mirror of
https://bitbucket.org/wisemapping/wisemapping-frontend.git
synced 2024-11-10 17:33:24 +01:00
Indent txt format
This commit is contained in:
Paulo Gustavo Veiga
parent
19d7706c1b
commit
6be62fe81b
@ -52,7 +52,7 @@ class TxtExporter implements Exporter {
|
||||
result = result + '\n';
|
||||
|
||||
if (node.getChildren().length > 0) {
|
||||
result = result + this.traverseBranch(`${prefix}${index+1}.`, node.getChildren());
|
||||
result = result + this.traverseBranch(`\t${prefix}${index+1}.`, node.getChildren());
|
||||
}
|
||||
});
|
||||
return result;
|
||||
|
||||
@ -57,7 +57,7 @@ class RelationshipModel {
|
||||
}
|
||||
|
||||
/** */
|
||||
getId() {
|
||||
getId():number {
|
||||
$assert(this._id, 'id is null');
|
||||
return this._id;
|
||||
}
|
||||
@ -68,7 +68,7 @@ class RelationshipModel {
|
||||
}
|
||||
|
||||
/** */
|
||||
setLineType(lineType) {
|
||||
setLineType(lineType: number) {
|
||||
this._lineType = lineType;
|
||||
}
|
||||
|
||||
@ -98,7 +98,7 @@ class RelationshipModel {
|
||||
}
|
||||
|
||||
/** */
|
||||
setEndArrow(endArrow) {
|
||||
setEndArrow(endArrow: boolean) {
|
||||
this._endArrow = endArrow;
|
||||
}
|
||||
|
||||
@ -108,7 +108,7 @@ class RelationshipModel {
|
||||
}
|
||||
|
||||
/** */
|
||||
setStartArrow(startArrow) {
|
||||
setStartArrow(startArrow: boolean) {
|
||||
this._startArrow = startArrow;
|
||||
}
|
||||
|
||||
|
||||
@ -22,7 +22,7 @@ import fs from 'fs';
|
||||
import { diff } from 'jest-diff';
|
||||
import { expect } from '@jest/globals';
|
||||
|
||||
const saveOutputRecord = false;
|
||||
const saveOutputRecord = true;
|
||||
|
||||
export const setupBlob = () => {
|
||||
// Workaround for partial implementations on Jest:
