text:
LED Lenser X21.2 Torch w/ ABS Carry Case
- Product Info
Product Info
LED Lenser X21.2 Torch w/ ABS Carry Case - (9421)
LED Lenser - The brand.
LED LENSER is among the globe's leading producers of quality LED flashlights and headlamps. Located in Solingen, Germany, the company have been innovating and producing a wide range of products for over 20 years. Their products have a reputation for quality and reliability, so for a lighting solution that won't let you down, choose LED LENSER!
We think YOU should know
- Genuine Australian LED Lenser Warranty
- Peace of Mind Purchase Guarantee (bottom of page)
- Lumens: 70 - 500
- Distance: 120m - 320m
- Battery Life: 1h 30m - 7h 30m
- Water Resistance: IPX4
LED LENSER's upgraded X21.2 has an impressive run time of up to 100 hours, nearly 400% longer than the original X21, and offers incredible lighting power at 1600 lumens for over 600 meters. Added technology features include Smart Light Technology, which allows the user to program light functions specifically for the task at hand, and LED LENSER's Advanced Focus System and X-Lens Technology, both of which improve light customizability and quality. A low battery message system which lets the user know when the light is nearing the end of run time, making the X21.2 one of those true feats of engineering and design that you have to hold to appreciate its impressive power and authority.
- Advanced Focus System
Traditionally, light-focusing systems have consisted of either a lens, or a reflector. The Advanced Focus System (AFS) is the patented combination of a reflector AND lens to create a light system that provides both a focused beam for long-distance and a homogenous spill-beam for up-close reading. AFS means whether you're reading a map up close or focusing down the path to a landmark in the distance, your light will be easy on the eyes, clear and bright.
- Smart Light Technology (Advanced)
In addition to 8 unique light programs and functions to tailor your light to your needs, Advanced Smart Light Technology also offers two energy modes: Energy Saving mode optimizes burning life, and Constant Current mode features electronically controlled, continuous light output. Smart Light Technology puts you in control and allows you to choose how much power you want to use to operate your light.
- Rapid Focus
With our Rapid Focus system you can go from reading to searching by using the thumb on your holding hand to simply slide the bezel away from you. With one hand and one movement, you can achieve seamless transition from close to far and all points in between.
- X-LENS Technology
An industry first, X-Lens Technology combines multiple LEDs into one seamlessly-projected beam of light. Add to that an optimized heat synching system that enables us to drive our LEDs harder and you get unprecedented output from common batteries in handheld sizes.
- Dynamic Switch
Professionals want to switch light modes at lightning speed and adjust brightness equally fast. LED LENSER'S Dynamic Switch offers both, simultaneously. Switch between full power, low power and boost within milliseconds with just a half or full click of the tail switch.
- Hard-Anodized Coating
This ultra-durable coating, along with the titanium ring bezel, can endure the toughest of tasks and resist the harshest of elements.
Peace of Mind Purchase Guarantee & Declaration of Warranty
This product is supplied directly via LED Lenser Australia and enjoys the FULL benefits of the 'LED Lenser Australian Warranty'. (You may also be entitled to other consumer warranties as provided by the Australian Consumer Guarantee and these entitlements are not limited by this warranty). In the event that this product should fail please contact our service department to arrange service for this product or you also have the option of speaking with LED Lenser Australia directly.
We ARE an AUTHORISED Australian retailer for LED Lenser Australia.
This product will be shipped from our Sydney Warehouse and you are welcome to pick it up directly from our store in Sydney. This product is NOT DROP SHIPPED from overseas.
- Tech Specs
Technical Specifications
- Length: 39.7 cm
- Weight: 1400 g
- Battery Type: 4 x D-cell
- Rechargeable: No
- In The Box
What's Included?
- LED Lenser X21.2 Torch (9421)
- ABS Carry Case
- Reviews
No Reviews Available


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Hennen Library Consulting - Previous Clients Page
See also: About the Hennens or Services or Sample Reports or Consulting Home
A sample of previous clients:
Brookfield Public Library, Wisconsin
The Library Board and staff engaged in a six month planning process with the author and developed an extensive long range plan for 2004 to 2006. The plan is featured in Hennen's Public Library Planner. A copy of the plan is available here.
Kansas City Consensus - Making Book Study: Gambling on the Future of Our Libraries.
This special White Paper on library services in the Kansas City metro area was published in Spring 2004 by Jennifer Wilding for Kansas City Consensus. Consensus gives citizens a voice in public policy decisions. Since 1984, Consensus has provided citizens with the neutral environment and the tools they need to study, recommend and pursue action on policy issues that affect metropolitan Kansas City.
Hennen and Wilding published
an article that explores
the options related to library districts within the specific context of
the KC Consensus study on library services in the Kansas City area.
Challenge of Wider Library Units," in
Library Journal.
September 15, 2004. Pg. 36-38.
Client quotes: "A special thanks to Thomas Hennen, author of the HAPLR Index and several articles about the structure and funding of libraries. As the report states (over and over), there are few comparative studies about libraries, what they offer and how they're structured. The writer relied on Mr. Hennen to provide information that was otherwise unavailable. His articles, an interview and numerous emails were absolutely critical to this report. The writer appreciates his knowledge and his graciousness in sharing it."
A copy of the plan is available at: http://www.kcconsensus.org/
Ohio has less than 3% of the nation's libraries but fully 25% of the best-rated libraries according to the data in the Hennen's American Library Rating Index. How can that be? At a luncheon hosted on December 10 the Online Library Computing Consortium (OCLC) in Columbus, the HAPLR Index Author Thomas J. Hennen Jr. addressed that and other questions. The luncheon was held as a tribute to the five libraries in Ohio that finished number one in their respective population categories.
A copy of the report is available here.
Racine Public Library, Wisconsin
Legislation is pending in Wisconsin that would allow for the formation of library districts with elected boards and direct taxing authority. The Division for Libraries, Technology, and Community Learning distributed federal grant funds to libraries interested in exploring the options. Hennen Consulting began work on this challenging project in the fall of 2004. A report was completed in December of 2004.
A copy of the plan is also available at: http://www.racinelib.lib.wi.us/Docs/RacineCountyDistrictPlanningFinalDraft-3.doc
The four libraries in this county of 160,000 each received grants to fund the study.
Tom Hennen is one of team of four consultants that is working on a library organizational and governance options study for Scott County Iowa. The team is led by Jennifer Wilding of KC Consensus. The two other team members are communications specialist Mary Jo Draper and statistician Martha Kropf, Ph.D.
The libraries of Scott County have requested an objective outsider's look at ways to provide citizens with better and more efficient services at reduced costs while retaining their identities as community libraries. The libraries requested a final report that includes a range of recommendations from simple operational efficiencies to consideration of complete change for all four institutions, and the likely staff, board and public reaction to each recommendation. The goal is a county where residents pay their fair share for improved library services. Interim reports will be available during 2005 with a final report expected for 2006. Reports are located here.
North Suburban Library System, Illinois
Tom Hennen worked with the technical staff at North Suburban to develop a web cast presentation that was described by Karen Schneider, the Internet Librarian for American Libraries. The presentation gave the members of the South Central Library System a graphic view of the HAPLR ratings and the library system's input and output measures.
A copy of the plan is available here.
Client quotes: "I was especially impressed that you were able to so completely tailor the report to our specific libraries and their needs." Sara Long, Director of North Suburban Library System and Past President of the American Library Association.
North Texas Regional Library System
In 2007 Hennen Library Consulting was engaged to develop easy to use templates for long range planning for member libraries of this 72 member library system. Go to the NTRLS Consultants Page and follow the links under long range planning for the results.
In 2004 the Library received help in developing a joint library plan similar to the Racine Public Library Plan described above. Hennen Consulting developed the plan in conjunction with the Library and the neighboring Greendale Library. In 2006 the Library Board requested assistance in hiring a new director.
Washington County Cooperative Library System
In 2009, Tom Hennen served as a principal in a Consensus study of library governance and funding options for this library system of over 350,000 population and 15 libraries. The Report is available here.
March 2010
Contact Hennen's Public Library Consulting at:
Home Ratings Order Samples Press FAQ Misc
April 2010

subset: commoncrawl


text:
Nicholas Hall
Nicholas Hall is a young Melbourne Jockey originally from Brisbane, Queensland. He competed in the 2008 Melbourne Cup riding 'Red Lord" and rode in the 2009 Melbourne Cup on 'C'est La Guerre'. He won the 2009 Turnbull Stakes riding Efficient (horse). [1]
He is the son of 1992 Melbourne Cup Winner Greg Hall. [2]
|The above article was imported from Wikipedia.org on 08/24/2010 and may be a modified version of the Original Wikipedia article. See this article's history page for a list of revisions which may have occurred after import. This article is displayed here courtesy of the Wikimedia Foundation, Wikipedia, and its authors/contributors in compliance with the Wikimedia Terms of Use Agreement. This article was imported and is licensed under the terms of the Creative Commons Attribution/Share-Alike License 3.0 (CC-BY-SA). Clicking on photos, videos, or drawings in this article will display copyright and license information for that non-text media where available.


text:
CONCORD - The priorities of Speaker Bill O'Brien's legislature have been wrong for middle-class families and New Hampshire's economy, Democratic House and Senate leaders said at a press conference this morning, warning that worse could be yet to come.
"This Republican majority has had the wrong priorities for New Hampshire's middle-class families and the wrong priorities for our economy," said House Minority Leader Terie Norelli.
Republicans this session attempted to raise health insurances on women by eliminated guaranteed insurance coverage for birth control and raised tuition costs on New Hampshire families with the largest single cut to a public university system in the history of the US. They cut funding mental health, developmental disabilities and other services that are critical to the lives of Granite Staters, even as they lined the pockets of big tobacco companies by cutting the cigarette tax.
