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The SupraBioNanoLab
Congratulations to Professor Metrangolo for his 46th birthday from the whole SBNLab group. We wish you all the best!
MINIRES is a new compound (bioelastomer) usable in cosmetics and biomedical devices; it is structurally simple and easy to produce at low costs; it takes inspiration from resilin, an elastomeric natural protein which is at the basis of the mechanism of jumping and flying in insects.
This technology was developed by Pierangelo Metrangolo, Francesca Baldelli Bombelli and Andrea Pizzi from the Department of Chemistry, Material and Chemical Engineering "Giulio Natta" of Politecnico di Milano. The project was granted with an European Research Council Proof-of-Concept (€ 150.000)
Our last paper 'From Molecules to Materials: Engineering New Ionic Liquid Crystals Through Halogen Bonding' has been published in the Journal of Visualized Experiments, JoVE.
Read our latest article on Dicarboxylic Acid Separation published in Angewandte Chemie International edition. "Dicarboxylic Acid Separation by Dynamic and Size‐Matched Recognition in Solution and in the Solid State"
Angewandte Chemie International edition DOI: 10.1002/ange.201711822


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Nowadays, the amount of information that can be accessed on the Web is so vast and grows so quickly that finding the most relevant data to solve our personal information needs has become an extremely dificult problem. The area of recommender systems has risen in order to provide the best tools for users to tackle the information overload problem within any context and in a personalized manner. Companies like Amazon.com, or Netflix rely on recommendation algorithms to engage users in their services by suggesting them products and movies. Despite their success, recommender systems face several challenges in terms of user satisfaction and acceptance of the items suggested. This problem is due to the fact that user satisfaction is not only related to the algorithmic accuracy of the predicted recommendations, but also to other factors, such as explainability the system explains the reasons behind suggested items and recommendation diversity. In our previous research in the subfield of user-centric recommender systems, we have proven that giving users control over the recommendation mechanisms through exploratory interfaces, improves their understanding of the recommendations and hence, their engagement and satisfaction. However, there is insuficient research that systematically analyzes user-controlled interactive exploratory interfaces, which go beyond the traditional way of presenting recommendations with ranked lists. Following this motivation, we propose this project that integrates Human-Computer Interaction (HCI) with recommender systems algorithms. Our objective is to determine which combination of recommender algorithms, user traits, and contextual factors make intelligent user interfaces more effective for personalized information filtering.
Our goals are:
Vicente Dominguez, Pablo Messina, Prof. Denis Parra, Prof. Domingo Mery, Prof. Christoph Trattner and Prof. Alvaro Soto will be presenting their work titled "Comparing Neural and Attractiveness-based Visual Features for Artwork Recommendation".
We are glad to receive the visit of our collaborator Professor Christoph Trattner from Austria. He will be working with us from 5 to 12 of July 2017.
Professor Parra gave a keynot talk on FUTUREPD – THE FUTURE OF PERSONAL DATA and on IFUP: Workshop on Multi-dimensional Information Fusion for User Modeling and Personalization during his visit to Canada.
Domínguez, V; Messina, P; Parra, D; Mery, D; Trattner, C; Soto, A.
Proceedings of the 2nd Workshop on Deep Learning for Recommender Systems.
PDF available
Trattner, C., Parra, D., & Elsweiler, D. (2017). Monitoring obesity prevalence in the US through bookmarking activities in online food portals. PloS one, 12(6), e0179144.
PDF available
Workshop IntRS 2016, RecSys 2016
PDF available
Workshop RecTour 2016, RecSys 2016
PDF available
He, C.; Parra, D.; and Verbert, K. Expert Systems with Applications. 2016.
PDF Available
Andjelkovic, I.; Parra, D.; and O'Donovan, J. In Proceedings of the UMAP Conference, 2016. ACM
PDF Available
Denis Parra
Vicuna Mackenna 4860
Edificio San Agustin, 4to piso
Macul 7820436

subset: commoncrawl


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(Below is the video done by the Level 3 students)
Review on my performance:
During the post production phase I feel that I did all right. I emailed Brooksby, which was a act of confidence for me, and I made sure to check my emails regularly to see when they replied.
However I feel that there were times where I feel that I should have been a bit more pushy with the crew.