|
||||
|
||||
@ -1,31 +1,31 @@
|
||||
1 SaberMás
|
||||
1.1 Utilización de medios de expresión artística, digitales y analógicos
|
||||
1.2 Precio también limitado: 100-120?
|
||||
1.3 Talleres temáticos
|
||||
1.3.1 Naturaleza
|
||||
1.3.1.1 Animales, Plantas, Piedras
|
||||
1.3.2 Arqueología
|
||||
1.3.3 Energía
|
||||
1.3.4 Astronomía
|
||||
1.3.5 Arquitectura
|
||||
1.3.6 Cocina
|
||||
1.3.7 Poesía
|
||||
1.3.8 Culturas Antiguas
|
||||
1.3.8.1 Egipto, Grecia, China...
|
||||
1.3.9 Paleontología
|
||||
1.4 Duración limitada: 5-6 semanas
|
||||
1.5 Niños y niñas que quieren saber más
|
||||
1.6 Alternativa a otras actividades de ocio
|
||||
1.7 Uso de la tecnología durante todo el proceso de aprendizaje
|
||||
1.8 Estructura PBL: aprendemos cuando buscamos respuestas a nuestras propias preguntas
|
||||
1.9 Trabajo basado en la experimentación y en la investigación
|
||||
1.10 De 8 a 12 años, sin separación por edades
|
||||
1.11 Máximo 10/1 por taller
|
||||
1.12 Actividades centradas en el contexto cercano
|
||||
1.13 Flexibilidad en el uso de las lenguas de trabajo (inglés, castellano, esukara?)
|
||||
1.14 Complementamos el trabajo de la escuela
|
||||
1.14.1 Cada uno va a su ritmo, y cada cual pone sus límites
|
||||
1.14.2 Aprendemos todos de todos
|
||||
1.14.3 Valoramos lo que hemos aprendido
|
||||
1.14.4 SaberMás trabaja con, desde y para la motivación
|
||||
1.14.5 Trabajamos en equipo en nuestros proyectos
|
||||
1.1 Utilización de medios de expresión artística, digitales y analógicos
|
||||
1.2 Precio también limitado: 100-120?
|
||||
1.3 Talleres temáticos
|
||||
1.3.1 Naturaleza
|
||||
1.3.1.1 Animales, Plantas, Piedras
|
||||
1.3.2 Arqueología
|
||||
1.3.3 Energía
|
||||
1.3.4 Astronomía
|
||||
1.3.5 Arquitectura
|
||||
1.3.6 Cocina
|
||||
1.3.7 Poesía
|
||||
1.3.8 Culturas Antiguas
|
||||
1.3.8.1 Egipto, Grecia, China...
|
||||
1.3.9 Paleontología
|
||||
1.4 Duración limitada: 5-6 semanas
|
||||
1.5 Niños y niñas que quieren saber más
|
||||
1.6 Alternativa a otras actividades de ocio
|
||||
1.7 Uso de la tecnología durante todo el proceso de aprendizaje
|
||||
1.8 Estructura PBL: aprendemos cuando buscamos respuestas a nuestras propias preguntas
|
||||
1.9 Trabajo basado en la experimentación y en la investigación
|
||||
1.10 De 8 a 12 años, sin separación por edades
|
||||
1.11 Máximo 10/1 por taller
|
||||
1.12 Actividades centradas en el contexto cercano
|
||||
1.13 Flexibilidad en el uso de las lenguas de trabajo (inglés, castellano, esukara?)
|
||||
1.14 Complementamos el trabajo de la escuela
|
||||
1.14.1 Cada uno va a su ritmo, y cada cual pone sus límites
|
||||
1.14.2 Aprendemos todos de todos
|
||||
1.14.3 Valoramos lo que hemos aprendido
|
||||
1.14.4 SaberMás trabaja con, desde y para la motivación
|
||||
1.14.5 Trabajamos en equipo en nuestros proyectos
|
||||
|
||||
@ -1,315 +1,315 @@
|
||||
1 Indicator needs
|
||||
1.1 Which new measures
|
||||
1.1.1 Landscape of measures
|
||||
1.1.1.1 Diversity index of innovation support instruments in the region
|
||||
1.1.1.2 Existing investments in measures
|
||||
1.1.2 What other regions do differently
|
||||
1.1.2.1 Balance of measure index
|
||||
1.1.2.2 Profile comparison with other regions
|
||||
1.1.2.3 Number of specific types of measures per capita
|
||||
1.2 How to design & implement measures
|
||||
1.2.1 Good practices
|
||||
1.2.2 Diagnostics
|
||||
1.2.2.1 Internal business innovation factors
|
||||
1.2.2.2 Return on investment to innovation
|
||||
1.2.2.2.1 Firm's turnover from (new to firm)
|
||||
1.1 Which new measures
|
||||
1.1.1 Landscape of measures
|
||||
1.1.1.1 Diversity index of innovation support instruments in the region
|
||||
1.1.1.2 Existing investments in measures
|
||||
1.1.2 What other regions do differently
|
||||
1.1.2.1 Balance of measure index
|
||||
1.1.2.2 Profile comparison with other regions
|
||||
1.1.2.3 Number of specific types of measures per capita
|
||||
1.2 How to design & implement measures
|
||||
1.2.1 Good practices
|
||||
1.2.2 Diagnostics
|
||||
1.2.2.1 Internal business innovation factors
|
||||
1.2.2.2 Return on investment to innovation
|
||||
1.2.2.2.1 Firm's turnover from (new to firm)
|
||||
product innovation (as a pecentage of total turnover)
|
||||
1.2.2.2.2 Increase in the probability to innovate linked to ICT use
|
||||
1.2.2.2.2 Increase in the probability to innovate linked to ICT use
|
||||
(in product innovation, process innovation, organisational innovaton, marketing innovation)
|
||||
1.2.2.2.3 Scientific articles by type of collaboration (per capita)
|
||||
1.2.2.2.3 Scientific articles by type of collaboration (per capita)
|
||||
(international co-authoriship, domestic co-authoriship, single author)
|
||||
1.2.2.2.4 Increase in a share of expenditures on technological
|
||||
1.2.2.2.4 Increase in a share of expenditures on technological
|
||||
innovations in the total amount of regional firms’ expenditures, %
|
||||
1.2.2.2.5 Increase in the number of innovative companies with in-house R&D
|
||||
1.2.2.2.6 Increase in th number of innovative companies without in-house R&D
|
||||
1.2.2.2.7 Increase in th number of firms with
|
||||
1.2.2.2.5 Increase in the number of innovative companies with in-house R&D
|
||||
1.2.2.2.6 Increase in th number of innovative companies without in-house R&D
|
||||
1.2.2.2.7 Increase in th number of firms with
|
||||
international/national collaboration on innovation
|
||||
1.2.2.2.8 Highly cited scientific articles (as a percentage of
|
||||
1.2.2.2.8 Highly cited scientific articles (as a percentage of
|
||||
highly cited scientific article in the whole Federation)
|
||||
1.2.2.2.9 Patents filed by public research organisations
|
||||
1.2.2.2.9 Patents filed by public research organisations
|
||||
(as a percentafe of patent application filed under PCT)
|
||||
1.2.2.2.10 Number of international patents
|
||||
1.2.2.2.11 Start-up activity (as a percentage of start-up activity in the whole Federation)
|
||||
1.2.2.2.12 Number of innovative companies to the number of students
|
||||
1.2.2.2.13 Number of innovative companies to the number of researchers
|
||||
1.2.2.2.14 Volume of license agreements to the volume of R&D support from the regional budget
|
||||
1.3 How much effort: where & how
|
||||
1.3.1 The bottom-line
|
||||
1.3.1.1 Wages
|
||||
1.3.1.1.1 Dynamics of real wages
|
||||
1.3.1.1.2 Average wage (compare to the Fed)
|
||||
1.3.1.2 Productivity
|
||||
1.3.1.2.1 Labor productivity
|
||||
1.3.1.2.2 Labor productivity growth rate
|
||||
1.3.1.3 Jobs
|
||||
1.3.1.3.1 Share of high-productive jobs
|
||||
1.3.1.3.2 Share of creative industries jobs
|
||||
1.3.1.3.3 Uneployment rate of university graduates
|
||||
1.3.1.4 Income
|
||||
1.3.1.4.1 GRP per capita and its growth rate
|
||||
1.3.2 Influencing factors
|
||||
1.3.2.1 Economy
|
||||
1.3.2.1.1 Economic structure
|
||||
1.3.2.1.2 Volume of manufacturing production per capita
|
||||
1.3.2.1.3 Manufacturing value added per capita (non-natural resource-based)
|
||||
1.3.2.2 The enabling environment
|
||||
1.3.2.2.1 Ease of doing business
|
||||
1.3.2.2.1.1 Level of administrative barriers (number and cost of administrative procedures)
|
||||
1.3.2.2.2 Competition index
|
||||
1.3.2.2.3 Workforce
|
||||
1.3.2.2.3.1 Quality of education
|
||||
1.3.2.2.3.1.1 Inrease in the number of International students
|
||||
1.3.2.2.3.2 Quantity of education
