D Overarching Policy Conclusion 1 UNDP lacks an overarching policy framework that provides for the agency as a whole the structure consistency and strategic orientation for cofinancing operations that will enable it to fulfil its development mandate The experience of Latin America and some other countries in the fifth programming cycle has demonstrated that substantial noncore funding can be mobilized in support of country and regional programmes and enhance their effectiveness and development impact where core funds may not be sufficient UNDP needs a policy framework for cofinancing modalities that is primarily responsive to UNDPs SHD and related programme mandates and that avoids programmes that are excessively supply driven while ensuring that UNDP makes a substantive contribution This framework needs to clarify the use of cofinancing terminology ensure UNDPs substantive role while providing support services integrate cofinanced activities into UNDP country programmes as required for IPF programmes to avoid an openended programming structure clarify the cofinanciers donors governments relationships responsibilities and recognition in programmes cofinanced with UNDP these relationships are not uniformly clear ie the nature and terms of the partnerships in cofinancing participation visibility procedures confirm the uses of the modalities by UNDP and the donor community to avoid those that are ad hoc and opportunistic and which thus raise the issue of their appropriateness and generally weaken the integrity of the modalities and establish the potential and acceptability of such modalities as parallel financing or trust funds for longterm development programmes This agencywide policy framework would help to clarify and confirm the responsibilities of UNDP senior management and the Executive Board for cofinanced programmes These resources represent a major and growing dimension of UNDPs operations with important implications for UNDPs core programme and operational orientation Cofinancing as part of the drive to mobilize resources needs to be viewed broadly and primarily in terms of country development It should encompass mobilizing funds that without cofinancing would not have come to the recipient country accelerating the use of funds available to the country achieving these aims within the programme areas of common interest to the Governments UNDP and the donors and ensuring sound management and more costeffective operations Increasing UNDPs noncore resources should be a secondary considerationnot an end in itselfflowing from the achievements of resource mobilization for the recipient country In this context the policy framework would establish cofinancing as a development instrument for mobilizing resources for country development both new funds and accelerated use of existing resources adapted to each countrys situation orienting resource use within the goals of SHD and capacitybuilding with close identification with the objective of improved governance and its role in poverty alleviation employment gender equity and environment unifying the programme initiatives of United Nations agencies through the aid coordination function and magnifying the impact of IFI and bilateral donor resources through coordinated and integrated programming applying the programme approach The policy framework would spell out the dimensions of UNDPs comparative advantage and the values it can and should add to cofinanced arrangements In addition it would establish programming conditions for the modalities including for example the importance of a substantive role for UNDP in the development of cofinanced programmes and the use of support services for facilitating an entrée for development dialogues and programming the nature and terms of partnerships with donors and governments in cofinancing arrangements and UNDPs responsibilities the opportunities each cofinancing modality provides and the risks involved and the assessment of cofinancing accomplishments Recommendation 1 Develop a consensus among UNDPs partners and staff on a policy framework for cofinancing operations The conclusions and recommendations that follow elaborate some additional points to be considered in a policy framework for cofinancing Development Focus Conclusion 2 A fuller articulation is required of UNDPs development role in cofinancing arrangements for SHD and the value that UNDP adds to recipient countries and donors The promotion of cofinancing arrangements with the mobilization of resources from governments and donors requires the building of a consensus on the problem its priority and the means to address it Within the broad framework of UNDPs mandate for SHD learning about the interests and priorities of potential partners is important rather than trying to sell to them ones own preferences Priority interests such as governance poverty alleviation gender equity employment and the environment are areas of considerable competition among the donors and need further refinement to guide judgements on what is and is not acceptable for UNDP participation From recent experience the evaluators have identified four programme areas where such an articulation would be desirable within the SHD framework politically sensitive programmes that the donor community considers important but not ones in which it wishes to be highly visible such as the many dimensions of governance reform eg elections judiciary systems police reform media professionalism parliamentary procedures troop demobilization and socioeconomic reintegration civic participation and public service reform Also of particular importance for grassroots development is the strengthening of local and community administrations in an environment of decentralization of government responsibility authority and resource management All of these are areas in which capacitybuilding and aid coordination are pivotal requirements and can be advanced through cofinancing arrangements returntodevelopment programmes that facilitate the rapid movement from relief operations through rehabilitation to restored development activity including capacitybuilding for disaster prevention crosscutting programmes that require the effective participation of several ministries local administrations communities NGOs and donors such as HIVAIDS and biodiversity preservation sector niche programmes where there are significant bottlenecks arising from the poor performance of public and private organizations in conjunction with a national development programme Capacityfilling and capacitybuilding initiatives including both shortterm operational staff and longterm organizational development are dimensions of these sector programmes for which UNDP can provide leadership in cofinancing arrangements particularly where the resource requirements are substantial and capacity development is central In this context opportunities for UNDP to provide the technical cooperation and capacitybuilding requirements of IFI loans whether for old loan projects or new investments can become a significant part of cofinancing arrangements The value added by UNDP participation In addition to these programme areas greater clarity on what UNDP sees as its contribution is desirable Some of the main activities that have been mentioned as adding value are managing project resources efficiently and effectively ensuring the transparency objectivity integrity and accountability of project implementation influencing resource allocations towards SHD objectives and mobilizing additional resources for a countrys development More specifically the values added are reflected for example in the provision of distinctive services for the implementation of development projects at critical moments in a countrys circumstances the improvement of loan performance where Cofinancing for projects outside of SHD criteria In choosing programmes for UNDP cofinancing what should be done with projects that while important to a countrys development may fall outside UNDPs SHD objectives eg civil aviation Proponents for retaining such projects argue that they are a good source of earnings for UNDP that enable it to maintain staff to support its main programme interests They also provide opportunities for UNDP to establish its acceptance by recipient governments and donors in anticipation of more upstream engagements In these situations UNDP is little more than a service agency since it is not involved Recommendation 2 Identify the functions and programmes that are distinctive for UNDP cofinancing arrangements within its mandate for sustainable human development and poverty alleviation based on experience that demonstrates UNDPs valueadded and development contribution Following up on recommendation 2 UNDP would introduce guidance that elaborates on the broad criteria for cofinanced projects under various country circumstances and development status This guidance should give particular attention to opportunities for interrelating UNDPs work on governance and poverty alleviation The criteria would draw on the refinements of UNDPs role in SHD that are under way It would spell out the distinctive values added by UNDP involvement UNDP Role Conclusion 3 Cofinancing arrangements are accentuating two distinct roles for UNDP one that involves UNDP in valued substantive participation and another in which UNDP serves primarily as an implementing agent The availability of IPF funds is critical to facilitating UNDPs substantive participation UNDPs work over the past decade in the LAC region has been remarkably successful in mobilizing resources for cofinanced programmes In many cases UNDP has provided important services to the recipient countries through cofinanced projects In other instances UNDPs substantive role has been less significant eg in the implementation of IFI loans already committed or in the initial years in support services for government staffing under costsharing Cofinancing in its various modalities can give UNDP an opportunity to participate significantly in the development processes of beneficiary countries where these processes call for resources transcending available UNDP core funds Cofinancing and related resource mobilization must in fact be seen as a means to an end ie the substantive participation of UNDP in development activities agreed on with the participating country and donors and not as ends in themselves From this perspective it is essential that UNDP play a substantive avant garde and innovative role corresponding to its function as a development agency in cofinanced programmes Particular importance should be given to capacity building ie helping the beneficiary country develop the human resources organizations and enabling environment needed for effective governance The aim should be to develop as is UNDPs mission country capacities to implement their own projects and establish efficient effective and trustworthy systems within governments and for the use of the private sector While this may by its nature be a transitory function for a given project The availability of IPF funds is essential for UNDP country offices to be able to fulfil their substantive role The IPF funds serve to legitimize UNDP participation and maintain its independence and integrity They enable the country offices to play at a minimum a role in the predevelopment and design phases of cofinanced programminga form of seed capital For those country offices with large IPFs these funds enable UNDP to be a significant contributor in its own right to a cofinanced programme enlarging its influence and programme impact In programme guidance and reviews of programmes for approval management should ensure that UNDP is actively participating in programme development and that it commits its own staff and financial resources Consideration should also be given to reviewing UNDPs current portfolio of cofinanced projects This review should determine whether in fact cofinanced projects serve UNDPs mandate have a time frame for completing capacitybuilding objectives and achieve the sustainability of project benefits This is important to avoid the perpetuation of cofinanced projects because UNDP country offices or governments prefer to continue UNDP as a permanent project implementation agent Also UNDP should draw on its experience to determine those longterm development opportunities that are appropriate and attractive for UNDP cofinancing While IPF core funds are limited in some regions and declining generally the amounts in any country should be sufficient to permit the country offices to promote and support initiatives leading to cofinanced programmes Country offices with large IPFs should be encouraged