"Next on their agenda is a state takeover of Medicare, which would allow politicians in the New Hampshire Legislature to cut benefits for seniors, increase premiums, and raise the eligibility age," said Norelli.
An educated workforce is critical to our economic future - and Speaker Bill O'Brien's efforts to destroy affordable higher education will hurt our ability to attract new businesses and new jobs to our state.
While New Hampshire families are struggling, Bill O'Brien has threatened to cut another $400 million without saying where or how he would make those cuts. Even cutting all of the remaining funding for New Hampshire's colleges and universities would only get a quarter of the way to the Speaker's proposed additional cuts.
"In the context of New Hampshire's budget," said Senator Lou D'Alessandro, "the Speaker's proposed reductions and the current cuts already in place by the Tea Party legislature are enormous and devastating."
"This legislature has, at every occasion, chosen to side with radical special interests instead siding with New Hampshire's middle class families. Nowhere is that more true than in their misplaced education priorities," said Senator Molly Kelly.
Just last week, a Republican House member said that attending kindergarten causes crime - a claim which Ovide Lamontagne did not dispute. This legislature tried to eliminate public kindergarten and to tell kids they didn't have to go at school at all. They cut state aid to local schools, raising local property taxes.
"Simply put, Bill O'Brien's Tea Party legislature has made it easier to break the law and buy cigarettes, but harder to afford an education," said Kelly.
"For a group of people who came in to office at the start of 2011 promising to focus on the economy like a laser, we have to ask: Do they really understand how a laser is supposed to work," said Re. Steve Shurtleff
This legislature attached a radical, anti-choice amendment requiring a 24-hour waiting period for abortions - which they had already passed once but was rejected by the senate - to a bipartisan research and development tax credit. They voted to defund Planned Parenthood, which could put New Hampshire's entire Medicaid program at risk, and more importantly it denies women access to essential health care services such as cancer screening. They voted to increase costs on women by repealing coverage of contraception and even mandating that doctors provide false information to patients seeking an abortion.
"The only laser-like focus I've seen this legislative session has been in advancing a radical and far-right social agenda. This is not the agenda the voters thought they were getting in 2010 and it's not the agenda that the people of New Hampshire can afford in the future," Shurtleff said.
Throughout this session, Speaker O'Brien has repeatedly employed strong-arm tactics. He removed his own caucus members from committee and even his own Chairs and Vice Chairs whenever they failed to do exactly as told.
Just this week, without any warning or reason, O'Brien removed the Democratic House member from the Health Reform Oversight committee.
"The actions of this legislature have not gone unnoticed by the people of New Hampshire," said Rep. Gary Richardson. "The voters are looking for more from us. A recent poll in New Hampshire has identified the NH Legislature as being the 2nd biggest problem facing the state after the economy. The past session has been "my way or the highway."


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Soo.... what is this madness?
Soo.... what is this madness?
Oh damn, they let VZX into the US?!?!
Vigorous Westfalia conversion.
Past: '06 Accord V6, '95 Taurus SHO, '01 ITR, '98 Civic HX CVT
Originally Posted by jamerican1
I should be better than this
Interesting in corners... or crosswinds.
It's for hauling illegals back across the border. It's called the ICEbox.
Originally Posted by Mk1MadnessOriginally Posted by Tavarish
It's hard to be an accurate sniper when you are sweaty.
Learn what the bible really says about the End Times:
in corners? hell, I bet simple lane changes must be a white knuckle experience
A(u). Klasse A, unbeschrankt, ungedrosselt
Compared to a British roadster, all Volkswagens are reliable!
nevAr Lose - DE Minister of Foreign Affairs and Deputy Bankruptcy Controller - IPROfftopikstan, Den Mother - Team Emmett
There are no fireworks on my beach, or it's a night in the box. There is no driving on my beach....etc.
But the closest encounter:
Back in the day, a group of us VW enthusiasts hung out at a Starbucks in Glen Burnie, MD, at the intersection of Ritchie HWY and Mountain Road.
I met John Allan Muhammed a day or so before they got arrested. He was posing as a Washington Post editor claiming to be investigating leads. Claimed a connection between Michael's Arts and Crafts (two victims were shot in the vicinity of one) Starbucks was in a shopping center with a Michael's in it. He asked us all sorts of questions while we were standing outside smoking. He introduced himself as "John Allan."
I proceeded to tell him the sniper was a lousy shot. That the theories about the sniper being ex-SF were bunk because a REAL sniper would have never left anyone living. He got nervous and he rolled out, around the building to the other direction from where he came. We saw the blue Caprice moments later.
The couple i was chatting with contacted WaPo the next morning, who had no employees matching the description. They called the local PD, who had the FBI give them a visit. They didn't have my contact info, so I was out of the loop.
Within a few days, he was caught. We all breathed easy, hoping that there were no copycats.
I went back in the Starbucks that evening, and they showed me the front page of the Baltimore Sun. There on the cover was WaPo editor John Allan.
I nearly had a heart attack-- I told the DC sniper he was a bad shot. No telling how close I was to being a target, but that definitely didn't help things.
The above post may contain opinions, coarse language, offensive terms, spelling mistakes, and/or improper grammar. You have been warned.
The above post may contain opinions, coarse language, offensive terms, spelling mistakes, and/or improper grammar. You have been warned.


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Tuesday, January 31, 2012 |
A multiplatform, multicultural documentary project, 8th Fire is a provocative look at the richness and diversity of Aboriginal cultures and Canada's complex 500-year-old relationship with Indigenous peoples -- a relationship still mired in colonialism, conflict and denial.
To further explore Aboriginal culture, CBC Books is presenting a series of video interviews with authors, playwrights and storytellers to discuss how their heritage influences and inspires their work. This week, we talk to Taqralik Partridge.
There is so much diversity among Canada's First Nations communities, but even more when you take into the account the differences between North and South.
Spoken word performer and writer Taqralik Partridge is of Inuit and Scottish-Canadian heritage and has lived in a number of places across the country, from the Queen Charlotte Islands to Kuujjuaq, the largest Inuit village in Quebec, which she considers her home community. The dynamic of North and South is ever-present in her work.
"I like to write about Inuit, especially Inuit experiences in the South and also life in the North," she told CBC Books recently. "I like to write about the land, and people's relationship with the land in the North. When I'm writing about the South I like to write about how people who come from the North experience the South in ways that are sometimes really challenging but are also really interesting."
Check out more 8th Fire blog posts and video interviews.


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The Risk Today EUR/USD, GBP/USD, USD/JPY USD/CHF
EurUsd The cup and handle pattern we noted on the hourly chart yesterday is panning out very nicely (having hit a high of 1.3509), and despite some profit taking this morning, we are still well over 100 pips in the money en route to our ambitious target of 1.4035. As discussed yesterday, we chose to play this pattern by going long on the break out from the handle's range (around 1.3340), but there is still scope for players to get on board this pattern on the re-test of the cup's rim around 1.3457. Given the immense distance to the target there's obviously plenty of levels noted on the topside before us; today's high 1.3509 is the first, followed 1.3635 (23 Nov high), 1.3785 (22 Nov high), 1.3825 (10-11 Nov highs), and 1.3975 (9Nov high). Supports remain at 1.3245 (Monday's high) and 1.3145 (12 Jan high former resistance).Below there we have a large gap before major support at 1.3085 (the 29 Dec pivot and 13 Jan low).
GbpUsd The eye-watering CPI figure out of the UK yesterday (+3.7% YoY) sent GBPUSD rocketing through 1.6000 resistance level to highs of 1.6060, but further gains were smothered by the upper edge of the 2-week uptrend channel. We have since pared back towards 1.6000 levels, but in our view, this uptrend still looks in fine form, so buying on dips remains the strategy of choice. The topside is looking very clear for further progress, as the next resistance is only noted at 1.6095 (19 Nov high), with another long gap before we hit 1.6185 (9, 10 & 12 Nov triple high). Buyers on dips are likely to be everywhere, so watch for near-term support at 1.5930 (the overnight low), 1.5870 pullback area seen late Monday, 1.5810 (14 Jan low), 1.5785 (former resistance now turned support), and 1.5718 (13 Jan low).
UsdJpy The grind lower has continued for USDJPY, meaning we have now taken out the remaining supports at 82.35 (Monday's low) and 82.20 (the lower edge of the 2-week downtrend channel). We expect further sellers to take interest in the dip below 82.35, and so expect a return to 81.70 (4 Jan European/US session low) in due course. Should the downward momentum persist, there is the possibility of an extended move to 80.95 (31 Dec low), 80.24 (31 Oct low), and the all-time low from 1995 at 79.75. First resistance is yesterday's high 82.83, Friday's high 83.05, the upper edge of the 2-week downtrend channel at 83.10, 83.50 (11 Jan high), 83.70 (7 Jan high), and the formidable old range ceiling from early December at 84.40. This latter level managed to contain numerous rallies back on 29 Nov, 1 Dec, 2 Dec, 8 Dec, 13 Dec and 16 Dec -so it's likely to be a stubborn barrier should we manage to get back up there.
UsdChf As USDCHF bears ourselves, we've been rather disappointed that the currency has not managed to progress much to the downside despite the widespread weakness in the USD prevailing in other majors. Nevertheless, we are still holding onto our shorts as there are 2 patterns which look to have activated on the hourly chart -suggesting further downside to come. The first is a bearish flag pattern with a target around 0.9480, and the second is a head and shoulders pattern which has a neckline around 0.9605 and a target at 0.9425. For those that missed the initial break-out, the overnight rebound has provided a second bite at the cherry, and selling on rallies back up towards 0.9600 remains our favoured strategy. Only support noted on the horizon is 0.9530 (former resistance now turned support), while resistance levels to watch on the topside now stand at 0.9687 (Friday's high), 0.9784 (11 Jan high), 0.9850 (12-13 Dec highs) and 1.0065 (1 Dec high).