|
||||
1.3.2.2.3.2.1 Participation in life-long learning
|
||||
1.3.2.2.3.2.2 Increase in literarecy
|
||||
1.3.2.2.3.2.3 Amount of university and colleague
|
||||
1.2.2.2.10 Number of international patents
|
||||
1.2.2.2.11 Start-up activity (as a percentage of start-up activity in the whole Federation)
|
||||
1.2.2.2.12 Number of innovative companies to the number of students
|
||||
1.2.2.2.13 Number of innovative companies to the number of researchers
|
||||
1.2.2.2.14 Volume of license agreements to the volume of R&D support from the regional budget
|
||||
1.3 How much effort: where & how
|
||||
1.3.1 The bottom-line
|
||||
1.3.1.1 Wages
|
||||
1.3.1.1.1 Dynamics of real wages
|
||||
1.3.1.1.2 Average wage (compare to the Fed)
|
||||
1.3.1.2 Productivity
|
||||
1.3.1.2.1 Labor productivity
|
||||
1.3.1.2.2 Labor productivity growth rate
|
||||
1.3.1.3 Jobs
|
||||
1.3.1.3.1 Share of high-productive jobs
|
||||
1.3.1.3.2 Share of creative industries jobs
|
||||
1.3.1.3.3 Uneployment rate of university graduates
|
||||
1.3.1.4 Income
|
||||
1.3.1.4.1 GRP per capita and its growth rate
|
||||
1.3.2 Influencing factors
|
||||
1.3.2.1 Economy
|
||||
1.3.2.1.1 Economic structure
|
||||
1.3.2.1.2 Volume of manufacturing production per capita
|
||||
1.3.2.1.3 Manufacturing value added per capita (non-natural resource-based)
|
||||
1.3.2.2 The enabling environment
|
||||
1.3.2.2.1 Ease of doing business
|
||||
1.3.2.2.1.1 Level of administrative barriers (number and cost of administrative procedures)
|
||||
1.3.2.2.2 Competition index
|
||||
1.3.2.2.3 Workforce
|
||||
1.3.2.2.3.1 Quality of education
|
||||
1.3.2.2.3.1.1 Inrease in the number of International students
|
||||
1.3.2.2.3.2 Quantity of education
|
||||
1.3.2.2.3.2.1 Participation in life-long learning
|
||||
1.3.2.2.3.2.2 Increase in literarecy
|
||||
1.3.2.2.3.2.3 Amount of university and colleague
|
||||
students per 10 thousands population
|
||||
1.3.2.2.3.2.4 Share of employees with higher education in
|
||||
1.3.2.2.3.2.4 Share of employees with higher education in
|
||||
the total amount of population at the working age
|
||||
1.3.2.2.3.2.5 Increase in University students
|
||||
1.3.2.2.3.2.6 Government expenditure on General University Funding
|
||||
1.3.2.2.3.2.7 Access to training, information, and consulting support
|
||||
1.3.2.2.3.3 Science & engineering workforce
|
||||
1.3.2.2.3.3.1 Availability of scientists and engineers
|
||||
1.3.2.2.3.3.2 Amount of researches per 10 thousands population
|
||||
1.3.2.2.3.3.3 Average wage of researches per average wage in the region
|
||||
1.3.2.2.3.3.4 Share of researchers in the total number of employees in the region
|
||||
1.3.2.2.4 Government
|
||||
1.3.2.2.4.1 Total expenditure of general government as a percentage of GDP
|
||||
1.3.2.2.4.2 Government expenditure on Economic Development
|
||||
1.3.2.2.5 Access to finance
|
||||
1.3.2.2.5.1 Deals
|
||||
1.3.2.2.5.1.1 Venture capital investments for start-ups as a percentage of GDP
|
||||
1.3.2.2.5.1.2 Amounts of business angel, pre-seed, seed and venture financing
|
||||
1.3.2.2.5.1.3 Amount of public co-funding of business R&D
|
||||
1.3.2.2.5.1.4 Number of startups received venture financing
|
||||
1.3.2.2.5.1.5 Number of companies received equity investments
|
||||
1.3.2.2.5.2 Available
|
||||
1.3.2.2.5.2.1 Amount of matching grants available in the region for business R&D
|
||||
1.3.2.2.5.2.2 Number of Business Angels
|
||||
1.3.2.2.6 ICT
|
||||
1.3.2.2.6.1 ICT use
|
||||
1.3.2.2.6.2 Broadband penetration
|
||||
1.3.2.2.6.3 Internet penetration
|
||||
1.3.2.2.6.4 Computer literacy
|
||||
1.3.2.3 Behavior of innovation actors
|
||||
1.3.2.3.1 Access to markets
|
||||
1.3.2.3.1.1 FDI
|
||||
1.3.2.3.1.1.1 foreign JVs
|
||||
1.3.2.3.1.1.2 Inflow of foreign direct investments in high-technology industries
|
||||
1.3.2.3.1.1.3 Foreign direct investment jobs
|
||||
1.3.2.3.1.1.4 FDI as a share of regional non natural resource-based GRP
|
||||
1.3.2.3.1.1.5 Number of foreign subsidiaries operating in the region
|
||||
1.3.2.3.1.1.6 Share of foreign controlled enterprises
|
||||
1.3.2.3.1.2 Exports
|
||||
1.3.2.3.1.2.1 Export intensity in manufacturing and services
|
||||
1.3.2.3.1.2.2 Share of high-technology export in the total volume
|
||||
1.3.2.2.3.2.5 Increase in University students
|
||||
1.3.2.2.3.2.6 Government expenditure on General University Funding
|
||||
1.3.2.2.3.2.7 Access to training, information, and consulting support
|
||||
1.3.2.2.3.3 Science & engineering workforce
|
||||
1.3.2.2.3.3.1 Availability of scientists and engineers
|
||||
1.3.2.2.3.3.2 Amount of researches per 10 thousands population
|
||||
1.3.2.2.3.3.3 Average wage of researches per average wage in the region
|
||||
1.3.2.2.3.3.4 Share of researchers in the total number of employees in the region
|
||||
1.3.2.2.4 Government
|
||||
1.3.2.2.4.1 Total expenditure of general government as a percentage of GDP
|
||||
1.3.2.2.4.2 Government expenditure on Economic Development
|
||||
1.3.2.2.5 Access to finance
|
||||
1.3.2.2.5.1 Deals
|
||||
1.3.2.2.5.1.1 Venture capital investments for start-ups as a percentage of GDP
|
||||
1.3.2.2.5.1.2 Amounts of business angel, pre-seed, seed and venture financing
|
||||
1.3.2.2.5.1.3 Amount of public co-funding of business R&D
|
||||
1.3.2.2.5.1.4 Number of startups received venture financing
|
||||
1.3.2.2.5.1.5 Number of companies received equity investments
|
||||
1.3.2.2.5.2 Available
|
||||
1.3.2.2.5.2.1 Amount of matching grants available in the region for business R&D
|
||||
1.3.2.2.5.2.2 Number of Business Angels
|
||||
1.3.2.2.6 ICT
|
||||
1.3.2.2.6.1 ICT use
|
||||
1.3.2.2.6.2 Broadband penetration
|
||||
1.3.2.2.6.3 Internet penetration
|
||||
1.3.2.2.6.4 Computer literacy
|
||||
1.3.2.3 Behavior of innovation actors
|
||||
1.3.2.3.1 Access to markets
|
||||
1.3.2.3.1.1 FDI
|
||||
1.3.2.3.1.1.1 foreign JVs
|
||||
1.3.2.3.1.1.2 Inflow of foreign direct investments in high-technology industries
|
||||
1.3.2.3.1.1.3 Foreign direct investment jobs
|
||||
1.3.2.3.1.1.4 FDI as a share of regional non natural resource-based GRP
|
||||
1.3.2.3.1.1.5 Number of foreign subsidiaries operating in the region
|
||||
1.3.2.3.1.1.6 Share of foreign controlled enterprises
|
||||
1.3.2.3.1.2 Exports
|
||||
1.3.2.3.1.2.1 Export intensity in manufacturing and services
|
||||
1.3.2.3.1.2.2 Share of high-technology export in the total volume
|
||||
of production of goods, works and services
|
||||
1.3.2.3.1.2.3 Share of innovation production/serivces that goes for export,
|
||||
1.3.2.3.1.2.3 Share of innovation production/serivces that goes for export,
|
||||
by zones (EU, US, CIS, other countries
|
||||
1.3.2.3.1.3 Share of high-technology products in government procurements
|
||||
1.3.2.3.2 Entrepreneurship culture
|
||||
1.3.2.3.2.1 Fear of failure rate
|
||||
1.3.2.3.2.2 Entrepreneurship as desirable career choice
|
||||
1.3.2.3.2.3 High Status Successful Entrepreneurship
|
||||
1.3.2.3.3 Collaboration & partnerships
|
||||
1.3.2.3.3.1 Number of business contracts with foreign partners for R&D collaboration
|
||||
1.3.2.3.3.2 Share of R&D financed from foreign sources
|
||||
1.3.2.3.3.3 Firms collaborating on innovation with organizations in other countries
|
||||
1.3.2.3.3.4 Share of Innovative companies collaborating
|
||||
1.3.2.3.1.3 Share of high-technology products in government procurements