to use these resources for the most part in major cofinanced programmes rather than in separate activities Recommendation 3 UNDP should seek to have a substantive role and stake in all cofinancing arrangements as an active participant and leader Country offices should have access to a sufficient level of IPF funds to support this substantive role Assessing Accomplishments Conclusion 4 Criteria for cofinancing accomplishments may be perceived as overly focused on monetary targets rather than on qualitative accomplishments The drive to mobilize additional noncore funding for UNDP with the accompanying pressures on country offices can be counterproductive In recent UNDP communications much emphasis has been placed on achieving specific targets framed for example as five times the IPF or as a 25 per cent increase in noncore funding within a specified period If cofinancing becomes an end in itself there will be pressures on the country offices to enter into cofinancing arrangements with less regard for UNDPs mandates and its substantive contributions Such pressures may lead to creating durable dependencies and parallel bureaucracies Because of the high preference The criteria for country office achievements in cofinancing should be revised to associate them with substantive accomplishments in building country consensus on the essential development issues as set forth in UNDPs SHD mandate mobilizing cofinancing resources to address these issues and developing hostcountry capacities to carry forward this work The achievement of quality programme results should take precedence over monetary targets of noncore funding increases These criteria should include for example country office accomplishments within the SHD goal in creating a consensus on major development problems applying the programme approach facilitating government and multidonor collaboration and funding attaining capacitybuilding objectives and achieving significant development results and impact Monetary targets should be integrated with programme accomplishments Recommendation 4 Develop qualitative and programmatic criteria for achievements in cofinancing arrangements that emphasize UNDPs substantive participation and commitment Cofinancing Strategies Cofinancing Opportunities Conclusion 5 The opportunities for cofinancing arrangements worldwide are highly variable it can not be assumed that the LAC experience can be replicated although some lessons from this experience may be applicable in other countries Variable opportunities Outside of the major cofinancing operations of a group of countries in the LAC region the opportunities for cofinancing vary substantially from country to country Country circumstances and government attitudes positive and negative donor preferences interests and local capabilities programme opportunities the suitability of the various modalities and UNDPs image are all parts of the equation for determining cofinancing prospects Also situations are fluid suggesting that todays circumstances may change in both favourable and unfavourable directions In the less favourable situations headquarters urgings are greeted with some resistance In the more favourable circumstances the pace of growth in cofinancing will Replication of the LAC experience It can not be assumed that the LAC experience can be replicated in scale or form in other regions or countries The cofinancing accomplishment in LAC countries is a consequence of their distinctive conditions in time and circumstance These conditions such as government attitudes that favour UNDPs administration of government funds to serve staffing and implementation interests are not necessarily inherent in other regions However the LAC experience provides insights and lessons for considering cofinancing strategies in other countries These include taking the initiative in providing practical and operational support for the restoration of governments and civil societies that have been torn apart or disrupted by domestic crises changing the mindset of the country office from that of a dispenser of assistance to a mobilizer of resources in cofinancing arrangements This change is particularly important in countries with large IPFs that can be used to demonstrate UNDP commitment and fairshare participation as it urges others to join in major development programmes identifying opportunities to facilitate more effective performance of government and donor programmes transforming UNDPGovernment relationships while maintaining UNDPs integrity and neutrality eg when to say no to requests for project support services decentralizing UNDP authority and responsibilities simplifying rules and regulations affecting programming procedures and providing management backing and support to country initiatives and providing wellstructured bureau leadership and support for decentralized cofinancing operations Each country office should develop a strategic approach to cofinancing considering the full range of factors that favour or discourage cofinancing opportunities They should have access to the experience of other countries and an analytical framework that includes experience with global resource mobilization initiatives UNDP headquarters should facilitate this access The development of these strategies should be the responsibility of UNDP staff in the country offices in close collaboration with governments and donors Case studies of replicable LAC experiences should provide insights on what works how it works and the conditions and programme areas that are favourable for development accomplishments Others might include the Bolivia experience the programme in the Occupied Palestinian Territories the pooling arrangement in Mozambique and the cofinanced capacitybuilding initiatives in Ethiopia Recommendation 5 5a Develop countrylevel strategies for cofinancing 5b Identify and develop case studies of replicable features of successful LAC and other regional cofinancing experience UNDPs Comparative Advantage Conclusion 5 UNDP has a comparative advantage in the donor community in developing and managing regional and subregional programmes Regional and subregional programmes facilitate multicountry participation in addressing development problems that require crossborder cooperation to be effective The focus here is not on regional funds that are applied bilaterally but on resources that promote collaborative multicountry action in addressing development concerns such as those related to the environment the transmission of diseases population movements and resettlements and the sharing of facilities supporting human development objectives Cofinancing arrangements provide a useful and attractive means for funding such programmes Recommendation 6 UNDP should take the initiative in identifying and promoting regional programmes that address multicountry development interests The OESP evaluation of the impact of regional interregional and global programmes will provide useful insights responsive to this recommendation Management and Operations Procedures HeadquartersCountry Office Relationships Conclusion 7 Headquarterscountry office relationships impede creativity and responsiveness in developing cofinanced programmes Achievements in cofinancing arrangements require headquarterscountry office relationships that allow for creativity flexibility and substantive support in contrast with timeconsuming procedural demands Some of the main concerns that have been expressed about these relationships are the importance of providing useful substantive information and technical guidance not just procedural demands greater decentralized authority for project approvals that enables the country office to be responsive to cofinancing opportunities and a fund of resources available locally for programme development Country office staff spend a significant amount of their time mobilizing programme resources for cofinancing arrangements In addition to raising funds from external donors locally numerous funding sources administered at the headquarters level can be accessed by the country offices only by complying with special approval management and reporting procedures UNDPs multiplication of funding sources has boosted transaction costs for country offices creating disincentives for cofinancing initiatives This situation may be exacerbated by the new Target for Resource Assignments from Core TRAC system With the reduction in country office staff and the importance of ensuring staff attention to the substantive aspects of programme development and implementation country offices should be allowed the maximum flexibility possible in their efforts to mobilize noncore funds for cofinanced programmes Similarly a review of project approval practices for cofinanced projects particularly those with largescale funding compared with regulations for IPF projects is also desirable to determine the suitability of the regulations for cofinanced projects and where necessary adherence to their requirements Generally the achievement of cofinancing arrangements emphasizes the need to focus on identifying national programme opportunities build a consensus among donor and government organizations maintain flexibility in adapting modalities instruments and procedures in predevelopment work and allow time for the process to evolve Headquarters sensitivity to these requirements is important Recommendation 7 Streamline headquarterscountry office requirements for cofinanced projects By acting on recommendation 7 UNDP management would ensure that country offices have the capacities to engage in substantive programme development with flexibility in procedures time frames authority and programme development resources This should involve developing positive headquarters relationships with the country offices that facilitate and support their work In this spirit UNDP should review and revise its procedures for country office access to headquarters resources for cofinancing country programmes The review and approval process for cofinanced projects also needs reconsideration The linkage of the global offices with country offices addressing major programme interests is particularly important for strengthening the field staffs substantive contributions In this work UNDP will need to view its role as providing leadership in developing within its SHD mandate the programme interests of governments and donors as collaborative endeavours and not simply as UNDP programmes UNDP Resident RepresentativeUN Resident Coordinator Role Conclusion 8 The UNDP resident representativeUN resident coordinator is critical to successful cofinancing arrangements The UNDP resident representativesUN resident coordinators are vitally important to the task of mobilizing resources and orchestrating cofinancing Their leadership and management capabilities are decisive in creating an environment of UNDP competence and trust among the donors and governments Where this leadership falls short or is controversial the UNDP image suffers and cofinancing opportunities are undermined On the other hand some UNDP resident representativesUN resident coordinators have demonstrated exceptional skill in providing leadership in cofinancing as part of UNDP assistance to governments They have created a dimension of trust that encourages donor participation in cofinanced programmes Similarly deputy resident representatives There should first be an assessment of the qualities of those UNDP resident representativesUN resident coordinators who have proven to be skilled in programming cofinancing arrangements This assessment can then serve as a guide for the selection of future UNDP resident representativesUN resident coordinators The OESP evaluation of resident representative roles will be a useful resource for this assessment In addition career development opportunities in training and assignments should be provided to improve leadership and managerial skills in programming and facilitating cofinancing in conjunction with the programme approach Since deputy resident representatives and assistant resident representatives play an important role Recommendation 8 Undertake measures that will enhance worldwide the UNDP resident representativesUN resident coordinators leadership skills in programming and facilitating cofinancing arrangements Definitions and Relationships Conclusion 9 Definitions and relationships of cofinancing modalities need clarification As noted above the use of the various terms associated with noncore resources and cofinancing modalities is confusing inconsistent and sometimes euphemistic The term noncore says what it is not rather than what it is ie contributordesignated programme