally high response rate. The findings reveal that family firms are more reluctant to involve independent directors on their boards than non-family firms that presence of venture capitalists increases the frequency of independent board members and that ownership has an impact on board roles. The results do not support the hypothesised relationship that independent directors enhance entrepreneurial activities. One implication of our study is that the often-argued-for strategic contribution of outsiders to the boards in family firms may be overemphasised. Another implication is that family firms that choose to acquire additional capital should be aware that this could result in a change in the board composition and the loss of control of the business. However, new and external owners’ inclusion on the board seems to be negotiable since there are also venture capitalists that do not insist on board representation.

Annual report 2008

The mission of Spartanburg Community College Foundation is to support the mission of Spartanburg Community College. At the heart of this annual report you will discover how these two missions have intertwined over the last 12 months. You will see firsthand how the quality of life has been improved in our community and how your support of the Foundation has enhanced the lives of students, faculty, staff and the facilities of SCC. Included is a list of the Foundation's Board of directors, a student profile, scholarships, donors and financial information.

18th. ANNUAL REPORT

The South Carolina Public Service Authority makes annual reports to the Advisory Board, reports are submitted to the General Assembly by the Governor, in which full information as to all of the Acts of said Board of Directors shall be given, together with financial statement and full information as to the work of the Authority.

Annual Report for the Fiscal Year Ended June 30th. 1954

The South Carolina Public Service Authority makes annual reports to the Advisory Board, reports are submitted to the General Assembly by the Governor, in which full information as to all of the Acts of said Board of Directors shall be given, together with financial statement and full information as to the work of the Authority.

ANNUAL REPORT FOR THE FISCAL YEAR ENDED JUNE 30 1955

The South Carolina Public Service Authority makes annual reports to the Advisory Board, reports are submitted to the General Assembly by the Governor, in which full information as to all of the Acts of said Board of Directors shall be given, together with financial statement and full information as to the work of the Authority.

ANNUAL REPORT FOR THE FISCAL YEAR ENDED JUNE 30 1956

The South Carolina Public Service Authority makes annual reports to the Advisory Board, reports are submitted to the General Assembly by the Governor, in which full information as to all of the Acts of said Board of Directors shall be given, together with financial statement and full information as to the work of the Authority.

ANNUAL REPORT FOR THE FISCAL YEAR ENDED JUNE 30 1957

The South Carolina Public Service Authority makes annual reports to the Advisory Board, reports are submitted to the General Assembly by the Governor, in which full information as to all of the Acts of said Board of Directors shall be given, together with financial statement and full information as to the work of the Authority.

South Carolina PUBLIC SERVICE AUTHORITY 23rd. ANNUAL REPORT

The South Carolina Public Service Authority makes annual reports to the Advisory Board, reports are submitted to the General Assembly by the Governor, in which full information as to all of the Acts of said Board of Directors shall be given, together with financial statement and full information as to the work of the Authority.

24th. Annual Report FOR THE FISCAL YEAR ENDED JUNE 30-1959

The South Carolina Public Service Authority makes annual reports to the Advisory Board, reports are submitted to the General Assembly by the Governor, in which full information as to all of the Acts of said Board of Directors shall be given, together with financial statement and full information as to the work of the Authority.

25th. ANNUAL REPORT FISCAL YEAR ENDING JUNE 30th. 1960

The South Carolina Public Service Authority makes annual reports to the Advisory Board, reports are submitted to the General Assembly by the Governor, in which full information as to all of the Acts of said Board of Directors shall be given, together with financial statement and full information as to the work of the Authority.

26th. Annual Report FISCAL YEAR ENDING JUNE 30th. 1961

The South Carolina Public Service Authority makes annual reports to the Advisory Board, reports are submitted to the General Assembly by the Governor, in which full information as to all of the Acts of said Board of Directors shall be given, together with financial statement and full information as to the work of the Authority.

27th Annual Report Fiscal Year ending June 30th 1962

The South Carolina Public Service Authority makes annual reports to the Advisory Board, reports are submitted to the General Assembly by the Governor, in which full information as to all of the Acts of said Board of Directors shall be given, together with financial statement and full information as to the work of the Authority.

28th. Annual Report For the Fiscal Year ended June 30th. 1963

The South Carolina Public Service Authority makes annual reports to the Advisory Board, reports are submitted to the General Assembly by the Governor, in which full information as to all of the Acts of said Board of Directors shall be given, together with financial statement and full information as to the work of the Authority.