|
||||
1.3.2.3.2 Entrepreneurship culture
|
||||
1.3.2.3.2.1 Fear of failure rate
|
||||
1.3.2.3.2.2 Entrepreneurship as desirable career choice
|
||||
1.3.2.3.2.3 High Status Successful Entrepreneurship
|
||||
1.3.2.3.3 Collaboration & partnerships
|
||||
1.3.2.3.3.1 Number of business contracts with foreign partners for R&D collaboration
|
||||
1.3.2.3.3.2 Share of R&D financed from foreign sources
|
||||
1.3.2.3.3.3 Firms collaborating on innovation with organizations in other countries
|
||||
1.3.2.3.3.4 Share of Innovative companies collaborating
|
||||
with research institutions on innovation
|
||||
1.3.2.3.3.5 Number of joint projects conducted by the local comapnies
|
||||
1.3.2.3.3.5 Number of joint projects conducted by the local comapnies
|
||||
and local consulting/intermediary agencies
|
||||
1.3.2.3.3.6 science and industry links
|
||||
1.3.2.3.4 Technology absorption
|
||||
1.3.2.3.4.1 Local supplier quality
|
||||
1.3.2.3.4.2 Share of expenditures on technological innovations
|
||||
1.3.2.3.3.6 science and industry links
|
||||
1.3.2.3.4 Technology absorption
|
||||
1.3.2.3.4.1 Local supplier quality
|
||||
1.3.2.3.4.2 Share of expenditures on technological innovations
|
||||
in the amount of sales
|
||||
1.3.2.3.4.3 Number of purchased new technologies
|
||||
1.3.2.3.4.4 Investments in ICT by asset (IT equipment,
|
||||
1.3.2.3.4.3 Number of purchased new technologies
|
||||
1.3.2.3.4.4 Investments in ICT by asset (IT equipment,
|
||||
communication equipment, software)
|
||||
1.3.2.3.4.5 Machinery and equipment
|
||||
1.3.2.3.4.6 Software and databases
|
||||
1.3.2.3.4.7 Level of energy efficiency of the regional economy
|
||||
1.3.2.3.4.5 Machinery and equipment
|
||||
1.3.2.3.4.6 Software and databases
|
||||
1.3.2.3.4.7 Level of energy efficiency of the regional economy
|
||||
(can be measured by sectors and for the whole region)
|
||||
1.3.2.3.4.8 Share of wastes in the total volume of production (by sector)
|
||||
1.3.2.3.5 Innovation activities in firms
|
||||
1.3.2.3.5.1 Share of innovative companies
|
||||
1.3.2.3.5.2 Business R&D expenditures per GRP
|
||||
1.3.2.3.5.3 Factors hampering innovation
|
||||
1.3.2.3.5.4 Expenditure on innovation by firm size
|
||||
1.3.2.3.5.5 R&D and other intellectl property products
|
||||
1.3.2.3.5.6 Growth of the number of innovative companies
|
||||
1.3.2.3.5.7 Outpus
|
||||
1.3.2.3.5.7.1 Volume of new to Russian market production per GRP
|
||||
1.3.2.3.5.7.2 Volume of new to world market production per total production
|
||||
1.3.2.3.5.7.3 Growth of the volume of production of innovative companies
|
||||
1.3.2.3.5.7.4 Volume of innovation production per capita
|
||||
1.3.2.3.6 Entrepreneurial activities
|
||||
1.3.2.3.6.1 New business density
|
||||
1.3.2.3.6.2 Volume of newly registered corporations
|
||||
1.3.2.3.6.3 Share of gazelle companies in the total number of businesses
|
||||
1.3.2.3.7 R&D production
|
||||
1.3.2.3.7.1 Outputs
|
||||
1.3.2.3.7.1.1 Amount of domestically protected intellectual
|
||||
1.3.2.3.4.8 Share of wastes in the total volume of production (by sector)
|
||||
1.3.2.3.5 Innovation activities in firms
|
||||
1.3.2.3.5.1 Share of innovative companies
|
||||
1.3.2.3.5.2 Business R&D expenditures per GRP
|
||||
1.3.2.3.5.3 Factors hampering innovation
|
||||
1.3.2.3.5.4 Expenditure on innovation by firm size
|
||||
1.3.2.3.5.5 R&D and other intellectl property products
|
||||
1.3.2.3.5.6 Growth of the number of innovative companies
|
||||
1.3.2.3.5.7 Outpus
|
||||
1.3.2.3.5.7.1 Volume of new to Russian market production per GRP
|
||||
1.3.2.3.5.7.2 Volume of new to world market production per total production
|
||||
1.3.2.3.5.7.3 Growth of the volume of production of innovative companies
|
||||
1.3.2.3.5.7.4 Volume of innovation production per capita
|
||||
1.3.2.3.6 Entrepreneurial activities
|
||||
1.3.2.3.6.1 New business density
|
||||
1.3.2.3.6.2 Volume of newly registered corporations
|
||||
1.3.2.3.6.3 Share of gazelle companies in the total number of businesses
|
||||
1.3.2.3.7 R&D production
|
||||
1.3.2.3.7.1 Outputs
|
||||
1.3.2.3.7.1.1 Amount of domestically protected intellectual
|
||||
property per 1 mln. population
|
||||
1.3.2.3.7.1.2 Amount of PCT-applications per 1 mln. population
|
||||
1.3.2.3.7.1.3 Number of domestic patent applications per R&D expenditures
|
||||
1.3.2.3.7.1.4 Number of intellectual property exploited by regional
|
||||
1.3.2.3.7.1.2 Amount of PCT-applications per 1 mln. population
|
||||
1.3.2.3.7.1.3 Number of domestic patent applications per R&D expenditures
|
||||
1.3.2.3.7.1.4 Number of intellectual property exploited by regional
|
||||
enterprises per 1 mln. population
|
||||
1.3.2.3.7.1.5 Publication activity of regional scientists and researches
|
||||
1.3.2.3.7.2 Inputs
|
||||
1.3.2.3.7.2.1 Regional and local budget expenditures on R&D
|
||||
1.3.2.3.7.2.2 Government R&D expenditure
|
||||
1.3.2.3.8 Public sector innovation
|
||||
1.3.2.3.8.1 Number of advanced ICT introduced in the budgetary organizations
|
||||
1.3.2.3.7.1.5 Publication activity of regional scientists and researches
|
||||
1.3.2.3.7.2 Inputs
|
||||
1.3.2.3.7.2.1 Regional and local budget expenditures on R&D
|
||||
1.3.2.3.7.2.2 Government R&D expenditure
|
||||
1.3.2.3.8 Public sector innovation
|
||||
1.3.2.3.8.1 Number of advanced ICT introduced in the budgetary organizations
|
||||
(regional power, municipal bodies, social and educational organizations)
|
||||
1.3.2.3.8.2 E-government index
|
||||
1.3.2.3.8.3 Number of management innovations introduced in the budgetary organizations
|
||||
1.3.2.3.8.2 E-government index
|
||||
1.3.2.3.8.3 Number of management innovations introduced in the budgetary organizations
|
||||
(regional power, municipal bodies, social and educational organizations)
|
||||
1.3.2.4 Supporting organizations
|
||||
1.3.2.4.1 Research institutions
|
||||
1.3.2.4.1.1 Collaboration
|
||||
1.3.2.4.1.1.1 Number of interactions between universities
|
||||
1.3.2.4 Supporting organizations
|
||||
1.3.2.4.1 Research institutions
|
||||
1.3.2.4.1.1 Collaboration
|
||||
1.3.2.4.1.1.1 Number of interactions between universities
|
||||
and large companies by university size
|
||||
1.3.2.4.1.2 Resources
|
||||
1.3.2.4.1.2.1 R&D expenditures per 1 researcher
|
||||
1.3.2.4.1.2.2 Average wage of researches per average wage in the region
|
||||
1.3.2.4.1.2.3 High education expenditure on R&D
|
||||
1.3.2.4.1.3 Scientific outputs
|
||||
1.3.2.4.1.3.1 Publications
|
||||
1.3.2.4.1.3.1.1 Impact of publications in the ISI database (h-index)
|
||||
1.3.2.4.1.3.1.2 Number of publications in international journals per worker per year
|
||||
1.3.2.4.1.3.1.3 Publications: Academic articles in international peer-reviewed
|
||||
1.3.2.4.1.2 Resources
|
||||
1.3.2.4.1.2.1 R&D expenditures per 1 researcher
|
||||
1.3.2.4.1.2.2 Average wage of researches per average wage in the region
|
||||
1.3.2.4.1.2.3 High education expenditure on R&D
|
||||
1.3.2.4.1.3 Scientific outputs
|
||||
1.3.2.4.1.3.1 Publications
|
||||
1.3.2.4.1.3.1.1 Impact of publications in the ISI database (h-index)
|
||||
1.3.2.4.1.3.1.2 Number of publications in international journals per worker per year
|
||||
1.3.2.4.1.3.1.3 Publications: Academic articles in international peer-reviewed
|
||||
journals per 1,000 researchers [articles/1,000 researchers].