funds The term costsharing is often used interchangeably with cofinancing and other modalities Also in many instances there is no costsharing such as 100 per cent costsharing Singledonor trust funds are not cofinancing Such usage complicates communications and is misleading as to the actual circumstances However the several modalities available for cofinancing arrangements provide UNDP country offices with a useful variety of means for accommodating the preferences and interests of host governments and donors Some observations and recommendations on the main modalities may be Recommendation 9 Revise the guiding criteria and definitions for each of the modalities in the context of the policy framework In implementing recommendation 9 particular attention should be given to establishing clarity and accuracy for the terms core noncore and cofinancing clarifying appropriate uses for the costsharing modality and the distinctions and requirements for costsharing that involve governments IFIs andor bilateral donors reviewing the trust fund modality with donors to address its appropriate uses and management requirements and identify opportunities for increased use developing criteria with donor consultations that will make parallel financing acceptable and accepted as a UNDP cofinancing modality and clarifying UNDPs role in cofinancing arrangements The Programme Approach and National Execution Conclusion 10 UNDP programme instruments for the programme approach and national execution need to be integrated with the cofinancing modalities The two main programme instruments that are important in cofinancing arrangements are the programme approach and national execution The Programme Approach This programming instrument is the key to opening up cofinancing opportunities and generating noncore resources over the long term It provides the means for developing a consensus among donors and governments on major development problems and mobilizing resources in sufficient magnitudes to make a difference Where UNDP has a close rapport with governments as a partner it can provide valuable leadership in identifying problems building consensus facilitating collaborative programme design and supporting programme implementation UNDPs role would focus on coordination capacitybuilding and support services accounting monitoring and evaluation within the framework of a national programme In this framework the flexible National Execution NEX Country offices are under pressure to have cofinanced projects executed through NEX especially if the funds originate directly from a governments own budgets or from governments with IFI loans In these situations UNDP may be used to circumvent government procedures with minimal substantive participation such as 100 per cent costsharing UNDP country offices will need to assess each project and if the conditions warrantgiven the nature of the projectnot hesitate to involve specialized agencies NGOs or the private sector in project implementation 14 Moreover UNDP will need to be sensitive to donor concerns about weak government capacities to manage donor funds under national execution UNDP management should determine how these useful programming instruments can be joined with cofinancing arrangements so that UNDPs objectives for capacitybuilding and SHD objectives can be successfully achieved The guidance from the evaluation of national execution and reviews of the programmeapproach experience should be applied Recommendation 10 Develop guidance on the programme approach and national execution as they apply to cofinancing policies strategies and modalities Financial and Substantive Accountability Conclusion 11 Highvolume cofinancing operations strain capacities for financial accountability and limited technical expertise impedes sound substantive accountability Two aspects of accountability should be viewed separately financial and substantive Financial The evaluators did not observe that financial accountability has been compromised in cofinanced projectsa matter for the auditors however Yet it is clear that the substantial volume of noncore funds in cofinancing arrangements places a major burden on country office staff members and their capacities to ensure accountability The adoption of accounting and monitoring software and related systems by some country offices is proving effective in maintaining sound management Some donors have expressed concerns about the possibility of accountability problems where national execution is promoted with governments with limited management capacities In these situations the country office has an important Substantive The issue of substantive accountability is more complex Tracking performance and results requires welldesigned management intensive monitoring systems The country offices are overburdened with large numbers of projects and programme officers usually carry the responsibility of both financial and substantive accountability Financial accountability tends to supersede substantive accountability One problem is that in cofinanced projects government monitoring and evaluation tend to be superficial and may have to be assumed or reinforced by the UNDP country office Because of the workloads involved the country office turns increasingly to ad hoc or intermittent external experts financed from costsharing or other addon fees As part of its project support services in cofinancing arrangements UNDP can play a valued role in accounting monitoring and reporting functions These functions are basic to attracting and maintaining noncore funds for cofinanced programmes The capacities of the country offices should be assessed periodically to ensure that staffing and systems are in place and well managed Recommendation 11 Ensure that in both headquarters and country offices procedures are well established for both financial and substantive accountability for cofinancing arrangements Management Information Systems Conclusion 12 Central management information systems and data for cofinancing operations are unsatisfactory UNDPs central management information systems do not provide uptodate complete and consistent databases on cofinancing arrangements Duplication of systems overall and for each region and country with varying criteria and coverage makes it difficult to provide timely accurate and consistent accounting of cofinancing For example the overall level of IFI participation by agency is not available in current databases The consequence is unreliable reporting at the top levels of UNDP to serve managements requirements for formulating and monitoring policies and strategies for cofinancing At the same time deficient and inconsistent reports provide poor guidance at the operating levels and may distort performance favourably or unfavourably Recommendation 12 Take steps to improve the usefulness and reliability of management information systems for UNDPs cofinancing operations Recommendation 12 is a matter of urgency UNDP should design a management information system for cofinancing operations that is complete consistent and uptodate This will involve establishing standard criteria for data and reporting requirements providing for complete and consistent coverage of all of the components of cofinancing arrangements and thematic interests and ensuring timely reporting from the field Bureaux and country offices should operate from the common database in their reporting to avoid inconsistent information Charging Fees Conclusion 13 Charging fees for services provided by country offices has proved to be useful in ensuring local capacities to manage cofinanced programmes Practices and acceptance vary from country to country Charging fees for services has not proved to be a major concern in cofinancing arrangements although the rates charged vary and do not necessarily follow agency guidelines The fees are valuable supplements for UNDP administrative costs In some instances donors may not easily accept administration fees for costsharing of what in the end is perceived to be a UNDP project or programme The situation may be different for Governments that are basically interested in maintaining a UNDP presence in the country or where UNDP country office services despite the levies provide a lowcost alternative to the Governments own administration Also There should be an indepth review of fees for service practices which may bring out some anomalies in policies regulations and practices and the linkage with the levels of supporting services provided This review would provide an occasion for determining whether some form of fee arrangement is possible under parallel financing modalities In any event responsibilities for setting fees should remain with the country offices Recommendation 13 Further review of the rates and ratesetting procedures is desirable however responsibility for the negotiation and setting of rates should reside in the country offices PrivateSector Access Conclusion 15 The current restrictions on UNDP access to private resources may preclude opportunities for beneficial partnerships with private organizations Given the general trend towards the devolution of power from the State to civil society and the privatization of former public enterprises the current restrictions on the acceptance of contributions from private organizations may preclude promising costsharing partnerships in the pursuit of UNDP development objectives From discussion with staff and country visits the evaluators noted instances where partnerships with private organizations in cofinancing arrangements would appear desirable and beneficial to country development The current guiding regulations appear no longer appropriate having been adopted a number of years ago in different times and circumstances A more systematic examination of these restrictions is desirable in conjunction with the examination and revision of cofinancing modalities Recommendation 14 Review the restrictions with a view to opening up greater but prudent access to private resources for cofinancing arrangements Recommended Areas of Study Conclusion 15 Important insights into cofinancing arrangements would be obtained from assessments of some additional topics In the course of conducting this evaluation a number of topics relating to cofinancing arrangements emerged as requiring more indepth assessments The evaluation process and exchanges with UNDP management and staff provided the evaluators with a richer appreciation of some of these topics and their importance in cofinancing Some of the topics are evident from the preceding discussion of conclusions and recommendations Additional assessments should be made in the following areas Selected Projects an indepth study of selected projects for which cofinancing is the main funding mechanism to determine for example the impact of the projects on development and the significance of this impact for UNDPs primary development interests the contribution to capacitybuilding for the achievement of selfsustaining programmes at three levels individual professional advancement institutional strengthening and the orientation of the development culture the character and significance of UNDPs upstream contributions eg on policies and strategies for resource allocation and programme design the degree of coherence of UNDP donor and recipient development priorities the management issues directly experienced by the projects relating UNDP Regulatory Impact an examination of UNDPs rules regulations and procedures as they relate to facilitating or impeding the development approval and implementation of cofinanced programmes This examination would include for example delegation and decentralization of authority to country offices for predevelopment work and approval of major cofinanced projects appropriateness of tied procurement requirements for reporting to cofinanciers and local staffing policies and procedures Management Service Agreements a special review of the MSAs that would consider topics such as the reasons for the apparent decline in interest in MSAs in some of the major government costsharing programmes the concerns of donors employing MSAs the desirability of closer linkages of MSAs in UNDP cofinancing arrangements the continued merits of MSAs tied procurement provisions and the status of the MSA as a cofinancing modality Software Development a review of the most significant examples of software developed by the country offices for monitoring the financial and substantive performance of cofinanced projects This review should be closely associated with the development of improved management information systems and databases for UNDP generally see recommendation 12