The rewrite of the script was taking too long, though Jai and myself decided to be considerate since the level 3 were having a project along side ours, however it was getting to a point where I was beginning to think that a script wasn't going to be ready to film.
At one point I got Jai and myself to sit our group down to have a discussion – because we were told two different stories when it came to passing on information from Georgie and Ellie to Dan after meetings. I was told one story by the girls, and another story by Dan. So Jai and myself got them together – only Ellie and Dan turned up due to Georgie having work to complete – and we just basically asked them what was going on. And, in a firm but fair way, asked if they could get along to complete the script, as well as if there was any problems could they tell us.
However the script was finally finished, and then the group went to Brooksby to film.
Even after explaining to Ellie – who was director – about three times what the shots were in the script. She didn't step up and take on her role as Director, I ended up doing it. And Georgie had to be pushed and reminded to do camera. In the end Martyn – whose camera and car – we were borrowing took over. Dan did his job of sound recording the best he could.
Review on overall video:
The final film had been changed from our original script slightly. The final video did follow the script, the story plot is somewhat confusing by the time we reach the end.
However I feel that there are parts where the film cuts too late into the shot, also I feel that the sound could have been done again. A final point is that I feel that the film is missing shots that explain what's happened, (but this is due to on filming day time was spent too much on the first part, and not enough time was left for the second part.)
In conclusion it could do with a few fixes before it fits with what our original plan was.


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Following closely behind the maturing solar market are two technology trends that are beginning to stabilize and present the opportunity for photovoltaic (PV) systems to be about more than just generation: 1) deployment of storage is consolidating around lithium-ion batteries, and 2) software applied to energy systems is delineating measures of control for consumers and grid operators alike. As the market matures, differentiation will be vital for system integrators, as a limited number of opportunities to develop business models alongside utilities arise.
System integrators are companies that unify multiple generation and storage technologies into a single system and utilize a control architecture to coordinate their operation. Integrators face multiple angles from which they can gain a competitive edge. They must juggle approaches to design and install the systems with considerations of hardware choice, while also providing services to finance, operate, and maintain the systems. Moreover, integrators may pursue different applications, from distributed rooftop installations to complete microgrids.
Early entrants to integration are demonstrating key approaches to differentiate themselves to both consumer and utility customers. Those that are seeking to gain a competitive position need to differentiate themselves in one of the following ways:
- Offering an entire energy solution through energy efficiency technologies: expanding a system offering beyond generation to traditional energy efficiency measures such as smart thermostats, appliances, and water heaters provides a more traditional means of appealing to consumers. For example, in Hawaii, where the interconnection of new distributed photovoltaic installations has been suspended, SolarCity launched a product integrating energy efficiency technologies (smart thermostats and water heaters) with Tesla's Powerwall and a PV installation.
- Develop new business models based on the provision of grid services: early relationships with utilities will provide system integrators with an expert partner to learn from, particularly in determining a model for aggregation and providing grid services. For example, Sunrun has partnered with National Grid in New York to deploy rooftop PV installation and its white-labelled solar-plus-storage product dubbed "BrightBox."
- Provide differentiated hardware systems to ease integration and aggregation: there are multiple degrees of freedom in designing a system in terms of hardware choices that can contribute to high design and installation costs. SunPower demonstrates one way to address this by offering turnkey photovoltaic systems for residential, commercial, and utility-scale installations that include inverters and balance of system components. The company has partnered with Sunverge to develop virtual power plants deploying Sunverge's software and batteries, in which the uniformity of hardware will likely improve system reliability.
With multiple options available, there is no single formula for system integrators to be successful as the penetration of distributed energy resources grows. However, system integrators must consider the holistic energy picture, moving beyond making multiple pieces of hardware work together to begin thinking of energy as a service.
For more information contact Tyler Ogden at firstname.lastname@example.com


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Sale: $16.8025% off
Sale: $23.7625% off
This harness fully restrains the arms and wrists of the subject while leaving the legs free! Loops around neck, then three loops securely pin the arms then a crotch strap loops back up to the back to connect. In black leather look finish with metal O-Rings with a separate wrist strap.
One size fits most.
Wrist strap adjusts from 6 to 15 inches.