|
||||
1.3.2.4.1.3.2 Number of foreign patents granted per staff
|
||||
1.3.2.4.1.4 Supportive measures
|
||||
1.3.2.4.1.4.1 Diversity index of university entrepreneurship support measures
|
||||
1.3.2.4.1.5 Commercialization
|
||||
1.3.2.4.1.5.1 Licensing
|
||||
1.3.2.4.1.5.1.1 Academic licenses: Number of licenses
|
||||
1.3.2.4.1.3.2 Number of foreign patents granted per staff
|
||||
1.3.2.4.1.4 Supportive measures
|
||||
1.3.2.4.1.4.1 Diversity index of university entrepreneurship support measures
|
||||
1.3.2.4.1.5 Commercialization
|
||||
1.3.2.4.1.5.1 Licensing
|
||||
1.3.2.4.1.5.1.1 Academic licenses: Number of licenses
|
||||
per 1,000 researchers.[licenses/researcher]
|
||||
1.3.2.4.1.5.2 Spin-offs
|
||||
1.3.2.4.1.5.2.1 Number of spin-offs with external private financing
|
||||
1.3.2.4.1.5.2 Spin-offs
|
||||
1.3.2.4.1.5.2.1 Number of spin-offs with external private financing
|
||||
as a share of the institution's R&D budget
|
||||
1.3.2.4.1.5.3 Industry contracts
|
||||
1.3.2.4.1.5.3.1 Industry revenue per staff
|
||||
1.3.2.4.1.5.3.2 Foreign contracts: Number of contracts with foreign industria
|
||||
1.3.2.4.1.5.3 Industry contracts
|
||||
1.3.2.4.1.5.3.1 Industry revenue per staff
|
||||
1.3.2.4.1.5.3.2 Foreign contracts: Number of contracts with foreign industria
|
||||
l companies at scientific and educational organizations
|
||||
per 1,000 researchers [contracts/researchers]
|
||||
1.3.2.4.1.5.3.3 Share of industry income from foreign companies
|
||||
1.3.2.4.1.5.3.4 Revenue raised from industry R&D as a fraction
|
||||
1.3.2.4.1.5.3.3 Share of industry income from foreign companies
|
||||
1.3.2.4.1.5.3.4 Revenue raised from industry R&D as a fraction
|
||||
of total institutional budget (up to a cap)
|
||||
1.3.2.4.1.5.3.5 Difficulties faced by research organization in collaborating with SMEs
|
||||
1.3.2.4.2 Private market
|
||||
1.3.2.4.2.1 Number of innovation & IP services organizations
|
||||
1.3.2.4.2.2 Number of private innovation infrastructure organizations
|
||||
1.3.2.4.2.3 Access to certification and licensing for specific activities
|
||||
1.3.2.4.2.4 Access to suppliers of equipment, production and engineering services
|
||||
1.3.2.4.3 Innovation infrastructure
|
||||
1.3.2.4.3.1 Investments
|
||||
1.3.2.4.3.1.1 Public investment in innovation infrastructure
|
||||
1.3.2.4.3.1.2 Increase of government investment in innovation infrastructure
|
||||
1.3.2.4.3.1.3 Number of Development institution projects performed in the region
|
||||
1.3.2.4.3.1.4 Volume of seed investments by the regional budget
|
||||
1.3.2.4.3.1.5 Volume of venture financing from the regional budget
|
||||
1.3.2.4.3.2 Volume of state support per one company
|
||||
1.4 What to do about existing measures
|
||||
1.4.1 Demand for measure
|
||||
1.4.1.1 Quality of beneficiaries
|
||||
1.4.1.1.1 Growth rates of employment in supported innovative firms
|
||||
1.4.1.1.2 Growth rates of employment in supported innovative firms
|
||||
1.4.1.1.3 Role of IP for tenants/clients
|
||||
1.4.1.1.4 Share of tenants with innovation activities
|
||||
1.4.1.1.5 Gazelle tenant: Share of tenants with
|
||||
1.3.2.4.1.5.3.5 Difficulties faced by research organization in collaborating with SMEs
|
||||
1.3.2.4.2 Private market
|
||||
1.3.2.4.2.1 Number of innovation & IP services organizations
|
||||
1.3.2.4.2.2 Number of private innovation infrastructure organizations
|
||||
1.3.2.4.2.3 Access to certification and licensing for specific activities
|
||||
1.3.2.4.2.4 Access to suppliers of equipment, production and engineering services
|
||||
1.3.2.4.3 Innovation infrastructure
|
||||
1.3.2.4.3.1 Investments
|
||||
1.3.2.4.3.1.1 Public investment in innovation infrastructure
|
||||
1.3.2.4.3.1.2 Increase of government investment in innovation infrastructure
|
||||
1.3.2.4.3.1.3 Number of Development institution projects performed in the region
|
||||
1.3.2.4.3.1.4 Volume of seed investments by the regional budget
|
||||
1.3.2.4.3.1.5 Volume of venture financing from the regional budget
|
||||
1.3.2.4.3.2 Volume of state support per one company
|
||||
1.4 What to do about existing measures
|
||||
1.4.1 Demand for measure
|
||||
1.4.1.1 Quality of beneficiaries
|
||||
1.4.1.1.1 Growth rates of employment in supported innovative firms
|
||||
1.4.1.1.2 Growth rates of employment in supported innovative firms
|
||||
1.4.1.1.3 Role of IP for tenants/clients
|
||||
1.4.1.1.4 Share of tenants with innovation activities
|
||||
1.4.1.1.5 Gazelle tenant: Share of tenants with
|
||||
annual revenue growth of more than 20%
|
||||
for each of the past four years or since formation [%]
|
||||
1.4.1.1.6 Globalization of tenants: Median share of tenant
|
||||
1.4.1.1.6 Globalization of tenants: Median share of tenant
|
||||
revenues obtained from exports [%]
|
||||
1.4.1.2 Number of beneficiaries
|
||||
1.4.1.2.1 Number of projects conducted by companies in cooperation with innovation infrastructure
|
||||
1.4.1.2.2 Scope and intensity of use of services offered to firms
|
||||
1.4.1.2.3 Number of companies supported by the infrastructure (training, information, consultations, etc.)
|
||||
1.4.1.2.4 Increase in the number of business applying for public support programmes (regional, federal, international)
|
||||
1.4.1.3 Degree of access
|
||||
1.4.1.3.1 Level of awareness
|
||||
1.4.1.3.1.1 Perception (opinion poll) of business managers
|
||||
1.4.1.2 Number of beneficiaries
|
||||
1.4.1.2.1 Number of projects conducted by companies in cooperation with innovation infrastructure
|
||||
1.4.1.2.2 Scope and intensity of use of services offered to firms
|
||||
1.4.1.2.3 Number of companies supported by the infrastructure (training, information, consultations, etc.)
|
||||
1.4.1.2.4 Increase in the number of business applying for public support programmes (regional, federal, international)
|
||||
1.4.1.3 Degree of access
|
||||
1.4.1.3.1 Level of awareness
|
||||
1.4.1.3.1.1 Perception (opinion poll) of business managers
|
||||
regarding public support programmes
|
||||
1.4.1.3.2 Transparency
|
||||
1.4.1.3.2.1 Perception of business managers in terms
|
||||
1.4.1.3.2 Transparency
|
||||
1.4.1.3.2.1 Perception of business managers in terms
|
||||
of level of transparency of support measures in the region
|
||||
1.4.1.3.3 Description by regional business managers of the way the
|
||||
1.4.1.3.3 Description by regional business managers of the way the
|
||||
select and apply for regional and federal support schemes
|
||||
1.4.1.4 Number of applicants
|
||||
1.4.1.4.1 Increase in the number of business applying for public support programmes
|
||||
1.4.1.4.2 Number of companies that know about a particular program
|
||||
1.4.1.4.3 Increase in the number of start-ups applying to receive VC investments
|
||||
1.4.1.4.4 Increase in the number of start-ups applying for a place in the incubators
|
||||
1.4.2 Inputs of measures
|
||||
1.4.2.1 Qualified staff
|
||||
1.4.2.2 Budget per beneficiary
|
||||
1.4.3 Performance of measure
|
||||
1.4.3.1 Implementation of measure
|
||||
1.4.3.1.1 Target vs. actual KPIs
|
||||
1.4.3.1.2 Intermediate outputs per budget
|
||||
1.4.3.1.3 Qualification of staff
|
||||
1.4.3.2 Output of measure
|
||||
1.4.3.2.1 Opinion surveys
|
||||