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On the Indiana roster there are several position groups with a great deal of depth and talent, but running back is arguably the deepest and the most talented of them all. The Hoosiers have a number of options at running back, and it is up to assistant coach Deland McCullough to figure out how to divide up the carries. Coach McCullough met with the media recently to talk about his backs and how Fall Camp went for them
The Indiana running backs coach said that he has been pleased with the effort his guys have been putting forth since the first day of Fall Camp.
"It went well," he said about Fall Camp. "The guys are doing a good job of upholding the standards that we put in place years ago. We're trying to keep things going and we're working hard. We're learning from our mistakes, and we've got great leadership in that room. I'm just excited to see what happens this season."
The leader in the running back room is junior Devine Redding, and that is a role he has embraced since the end of the 2014 season.
"He took the leadership role right after Tevin (Coleman) left," McCullough said about Redding. "He might be a little bit more vocal now. He is embracing guys whether it be Clyde or Cole, and teaching these guys the ropes and telling them not to stress so much. He teaches them different things like the technical aspects of playing the running back position. So he is probably a little bit more vocal, but what he brings to the field as far as just a ball carrier and leading by example, I mean you can't touch him."
The Hoosiers have a handful of newcomers at running back, but the most intriguing might be Clyde Newton. The IU senior is making the move to RB after three years at linebacker for the Hoosiers.
"Clyde is coming on strong and showing himself to be reliable," McCullough said about Newton. "He is probably one of our better pass protectors. He is a big, strong guy with strong hands. He can catch the ball and run with velocity. He is a willing blocker. In some of our sets we may do two backs with a guy who needs to block so I'm excited about him."
Another newcomer for the Hoosiers at running back is freshman Cole Gest. Coach McCullough said the Ohio native has a bright future in the IU offense.
"Cole Gest is clearly the most explosive guy, short distance explosion," McCullough said. "I think the thing with him is just continue to work on his pace because he is just use to running so fast. We've been telling him that is only one piece of the puzzle. There is a pace to get to the holes. He has great examples with Devonte (Williams) and Devine (Redding) because they do a great job of not going full speed until they see an opening."
Texas native Tyler Natee is another freshman running back for the Hoosiers, and he is someone that has impressed McCullough both on the field as well as off.
"I've been very impressed with Tyler," McCullough said. "I wasn't the main guy in recruiting him so I'm kind of learning more about him as we go along. He's been great to have in our room. He is very, very intelligent. He's definitely got a skill-set that's going to help us. I think he continues to impress every time he is out there. He is gaining more and more followers as far as how he can help the team. It's going to be exciting to see how everything plays out this season."
Coach McCullough said he has never coached anyone like Natee at running back that has his combination of size and athleticism.
"No, I've never coached anyone that big," the IU assistant said. "He has nimble feet and great hands. He is very, very intelligent. That is probably the thing that stands out to me the most right off the bat because he picked up everything that was going on. He applies coaching every day and he's coming into his own. It is to be determined what his role will be because he is not the spread offense back where we're going to feed him and he's going to be in space because that's not his thing. But definitely with the way our offense works and with the offensive minds that we have we're going to find a place for him to help us out."
When it comes to determining playing time Coach McCullough has a good problem on his hands with so many talented players and only so many carries to give out.
"It's tough but it's exciting too," he said about trying to figure out playing time for everyone. "I jot things down at night at home and kind of going through and looking at guys and I'm like he can do this, and he can do this, Devine can do this, (Mike) Majette can do this, Cole can do this. You're finding out different things about those guys. You see a Devonte and you say at least by stature he's a smaller guy. He's 182 to 185 pounds but he runs like he is 205, 210. Same thing with Cole. He's a stockier, more powerfully built kid that is low to the ground and is not afraid of contact, which is obviously a staple of our room. You've got Devine who is a do-it-all guy. You've got A-Rod (Alex Rodriguez) that is coming back after being out with a little injury the first part of camp. He has embraced the number of reps he got because he wants to get back to what we thought he was coming out of the spring. So there are a lot of good things going on and it's exciting."
(SEE ALSO: 2016 Position Primer: Indiana Running Backs)


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Additional Information
|Package Quantity
Pack of 1 Unit
|Wattage (W)
|Brightness (lm)
|LED Quantity
|Light Colour
Daylight White
|Colour Temperature (K)
|Rated lifetime (h)
|Switching Cycles
|Starting time (s)
< 0.5
|Colour consistency (SDCM)
< 6
|Lamp current (mA)
|Energy Class
> 80
|Beam Angle (Degree)
|HPS Equivalent (W)
|Length (mm)
|Width (mm)
|Height (mm)
|Net Weight (KG)
|Input Voltage (V)
|Frequency (Hz)
|Power Factor
> 0.9
|Protection Rating
Aluminium, Glass
CE, RoHS
3 Years
Ideal for decorative and ambient lighting in square, garden, billboard.
Product Description
Super bright. Lumen output is about 3000lm. Efficiency is up to 100lm/w.
Save electricity bill. Designed as a replacement of traditional High output floodlight, replace 100W traditional halogen bulb by 30W LED. Save up to 70% in energy costs.
Maintenance Free. Extremely long life reduces re-lamp frequency. Save labor cost to replace bulbs with short lifespan.
Waterproof. The IP66 rating means it is waterproof for outdoor and indoor flood light
Totally flexible. Fixtures come with a yoke-style arm can be positioned in almost any angle and a variety of application settings.
Durable housing. Rugged die-cast aluminum, scratch and fade resistant.
Tempered Glass. Safe and extremely high light transmittance.
Instant on without delay. Switching on these lights, they were able to go onto full brightness within less than 0.5 seconds, no need to wait for warming up the lamp.
Excellent color consistency and CRI. CRI is over 80 means more vivid and natural light.
Eco-Friendly. No lead or mercury. No UV or IR. Safe for your home and the environment
Input Voltage: 100-240 V AC
Application. Suitable for garden, landscape, piazza, bill boards, factory, gyms, docks and other place where high power flood lighting are needed.
BUY NOW and to create super bright lighting environment!
How to Install Guide
Customer Reviews
30W LED Flood Light, 3000lm IP66 Floodlight, 100W HPS Equivalent, Daylight White, 90° Beam
Average Customer Review
- (6 customer reviews)
Share your thoughts with other customers
By Wolfgang
from NEWTOWN, UK
on March 22, 2017
Verified Buyer
Extremely good value for money and very easy to fit and very stylish. Prompt delivery and overall good service from lightingever.
- 5 / 5
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Used two of these on a site tripod to help my garden landscaping work outside at night as the evenings drew in. Very strong white light with a good spread - almost like working in daylight!
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from Exeter , England, UK
on May 07, 2016
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on April 09, 2016
Verified Buyer
Very nice unit and very bright. I am using this outdoors as a dusk to dawn light, wired it through a photo sensor switch into the house power and mounted up on the outside wall. Provides a good amount of light in the area and works flawlessly. The unit was easy to install and I could not ask for more. I was impressed with how bright the unit is and actually glad I did not order one of the brighter ones since this provides more than enough light
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from Chester, England, UK
on February 11, 2016
Verified Buyer
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from Londonderry, Northern Ireland, UK
on February 08, 2016
Verified Buyer
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- 5 / 5
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text:
The Office of Inspector General (OIG) is a key component of the Federal Deposit Insurance Corporationís (FDIC) risk management program. Our fiscal year 2006 Office of Audits Assignment Plan is part of an overall strategy of the OIG to consider current and emerging corporate programs, operations, risks, and management challenges in planning for and budgeting our resources.
The OIGís value-added process, which is depicted on page 4, includes many considerations that impact our determination of the assignments for fiscal year 2006. The process is intended to culminate in our producing results that will enhance FDIC corporate governance and contribute to the Corporationís overall risk management activities.
All of the assignments in our plan will be conducted in accordance with Government Auditing Standards. We organized the assignments by the FDICís strategic goals, which are to ensure that:
The Assignment Plan lists and briefly describes each of the 33 assignments that we plan to start in fiscal year 2006, including the objective, background information associated with the area being covered, relevant prior audit coverage, and known risks. Additionally, we have provided:
Finally, the OIG is in the midst of revising and enhancing its office-wide risk assessment and planning process. In that regard, we have identified strategic areas of focus that are driven by the Corporationís mission and strategic goals, and going forward, we will be planning our work and aligning our resources within that framework. To that end, we have provided a listing of our fiscal year 2006 assignments by strategic area of focus in Appendix III.
In the spirit of the Reports Consolidation Act of 2000, and as part of our risk assessment process, the OIG will be assessing and identifying what we consider to be the most significant management and performance challenges facing the FDIC. The resulting management and performance challenges will be provided to FDIC for inclusion in their performance and accountability report.
|Insured Depositors Are Protected From Loss Without Recourse to Taxpayer Funding
Deposit insurance is a fundamental part of the FDICís commitment to maintain stability and public confidence in the U.S. financial system. As of the end of the second quarter of 2005, the FDIC insured $3.757 trillion in deposits for 8,881 institutions. When insured depository institutions fail, the FDIC ensures that financial institution customers have timely access to their deposits and other services. To ensure that depositors are protected from loss, the deposit insurance funds must remain viable so that adequate funds are available in the event of an institutionís failure. The FDIC maintains sufficient deposit insurance fund balances by collecting risk-based insurance premiums from insured depository institutions and through its own fund investment strategies. The FDIC continually evaluates the adequacy of the deposit insurance funds. It identifies risks to the insurance funds by analyzing regional, national, and global economic, financial, and financial institution developments, and by collecting and evaluating information through the supervisory process.
