Motifs des commissaires pour adopter le plan de municipalité qu'ils ont présenté à l'assemblée générale des représentants de la Commune, lus à l'assemblée générale, par J.-P. Brissot de Warville.... suivis du projet du plan de la municipalité

Comprend : Projet du plan de municipalité de la ville de Paris

Iowa Department of Administrative Services Agency Performance Plan, FY 2004

Agency Performance Plan

Iowa Department for the Blind Performance Plan, FY 2004

Agency Performance Plan

Iowa Department for the Blind Performance Plan, FY 2005

Agency Performance Plan

Iowa Civil Rights Commission Preformance Plan, FY 2004

Agency Performance Plan

Iowa Civil Rights Commission Preformance Plan, FY 2005

Agency Performance Plan

As necessidades de saúde e vulnerabilidades de pessoas com tuberculose segundo as dimensões acesso, vínculo e adesão

Os objetivos foram conhecer a vivência das pessoas com tuberculose e identificar necessidades de saúde e vulnerabilidade frente ao adoecimento, no que diz respeito ao acesso ao tratamento, ao vínculo com a equipe de saúde e à adesão ao tratamento. Trata-se de um estudo qualitativo, desenvolvido em unidades de saúde da família. Entrevistaram-se pessoas em tratamento, utilizando-se o critério de saturação das informações. Na análise dos depoimentos utilizou-se o software Alceste. O diagnóstico tardio reflete a falta de conhecimento sobre a doença e o despreparo de alguns profissionais. O apoio constituiu um determinante no seguimento das pessoas que, sentindo-se acolhidas, foram incentivadas a seguir o esquema terapêutico. As necessidades de saúde relacionaram-se às boas condições de vida, como direito à alimentação, trabalho, moradia, educação, lazer e adoção de hábitos de vida saudáveis. Ressalta-se a valorização da vivência das pessoas em tratamento para apoiar a prática assistencial dos profissionais focada nas necessidades de saúde e vulnerabilidades da população.

Plan de la ville de Marseille : de ses faubourgs et bastides : Avec les plans détaillés de son lazaret, principaux monuments, édifices et endroits remarquables, donnant tous les changements qui ont eu lieu jusqu'à l'année 1839 / Vicq, grav. édit.

Échelle(s) : [ca 1:7 150], échelle de 600 mètres [= 8,4 cm]

Plan de Genève / Dressé par Ch. Avril

Échelle(s) : [1:5 000], échelle d'1 pour 5000

Strategic Plan Iowa Workforce Development October, 2004

For the 2004 strategic planning process at Iowa Workforce Development, Director Richard Running asked for as much input from all staff as possible. As a result, planning staff designed an extensive process to gather input over about a three month period during the late spring and summer: • A Guide to Staff Involvement was drafted and distributed to staff in offices throughout the state. This guide provided a brief explanation of the planning process and quoted extensively from the Vilsack/Pederson Leadership Agenda and the 2003 IWD strategic plan to illustrate each step and to show examples of alignment. The guide also provided suggestions for staff in various locations and work units to conduct their own planning sessions. The structure was designed to solicit feedback regarding elements (vision, mission, guiding principles, goals and strategies) of the existing 2003 plan. Particular attention was devoted to securing non-management staff’s perspective during the internal and external assessment exercises. • Several local offices did conduct their own structured input sessions following the suggested guidelines and sent the results to planning staff in the central administrative offices. • Other work units in many locations opted to ask planning staff to facilitate planning sessions for them. The results of these sessions were also gathered by planning staff. In all, dozens of input sessions were held and hundreds of IWD staff participated directly in the process. Because all the sessions followed similar guidelines, it was relatively easy to combine all of the input received and spot common themes that surfaced from the many sessions. A composite of all the flip chart notes was compiled into one large document (for those who like lots of detail) and another document summarized the key themes that emerged. This information was used in a day-long planning retreat on August 20. Management staff members from throughout the department were invited and each work unit and sub-state region also brought a non-management staff person as well. This group reviewed the themes from the earlier sessions and then addressed each element of the 2003 plan, proposing refinements for almost all sections. Subsequently, senior management reviewed the results of the retreat and made the final decisions for the new 2004 plan. This thorough approach, with its special emphasis on input from line staff, did result in some significant changes to IWD’s plan. Local office staff, for example, consistently expressed the need to step up our marketing efforts, especially with employers. Another need that was expressed clearly and often was the need to beef up staff training efforts, much of the capacity for which had been lost in budget and staff reductions a few years ago. Neither of these issues is new, but the degree of concern expressed by IWD staff has caused us to elevate their importance in this year’s plan.

Plan de la partie de la route dép[artementa]le n°4 d'Ambérieux à Belley depuis la maison Thermet jusqu'au sommet de la rampe de la Darde, de la rivière de Furand et du coteau boisé et hautiné qui sépare la vallée de Furand d'avec la gorge de la Darde : Département de l'Ain : Arrondissement de Belley / Dressé par Mr Marchand, conducteur au corps royal des ponts et chaussées à Belley (Ain)

Échelle(s) : 1:2 500

Iowa Criminal and Juvenile Justice Plan 2006 Update

This report discusses a number of topics and presents data and other information in response to Iowa Code Section 216A.135’s mandate for an annual Plan Update. It was prepared as an edocument and relies mainly on links to other documents which, when combined, make up the complete report. The outline that follows names the issues being presented this year by the CJJPAC and is both a table of contents and a “site-map” for the report.

Las Desalinizadoras y plan de empresa

Nuestro trabajo que hemos realizado a lo largo del curso consiste en el estudio de las plantas desalinizadoras, su mercado y producción, y en la elaboración de un plan de empresa que esperamos que sea útil a todas aquellas personas que estén interesadas en nuestro proyecto. De igual forma esperamos que nuestro trabajo y modelo de empresa sirva de ejemplo a seguir por terceros, cuya actividad esté relacionada o involucrada con las plantas desalinizadoras.El tema lo elegimos debido a su alto contenido ecológico, puesto que vivimos enuna sociedad en la que el cambio climático y la escasez de agua son graves problemas que afectan a nuestro globo terráqueo. Nosotros como habitantes del planeta nos sentimos con la obligación y el deber de intentar poner nuestro grano de arena para poder protegerlo.Los objetivos que nos planteamos al principio del trabajo y que hemos intentadoalcanzar han sido: el estudio de la situación del agua de la zona en la que noshemos centrado (Blanes, Lloret, Tossa y Maresme Nord) y las oportunidades de negocio que abre una empresa como la nuestra: Planta desalinizadora.Creemos que la creación de este tipo de empresas es una clara solución futura para solventar los problemas de falta de agua. Y en este grave problema hemos encontrado una oportunidad de negocio que a la larga se convierte en solución.En resumen, nuestro trabajo, una vez conocido el mercado y producción de estasplantas, consiste en la elaboración de un plan de empresa, las características del cuál se detallaran más adelante.