Please note the item may vary slightly from the one illustrated.
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We take many active steps to ensure the absolute safety of your credit card and personal information. In addition to processing all credit card sales via a fully secured and reputable third party payment processor, your checkout experience is protected by industry standard 256-Bit SSL encryption to protect your private data. My First Blush does NOT keep credit card information on record.
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Plannmg Organization Tampa UbanAtea MeiKipolitan Plaming 01Q8flization 201 E K9Mody, &JII e 600 Tampa, Rorida 336025117 8t312'72-S940 fA)( NO: Hillsborough County Transportation Disadvantaged Five Year Plan Executive Summary March, 1992
Metropolitan Plannm g Organization T>mp&Ur...,._ Metropoo1i'lan PCIII"dng Organ1zdon 201.E. Fb1da33002>S117 S1SI2:12o6040 FAX NO: BtS/272-8251 lUdrtlcNc CNO.--eoo-v ... .,.,._, 1AIIa81eift.a.ll,. e.,n....,.........,. e....... Chllln Hlb-Oounov M-vor Sandra C""otT-CommluOnor Pam loOO H!llaborough Ocuncillnan John 1IAA'rn10 COU'II'IilllOnet 0!11 MOI'Iw'eth et' Chyel CIIY Coundlman Sco q Pal'le CltyofTWflpa OO!Midlwotr41'1 U'lda S$tiSet\3 C l tyotTempa Commll&lonet Ed TIJrsnehfiC Hlf.tborougtl County Mayor Bob Woodard Cll'f ofT tm T tiTaoe 601 !COoolel, P.E. (eJr.O-) FOOT Olt01CC StaAY' Jon T. Sml., !&.oft'clol TM Altwllno ConYIII$1kln L ThotMon. P.E.. A!CP. -.o;.-_..,. URBITRA N A SSOCIATES, INC. 1m ., tell We ". Center for Urban Transportation Rese.arcll Crain and A s.sociatM, tne. M undie and A ssocietes,lnc. -oo.
Metropolitan Planning Organization Tampa Urban Area Mt!trO{)OI!Ian P lanning 201 e Koono<:f)', Suite 600 Tampa, Flofida: 33002 5 117 8 1312'72940 FAX NO: 8131272 Transportation Disadvantaged Coordinating Board Mayor Robert F Woodard Chairman Robert Aguls Hillsborough County Publ ic Schools Judy Ashe Florida Department of Trangportatlon Wyatt Buckner Self-Reliance, Inc. Karen Childs Action Agency Dorothy Dodd West Central Aorida Area Agency on Aging Herbert Friedman Citizens Advisory Bob Hennessey Share-A-Van Dennis Hinebaugh Hillsborough Area Regional Transit Helen Lacount C i tizens Representative Ron Jones Center for Urban T ransportation Research USF larry lees Represen tat ive Louis Minard i Yellow Cab Sidney Moss Transportation Coordinator Massoumeh Rayalkhah Department of Health & Rehabilitative Services Maria 0. Risoo Division of Vocational Richard Silver James A. Haley v A Hospital Sandy Sroka Mayo(s Alliance tor Persons wHh Disabilities Irene Williams Users Representative Staff Richard P. Clarendon, AICP Funding for this study was provided under a grant from the Aorida Transportation Disadvantaged Commission and the Hillsborough County City-County Planning Commission.