Assessment of Large Bank Risks
The FDIC has reported that the increased complexity of the industry and the concentration of risk to the insurance funds in the largest banking organizations are expected to grow more pronounced over time and to present greater risk-management challenges to the Corporation. As insurer, the FDIC needs a good understanding of the risks that the largest institutions pose to the funds. As of June 30, 2005, the 25 largest banks controlled $5.64 trillion (54 percent) of total bank assets in the country. The FDIC is the primary federal regulatory for only 2 of these 25 financial institutions. The FDIC established the Large Bank Section in the Division of Supervision and Consumer Protection (DSC) to identify, analyze, and monitor risks to the deposit insurance funds posed by the largest and most complex institutions. Key supervisory programs administered by this section include:
In addition, the FDIC established the Resolutions Policy Committee to ensure that the FDIC achieves a maximum state of readiness to deal with the potential or actual failure of the nationís largest insured depository institutions.
The objective is to develop a strategy for audit coverage of the FDICís approach to assessing and addressing risk posed to the insurance funds by large banks. We envision a series of audits that will address the Corporationís key programs and activities in this area.
Deposit Insurance Application Process
The FDIC is solely authorized to approve applications for deposit insurance under section 115 of the Federal Deposit Insurance Corporation Improvement Act. In evaluating and approving applications for deposit insurance, Section 6 of the Federal Deposit Insurance Act of 1991 (FDICIA) requires the FDIC to consider certain statutory factors, including the risk the institution poses to the insurance funds. Implicit in the favorable resolution of the applicable statutory factors for most applications processed is the consideration of a financial institutionís compliance with Bank Secrecy Act (BSA) and anti-money laundering requirements. In addition, proposals involving institutions, including certain industrial loan companies and credit card banks, that are to be owned by or significantly involved in transactions with commercial or financial companies, present unique characteristics that may warrant the imposition of prudential conditions. These recommended conditions are intended to achieve a standard for prudent operation that is expected of all insured institutions. The FDICís deposit insurance application review process is the first step in managing risks to the deposit insurance funds.
The objective is to evaluate the FDICís process for reviewing and investigating applications for deposit insurance and determine whether the process, when implemented, fully considers statutory and other applicable factors.
|FDIC-Supervised Institutions Are Safe and Sound
As insurer, the FDIC is concerned with the safety and soundness of all insured institutions. However, a distinction is made between the FDICís role as an insurer and its role as the primary federal regulator for state non-member banks. As of September 30, 2005, the FDIC was the primary supervisor for 5,257 financial institutions. In that capacity, the FDIC conducts examinations to assess the operating condition, management practices and policies of the institutions; prepares and issues rules and regulations that govern the business and activities of the institutions in a wide range of areas; and provides guidance for the safe, sound, and prudent operation of these institutions and related entities. The FDIC also reviews applications submitted by FDIC-supervised institutions to expand their activities or locations. When appropriate, the FDIC has a range of informal and formal enforcement options available to resolve problems identified at FDIC-insured institutions.
Material Loss Reviews
The OIG of the respective primary federal regulator is required by FDICIA to perform a material loss review (MLR) and report on failures of insured depository institutions resulting in losses to the deposit insurance funds which exceed the greater of $25 million or 2 percent of the institutionís assets. MLRs must be completed within 6 months from the time it is determined that a failure or payment of financial assistance will result in a material loss to the insurance funds.
The audit objectives, as required by the FDICIA, section 38, are to determine (1) the causes for a material loss to a deposit insurance fund caused by an FDIC-supervised institution and (2) the adequacy of the FDICís supervision of the institution, including implementation of Prompt Corrective Action requirements.
Use of FinCEN Data and Tools
Although the Treasury Department has overall authority for BSA enforcement and compliance, the Financial Crimes Enforcement Network (FinCEN), created in 1990, has delegated authority to administer the BSA. Under the BSA, banks must file a Currency Transaction Report (CTR) with the Treasury Department for each transaction over $10,000 or multiple cash transactions by any individual in one business day or over the period of a day aggregating over $10,000. The BSA also requires banks to file Suspicious Activity Reports (SARs) when suspected money laundering or BSA violations occur. FinCEN maintains at least two automated systems from which DSC examiners should download information on CTRs and SARs filed by FDIC-supervised institutionsóthe Currency and Banking Retrieval System and the Currency and Banking Query System. The filing and use of SARs and CTRs has been the subject of significant regulatory, congressional, and banking community interest. Two prior OIG audits focused on other aspects of BSA compliance. Specifically, one audit focused on the FDICís process for ensuring corrective actions were taken by bank management to address BSA violations, and the other audit focused on an institutionís compliance with BSA.
The audit objective is to determine whether the FDIC is adequately using FinCEN data and tools in assessing the BSA and anti-money laundering programs of FDIC-supervised financial institutions.
Examination Assessment of FDIC-Supervised Institutionsí Security of Customer Data
The explosive growth of the Internet and the development of sophisticated computer systems and databases have made it easier for companies, including financial institutions, to gather and use information about their customers. Despite generally strong controls and practices by financial institutions, methods for obtaining unauthorized access to personal data and misusing that data are continuously evolving. Identity theft is one of the fastest growing types of consumer fraud. As recent security breaches demonstrate, if this information is not adequately secured, it can fall into the wrong hands and cause serious harm to consumers. In its role as supervisor, the FDIC must stay abreast of the serious weaknesses that can threaten both the security of the stored data and the vulnerability of the systems themselves. The FDICís risk-focused information technology (IT) examination procedures focus on the financial institutionís information security program and risk-management practices for securing information assets, including controls designed to protect information from intentional or inadvertent disclosure to unauthorized individuals.
The audit objective is to determine the extent to which the FDICís information technology examinations ensure that FDIC-supervised institutions are adequately protecting customer data.
Examination Assessment of Offshore Outsourcing of Data Services
Financial institutions have been outsourcing to domestic third-party service providers or domestic affiliates for many years. Offshoring is the performance of day-to-day activities from a remote location typically not in an organizationís country of origin. The use of offshore contractors has grown dramatically in the past few years due to the flexibility offered by new technology and the prospect of lower costs. Domestic outsourcing and offshoring share many risk characteristics. However, the more complicated chain of control incurred when offshoring financial services and related data may create new risks when compared to domestic outsourcing. Significant offshoring risk areas associated with data security include:
The FDIC assesses the risks related to offshoring as part of its IT examination process.
The audit objective is to determine whether FDIC examinations are effectively assessing the data security risks associated with offshore outsourcing.
Examination Coverage of Foreign Transactions
The Uniting and Strengthening America by Providing Appropriate Tools Required to Intercept and Obstruct Terrorism Act of 2001 (USA PATRIOT Act) (Public L. No. 107-560), enacted on October 26, 2001, made a number of amendments to the anti-money laundering provisions of the BSA. As required by statute, the Treasury Department amended its Financial Recordkeeping and Reporting of Currency and Foreign Transactions rules. The amendments were intended to make it easier to prevent, detect, and prosecute money laundering and the financing of terrorism. Likewise, the FDIC revised its examination procedures for assessing the anti-money laundering programs to incorporate new regulations. Specifically, in June 2005, the FDIC, in conjunction with the other federal banking regulators, issued revisions to its BSA examination procedures. These examination procedures will be used to assess financial institutionsí routine anti-money laundering and risk-management practices to ensure that banks do not unwittingly become involved in money laundering schemes conducted by foreign officials, their immediate family members, or their close associates.
The audit objectives are to determine the extent to which FDIC examiners are following BSA examination procedures for foreign transactions.
Examination Assessment of Interest Rate Risk
Interest rate risk is fundamental to the business of banking. Changes in interest rates can expose an institution to adverse shifts in the level of net interest income or other rate-sensitive income sources and impair the underlying value of its assets and liabilities. Bank examiners assess the level of interest rate risk exposure in light of a bank's asset size, complexity, levels of capital and earnings, and most important, the effectiveness of its risk management processes. At the core of the interest rate risk examination process is a supervisory assessment of how well bank management identifies, monitors, manages, and controls interest rate risk. This assessment is summarized in an assigned risk rating for the component known as sensitivity to market risk, which is the ìSî part of the CAMELS rating system. A June 2005 article in the FDICís Supervisory Insights stated that rising interest rates and a flattening yield curve could pressure net interest margins, particularly for liability-sensitive banks with increased exposure to long-term assets. The article noted that it is difficult to draw conclusions about the level of interest rate risk based solely on off-site information. Therefore, the article emphasizes off-site and industry-wide analysis must be joined with on-site examination findings to accurately assess a bank's interest rate risk exposure and the effectiveness of its risk management processes. This assignment continues the series of OIG audits that have focused on individual CAMELS rating components.
The audit objectives are to (1) determine whether the FDICís examinations comply with applicable policies and procedures for assessing and addressing institutionsí sensitivity to interest rate changes and (2) assess the contributions of other related corporate activities to the examination assessment of interest rate risk.
Examination Assessment of Electronic Banking
Financial institutions are becoming more aggressive in adopting electronic banking (e-banking) capabilities that include sophisticated marketing systems, remote banking capabilities, and stored value programs. These emerging technologies yield a variety of delivery options and innovative products and services, but also present opportunities as well as risks to an insured financial institution. As part of its IT examination process, the FDIC must consider:
The FDICís assessment of e-banking risk in a financial institution should also take into account the network environment, the security of internal networks, and the security of public networks commensurate with the bankís operational complexity and sophistication.