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O O O O O O O O O O O O O O O O O O O B O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O B I I O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O B O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O B O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O B O O O O O O O O O O O O O O O O O O O O O O O B O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O B O O O O O O O O O O O B O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O B O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O B O O O O O O O O O O O O O O O O O B O O O O O O O O O O O O O O O O O O B O O O O O O O O O O O O O O O O O O O O O O O B O O O O O O O O O O O O O O O O O O O O O O O O O O O B O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O B O B O O O O O O O O O O O B O O O B O O O O O O O O B O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O B O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O B O O O O O O O O O O O O O O O O O O O O B O O O O O O O O O O O O O O O O O O O O O O O B O O O O O O O O O O O O O O O O O O O O O O O O B O O O O O O O O O O O O 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O O O O O O O O O O O O O O O O O O O O O O O B O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O B O O O O O O O O O O O O O O O O O O O O O O O O B O O O O O O O O O O O O O O O O O B O O O O O O B O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O B O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O B O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O B O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O B I I O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O B O O O O O O O O O O O O O O B O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O B O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O B O O O O


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PHYS212 Lectures Subsections 451 Specific Heats and the Gas Constant 452 Adiabatic Expansion 453 About 45 Appendix Adiabatic Expansion of an Ideal Gas 451 Specific Heats and the Gas Constant The molar specific heats of a gas at constant pressure and constant volume are defined by 462 and 463 where is the heat flowing into or out of moles of the gas resulting in a change in temperature Given that the work done by or on a gas is 464 a gas can do no work nor can it have work done on it at constant volume With the first law of thermodynamics 465 and we find 466 for a constantvolume process For an ideal gas a central result of kinetic theory is 467 where depends on the number of degrees of freedom spatial dimensions rotations vibrations eg available to the gas Together with Eq 466 Eq 467 leads us to the conclusion that a change in internal energy of an ideal gas in any process depends only on the change in temperature Hence for an ideal gas Eq 466 applies to any process For a constantpressure process the ideal gas law yields an expression for the work done by on a gas 468 For a constantpressure process Eqs 466 and 468 and the first law of thermodynamics yield or 469 This relates a fundamental constant to constants and that are characteristics of the gas so it not only true for constantpressure processes It is true in general 452 Adiabatic Expansion An adiabatic process is one in which no heat is exchanged with the environment Adiabatic processes happen either very rapidly so that there is no time for heat exchange or in a well insulated system For an ideal gas the first law of thermodynamics for an adiabatic process gives 470 The ideal gas law gives 471 for any process Combining Eq 470 and 471 to eliminate and using Eq 469 we have which divided by becomes 472 Integrating Eq 472 we find which is equivalent to 473 where 474 453 About The ratio of specific heats of Eq 474 can be related via kinetic theory to the number of degrees of freedom available to the molecules of the gas via 475 See the chapter on the kinetic theory of gases in your favorite introductory physics text for the background A monatomic gas noble gases He Ne Ar eg has three dimensions in which it can travel and hence only three degrees of freedom Hence we expect 166 164 167 A gas consisting of diatomic molecules H N O eg can rotate A dumbbell shape has one axis of symmetry so it can only rotate about two axes The bond between the atoms of a diatomic molecule behaves roughly like a quantum mechanical spring Vibrations generally require more energy than rotations In a temperature regime in which only rotations are excited in the gas we expect 141 140 At higher temperatures vibrations add a degree of freedom giving Triatomic and more complex molecules CO eg have in general no axes of symmetry and can rotate about three independent axes Multiple vibrational modes are also expected the number of unique modes depending on molecular structure In a temperature regime in which only rotations are excited we expect All of these predictions are approximate because real gases are only approximately ideal and it is found empirically that varies weakly with temperature 5 Electromagnetic Waves Up 4 Acoustic Waves Previous 44 The Doppler Effect