EXECUTIVE SUMMARY INTRODUCflON AND BACKGROUND The Hillsborough County Tl'illU!Portation Disadvantaged (TD) FiveYear Plan has been prepared under the sponsorship of the Tampa Urban Area Metropolitan Planning Or-ganization's (MPO) local Transportation Disadvantaged Coordinating Board. This study identifies the present and future needs of the transportation disadvantaged in Hillsborough County, and provides the MPO and County with a plan for improving ser,vice to address these needs. The plan was reviewed and approved by the Transportation Disadvantaged Coordinating Board on January 23, 1992, and adopted by the MPO .on February 4,1992. STUDY APPROACH The project was divided into three study phases. The first phase of the project provided an inventory of existing conditions and projection of future needs; and an assessment of current programs and urunet needs; and is documented in Technical Memorandum #1 Baseline Conditions and Needs Assessment. It included: o A description of goals and objectives for the Hillsborough County TD program. o Estimates of the TD population and the demand for paratransit services. o A description of the current transportation network of TD services, including an in-depth review of the Community Transportation Coordinator (CTC) program. 1
0 0 A discussion of the public participation process used in this phase of the project. A service assessment and y nmet needs analysis identifying critical issues for resolution in t h 1 TD Plan. Phase II of the project, documented in Technical Memorandum #2 Determine Future Directions, developed recommendations to improve the TD network in Hillsborough County. It described recommendations covering a range of organiZational, management, and operational actions which address themselves to the urunet needs and service performance issues identified in the previous phase. Coordination of services; expansion of,services with regard to trip purpose, geographic and temporal coverage, and clients served; and modifications to existing operating programs were all considered in this effort. The third and final phase of the project is the development of the TD FiveYear Plan, which is included in Fmal Report: Hillsborough County Transportation Disadvantaged Five Year Plan. This report, which contains the detailed specifications for the Five Year P lan, includes an operating plan, capital program, administrative and management plan, financial plan, and implementation program. The plan also addresses the issues of ADA compliance, and the interface of the CTC network with HARTline. GI;:>ALS AND OB}BcriVES One of the initial tasks in the development of the five-year plan is to identify what tne intent of the plan is and what is to be accomplished with the plan, from the local perspective. Therefore, one of the initial steps taken in this study was to meet with the TD Coordinating Board and ihe public, through the workshops and focus groups, to obtain local inputs for the development of the goals and objectives . 2
The goals and objectives for this project appear in Figure 1. There are four principal goal statements: o Meet additional needs of transportation disadvantaged persons o Develop and implement quality standards o Expand coordinated service programs o Maximize the use of existing resources. Within each of the four goal areas are four or five objectives, which are more specific statements of intent geared to the concerns of Hillsborough County Thus, for example, regarding the additional needs goal, the specific objectives are more nonsponsored trips, more rural services, service on seven days and in the evening, and some out-of-county service for unique needs. ADA compliance is also an elem ent of providing for additional needs. TD TRANSPORTATION SERVICES The Community Transportation Coordinator (CTC) for Hillsborough County is the Department of Social Services, acting on behalf of the Board of County Commissioners The ere is responsible for ensuring that transportation disadvantaged (TI)) services are provided within its service area. Figure 2 shows an overview of the roles and responsibilities of the CTC within the community As shown, the CTC provides transportation using four resources: Share-a-Van, Yellow Ca,b, the Hillsborough County School Board, and HARTline. In 1990-91, the CTC provided approximately 330,000 one-way trips to the TD population of Hillsborough County, at an operating cost of $2.6 million. 3 .:-./