The audit objectives are to determine (1) whether the FDICís examination procedures address the risks associated with electronic banking and (2) the extent to which examiners are following those procedures.
Examination Assessment of the Reliability of Appraisals
The degree of risk in a real estate loan depends primarily on the loan amount in relation to the collateral value, the interest rate, and most importantly the borrowerís ability to repay. Appraisals are professional judgments of the market value of real property and are one of the essential components of the lending process. For the purpose of collateral administration in a loan portfolio, an institutionís estimate of value of real property may be supported by an existing or new appraisal or evaluation. The bankís adherence to the appraisal regulations and appraisal guidelines should be part of the examinerís overall review of the lending function to help ensure that there is sufficient collateral to protect the bank in case of foreclosure.
The audit objective is to determine whether the FDICís examinations adequately assess the reliability of appraisals as part of the evaluation of an institutionís lending policies and practices.
|Consumersí Rights Are Protected and FDIC-Supervised Institutions Invest in Their Communities
The FDIC promotes institution compliance with consumer protection and fair lending laws. The FDIC engages in a variety of activities related to consumer protection and fair lending, including: (1) providing consumers with access to easily understood information about their rights and the disclosures due them under consumer protection and fair lending laws; and (2) examining FDIC-supervised institutions to determine their compliance with consumer protection and fair lending laws and evaluating their performance under the Community Reinvestment Act of 1977 (CRA). In addition, the FDIC educates bankers and consumers on matters of interest and addresses consumersí questions and concerns.
Examiner Use of HMDA Data to Identify Potential Discrimination
Housing loans covered by the Home Mortgage Disclosure Act (HMDA) include home purchase, home improvement, and refinance loans for single family dwellings (1 to 4 units) and loans for multi-family units. The number of applications for these loans has substantially increased, and the likelihood of potential discrimination may increase proportionately. Widespread reports of predatory lending practices, including price discrimination, threatens the possibility of creating sustainable and affordable homeownership opportunities for residents of traditionally underserved neighborhoods. A study performed by the National Community Reinvestment Coalition (NCRC) in 2003 found that African-American and predominantly elderly communities receive a considerably higher level of high-cost subprime loans than is justified based on the credit risk of neighborhood residents. During 2004, lenders started collecting for the first time, and will report by March 1, 2005, information for ìhigher-pricedî loans by the income level of the census tract in which the property is located and by borrower characteristics (income, race, ethnicity, and gender). A loan is ìhigher-pricedî and covered by these reporting requirements only if the spread between the annual percentage rate on the loan and the yield on comparable Treasury securities is greater than 3 percentage points for first-lien loans, or 5 percentage points or more for subordinate-lien loans. The information may help detect predatory or abusive lending as well as discriminatory pricing.
The audit objective is to assess how the FDIC makes use of available HMDA data to identify and assess instances of potential discrimination when examining an institutionís compliance with relevant laws and regulations.
Community Reinvestment Act Examination Process
In 1977, the Congress enacted CRA to encourage federally insured banks and thrifts to help meet the credit needs of their entire community, including low- and moderate-income neighborhoods, consistent with safe and sound operations. The CRA requires federal bank regulatory agencies to assess each federally insured institutionís record of helping to meet the credit needs of its entire community, consistent with safe and sound lending. The FDIC, Federal Reserve, and Office of the Comptroller of the Currency jointly approved amendments to the CRA regulations, effective September 1, 2005, that provide regulatory relief for smaller community banks and preserve the importance of community development in the CRA evaluations of these banks.
The audit objectives are to (1) determine the effect that the new interagency CRA regulations have had on the FDICís ability to assess each federally insured institutionís record of helping to meet the credit needs of its entire community, consistent with safe and sound lending and (2) assess how the FDIC is measuring and reporting on the effectiveness of the new procedures.
Supervisory Actions Taken for Compliance Violations
The FDIC enforces compliance with fair lending, privacy, and various other consumer protection laws and regulations, primarily through compliance examinations. It is important that consumers and businesses obtain the benefits and protection afforded them by law. The compliance examination and follow-up supervisory attention accorded to violations and other deficiencies helps to assure this result. The presence of violations and the absence of an effective program to manage a financial institutionís compliance responsibilities reflect adversely on senior management and the board of directors and may carry over into other areas of management responsibility. Additionally, DSC considers compliance with fair lending, privacy, and other consumer protection requirements when reviewing an application for entry into or expansion within the insured depository institution system. Prior OIG audit work in this area focused on DSCís risk-focused compliance examination procedures.
The audit objective is to determine whether the FDIC adequately addresses the violations and deficiencies reported in compliance examinations to ensure that FDIC-supervised institutions take appropriate corrective action.
Impact of Credit Scoring Systems on Fair Lending Examinations
The Equal Credit Opportunity Act (ECOA) applies to all creditors and promotes the availability of credit to all creditworthy applicants. Specifically, ECOA prohibits creditor practices that discriminate on the basis of race, color, religion, national origin, sex, marital status, or age. Credit scoring is a system used to evaluate an applicantís creditworthiness, based on the key attributes of the applicant and aspects of the transaction. Scoring models are analytical tools designed to provide portfolio managers with the ability to statistically quantify risk. A failure of credit scoring models to consider information relating to the economic and personal circumstances of individuals raises important issues that may affect the ability of the scoring systems to accurately quantify the credit risk of individuals.
The audit objective is to evaluate the FDICís approach to fair lending examinations when a financial institution uses credit scoring systems.
|Recovery to Creditors of Receiverships Is Achieved
When an institution fails, the FDIC is appointed receiver and assumes responsibility to recover, as quickly as it can, the maximum amount possible on the receivershipís claims. Having fulfilled its obligations as deposit insurer, the FDIC is often the largest creditor. The receiver may have valid claims against former directors, officers, attorneys, accountants, or other professionals who may have caused harm to the institution. Funds collected through the pursuit of valid claims and the sale of assets are distributed to the creditors according to priorities set by law. Once the FDIC sells the receivershipís assets and resolves its obligations, claims, and any legal impediments, the receivership is terminated and a final distribution is made to its creditors.
Planning for Large or Multiple Institution Failures
The mission of the Division of Resolutions and Receiverships (DRR) is to plan for and efficiently handle the resolutions of failing FDIC-insured depository institutions and to provide prompt, responsive, and efficient administration of failing and failed FDIC-insured institutions in order to maintain confidence and stability in the Nation's financial system. Part of DRRís responsibility is to ensure that bank customers have timely access to their insured deposits at failed insured depository institutions either by facilitating the transfer of their insured deposits to an assuming institution or by paying insured depositors directly. Planning models for responsiveness to failing and failed institutions, including large or multiple bank failures, need to be evaluated, revisited, and tested for adequacy in light of the impact of recent corporate and external events. These events include: FDIC downsizing activities; the continued threat of terrorist-related activities; and natural disasters that change the operating environment in which FDIC resources must react.
The audit objective is to assess the effectiveness of the FDICís planning for large or multiple bank failures.
|Strategic Resources Are Effectively Managed
Properly managing and utilizing critical financial, human, and information technology resources is necessary to enable the FDIC to carry out its mission successfully. Effective management involves protecting these resources through sound stewardship, procurement, and security practices. The FDICís support divisions and offices play a key role in managing strategic resources. Further, the FDIC has embarked upon enterprise-wide business continuity planning which involves more than the recovery of technology, and has defined it as the recovery of the business regardless of the nature of the disruption. The FDIC has developed an Emergency Preparedness Program that provides for the safety and security of its personnel through the Emergency Response Plan (ERP) and ensures that its critical business functions remain operational during any emergency. In addition, the Corporation has sought to enhance its internal control program by adopting an enterprise risk-management focus.
|Financial Resources
The Government Accountability Office (GAO) report entitled, Federal Procurement: Spending and Workforce Trends (GAO-03-443), indicates that significant growth in service contracts has led the Congress and the Administration to encourage greater use of performance-based service contracting to achieve greater cost savings and better outcomes. Under performance-based approaches, the contracting organization specifies the outcome or desired results and lets the contractor decide how best to achieve the desired outcome. The GAO report indicates that agencies may not have an adequate understanding of performance-based contracting and how to take full advantage of this approach. In addition, GAO reported that agency officials have acknowledged the need for better guidance on performance-based contracting and better criteria for identifying which contracts should be called ìperformance based.î The Office of Federal Procurement Policy is developing guidance to help agencies improve their use of performance-based contracting. The FDIC has awarded a few performance-based contracts, but is still exploring how and when to use these types of contracts. A prior OIG audit related to one such contract found that the contract incentives could have been strengthened to improve contractor performance and better manage costs.
The audit objective is to determine the extent to which the FDICís performance-based contracts are consistent with FDIC and applicable government-wide guidance and practices.
Contract Administration
Contract administration begins after the contract has been awarded, and ends when the goods or services have been accepted and the contractor has received final payment. The contractorís progress must be closely monitored to identify potential problems that threaten performance. Contract administration includes the efforts of FDIC oversight managers and technical monitors. Adequate contract administration ensures that the contractor delivers the required goods or performs the work according to the delivery schedule in the contract. It also includes monitoring cost, schedule, and technical performance and ensuring that payments are properly authorized and supported. The Corporation's exposure to risk is greater with increased reliance on outsourcing, if those contracts are not properly managed. Maintaining strong internal controls and effective oversight of contracting activities is critical to the FDIC's success, and the FDIC is continuing to work on improving its contract-management practices. This assignment will complement prior OIG audit work that focused on other aspects of the FDICís procurement process including acquisition planning and execution strategy and contract solicitation and evaluation processes.