1.4.3.2.1.1 Opinions of beneficiaries
|
||||
1.4.3.2.2 Hard metrics
|
||||
1.4.3.2.2.1 Output per headcount (e.g. staff, researchers)
|
||||
1.4.3.2.2.2 Productivity analysis
|
||||
1.4.4 Impact of measure
|
||||
1.4.4.1 Opinion surveys
|
||||
1.4.4.1.1 Perception of support impact (opinion polls)
|
||||
1.4.4.1.2 Perception of the activity of regional government by the regional companies
|
||||
1.4.4.2 Hard metrics
|
||||
1.4.4.2.1 Increase in number of small innovation enterprises
|
||||
1.4.4.2.2 Growth of the total volume of salary in the supported companies (excluding inflation)
|
||||
1.4.4.2.3 Growth of the volume of regional taxes paid by the supported companies
|
||||
1.4.4.2.4 Growth of the volume of export at the supported companies
|
||||
1.4.4.2.5 Number of new products/projects at the companies that received support
|
||||
1.4.4.3 Impact assessment
|
||||
1.4.4.4 Average leverage of 1rub (there would be
|
||||
1.4.1.4 Number of applicants
|
||||
1.4.1.4.1 Increase in the number of business applying for public support programmes
|
||||
1.4.1.4.2 Number of companies that know about a particular program
|
||||
1.4.1.4.3 Increase in the number of start-ups applying to receive VC investments
|
||||
1.4.1.4.4 Increase in the number of start-ups applying for a place in the incubators
|
||||
1.4.2 Inputs of measures
|
||||
1.4.2.1 Qualified staff
|
||||
1.4.2.2 Budget per beneficiary
|
||||
1.4.3 Performance of measure
|
||||
1.4.3.1 Implementation of measure
|
||||
1.4.3.1.1 Target vs. actual KPIs
|
||||
1.4.3.1.2 Intermediate outputs per budget
|
||||
1.4.3.1.3 Qualification of staff
|
||||
1.4.3.2 Output of measure
|
||||
1.4.3.2.1 Opinion surveys
|
||||
1.4.3.2.1.1 Opinions of beneficiaries
|
||||
1.4.3.2.2 Hard metrics
|
||||
1.4.3.2.2.1 Output per headcount (e.g. staff, researchers)
|
||||
1.4.3.2.2.2 Productivity analysis
|
||||
1.4.4 Impact of measure
|
||||
1.4.4.1 Opinion surveys
|
||||
1.4.4.1.1 Perception of support impact (opinion polls)
|
||||
1.4.4.1.2 Perception of the activity of regional government by the regional companies
|
||||
1.4.4.2 Hard metrics
|
||||
1.4.4.2.1 Increase in number of small innovation enterprises
|
||||
1.4.4.2.2 Growth of the total volume of salary in the supported companies (excluding inflation)
|
||||
1.4.4.2.3 Growth of the volume of regional taxes paid by the supported companies
|
||||
1.4.4.2.4 Growth of the volume of export at the supported companies
|
||||
1.4.4.2.5 Number of new products/projects at the companies that received support
|
||||
1.4.4.3 Impact assessment
|
||||
1.4.4.4 Average leverage of 1rub (there would be
|
||||
several programs with different leverage)
|
||||
1.4.4.5 Volume of attracted money per one ruble
|
||||
1.4.4.5 Volume of attracted money per one ruble
|
||||
of regional budget expenditures on innovation projects
|
||||
1.5 What investments in innovative projects
|
||||
1.5.1 Competitive niches
|
||||
1.5.1.1 Clusters behavior
|
||||
1.5.1.1.1 Cluster EU star rating
|
||||
1.5.1.1.2 Share of value added of cluster enterprises in GRP
|
||||
1.5.1.1.3 Share of cluster products in the relevant world market segment
|
||||
1.5.1.1.4 Share of export in cluster total volume of sales
|
||||
1.5.1.1.5 Growth of the volume of production in the cluster companies
|
||||
1.5.1.1.6 Growth of the volume of production in the cluster companies
|
||||
1.5 What investments in innovative projects
|
||||
1.5.1 Competitive niches
|
||||
1.5.1.1 Clusters behavior
|
||||
1.5.1.1.1 Cluster EU star rating
|
||||
1.5.1.1.2 Share of value added of cluster enterprises in GRP
|
||||
1.5.1.1.3 Share of cluster products in the relevant world market segment
|
||||
1.5.1.1.4 Share of export in cluster total volume of sales
|
||||
1.5.1.1.5 Growth of the volume of production in the cluster companies
|
||||
1.5.1.1.6 Growth of the volume of production in the cluster companies
|
||||
to the volume of state support for the cluster
|
||||
1.5.1.1.7 Growth of the volume of innovation production in the cluster
|
||||
1.5.1.1.8 Share of export in cluster total volume of sales (by zones: US, EU, CIS, other countries)
|
||||
1.5.1.1.9 Internal behavior
|
||||
1.5.1.1.9.1 Median wage in the cluster
|
||||
1.5.1.1.9.2 Growth of the volume of R&D in the cluster
|
||||
1.5.1.1.9.3 Cluster collaboration
|
||||
1.5.1.2 R&D
|
||||
1.5.1.2.1 Patent map
|
||||
1.5.1.2.2 Publications map
|
||||
1.5.1.3 Industry
|
||||
1.5.1.3.1 FDI map
|
||||
1.5.1.3.2 Gazelle map
|
||||
1.5.1.3.3 Business R&D expenditures as a share of revenues by sector
|
||||
1.5.1.3.4 Share of regional products in the world market
|
||||
1.5.1.3.5 Expenditure on innovation by firm size, by sector
|
||||
1.5.1.4 Entrepreneurship
|
||||
1.5.1.4.1 Startup map
|
||||
1.5.1.4.2 Venture investment map
|
||||
1.5.1.4.3 Attractiveness to public competitive funding
|
||||
1.5.1.4.3.1 Fed and regional seed fund investments
|
||||
1.5.1.4.3.2 FASIE projects: Number of projects supported
|
||||
1.5.1.1.7 Growth of the volume of innovation production in the cluster
|
||||
1.5.1.1.8 Share of export in cluster total volume of sales (by zones: US, EU, CIS, other countries)
|
||||
1.5.1.1.9 Internal behavior
|
||||
1.5.1.1.9.1 Median wage in the cluster
|
||||
1.5.1.1.9.2 Growth of the volume of R&D in the cluster
|
||||
1.5.1.1.9.3 Cluster collaboration
|
||||
1.5.1.2 R&D
|
||||
1.5.1.2.1 Patent map
|
||||
1.5.1.2.2 Publications map
|
||||
1.5.1.3 Industry
|
||||
1.5.1.3.1 FDI map
|
||||
1.5.1.3.2 Gazelle map
|
||||
1.5.1.3.3 Business R&D expenditures as a share of revenues by sector
|
||||
1.5.1.3.4 Share of regional products in the world market
|
||||
1.5.1.3.5 Expenditure on innovation by firm size, by sector
|
||||
1.5.1.4 Entrepreneurship
|
||||
1.5.1.4.1 Startup map
|
||||
1.5.1.4.2 Venture investment map
|
||||
1.5.1.4.3 Attractiveness to public competitive funding
|
||||
1.5.1.4.3.1 Fed and regional seed fund investments
|
||||
1.5.1.4.3.2 FASIE projects: Number of projects supported
|
||||
by the FASIE per 1,000 workers [awards/worker]
|
||||
1.5.2 Competitiveness support factors
|
||||
1.5.2.1 Private investment in innovation
|
||||
1.6 How to improve image
|
||||
1.6.1 Rankings
|
||||
1.6.1.1 macro indicators
|
||||
1.6.1.2 meso-indicators
|
||||
1.6.2 Innovation investment climate
|
||||
1.5.2 Competitiveness support factors
|
||||
1.5.2.1 Private investment in innovation
|
||||
1.6 How to improve image
|
||||
1.6.1 Rankings
|
||||
1.6.1.1 macro indicators
|
||||
1.6.1.2 meso-indicators
|
||||
1.6.2 Innovation investment climate
|
||||
|
||||
@ -1,154 +1,154 @@
|
||||
1 PPM Plan
|
||||
1.1 Business Development
|
||||
1.2 Backlog Management [link: https://docs.google.com/a/freeform.ca/drawings/d/1mrtkVAN3_XefJJCgfxw4Va6xk9TVDBKXDt_uzyIF4Us/edit]
|
||||
1.3 Freeform IT
|
||||
1.4 Client Project Management
|
||||
1.5 Governance & Executive
|
||||
1.6 Finance
|
||||
1.7 Administration
|
||||
1.8 Human Resources
|
||||
1.9 Freeform Hosting
|
||||
1.10 Community Outreach
|
||||
1.11 R&D
|
||||
1.11.1 Goals
|
||||
1.11.2 Formulize
|
||||
1.12 Probono
|
||||
1.12.1 null
|
||||
1.1 Business Development
|
||||
1.2 Backlog Management [link: https://docs.google.com/a/freeform.ca/drawings/d/1mrtkVAN3_XefJJCgfxw4Va6xk9TVDBKXDt_uzyIF4Us/edit]