O O O O O O O O O O O B I O O O O B I O O B I O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O B I O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O B I O O O O O O O O O O O O O B I O O O O O O O O O O O B I O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O B I O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O B I O O O O O O O O O O O O B I O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O


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Westlake Chinese Restaurant Vineyard Sydney Chinese delivery Specials Special 1 Family Pack Specials A Save 620 1 x Mini Spring Rolls 1 x Sate Beef 1 x Chicken in Black Bean Sauce 1 x Sweet Sour Pork 1 x Large Fried Rice 5280 Special 2 Family Pack Special B Save 620 1 x Mini Spring Rolls 1 x Mongolian Lamb 1 x Beef with Cashew Nuts 1 x Crispy Skin Lemon Chicken 1 x Large Fried Rice 5680 Special 3 Family Pack Specials C Save 620 1 x Fried Dim Sims 1 x Beef in Black Bean Sauce 1 x Mongolian Chicken 1 x Sweet Sour Pork 1 x Large Fried Rice 5280 Special 4 Family Pack Specials D Save 620 1 x Mini Spring Rolls 1 x Beef in Oyster Sauce 1 x Pork with Vegetables 1 x Honey Chicken 1 x Large Fried Rice 5280 Order Online Simply add items to the cart and pay online using cash or credit card You will receive an SMS confirming our restaurant has accepted your order Ordering online is a better way to order Safe Secure Reliable WE ACCEPT About Us At Westlake Chinese Restaurant we are pleased to bring the finest Chinese Malaysian and Thai flavors to our guests in the Vineyard neighborhood Each dish is crafted using age old recipes and authentic cooking techniques For a true taste of Asia try our popular steamed Dim Sim our Honey Chicken or our house specialty Mongolian Lamb Our diverse menu contains many of your favorite traditional noodle rice seafood and meat dishes At Westlake Chinese Restaurant we strive to please every guest and hope they will return often for a new and exciting dining experience We Are Here 317 Windsor Rd Vineyard Sydney NSW Opening Hours PICKUP DINE IN Sunday 530pm TO 1000pm Monday 530pm TO 930pm Tuesday 530pm TO 930pm Wednesday 530pm TO 930pm Thursday 530pm TO 930pm Friday 530pm TO 1000pm Saturday 530pm TO 1000pm DELIVERY Sunday 530pm TO 900pm Monday 530pm TO 930pm Tuesday Unavailable for delivery orders Wednesday Unavailable for delivery orders Thursday 530pm TO 900pm Friday 530pm TO 900pm Saturday 530pm TO 900pm WE DELIVER TO Agnes Banks Berkshire Park Bligh Park Box Hill Cattai Clarendon Freemans Reach Londonderry Maraylya Mcgraths Hill Mulgrave Oakville Pitt Town Riverstone Rouse Hill Schofields South Windsor Vineyard Wilberforce Windsor Windsor Downs

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Species interactions Picture Seppo Leinonen wwwsepponet The main focus of our research is in facilitative and competitive interactions that take place in wetlands The main facilitators in boreal wetlands are beavers which profoundly affect habitat with their ecological engineering Their way of wetland alteration include changes in hydrology material flow and wetland morphology which result in changes in plant and animal diversity and abundance American beaver at Evo researh area Sari Holopainen The beaver acts as a wholecommunity facilitator for invertebrate eating waterbirds and benefits eg bats and frogs By damming lakes and streams ecosystem engineer the beaver creates diverse habitats for many other animal groups Sari Holopainen A 3D model of a beaver wetland in our research area Evo The structure of beaver wetlands is very versatile and creates suitable habitats for several other species 3D Navigation basics All controls To view this model in virtual reality on mobile phone with Cardboard or similar On your mobile open this link Press the VR icon Insert your mobile in a Cardboard headset on desktop PC BETA with a VR headset Get a WebVRcompatible browser Enable WebVR Open this model Click on the VR icon More info on Virtual reality Loading 3D model Model is too heavy for your device and can not be rendered properly Model Inspector Evon Viljaskorpi by anttijuhani on Sketchfab Competitive interactions in our studies consist mainly on fishduck relations In structurally simple boreal waters the effect of especially perches on ducks can be considerable This information is essential to take into account when managing wetlands for waterbirds Pearch Perca fluviatilis competes with the Goldeneye Bucephala clangula VeliMatti Väänänen One thought on Species interactions Pingback LATEST NEWS Wetland Ecology Group Comments are closed