The audit objective is to assess the strengths and weaknesses of the FDICís contract administration policies, procedures, and practices for ensuring that contract cost, schedule, and performance requirements are met.
Classifying Salary Costs in the NFE
The New Financial Environment (NFE) project was a major corporate initiative to enhance the FDIC's ability to meet current and future financial management and information needs. One of the organizational benefits NFE was designed to deliver is enhanced cost management. To that end, the cost management program was collaboratively created by all divisions and offices based on managementís need for cost information. The cost management program is a framework of codes to which all costs are charged. Costs are grouped into categories, called chartfields which are used to capture costs by business processes. The chartfields are used in NFE to capture the cost information. Approximately 70 percent of all the Corporationís costs are from salary (plus related benefits) and travel. Therefore, the cost management programís success will rely on employees accurately entering all the necessary data into the appropriate cost management chartfields when reporting their time and travel. The FDICís cost management coding framework was implemented in May 2005.
The audit objective is to determine the extent to which salary costs are being appropriately classified in NFE and result in management information that is current, complete, accurate, and consistent to support decision making.
Information Technology Application Services Task Order Awards
The FDIC, through the General Services Administrationís (GSA) FedBizOpps Electronic Posting System, solicited and selected several contractors to perform a wide range of IT services. The Information Technology Application Services contract combined approximately 40 contracts into 1 contract with multiple vendors for a total program value of $555 million over 10 years. In such a large contractual undertaking, significant risk may exist in getting the work completed and in overseeing the large task orders. Further, the actual task order award methodology and the level of detail in the descriptions of work are key to the FDIC avoiding protests and receiving needed goods and services at fair and reasonable prices.
The audit objective is to determine whether Information Technology Application Services task orders are being awarded consistent with sound procurement practices.
Interagency Agreement with GSA Under the FEDSIM Contract
In March 2004, the FDIC entered into an interagency agreement with GSA -- the Federal Systems Integration Management (FEDSIM) contract (04-00125-T-DY) -- to provide assistance for IT support services. The performance-based contract provides for managing and operating all FDIC infrastructure facilities, hardware, software, and systems to include, but not limited to, help desk operations, network operations management, data center support, technology deployment support, test lab support, and security operations. As of June 2005, a Contract Monitoring Information Application report indicated that the FEDSIM contract totaled $342 million. Considering the significant contract cost and the vital IT functions that are being acquired, the success of the FEDSIM contract will be extremely important to the FDIC for many years to come. While conducting this audit, we will coordinate with the GSA OIG, although that office has advised us that they expect audit coverage of such contracts to be provided by the client agency.
The audit objectives are to determine whether (1) there are adequate controls to ensure that work performed under the FEDSIM contract complies with the terms and conditions of the contract and (2) this contracting method has produced the intended results.
Contract File Management
The content and organization of contract files is essential to the effectiveness of contract planning, award, and administration efforts. Contract file documentation should be sufficient to constitute a complete history of the contract for the purpose of:
Other benefits of a complete and well-organized contract file include:
Prior OIG reviews have found that contract file documentation is not always complete. Further, the OIG and Division of Administration (DOA) have expressed concerns regarding the data quality and completeness of the FDICís new Web-based repository for electronically organizing and storing contractual documents.
The audit objective is to determine whether the FDIC is adequately establishing and maintaining contract files to ensure that necessary documents are available to perform and support contract planning, award, and administration activities.
Contractor Reviews and Audits
The program of contractor reviews and audits includes pre-award reviews of the FDICís compliance with its contract evaluation and award process, pre-award reviews of contractor proposals or internal control systems, and contractor billing audits. These assignments can result in monetary benefits, including recoveries of funds by the FDIC. In addition, the completion of a series of these assignments may identify common underlying problems resulting in opportunities to improve the contract solicitation, award, oversight, handling of claims, and closeout processes.
The audit objectives will vary by assignment type and include one or more of the following:
The objective of pre-award reviews is to (1) determine whether the FDIC is complying with its Acquisition Policy Manual in evaluating proposals and/or (2) assess financial aspects of biddersí proposals, including determining whether proposed costs are reasonable and supported.
The objective of billing audits is to determine whether contractor billings are allowable under the contract, allocable, and reasonable.
|Human Capital
Succession Planning Efforts
Federal agencies are faced with a growing number of employees who are eligible for retirement and are finding it difficult to fill certain mission-critical jobsó a situation that could significantly drain agenciesí institutional knowledge. GAO has reported that leading public organizations engage in broad, integrated succession planning and management efforts that focus on strengthening both current and future organizational capacity. The Corporation has reported that over the past 3 years it has focused considerable resources on human capital planning and is in the process of developing and implementing several key structural components of its human capital strategy for the future, including identification of succession planning and management strategies. Prior OIG evaluations have focused on other aspects of the FDICís human capital program including its overall human capital framework, workforce planning, and the Corporate University.
The evaluation objective is to determine the extent to which the FDICís succession planning efforts identify and address future critical staffing and leadership needs.
|Information Technology
The FDIC's Information Security Program--2006
On December 17, 2002, the President signed into law H.R. 2458, the E-Government Act of 2002 (Public Law 107-347). Title III of this act is the Federal Information Security Management Act (FISMA). FISMA directs federal agencies to have an annual independent evaluation performed of their information security programs and practices and to report the results of the evaluation to the Office of Management and Budget (OMB). FISMA states that the independent evaluation is to be performed by the agency Inspector General or an independent external auditor as determined by the Inspector General.
The audit objective is to evaluate the effectiveness of the FDICís information security program and practices, including the FDIC's compliance with FISMA and related information security policies, procedures, standards, and guidelines. As part of our evaluation, we will assess the FDICís efforts to improve its information security controls and practices relative to the baseline controls covered in our 2005 FISMA report and a new framework based on more recent government-wide guidance.
The FDICís Compliance With Section 522 of the Consolidated Appropriations Act of 2005
On December 8, 2004, the President signed into law H.R. 4818, Consolidated Appropriations Act, 2005 (Public Law 108-447). Title V, Section 522, of this act mandates the designation of a senior privacy official, establishment of privacy and data protection procedures, a written report of the agencyís use of information in an identifiable form, an independent third-party review of the agencyís use of information in an identifiable form, and a report by the Inspector General. Specifically, section 522(d)(3) requires the Inspector General to contract with an independent, third party that is a recognized leader in privacy and consulting, privacy technology, data collection and data use management, and global privacy issues, to:
The audit objectives, as required by Section 522, are to (1) evaluate the agencyís use of information in identifiable form; (2) evaluate the privacy and data protection procedures of the agency; and (3) recommend strategies and specific steps to improve privacy and data protection management.
The FDICís Wireless Communications
The FDIC provides laptop and personal data assistant users with the ability to send and receive corporate data and browse the Internet using wireless technology. While wireless technology provides greater access to corporate data and systems and improved process efficiencies, it also presents new security risks. Wireless networks are subject to the same risks as wired networks -- network intrusion, malicious code and viruses, unauthorized access, loss of data, compromise of data integrity, and data non-availability. Furthermore, because of the inherent portability and mobility provided by wireless technology, there is added risk of losing a wireless device.
The audit objective is to determine whether the FDIC has established and implemented security controls that provide reasonable assurance that its wireless communications are adequately protected.
Application Controls
The FDIC relies extensively on information systems to support its business operations. The FDICís Division of Information Technology (DIT) maintains over 280 business applications in the Corporationís application inventory. The FDICís business applications collect, process, store, and distribute sensitive information, such as personnel and bank data, in support of the Corporationís three primary program areas (Insurance, Supervision and Consumer Protection, and Receivership Management). The FDIC has classified 7 of its 284 business applications as major, which, according to OMB Circular A-130, Appendix III, requires special attention to security due to the risk and magnitude of harm resulting from the loss, misuse, unauthorized access to, or modification of, the information in the application. It is essential that the FDICís business application controls provide for the confidentiality, integrity, and availability of data.
The audit objective is to determine whether the FDIC has established and implemented controls to provide reasonable assurance of the confidentiality, integrity, and availability of data in its business applications.
The FDICís IT Security Self-Assessment Program
Adequate security of information and the systems that process it is a fundamental management responsibility. Performing self-assessments provides a method for agency officials to determine the current status of their information security programs and, where necessary, establish a target for improvement. In May 2005, GAO reported that the FDIC had not fully implemented an IT security self-assessment program to continually monitor its IT controls for potential weaknesses. Weaknesses in DITís self-assessment practices could allow security weaknesses to go undetected, resulting in the compromise of systems and data. Any security beach could result in IT service interruptions or public embarrassment to the FDIC. DIT hired a contractor to develop and implement a security self-assessment program at the FDIC, and a senior FDIC official requested that the OIG conduct this audit.
The audit objective is to determine whether the FDICís IT security self-assessment processes and practices are consistent with federal standards, guidelines, and recognized practices.
Information Enterprise Architecture
An Enterprise Architecture (EA) is a blueprint of an agency's current and planned operating and systems environment and the plan for transitioning between the two. Among other things, the EA defines principles and goals for, and sets direction on, IT security. The FDICís framework for implementing its EA is based on federal and industry best practices, including the Chief Information Officer Councilís Federal Enterprise Architecture Framework and the Zachman Framework for Enterprise Architecture. The seven components of the FDICís EA framework include: Business, Information, Data, Applications, Technical Infrastructure, Security Architectures, and E-Government Strategy. The FDIC is not legally required to develop an EA but recognizes its value and has decided to develop and implement an EA. Our FISMA audit covers the security aspect of EA, and we plan to cover other EA components in this audit.
The audit objective is to assess the FDICís progress in implementing an enterprise architecture program that supports the FDICís mission.