1 GOALS AND OBJECTIVES H illsborough County Transportation Disadvantaged Five Year Plan 1. Meet additional Needs of Transportation Disadvantaged Persons ... ., a Provide additional nonsponsored trips based on current and future unmet needs b. Provide additional service to rural areas of the county c. Provide service seven days a week 1) to employment 2) to adjoining county locations for unique needs 3) to social and recreational uses d. Comply with ADA requirements 2. Develop and Implement Quality Standards a Improve marketing and outreach b. Improve employee training programs (i.e., passenger assistance techniques, CPR, e tc.) c. Develop performance evaluation system meeting internal and external reporting needs d. Develop a systematic client feedback system 3. Expand Coordinated SeNices Programs a. Provide connections between fixed rout e and demand response services b. Utilize vol unteer resources c Increase number o f participation agencies d. Foster intercounty transportation eonnections 4. Maximize Use of Existing Resources a Reduce dupl ication of services b. Obtain additional provider resources c. Improve management and operating programs and pmcedures 1) efficiency and effectiveness of operations 2) streamline admi n istrative procedures d. Use HARTline service Where possibl e to provide trips c Develop and implement operating and financial monitoring progranns 4'
2 OVERVIEW: CTC STRUCTURE WCFAAA COMMUN ITV HAS TO ACTION AG E NCY COMMI SS ION TITLE Ill COMMUNITY TITLE XIX STATE COUNTY OTHER SERVICES FUN()(NG. fUN D ING ENTITLEMENTS Sl.OCI( GRAN T I METAOflOLrr AN PtANNI!\G ..... ORGANIZATION T O T O COII.MI.MTY OTHEk .. -----------COORDINATING SER V I C E ... TRANSPORT A liON -----------TRANS1'0RTATON 60AAO Pl.ANNING OOORtiiNA.TOR PROGRAMS t ANNUAL PROVI D E SEA.VI C 5 GAANf REPORTING COOROINAiX>N PREPARATION S H A REA..VAN YEllOW CAS S CHOOL BOARD HAR'lll n e 5
In addition to the services of the CTC, there are 43 other agencies and organizations ln-:roived in transportation in the County, including 31 which provide transportation. These programs provided approximately 600,000 one-way trips in 1990-91, at a cost of about $1.5 million. In all, the CTC and other providers carried over 900,000 one way trips in 1990-91, at a cost of about $4.1 million. TD POPULATION AND TRANSPORTATION DEMAND Figure 3 profiles the TD population in Hillsborough County, which includes by Florida statute the elderly, disabled and low income populations. In all, there are 240,700 eligible persons in the TD population, representing approximately 29 percent of the total county population. It is estimated that the demand for paratransit services among this population is almost 4.0 million trips per year as of 1991, and that the demand will reach as high as 4.3 million by 1996, Year 5 of the plan. UNMETNEEDS The gap between the number of trips provided -approximately 900,000 one way trips and the demand for service 4.0 million one-way trips indicates that there are approximately 3.0 million trips in the County that are going unserved at present. Thus, only about 24 percent of the projected demand for paratransit service is currently being met. The demand for additional services cuts across all areas of the county, urban and rural, and all trip needs work, medical, socia l /recreational, etc. In addition, there are frequent requests for extended service hours and weekend services. 6