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Projectile Launcher navigation This is the page for Frances Hunters final project Contents 1 Motivation 2 Design 21 Launcher 22 Programming 3 Materials 4 Problems and Evaluation 5 Timeline Motivation To apply the concepts of projectile motion to a practical situation Also it seemed like a cool idea Design The main component of my project is a projectile launcher attached to a servo The launcher is powered by a spring compressed to the same distance each time to produce a consistent initial velocity and loaded with a small metal ball The servo is connected to a Matlab program which given the range from the target turns the launcher to the correct angle With no variation in initial velocity the range will be dependent on the launch angle The spring is then released by hand Launcher A diagram of the inside of the launcher is shown above The spring is secured at one end of the tube by a screw passing directly through its coils The other end is hotglued to a metal plug of the same diameter as the inside of the tube To load the launcher one compresses the spring using a wooden rod and secures it by pushing a nail through a hole in the plug lining up with two holes in the side of the tube The ball rests against the flat side of the plug until the nail is pulled out Programming I ultimately wrote three programs for the launcher The first simply translates an angle defined by the user to pulse widths and sends it to the servo Its code is below function theta angle_testtheta sinstrfind Find any serial links we can have only 1 deletes and delete Create a new serial communications link sserialCOM1Baudrate115200TerminatorCR fopens and open it pw 90theta16188410103 Translates angle to pulse widths ch1 Defines channel cmd num2strch P num2strroundpw T num2str200 creates command string from given variables fprintfscmd Sends the command to serial link end I used this program to check that the servo wasnt crooked which it wasnotice that 1 is subtracted from theta when it is translated to pw and to collect data later on in the experiment Next I wrote a similar function which took a range as input and calculated the needed launch angle sending it to the servo in the same manner as above The calculations were based on the equation theta 180pi5asin981rv2 derived from equations describing projectile motion with angles in degrees This program did not workor would have required a far more precise apparatus and many small adjustments to work properly It would also have required a very exact calculation of the launch velocity As it was there were too many variables and the ball consistently missed the target when this program was used Since my original idea for the program was not working I wrote a new program based not on theoretical equations but on collected data First I tracked the ranges produced by various launch angles from 50 to 80 degrees by launching the ball repeatedly over a large sheet of paper covered by carbon copy paper The resultsinverted to give angle produced by range instead of the other way around are shown below Each dot is an average value of between five and nine trials I then used Kaleidagraph to fit a quadratic equation to the data shown on the graph I used the equation produced in the new program to calculate the launch angle given a range Its code is below function theta angler theta 12703 10202r 0032744r2 sinstrfind Find any serial links we can have only 1 deletes and delete Create a new serial communications link sserialCOM1Baudrate115200TerminatorCR fopens and open it pw 90theta16188410103 Translates angle to pulse widths ch1 Defines channel cmd num2strch P num2strroundpw T num2str200 creates command string from given variables fprintfscmd Sends the command to serial link end Materials Servo with connecting cords Matlab Spring plug and loading rod Nail Plastic tubing Metal ball Assorted screws string and doublesided tape Target piece of paper Problems and Evaluation I never did get my launcher working as accurately as I would have liked Once I hotglued the plug to the spring the launcher started shooting sideways Since is shot sideways for different angles it made it very difficult to line up with the target This was probably because the diameter of the ball was smaller than the diameter of the tube making the ball rattle around during launch It would also have been because of a slight slant to the face of the plug or some completely unknown issue Given more time I might have corrected the problem by adding a second horizontal servo that would move the launcher to adjust for the sideways shooting Also although the ball usually landed near the target with the final program it didnt always hit it The accuracy probably could have been improved by taking more data of the ranges for given angles and using it to refine the quadratic fit equation I think the main thing I learned from this project was that when building actual things as opposed to theoretical models you can sometimes get more accurate results using a rough fit based on data than you can using the correct theoretical equations The theoretical method is affected too badly by uncontrollable or unknown variables Also problems raised by the theoretical equations can sometimes be ignored when using a rougher fit My original program would have required the target to be at the same height as the mouth of the launcher The revised program made it possible to use a piece of paper on the tabletop as the target perhaps six inches lower than the mouth Timeline Week of 1117 Collect materials plan exact design solve physics that will underlie the Matlab program Week of 1124 Construct launcher and determine initial velocity write Matlab code Week of 121 Mount launcher on the servo and frame debug

B I O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O B I O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O


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Channel Landforms Channel Landforms Have 3 Main Characteristics A waterway between 2 land masses Connects 2 bodies of water Permits boat traffic or larger vessels Example of a Channel Landform The channel picture or map is of the English Channel UK What is a Channel Landform A channel is a waterway that lies between 2 landmasses connecting 2 bodies of water A channel has sufficient width and depth for boats or larger vessels to pass A channel can also be a specific route through a body of water to guarantee sufficient depth for passing vessels How are Channels Formed Various geological process can help to create a channel A change in water level can sometimes create or remove a water channel depending on land conditions above and below the water A channel can be artificially built to connect two bodies of water As a route through a body of water for passing vessels a channel can be created or maintained by removing material from the bottom of the route for passage Where Can a Channel Be Found A channel can be found on any body of water between land masses where there is enough room for boat traffic How large is a Channel A channel can be large enough for small boats to pass or many miles across permitting ocean going vessels to pass safely Famous Channels Ambrose Channel New York City USA The English Channel UK Strait of Gibraltar The Ambrose Channel is the main shipping channel that leads into New York Harbor It is a route through the water whose depth is maintained so that vessels can enter safely The English Channel separates the United Kingdom from the coast of France and mainland Europe It begins at the Atlantic Ocean and passes eastward south of the English Coast At the east end it narrows at Dovers Strait and then opens toward the North Sea The channel is 350 miles long and 150 miles wide at its widest point At Dovers Strait it narrows to only 20 miles in width The word strait also means a waterway between two land masses The strait of Gibraltar is a channel that connects the Mediterranean Sea to the Atlantic Ocean between the southern tip of Spain and Morocco in northern Africa The strait is only 77 miles wide and was a strategic location during wartime controlling passage in and out of the Mediterranean Sea Channel definition A waterway that passes between two land masses connecting two bodies of water and permitting the passage of boats or larger vessels

B I B I O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O B I O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O B I O O O O O B I O O O O O B I O O O O O O O O O O O O O O O O O O O O O O O O O O O O O B I O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O

channel landforms
ambrose channel
english channel


Chapter Guide eText Review chapter 5 of the eText Step 1 Take the PreTest Take the pretest to get your own personalized study plan Step 2 Learn and Practice Quizzes Learn and Practice with Artlabeling Activities Learn and Practice with Matching Quiz Learn and Practice with Multiple Choice Quiz Learn and Practice with TrueFalse Quiz Learn and Practice with FillintheBlank Quiz Learn and Practice with Essay Quiz Activities PAL 30 Navigate to the Integumentary System area in the following PAL 30 modules Anatomical Models and Histology MP3 Tutor Sessions MP3 Tutor Session Layers and Associated Structures of the Integument Artlabeling Activities Artlabeling Activity Figure 52 The Basic Organization of the Epidermis Artlabeling Activity Figure 59 Dermal Circulation Artlabeling Activity Figure 512 Sweat Glands Practice terms with the Crossword Puzzle Step 3 Take the Practice Test The practice test will test your knowledge of the content in the chapter Copyright 1995 2018 Pearson Education All rights reserved Legal Notice Privacy Policy Permissions