Integration of System Development and IT Capital Investment Processes
The FDIC is investing over $100 million on six capital projects to develop and enhance a number of information systems to meet current and future business needs in resource management (budget, cost, and personnel); asset servicing and management; and performance of supervision and insurance functions. The FDIC has established and implemented controls over capital investment projects for developing or enhancing information systems. Specifically, the Capital Investment Review Committee provides the oversight by assessing the business case for the project, technical compliance with the FDICís IT standards, and compliance against the FDICís EA. The FDIC also recently adopted the Rational Unified Process (RUP)® to improve the quality and timeliness of system development. One of the central best practices of the RUP® is the notion of developing systems iteratively. It is essential that the system development and the capital investment processes are well defined and coordinated to ensure that the cost, schedule, performance, and user expectation targets are met.
The audit objective is to assess the integration of the FDICís system development and IT capital investment processes to ensure the timely delivery of cost-effective systems that meet business needs.
|Business Continuity Planning
Emergency Operations Plan
Recent large-scale disasters in the United States have clearly demonstrated how important it is to have reliable emergency response procedures and a well-written business continuity plan (BCP) to sustain critical business functions during an emergency or situation that may disrupt normal operations. The FDIC has developed an Emergency Operations Plan comprised of an ERP and a separate BCP. It is important, both symbolically and functionally, for federal government agencies to continue to serve the American public during any emergency or situation that may disrupt normal operations. An August 2004 OIG report on the FDICís Business Continuity Plan found that the FDIC could improve the quality of its BCP in a number of key areas to help ensure its success should the BCP be implemented. Given our findings and the importance of this area, we believe a follow-up evaluation is warranted. The follow-up evaluation will include the FDICís Emergency Operations Plan, which includes the ERP and BCP.
The objective is to evaluate the extent of the FDICís progress in developing and implementing a comprehensive Emergency Operations Plan and implementing prior OIG recommendations.
IT Disaster Recovery Capability
OMB policy requires agencies to establish and periodically test their ability to recover from IT service interruptions and to provide service based upon the needs and priorities of system participants. The FDIC conducts semiannual IT disaster recovery testing to ensure the Corporationís ability to recover its mainframe, midrange, and server platforms that would be required to restore IT operations in the event of a disaster. The FDIC has designated certain of its applications as "mission-critical" and includes these applications in its IT disaster recovery testing. The FDIC depends on the continuity of its IT operations to meet its business needs, financial obligations, and regulatory requirements. DIT conducted a semiannual IT disaster recovery test in April 2005 and experienced difficulties during the testing, including servers and critical applications that could not be recovered or tested and test scripts that did not execute as planned. DIT plans to relocate its IT disaster recovery capability to Richmond, Virginia. Our audit will evaluate the FDIC's IT disaster recovery capability following the planned move to Richmond.
The audit objective is to determine whether the FDIC has established and implemented an IT disaster recovery capability that is consistent with federal standards, guidelines, and industry-accepted practices.
|Enterprise Risk Management
Corporate Internal Control Program
OMB Circular A-123, Managementís Responsibility for Internal Control, defines managementís responsibility for internal control in federal agencies. The circular was revised in December 2004 to provide updated internal control standards and new specific requirements for conducting managementís assessment of the effectiveness of internal control over financial reporting. The revision to the circular became effective in fiscal year 2006. Management is responsible for developing and maintaining effective internal control. Internal control guarantees neither the success of agency programs, nor the absence of waste, fraud, and mismanagement, but it is a means of managing the risk associated with programs and operations. OMB Circular A-123 states that federal managers must carefully consider the appropriate balance between controls and risk in their programs and operations. The Office of Enterprise Risk Management (OERM) is the corporate oversight manager for internal controls and risk management. OERM is working in partnership with all FDIC divisions and offices, helping them to identify, evaluate, monitor, and manage their risks.
The evaluation objective is to determine the extent to which the FDIC has implemented its internal control program consistent with applicable government-wide guidance and best practices.
|Other Planned Assignment
In addition to audits, evaluations, and other reviews, the Office of Audits expends resources on other important matters as warranted. The following write-up reflects other planned work.
Peer Review of Another PCIE OIGís Audit Operations
OIGs are required by law to follow the Government Auditing Standards (GAS), issued by the Comptroller General. Audit organizations adhering to GAS are required to undergo an external peer review every 3 years. The FDIC OIGís Office of Audits participates in an external peer review program with members of the Presidentís Council on Integrity and Efficiency.
The review objective is to determine whether the reviewed audit organizationís internal quality control system is adequate to provide reasonable assurance that applicable auditing standards, policies, and procedures were met in conducting audits.
|APPENDIX I: Ongoing Assignments
|Insured Depositors Are Protected From Loss Without
Recourse to Taxpayer Funding
Consideration of Examination Results in the Risk-Related Premium System
The audit objective is to determine whether the system used by the Division of Insurance and Research for charging deposit insurance premiums is adequately tied to the risks identified in the bank's recent Report of Examination by the primary federal regulator and other information the primary federal regulator and the FDIC determine to be relevant to the institution's financial condition and the risk posed to the deposit insurance funds.
|FDIC-Supervised Institutions Are Safe and Sound
|Consumersí Rights Are Protected and FDIC-Supervised
Institutions Invest in Their Communities
The FDIC's Efforts to Address Predatory Lending
The audit objective is to determine the challenges faced and the efforts taken by the FDIC to identify, assess, and address the risks posed to institutions and consumers from predatory lending practices.
Bank Service Providersí Protection of Sensitive Customer Information
The audit objective is to assess the FDIC's examination coverage of bank service providers' protection of sensitive customer information.
Privacy of Sensitive Customer Information
The audit objective is to determine whether DSC has provided adequate institution and examination guidance for implementing the data privacy and security provisions of Title V of the Gramm-Leach-Bliley Act and the Fair and Accurate Credit Transaction Act, and implemented prior OIG recommendations.
|Recovery to Creditors of Receiverships is Achieved
DRR's Efforts to Recover Unclaimed Deposits
The audit objective is to determine whether the FDIC has adequate systems in place to accurately track and obtain the recovery of unclaimed deposits.
DRRís Protection of Personal Information Collected During Closings
The audit objective is to determine whether DRR adequately protects personal information collected and maintained for resolution and receivership functions.
|Strategic Resources Are Effectively Managed
Assessments Process and Calculation of the Reserve Ratio
The audit objective is to determine whether the Division of Finance (1) has the proper controls in place to ensure that the FDIC accurately calculates, collects, and processes assessments of financial institutions; and (2) properly determines the designated reserve ratio.
Facilities Management
The audit objective is to determine whether the FDIC is adequately ensuring the economical and efficient management of the FDICís Washington, D.C., facilities.
Contractor Billing Reviews
The objective of these reviews is to determine whether contractor billings were allowable under the contract, allocable, and reasonable.
Use of Performance Measures
The evaluation objectives are to (1) evaluate the FDICís progress in using the Government Performance and Results Act (GPRA) to manage performance and in communicating information to assist with congressional decision-making; (2) determine whether FDIC managers use GPRA information to manage their programs; and (3) determine whether FDIC employs any tools similar to the OMB Program Assessment Rating Tool to gauge program success.
EEO Discrimination Complaints Process
The objective is to evaluate the FDICís discrimination complaint resolution process and management of the FDICís formal complaints caseload.
The FDIC's Certification and Accreditation Program
The audit objective is to assess the FDICís certification and accreditation policies, procedures, and practices for consistency with federal standards and guidance.
Asset Servicing Technology Enhancement Project
The audit objective is to determine whether the FDIC has established a control framework for ensuring the delivery of a quality system that meets corporate requirements and user needs in a timely and cost-effective manner.
Internal Employee Data Security
The audit objective is to evaluate the FDIC's policies, procedures, and practices for safeguarding personal employee information in hardcopy and electronic form.
Assistance on the Audits of the FDICís 2005 Financial Statements
The annual audits of the FDICís financial statements require extensive use of database analysis, cyclical retrievals, statistical sampling, and data integrity testing. For the audits of the FDICís calendar year 2005 financial statements, the OIG is assisting the GAO by providing data collection support in the following financial statement areas: operating expenses and allocations, anticipated failures, receivables, loan loss reserves, sensitive payments, contingent liabilities for anticipated failures, account reconciliations, and database security analyses.