|
||||
1.3 Freeform IT
|
||||
1.4 Client Project Management
|
||||
1.5 Governance & Executive
|
||||
1.6 Finance
|
||||
1.7 Administration
|
||||
1.8 Human Resources
|
||||
1.9 Freeform Hosting
|
||||
1.10 Community Outreach
|
||||
1.11 R&D
|
||||
1.11.1 Goals
|
||||
1.11.2 Formulize
|
||||
1.12 Probono
|
||||
1.12.1 null
|
||||
2 Strategy 2: Talent Development
|
||||
2.1 Strategic Priority 2a: Personal Plans
|
||||
2.2 Strategic Priority 2b: External learning matches organ. goals
|
||||
2.3 Strategic Priority 2c: Learning Environment
|
||||
2.4 So That...
|
||||
2.1 Strategic Priority 2a: Personal Plans
|
||||
2.2 Strategic Priority 2b: External learning matches organ. goals
|
||||
2.3 Strategic Priority 2c: Learning Environment
|
||||
2.4 So That...
|
||||
3 Strategy 4: Inclusive, Positive Environment
|
||||
3.1 Strategic Priority 4a:Feedback
|
||||
3.2 Strategic Priority 4b: Anti Harassment
|
||||
3.3 Strategic Priority 4c: Diversity
|
||||
3.4 null
|
||||
3.5 So That...
|
||||
3.1 Strategic Priority 4a:Feedback
|
||||
3.2 Strategic Priority 4b: Anti Harassment
|
||||
3.3 Strategic Priority 4c: Diversity
|
||||
3.4 null
|
||||
3.5 So That...
|
||||
4 Strategy 1: Recruit & Retain
|
||||
4.1 So that...
|
||||
4.2 Strategic Priority 1a: Recruitment
|
||||
4.2.1 Modify App Form
|
||||
4.2.2 Strategy integrated with hiring plan
|
||||
4.3 Strategic Priority 1b: Hiring
|
||||
4.4 Strategic Priority 1c: Onboarding
|
||||
4.4.1 3 Month Onboarding Process
|
||||
4.4.2 Tools & Guidelines
|
||||
4.4.3 Mentoring
|
||||
4.5 Strategic Priority 1d: Incentives
|
||||
4.5.1 Raises
|
||||
4.5.2 Benefits
|
||||
4.5.3 Rewards Message
|
||||
4.6 Strategic Priority 1e: Offboarding
|
||||
4.1 So that...
|
||||
4.2 Strategic Priority 1a: Recruitment
|
||||
4.2.1 Modify App Form
|
||||
4.2.2 Strategy integrated with hiring plan
|
||||
4.3 Strategic Priority 1b: Hiring
|
||||
4.4 Strategic Priority 1c: Onboarding
|
||||
4.4.1 3 Month Onboarding Process
|
||||
4.4.2 Tools & Guidelines
|
||||
4.4.3 Mentoring
|
||||
4.5 Strategic Priority 1d: Incentives
|
||||
4.5.1 Raises
|
||||
4.5.2 Benefits
|
||||
4.5.3 Rewards Message
|
||||
4.6 Strategic Priority 1e: Offboarding
|
||||
5 Business Development Plan
|
||||
5.1 Goals
|
||||
5.1.1 Increase new clients
|
||||
5.1.1.1 Academic Research
|
||||
5.1.1.2 null
|
||||
5.1.2 Support New Products
|
||||
5.1.2.1 Formulize
|
||||
5.1.2.2 null
|
||||
5.1.2.3 null
|
||||
5.1.3 Support CiviCRM
|
||||
5.1.4 Identify Opportunites
|
||||
5.1.4.1 null
|
||||
5.1.4.2 null
|
||||
5.1.4.3 null
|
||||
5.1.4.4 null
|
||||
5.1 Goals
|
||||
5.1.1 Increase new clients
|
||||
5.1.1.1 Academic Research
|
||||
5.1.1.2 null
|
||||
5.1.2 Support New Products
|
||||
5.1.2.1 Formulize
|
||||
5.1.2.2 null
|
||||
5.1.2.3 null
|
||||
5.1.3 Support CiviCRM
|
||||
5.1.4 Identify Opportunites
|
||||
5.1.4.1 null
|
||||
5.1.4.2 null
|
||||
5.1.4.3 null
|
||||
5.1.4.4 null
|
||||
6 Hosting NG Plan
|
||||
7 Freeform IT Plan
|
||||
7.1 Fragile
|
||||
7.2 Tools
|
||||
7.3 null
|
||||
7.1 Fragile
|
||||
7.2 Tools
|
||||
7.3 null
|
||||
8 Project Teams
|
||||
8.1 Projects 1-3
|
||||
8.2 Projects 4-6
|
||||
8.3 Projects 7 & 8
|
||||
8.4 General Work
|
||||
8.5 Learning Needs Plan
|
||||
8.1 Projects 1-3
|
||||
8.2 Projects 4-6
|
||||
8.3 Projects 7 & 8
|
||||
8.4 General Work
|
||||
8.5 Learning Needs Plan
|
||||
9 Restructure
|
||||
9.1 Client Centric Process
|
||||
9.2 Freeform Project Process
|
||||
9.3 Supportive Systems Plan
|
||||
9.1 Client Centric Process
|
||||
9.2 Freeform Project Process
|
||||
9.3 Supportive Systems Plan
|
||||
10 Board and C Planning
|
||||
10.1 Mission Statements
|
||||
10.2 Values
|
||||
10.3 Bylaw Review
|
||||
10.4 Policies
|
||||
10.5 Business Plan
|
||||
10.1 Mission Statements
|
||||
10.2 Values
|
||||
10.3 Bylaw Review
|
||||
10.4 Policies
|
||||
10.5 Business Plan
|
||||
11 Strategy 3: Safety and Wellness
|
||||
11.1 Strategic Priority 3a: H&S Policies & Practices
|
||||
11.1.1 null
|
||||
11.2 Strategic Priority 3b: Health Promotion
|
||||
11.2.1 Health and Wellness Committee
|
||||
11.2.2 Work-life Balance Initiative [link: http://hrcouncil.ca/hr-toolkit/workplaces-health-safety.cfm]
|
||||
11.3 So that...
|
||||
11.1 Strategic Priority 3a: H&S Policies & Practices
|
||||
11.1.1 null
|
||||
11.2 Strategic Priority 3b: Health Promotion
|
||||
11.2.1 Health and Wellness Committee
|
||||
11.2.2 Work-life Balance Initiative [link: http://hrcouncil.ca/hr-toolkit/workplaces-health-safety.cfm]
|
||||
11.3 So that...
|
||||
12 Benefits
|
||||
12.1 As Freeform Staff
|
||||
12.2 Responsibility: HZ, JC
|
||||
12.3 Release 3
|
||||
12.4 Have Heather create list benefits against Best Practice & cost
|
||||
12.5 Have Jason review list
|
||||
12.6 Have JC & HZ consult with staff
|
||||
12.7 Have best benefits we can afford
|
||||
12.8 So that...
|
||||
12.1 As Freeform Staff
|
||||
12.2 Responsibility: HZ, JC
|
||||
12.3 Release 3
|
||||
12.4 Have Heather create list benefits against Best Practice & cost
|
||||
12.5 Have Jason review list
|
||||
12.6 Have JC & HZ consult with staff
|
||||
12.7 Have best benefits we can afford
|
||||
12.8 So that...
|
||||
13 Community Outreach Plan
|
||||
13.1 Goals
|
||||
13.2 CSI
|
||||
13.3 Drupal Community