Because the resources do not exist to meet all of the demand, the emphasis in this plan is to make the best use of available resources, by improving the efficiency and of the ere program, and by encouraging additional coordination and sharing of resources among the providers in the County. Specifically, the course of action focuses upon: o Efficiency improvements for the C'fC and specifically Share-a-Van o More use of cost-effective such as school buses, taxi operators, and non-profit resources o Coordination of resources to maximize usage o The use of volunteers to augment program resources o Encouraging more TD persons to use HARTline for their transportation needs TO FIVE YEAR PLAN Figures 4 and 5 show the elements of the TD Five Year Plan and implementation schedule for them. The plan includes two sets of elements-core program improvements aimed at improving the management and efficiency of the CTC, and expansion programs to increase the scope and magnitude oUhe services being offered. Among the more prominent core program actions are the hiring of a program manager for the ere, and the purchase of new scheduling software. With regard to the expansion of ,service, the level of expansion has been constrained by the lack of any readily identifiable new resources. Thus, the emphasis in 1991-92 is upon group charters, new contracts, and additional coordination where the operating costs can be offset by program revenues. In 1992-93, the plan emphasizes employment transportation and the
Figure 4 CORE PROGRAM IMPROVEMENTS AND EXPANSION PORGRAMS Hillsborough County Transportation Disadvantaged Five Year Plan Core Program Improvements ACIION ruB. DESIGNATEC T C ANNUALLY 0 UPDATE TRAINING ON-GOING 0 HIRE MANAGER 1991-1992 FROM CURRENT BUDGET ADD CTI STAFF 1991-1992 IN CURRENT BUDGET PURCHASE NEW SCHEDUUNG SOFTWARE 1991-1992 FROM CURRENT BUDGET MODIFY M I S SYSTEM 1991-1992 0 IMPROVE PERFORMANCE M ONITOR ING 1991-1992 0 DEVELOP STANDARDS 1991-1992 0 IMPLEMENT FARES 1992-1993 ($70,000) YEAR 1 ($114,000) YEAR 5 HIRE FINANCIAL PERSON 1993-1994 $43,500 Expansion Programs ACIION :ruB COSTCREVEN!.!ESl ADDITIONAL COORDINATION ON-GOING COST OFFSET BY FUNDING RECREATIONAL CHARTER 1991-1992 COST OFFSET BY FUNDING INCREASED SCNAP SITES 1991-1992 COST OFFSET BY FUNDING NEW CONTRACTS 1991-1992 0 ADA COMPLIANCE 1991-1992 0 WEEKEND GROUP SERVICE 1991-1992 COST OFFSET BY FUNDING RURAL ROUTES 1992-1993 COST OFFSET BY FUNDING PASSENGER ASSISTANCE PROGRAM 1992-1993 0 INCREASE AGENCY PASS PURCHASES 19921993 $10,000 EMPLOYMENT TRANSPORTATION 19921993 $50.000 BACK-UP CAPACITY 1992-1993 $5,000 INTERCOUNTY PILOT PROGRAM 1993-1994 $15,600 EXTEND WEEKDAY HOURS 1994-1995 $122,500 WEEKDAY EXPANSION 1994-1995 $73,000 (YEAR 1)$122,500 (YEAR2) 9
F!Qure 5 Project Implementation Schedule: Hillsborough County Transportation Disadvantaged Five Year Plan ACTION ADMINISTRA TlON DESIGNATE CTC HIRE MANAGER ADVERTISE INTERVIEW SElECT BEGIN WORK H IRE PERSON ADVERTISE INTERVIEW S ElECT B EGIN WORK ADD CTI STAFF PAID S TAFf VOlUNTEERS TRAINING EMPtOYMENT TRAINING UPDATES REDUNDANCY STAFF PROGRAMS PURCHASE NEW SOFTWARE PROGRMI PREPARE SPECS. SOLICIT BIDS REVIEW BIDS SELECT INSTALL AND TRAIN IMPLEMENT ON GOING ASSISTANCE MODIFY MIS PROGRAM REVIEW OATANEEDSI!'ORMS PREPARE M I S PLAN IMPtEI.IENT IMPROVE PERFORMANCE MONITORING REVIEW NEEDS DEVELOP PROGRAM II.IPI.EMENT DEVELOP STANDARDS REVIEW TOP RECOMMENDATIONS MODIFY PROGRMI IMPtEMENT INTEGRATlE WITH MIS FAREPOUCY DEVElOP PLAN IMPtEMENT YEAR 91 92 93 93 94 95 96 97 ... ::::: ; : ::: ; : ::: OlMi D tJJFtMJAJMJJ J jAjS ;; ;:: : :;::: : : H-'""---4-....t-...j : ; .. : i l i I : r J : : : ..., l ! : : : : : ; : : l . . i. : : : : : ' i i l l i : ; i ' : 10
Project Implementation Schedule: . . . Hillsborough County Transportation Disadvantaged Five Year Plan YEAR 91 92 93 94 95 96 96 9 7 ACTION lojNi .Li 'J!Aisl O PERATIONS RECREATIONAL CHARTERS SETPOUCY SET RATES I MPLEMEHT RURAL ROUTES OEVELOP FUNDING DESIGN ROUTES & SCHEDULES IMPLEMEHT INCREASED SCNAP SITES NEW PROVIDER OONTRACTS ADDITIONAL OOOROINATION ID ENTIFY A GENCIES OUTREACH NEGOTIATE COHTRACTS PROVI D E SERVICE C T C ADA COMPLIANCE PASSENGER ASSISTANCE PROGRAM DEVELOP PLAN IMPLEMEHT IMPLEMEHT WEEKENO GROU P SERVICE SET POliCY SET RATES IMPLEMEHT INCREASE HART PASS PROGRAM EMPLOYMEHTTRANSPORTATIOK DESIGN PROGRAM IDENTIFY STAFF AND :! PROCEDURES IMPLEMEHT DEVELOP BACK-UP CAPACITY DEVELOP PLAKS SELECT P ROVIDER IMPLEMEHT EXTENO WEEKDAY HOURS DEVELOP PLAN ASSIGN OONTRACTS IMPLEMEHT 11.