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Overhead Profit on Insurance Xactimate Claims August 2 2015 WriteLoss If you deal with insurance you understand the 1010 which stands for Overhead and Profit Heres an actual conversation from last week Note we were working in support of one of our Public Adjuster Clients during this conversation Adjuster This claim does not warrant Overhead and Profit Me There are over 5 trades roofing gutter siding windows satellite and fencing Adjuster Yes but its not complex enough Me This job is 252000 without OP It involves 13 buildings It requires logistics planning permitting and must be conducted by a General Contractor Adjuster So you are saying because it is a lot of buildings you deserve Overhead Profit Me No Im saying because the policy allows such because the owner incurred the cost because there are many trades and because it is complex More than anything can you name me a place where Im not going to win this argument Appraisal Litigation your boss Do you really think the examiner isnt going to get this Adjuster Well they told me not to approve Overhead and Profit before I went to the job So I dont think you will get it Me Let me talk to your Supervisor We won this argument for the Public Adjuster we were serving The 20 additional on the job was a welcome addition to the loss repair funding At my company WriteLoss I can tell you we carry a broad burden in dealing with the OP payments to Insureds for Contractors and Public Adjusters There are really three arguments the carriers use to avoid giving OP There are too few trades on the job So you dont need overhead and profit because you dont need a General Contractor The job lacks the complexity to demand management no matter how large or how many trades There is no reason we just dont want to give it to you The insurance carriers often seek to avoid paying OP as a matter of internal policy In November of 2013 one of the largest carriers trained its staff to stop offering babyboomers overhead and profit unless they ask If you imagine for one moment this system is fair it is not All this said knowing a strategy up front to get the 1010 award on the job makes most claims go without a hitch Those that are not tried by this same fire and know a strategy for such often fail to get deserved Overhead Profit If you are fighting out Overhead and Profit it becomes a discipline of data more than anything else If you can bring actual incurred costs most of the time you can win Our Supplement Claims Manager recently said Id rather fight OP in the middle of the job within another supplement for the job then fight it out initially He makes a powerful point By bringing the list of trades additional items contracts and invoices it becomes easier to win the Overhead Profit Argument WriteLoss Inc has provided great deal of work to Independent Adjusters We used to provide the narratives and the scopes for carrier scopes We stopped this work in 2015 because it just was not a good fit for our constant and growing core business We see a great deal of logical and crazy demands relating to Overhead Profit When we ask the IA about these prohibitions we are often met with an answer on how to get Overhead Profit paid from a particular carrier This has fed the other side of our work but more than anything it has highlighted OP is winnable but not always the same from claim to claim Most contractors and Public Adjusters dont have the time to fight these fights But doing this back end work to end the argument for this addition 20 of every job requires such We do this work and offer help to anyone needing the Overhead Profit fight handled or just need some advice P David Herring CEO WriteLoss Services Xactimate Insurance Scopes for Adjusters Contractors Attorneys 8002721601 infoWriteLoss com If you are an Adjuster Contractor or Lawyer needing to build your business with detailed scopes and other insurance oriented work that is all we do at WriteLoss We would love to serve in any way possible The Ice Dam Insurance Claim Xactimate Writer WriteLoss ADJUSTER TIME CONUNDRUM Xactimate Writer

B B O B I I O O O O O O O O O O O O O O O O B O B O O O O O O O O O O O O O O O O O O O O O O O O O O O O O B O B O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O B B O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O B O B O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O B O B O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O B O B O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O B B O O O O O B O B O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O B B O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O B B O O O O O O O O O O O O O O O O O O O B B O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O B B O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O

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insurance xactimate claims


Bear Archery and Firearms Seasons 20142015 Hunting Regulations Archery Season Statewide Split Season Sept 27 2014 Nov 22 2014 and Dec 831 2014 Two bears may be taken with a bow during the bear archery season or one each in the archery and firearms seasons combined provided at least one bear must be taken in Boone Fayette Kanawha Logan McDowell Mingo Nicholas Raleigh or Wyoming counties Only one bear may be taken per day No person may take more than two bears annually during the archery and firearms seasons combined The use of dogs for bear hunting is illegal during the bear archery season A bow but not a crossbow may be substituted for a firearm during the bear firearms season while hunting with dogs in counties where hunting with dogs is legal see bottom left of page 39 Bear hunters are required to wear at least 400 square inches of blaze orange over his or her outer clothing while hunting in a county or part thereof open during a deer firearms season This does not apply to waterfowl hunters and persons engaged in farming activities on their own land Firearms Season Daily Bag Limit 1 May Hunt Bear with or without Dogs May Not Hunt Bear with Dogs Two bears may be taken during the bear firearms season provided that at least one bear must be taken in Boone Fayette Kanawha Logan McDowell Mingo Nicholas Raleigh or Wyoming counties Only one bear may be taken per day No person may take more than two bears annually in archery and firearms seasons combined A bow but not a crossbow may be substituted for a firearm during bear firearms season Bear hunters are required to wear at least 400 square inches of blaze orange over his or her outer clothing while hunting in a county or part thereof during a deer firearms season This does not apply to waterfowl hunters and persons engaged in farming activities on their own land May NOT Hunt Bear With Dogs November 24 December 6 By Permit Only Private Public Lands December 831 November 24 December 6 and December 831 November 24 December 6 Barbour Braxton Clay Grant Greenbrier Hardy Lewis Mercer Monroe Pendleton Pocahontas Randolph Summers Taylor Tucker Upshur Webster Barbour West of Route 92 Braxton West of I79 Brooke Cabell Calhoun Clay North of Elk River Doddridge Gilmer Hancock Harrison Jackson Lewis Lincoln Marion Marshall Mason Mercer Mineral East of New Creek Monroe West of Route 219 Ohio Pleasants Putnam Ritchie Roane Summers Taylor Tyler Upshur West of Route 20 Wayne Wetzel Wirt Wood Berkeley Hampshire With dogs only on Nathaniel Mountain and Short Mountain WMAs by special limited permit Jefferson Monongalia Morgan Boone Fayette Kanawha Nicholas Preston Raleigh May Hunt Bear With or Without Dogs September 1820 and December 831 October 410 and December 831 Barbour East of Route 92 Braxton East of I79 Clay South of Elk River Grant Greenbrier Hardy Mineral West of New Creek Monroe East of Route 219 Nicholas Pendleton Pocahontas Preston Randolph Tucker Upshur East of Route 20 Webster Boone Fayette Kanawha Logan McDowell Mingo Raleigh Wyoming Special Seasons and Restrictions Counties private and public lands with limited resident and nonresident hunting for bear during the Buck Firearms Season There are 17 counties with resident and nonresident bear hunting during the Buck Firearm Season on private and public lands with prior application in 2014 To be eligible to hunt in one of these counties an application must be submitted by August 18 2014 Resident landowners do not need a permit to hunt on their own land Successful applicants will receive notification from the DNR by mail To apply ask your license agent for a bear permit application or download one from wwwwvdnrgov Hampshire County Nathaniel Mountain and Short Mountain WMAs A special controlled Black Bear season will be open December 831 2014 on Nathaniel Mountain and Short Mountain WMAs in Hampshire County Hunters who use dogs must apply for a permit between October 131 2014 permit applications and instructions will be available onlin e at wwwwvdnrgov or at DNR District offices during this period which will allow for one party of no more than four hunters and eight dogs to hunt on one of the WMAs for a selected twoday period Hunters who hunt without dogs may participate in bear hunting on the WMAs during this season without having a special permit