|Appendix II: Assignments by Directorate
Insurance, Supervision, and Receivership Management Audits
Michael Lombardi, Director, (202) 416-2431
Bruce Gimbel, Associate Director, (202) 416-2587
Assessment of Large Bank Risks (Page 5)
Material Loss Reviews (Page 7)
Use of FinCEN Data and Tools (Page 7)
Examination Assessment of FDIC-Supervised Institutionsí Security of
Consumer Data (Page 8)
Examination Assessment of Offshore Outsourcing of Data Services (Page 8)
Examination Coverage of Foreign Transactions (Page 9)
Examination Assessment of Interest Rate Risk (Page 9)
Examination Assessment of Electronic Banking (Page 10)
Examination Assessment of the Reliability of Appraisals (Page 10)
Examiner Use of HMDA Data to Identify Potential Discrimination (Page 11)
Community Reinvestment Act Examination Process (Page 11)
Supervisory Actions Taken for Compliance Violations (Page 12)
Impact of Credit Scoring Systems on Fair Lending Examinations (Page 12)
Planning for Large or Multiple Institution Failures (Page 13)
Systems Management and Security Audits
Mark Mulholland, Director, (202) 416-2944
Ben Hsiao, Associate Director, (202) 416-2117
The FDIC's Information Security Program--2006 (Page 18)
The FDICís Compliance With Section 522 of the Consolidated Appropriations Act of 2005 (Page 18)
The FDICís Wireless Communications (Page 19)
Application Controls (Page 19)
The FDICís IT Security Self-Assessment Program (Page 20)
Information Enterprise Architecture (Page 20)
Integration of System Development and IT Capital Investment Processes (Page 20)
IT Disaster Recovery Capability (Page 21)
Corporate Evaluations and Audits
Marshall Gentry, Director, (202) 416-2919
Marilyn Kraus, Associate Director, (202) 416-2426
Deposit Insurance Application Process (Page 6)
Performance-based Contracting (Page 14)
Contract Administration (Page 15)
Classifying Salary Costs in the NFE (Page 15)
Information Technology Application Services Task Order Awards (Page 15)
Interagency Agreement with GSA Under the FEDSIM Contract (Page 16)
Contract File Management (Page 16)
Contractor Reviews and Audits (Page 17)
Succession Planning Efforts (Page 17)
Emergency Operations Plan (Page 21)
Corporate Internal Control Program (Page 22)
|Appendix III: Assignments by Strategic Areas of Focus
Ensuring Safety and Soundness Through Effective
Examinations, Enforcement and Follow-up
Material Loss Reviews (Page 7)
Examination Assessment of Interest Rate Risk (Page 9)
Examination Assessment of Electronic Banking (Page 10)
Examination Assessment of the Reliability of Appraisals (Page 10)
Contributing to Public Confidence in Insured Institutions
Use of FinCEN Data and Tools (Page 7)
Examination Assessment of FDIC-Supervised Institutionsí Security of Customer Data (Page 8)
Examination Assessment of Offshore Outsourcing of Data Services (Page 8)
Examination Coverage of Foreign Transactions (Page 9)
Managing Risks to the Insurance Funds
Assessment of Large Bank Risks (Page 5)
Deposit Insurance Application Process (Page 6)
Ensuring Compliance with Consumer Protection and Fair Lending Laws
Examiner Use of HMDA Data to Identify Potential Discrimination (Page 11)
Community Reinvestment Act Examination Process (Page 11)
Supervisory Actions Taken for Compliance Violations (Page 12)
Impact of Credit Scoring Systems on Fair Lending Examinations (Page 12)
Being Ready for Potential Institution Failures
Planning for Large or Multiple Institution Failures (Page 13)
Managing and Securing Financial, Human, IT, and Procurement Resources
Performance-based Contracting (Page 14)
Contract Administration (Page 15)
Classifying Salary Costs in the NFE (Page 15)
Information Technology Application Services Task Order Awards (Page 15)
Interagency Agreement with GSA Under the FEDSIM Contract (Page 16)
Contract File Management (Page 16)
Contractor Reviews and Audits (Page 17)
Succession Planning Efforts (Page 17)
The FDIC's Information Security Program--2006 (Page 18)
The FDICís Compliance With Section 522 of the Consolidated Appropriations Act of 2005 (Page 18)
The FDICís Wireless Communications (Page 19)
Application Controls (Page 19)
The FDICís IT Security Self-Assessment Program (Page 20)
Information Enterprise Architecture (Page 20)
Integration of System Development and IT Capital Investment Processes (Page 20)
Emergency Operations Plan (Page 21)
IT Disaster Recovery Capability (Page 21)
Corporate Internal Control Program (Page 22)


text:
Rs. 1,949 Rs. 3,699 47% Off
About Me:
Banarasi zari weaved Suit from Banaras or Varanasi, as it is called now, is one art which is a traditional heritage of India. Banarasi Suits have been woven for centuries by 'Bunkars' or Weavers in this holy town. Ethnic zari motifs are embroidered or woven into these masterpieces. This orange & violet color banarasi suit comes with a dupatta and a salwar and has been sourced for you directly from the City of Gods - Banaras, on the banks of river Ganga, in Uttar Pradesh.
Take Care of Me:
Dry Clean only. Please do not twist or wring these suits.
My material:
Dispatch in 3-4 Business Days, Delivery in 8-10 Business Days.
Kameez Length: 2.23 Meters, Width: 1.13 Meters.
Salwar Length: 2.23 Meters, Width: 1.11 Meters.
Dupatta's Length: 1.75 Meters, Width: 1.12 Meters.
Benarasi, banarassi, Benarasi.
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text:
- Family, friends, and good health
- Road trips
- Paying off college
- Becoming a slightly better cook
- The blogging dealie (good times and neat people)
- Alton Brown
- The Office (Now in reruns. Give the writers their due, dangit!)
- The failure of the Bratz movie
- This year's lack of smarmy, gloating Yankee fans
- Johnny Depp's 20th consecutive year on the "Dudes I'd Smooch" list (A record!)
- New Arcade Fire AND Radiohead albums
- No new Creed albums
- Our apartment not burning down when that weird socket thing happened
- My Cabbage Patch Kid's 23rd birthday (Mah little girl's growin' up!)
- The Boyfriend
Years ago, when TB was living alone in Queens, still months away from the Spain trip that would effectively end his vegetarianism, he cooked regularly for himself. This miso soup was a menu mainstay. Oh, there are glammed-up versions out there that aren't quite as spartan, but his four ingredient concoction gets the job done (hardcore). It's runs about a third of the price of what a Japanese restaurant would serve, to boot.
Anysways, he's a good egg, and I'm thankful he's around - for the miso soup, happy times, and otherwise.
(Side note: I could have bought the tofu for about a dollar cheaper, saving a quarter off each bowl. Alas, I lack forethought and should be whippened.)
The Boyfriend's Bare Bones Miso Soup
4 servings – 1 cup each
4 cups water
¼ cup white miso paste (we used Shiro miso – Kris)
About 7 or 8 oz soft tofu, cut in 1/3" cubes (we used Nasoya – Kris)
2 green onions, sliced diagonally into ¼" pieces
1) Bring water to a boil.
2) Drop in green onions and tofu, and boil for 4 or 5 minutes (stirring lightly on occasion so tofu doesn't stick to bottom.)
3) Drop in ¼ cup miso paste and stir until dissolved.
4) Serve.
Approximate Calories, Fat, and Price per Serving
85 calories, 3.1 g fat, $0.87
4 cups water: negligible calories and fat, $0.00
¼ cup miso paste: 159 calories, 4.8 g fat, $0.49
About 7 or 8 oz soft tofu: 165 calories, 7.5 g fat, $1.50
2 green onions: 16 calories, 0.1 g fat, $0.70
TOTAL: 340 calories, 12.4 g fat, $2.69
PER SERVING: (TOTAL/4): 85 calories, 3.1 g fat, $0.87


text:
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text:
Phase I Gr. Floor
The Holii brand was launched in 2009 as part of a close partnership between Hidesign and Future Group. Aimed at bringing in a distinct Indian design aesthetic to bags and accessories along with the high production standards of Hidesign, the company shares the vision to be a distinct everyday affordable luxury accessories brand.


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Cabin Fever 2016 Movie HDRip Watch Online Free Torrent Download
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Cabin Fever is an upcoming 2016 American Comedy and Horror movie.Cabin Fever movie directed by Travis Zariwny and script by Eli Roth.Cabin Fever movie produced by Evan Astrowsky, Robert Ogden Barnum, Christopher Lemole, Tim Zajaros, Sam Froelich, Jerry Fruchtman, Christopher J. Scott, Ike Suri and Jaclyn Ann Suri.Cabin Fever movie on the main role Gage Golightly and Matthew Daddario.Cabin Fever movie is scheduled to be released on 12 February 2016.
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Stars: Gage Golightly/ Matthew Daddario/ Nadine Crocker/ Dustin Ingram/ Samuel Davis/ Randy
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Music by: Kevin Riepl.
Cinematography by: Gavin Kelly.
Editor: Kyle Tekiela.
Country: United States.
Language: English.
Release dates: 12 February 2016.


text:
Recovering a SharePoint Site Collection
Updated: November 1, 2013
Applies To: System Center 2012 - Data Protection Manager, System Center 2012 R2 Data Protection Manager, System Center 2012 SP1 - Data Protection Manager
Use the procedure in this topic to recover a protected SharePoint site collection.
Procedure to recover a site collection
Create an empty site collection with the same name on the target farm.
Apply the same features and templates to the site collection that was used at the time of backup. If they do not match, SharePoint will raise an error to indicate that the site templates do not match, which causes the DPM site restoration to fail.
Recover the top-level site from the site collection. For more information about how to recover a SharePoint site, see Recovering a SharePoint Site.
Note If a content database contains only one site collection, you can chose to recover the database directly, and then attach it to the farm using the stsadm command.


text:
Statistical analysis of annual maximum rainfall in North-East India: an application of LH-moments
- First Online:
- Received:
- Accepted:
DOI: 10.1007/s00704-010-0330-7
- Cite this article as:
- Deka, S., Borah, M. & Kakaty, S.C. Theor Appl Climatol (2011) 104: 111. doi:10.1007/s00704-010-0330-7
- Citations
- 224 Downloads
An attempt has been made to determine the best fitting distribution to describe the annual series of maximum daily rainfall data for the period 1966 to 2007 of nine distantly located stations in North East India. The LH-moments of order zero (L) to order four (L4) are used to estimate the parameters of three extreme value distributions viz. generalized extreme value distribution (GEV), generalized logistic distribution (GLD), and generalized Pareto distribution (GPD). The performances of the distributions are assessed by evaluating the relative bias (RBIAS) and relative root mean square error (RRMSE) of quantile estimates through Monte Carlo simulations. Then, the boxplot is used to show the location of the median and the associated dispersion of the data. Finally, it can be revealed from the results of boxplots that zero level of LH-moments of the generalized Pareto distribution would be appropriate to the majority of the stations for describing the annual maximum rainfall series in North East India.