Project Implementation Schedule: Hillsborough County Transportation Disadvantaged Five Year Plan ACTION OPERATIONS (CONT.) I MPLEMENT II'ITERCOUNTY PilOT PROGRAM IDENTIFY ROUTE NEGOTIATE WITH NEIGHBORING COUNTY SET RATES AND SCHEDULES IMPLEMEI'IT EXTEND SERVICE TO WEEKENDS FOR INDIVIDUALS DEVELOP SHOPPER ROUTES EXPAND SHARE-A-VAN FLEET FOR MORE NON-SPONSORED TRIPS HART COMPUANCE WITH ADA ANALIZE HART PLAN NEGOTIATE COI'ITRACTS BETWEEN HART AND CTC PREPARE BIOS FOR VEHIClES/ AWARD DEVELOP BILLING PROCEDURES BEGIN CERTIFYING USERS RECEIVE FIRST VEHIClES BEGIN OPERATlONS BID ON SECOND SET OF VEHICLES SERVICE EXPANSION YEAR 91-92 92 93 . 94 95 MOTAf!CEOIN PI.Atl I IH PlNI I OOf fll\ICEO IH PI.AU 96-97
increased use of HARTline through agen cy p ass purchases, and the development of an essential services back -up capacity for short-notice trips. In 1993-94 the plan calls for a pilot intercounty transportation program, and .in 1994-95 expanded weekday hours. The operating budget for the program i s estimated at $2.99 million in 1991-92, with approximately a 5 to 6 percent annual growth to 3.75 million in 1996-97 (Figure 6). Year 1 and Year 5, the ere program Is projected to realize an increase from 328,000 to 42,000 trips, which represent s a 29 percent increase. Figure 7 shows a funding projection for the program to offset the anticipated operating costs 13
;.. """ Figure 6 Five Year Operating Budget LEGEND: AMOUNT BUDGETED 4,000,000 3,000,000 2 ,000,000 1,000,000 0 1991-92 CONTRIBUTED SERVICES ADMINISTRATIVE OVERHEAD SHAREAVAN CONTRACTS 1992 1993-94 1994 199596 1996-97
-V\ Figure 7 Five Year Operating Funding Projection PROJECTION 4,000,000 3,000,000 2,000,000 1,000,000 0 1991 1992 1993 LEGEND: CONTRIBUTED CASH NEW SOURCES LOCAL INKIND SERVICES LOCAL CASH GRANTS '-----' STATE/FED. GRANTS 199495 1995 1996


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For many people, healthy foods and high-quality products are just too expensive. We're out to change that—at Thrive Market, you'll find all the natural and organic goods you love at much more affordable prices. Check out how much we saved on kid-friendly snacks just by shopping on Thrive Market!
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Even better, shopping for snacktime supplies on Thrive Market means mom and dad will start racking up the savings. Want to celebrate with a fruit leather, anyone?


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North West
Reference: HO298076
Clinical Nurse Specialist - Renal - North West EnglandOur client is a global, broad based healthcare company devoted to discovering new medicines, new technologies and new ways to manage health. They have a broad portfolio of products and a reputation for operating to high ethical standards every day. We have a new vacancy for a Clinical Nurse Specialist working for our client's Renal division. This role would involve ensuring that patients, both in the acute and community settings, and have access to all the necessary information and education required. You would provide training and support for patients and other healthcare professionals. You will provide an invaluable service to aid other healthcare professionals and educate them in good clinical practice for our clients Renal portfolio. To apply you must be a Registered Nurse with current registration with the NMC. You will be experienced in ITU or Renal. We are particularly interested in those candidates who have also worked in a community setting. However a passion to be the very best at what you do, a drive for results and a highly planned and organised approach will be welcomed.Competitive basic salary, car, benefits.For further information please apply online or contact CHASE on 0131 553 6644.
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Our project management team is experienced and knowledgable in planning, scheduling and preparing travelling promotional displays. From a simple banner stand to a specially produced multimedia display, our project manager and installation teams approach and execute the projects with the same professionalism and enthusiasm.
For that special promotion when you need to be seen or noticed, either at your own premises or in conferences, hotels, universities etc., we can transport your display and set it up for you on site. We will even put your literature display in place ready for when your staff arrive. We will then dismantle it at the end and take it back to our store or move it on to the next venue.


text: Nancy G. Brinker, Founder and CEO of Susan G. Komen Like Us Share Share on Twitter Subscribe Susan G. Komen has spent 30 years providing real help to low-income, uninsured and underinsured women, and recent changes to Komen's granting policies only reinforce our commitment. Recent reports about those policies aren't getting it right. See the real story from SGK Founder and CEO Nancy G. Brinker in this "Straight Talk" video.