B B I I I O B I O O O O O O O O O O O O O O O O O O O O O O O O O B O O O O O O O B I I I O O O O O B O O O O O O O O O O O O O O O O O B O O O O O O O O O O O O O O O O B I I I O O O O O O B O O O O O B O O O O O O O O O O O O O O O O B O O O O O O O O O O O O O O O O O O O O B O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O B O O O O O O O B O O O O O O O O O B O O O O O O O B O O O O O O O O O O O O O O O O O B O O O O O O O O O O O O O O O B I I I O O O O O O O O O O O O O O B O O B O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O B O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O B O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O B O O O O O O O O O O O O O B O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O B O O O O O O O O O O O O O O O O O O O B O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O B O O O O O O O O O O O O

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archery and firearms seasons
hunting regulations


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In

this

short

video

an

RCMP

officer

watches

an

Inuit

family

build

the

Northern

landmark

an

inukshuk

a

sign

of

human

activity

on

the

vast

arctic

landscape

httpswwwhistoricacanadacacontentheritageminutesinukshuk

BeadAmaze

You

can

copy

a

piece

of

Aboriginal

beadwork

or

create

your

own

design

shtml

Historica

Heritage

Minute

Syrup

In

this

short

video

depicting

a

scene

from

Canadian

history

a

family

of

Attikamek

First

Nations

show

a

French

Canadian

family

how

to

harvest

the

syrup

of

the

sugar

maple

httpswwwhistoricacanadacacontentheritageminutessyrup

The

Story

of

the

Masks

Learn

about

the

masks

of

the

Kwakwakawakw

Aboriginal

people

of

the

Northwest

Listen

to

their

stories

and

songs

through

video

clips

Nunavik

A

Land

Its

People

Explore

this

collection

of

information

and

images

about

Nunavik

Learn

about

the

people

plants

animals

and

resources

and

how

they

have

adapted

in

this

environment

httpwwwvirtualmuseumcasgccmsexpositionsexhibitionsnunavik

indexehtml

A

Journey

into

Time

Immemorial

This

is

an

amazing

virtual

exhibit

that

contains

interactive

demonstrations

of

Stolo

traditional

life

and

video

interviews

with

todays

elders

Take

a

guided

tour

of

a

traditional

village

to

learn

about

daily

activities

httpwwwsfumuseumtimeenflash

Canadas

Polar

Life

This

is

a

very

interesting

site

for

kids

it

looks

at

polar

life

including

plants

and

animals

There

is

also

a

section

on

traditional

knowledge

including

the

Inuit

Tree

of

Life

and

mythology

Make

sure

you

click

on

the

polar

bear

to

hear

all

about

the

site

httpwwwarcticuoguelphcacplindexhtm

McCord

Museum

Totem

Pole

quiz

Answer

ten

multiple

choice

questions

about

totem

poles

to

test

your

knowledge

of

this

beautiful

Haida

art

full

McCord

Museum

Cultural

Exchanges

hide

and

seek

quiz

In

this

activity

identify

examples

of

cultural

exchange

between

aboriginals

and

Europeans

There

are

three

photos

where

these

cultural

artifacts

appear

full

McCord

Museum

Amauti

quiz

Read

and

answer

these

ten

questions

and

learn

more

about

this

versatile

garment

McCord

Museum

Aboriginal

Headdress

quiz

Here

are

ten

questions

to

test

your

knowledge

of

traditional

aboriginal

headdresses

full

McCord

Museum

Aboriginal

Daily

Life

matching

game

Play

this

matching

game

to

see

how

well

you

know

these

objects

used

historically

in

the

daily

lives

of

Inuit

Mikmaq

and

Haida

full

McCord

Museum

Aboriginal

Adornments

Play

this

interactive

game

to

see

how

well

you

recognize

traditional

aboriginal

adornments

Click

on

the

magnifying

glass

to

get

more

information

about

each

item

full

Design

your

own

Tipi

Kids

Site

of

Canadian

Settlement

On

this

site

visitors

get

the

opportunity

to

design

their

own

tipi

using

traditional

materials

such

as

buffalo

hide

caribou

hide

birch

bark

and

spruce

bark

eswf

Nametau

innu

Memory

and

knowledge

of

Nitassinan

This

website

filled

with

videos

was

created

to

share

Innu

reality

heritage

and

living

culture

a

nation

in

which

elders

pass

on

their

skills

and

knowledge

to

younger

generations

The

site

is

divided

into

four

sections

First

steps

Innu

Daily

Life

Innu

World

and

Glossary

httpwwwnametauinnucaenhome

Thule

Whalebone

House

This

interactive

website

about

the

Thule

ancestors

of

modernday

Inuit

describes

how

they

constructed

homes

of

whalebone

There

is

also

a

timeline

of

what

was

going

on

in

the

world

around

the

time

of

the

Thule

httpwwwglenboworgthulelangenphome

Displaying

Great

Resources

O O O O O B I O O O O O O O O O O O O O O O B I I B I O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O


The Flathead Valley and Northwest Montanas Cabinetry and Wall Bed Experts We proudly have the largest cabinetry showroom in the Flathead Valley with 3000 square feet and countless design options to fit your needs Our showroom is open to the public however appointments are suggested to assure undivided attention with one of our professional designers Whether youre building a new home remodeling a bathroom or adding a Murphy Bed to your guest room 4 West Cabinetry Wallbeds is your premier source for quality affordable cabinetry Serving the Flathead Valley and surrounding areas since 2004 4 West Cabinetry provides professional design and great customer service throughout your project big or small SCHEDULE FREE CONSULTATION Click for Gallery Click for Gallery Click for Gallery Click for Gallery Kalispell Cabinetry Design Studio Stop by our Kalispell studio to speak with our designers We are a professional design studio as well as a top distributor of fine cabinetry countertop hardware and more Here is list of brands that we can demonstrate and work out some designs for your new kitchen bath closet mud room or more Kalispell Design Studio

O B I O O O O O O O O O O O O O O O O O B I O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O B I O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O B I I I O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O

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