|
||||
13.4 CiviCRM
|
||||
13.5 Other
|
||||
13.1 Goals
|
||||
13.2 CSI
|
||||
13.3 Drupal Community
|
||||
13.4 CiviCRM
|
||||
13.5 Other
|
||||
14 Backlog Plan [link: https://docs.google.com/a/freeform.ca/drawings/d/1mrtkVAN3_XefJJCgfxw4Va6xk9TVDBKXDt_uzyIF4Us/edit]
|
||||
14.1 Go To Backlog Plan [link: https://docs.google.com/a/freeform.ca/drawings/d/1mrtkVAN3_XefJJCgfxw4Va6xk9TVDBKXDt_uzyIF4Us/edit]
|
||||
14.1 Go To Backlog Plan [link: https://docs.google.com/a/freeform.ca/drawings/d/1mrtkVAN3_XefJJCgfxw4Va6xk9TVDBKXDt_uzyIF4Us/edit]
|
||||
15 Strategy Prospecting
|
||||
15.1 null
|
||||
15.2 null
|
||||
15.3 null
|
||||
15.1 null
|
||||
15.2 null
|
||||
15.3 null
|
||||
16 Stategies: Forecasting
|
||||
16.1 null
|
||||
16.2 null
|
||||
16.3 null
|
||||
16.1 null
|
||||
16.2 null
|
||||
16.3 null
|
||||
17 Strategies Marketing
|
||||
18 null
|
||||
19 Exit Interviews
|
||||
19.1 As Freeform
|
||||
19.2 Responsiblity: HZ, KS
|
||||
19.3 Release
|
||||
19.4 Have Heather write procedures for exit interview process
|
||||
19.5 So that
|
||||
19.1 As Freeform
|
||||
19.2 Responsiblity: HZ, KS
|
||||
19.3 Release
|
||||
19.4 Have Heather write procedures for exit interview process
|
||||
19.5 So that
|
||||
20 3 Month Onboarding Process
|
||||
21 Human Resources Plan
|
||||
21.1 Related Org Objectives
|
||||
21.1.1 1
|
||||
21.1.2 2
|
||||
21.1.3 3
|
||||
21.1.4 4
|
||||
21.2 Related Documents
|
||||
21.3 Goals
|
||||
21.3.1 Goal:Staff=Optimal Bus. Growth
|
||||
21.3.1.1 So that...
|
||||
21.3.1.2 Related Strategic Priorities:
|
||||
21.3.1.3 KPI: HR Level equals Planned Growth
|
||||
21.3.1.4 Methodology
|
||||
21.3.1.4.1 Target
|
||||
21.3.2 Goal: Increase Job Satisfaction
|
||||
21.3.2.1 So That
|
||||
21.3.2.2 Related Strategic Priorities
|
||||
21.3.2.2.1 null
|
||||
21.3.2.3 KPI: Employee Satisfaction
|
||||
21.3.2.3.1 null
|
||||
21.3.2.4 Methodology
|
||||
21.3.2.4.1 Target
|
||||
21.3.3 Goal: Improve Performance
|
||||
21.3.3.1 So That
|
||||
21.3.3.2 Related Strategic Priorities
|
||||
21.3.3.3 KPI: Employee Performance
|
||||
21.3.3.4 Methodology
|
||||
21.3.3.4.1 Target
|
||||
21.3.4 Goal: Reduce Turnover
|
||||
21.3.4.1 So That
|
||||
21.3.4.2 Related Strategic Priorities
|
||||
21.3.4.3 KPI: Retention Rate
|
||||
21.3.4.4 Methodology
|
||||
21.3.4.4.1 Target
|
||||
21.3.5 Risk & Compliance
|
||||
21.1 Related Org Objectives
|
||||
21.1.1 1
|
||||
21.1.2 2
|
||||
21.1.3 3
|
||||
21.1.4 4
|
||||
21.2 Related Documents
|
||||
21.3 Goals
|
||||
21.3.1 Goal:Staff=Optimal Bus. Growth
|
||||
21.3.1.1 So that...
|
||||
21.3.1.2 Related Strategic Priorities:
|
||||
21.3.1.3 KPI: HR Level equals Planned Growth
|
||||
21.3.1.4 Methodology
|
||||
21.3.1.4.1 Target
|
||||
21.3.2 Goal: Increase Job Satisfaction
|
||||
21.3.2.1 So That
|
||||
21.3.2.2 Related Strategic Priorities
|
||||
21.3.2.2.1 null
|
||||
21.3.2.3 KPI: Employee Satisfaction
|
||||
21.3.2.3.1 null
|
||||
21.3.2.4 Methodology
|
||||
21.3.2.4.1 Target
|
||||
21.3.3 Goal: Improve Performance
|
||||
21.3.3.1 So That
|
||||
21.3.3.2 Related Strategic Priorities
|
||||
21.3.3.3 KPI: Employee Performance
|
||||
21.3.3.4 Methodology
|
||||
21.3.3.4.1 Target
|
||||
21.3.4 Goal: Reduce Turnover
|
||||
21.3.4.1 So That
|
||||
21.3.4.2 Related Strategic Priorities
|
||||
21.3.4.3 KPI: Retention Rate
|
||||
21.3.4.4 Methodology
|
||||
21.3.4.4.1 Target
|
||||
21.3.5 Risk & Compliance
|
||||
|
||||
@ -1,75 +1,75 @@
|
||||
1
|
||||
1.1 objectifs journée
|
||||
1.1.1 "business plan" associatif ?
|
||||
1.1.2 modèle / activités responsabilités
|
||||
1.1.3 articulations / LOG
|
||||
1.2 SWOT
|
||||
1.2.1
|
||||
1.2.1.1 l'entreprise a aujourd'hui un potentiel important
|
||||
1.2.1.1.1 compétences professionnel
|
||||
1.2.1.1.2 citoyen
|
||||
1.2.1.1.3 forte chance de réussite
|
||||
1.2.1.2 apporter des idées et propsitions à des questions sociétales
|
||||
1.2.1.3 notre manière d"y répondre avec notamment les technlogies
|
||||
1.2.1.4 l'opportunité et la demande sont fortes aujourd'hui, avec peu de "concurrence"
|
||||
1.2.1.5 ensemble de ressources "rares"
|
||||
1.2.1.6 capacités de recherche et innovation
|
||||
1.2.1.7 motivation du groupe et sens partagé entre membres
|
||||
1.2.1.8 professionnellement : expérience collective et partage d'outils en pratique
|
||||
1.2.1.9 ouverture vers mode de vie attractif perso / pro
|
||||
1.2.1.10 potentiel humain, humaniste et citoyen
|
||||
1.2.1.11 assemblage entre atelier et outillage
|
||||
1.2.1.12 capacité de réponder en local et en global
|
||||
1.2.1.13 associatif : contxte de crise multimorphologique / positionne référence en réflexion et usages
|
||||
1.2.1.14 réseau régional et mondial de l'économie de la ,connaisance
|
||||
1.2.1.15 asso prend pied dans le monde de la recherche
|
||||
1.2.1.16 labo de l'innovation sociopolitique
|
||||
1.2.1.17 acteur valable avec pouvoirs et acteurs en place
|
||||
1.2.1.18 autonomie par prestations et services
|
||||
1.2.1.19 triptique
|
||||
1.2.1.19.1 éthique de la discussion
|
||||
1.2.1.19.2 pari de la délégation
|
||||
1.2.1.19.3 art de la décision
|
||||
1.2.1.20 réussir à caler leprojet en adéquation avec le contexte actuel
|
||||
1.2.1.21 assoc : grouper des personnes qui développent le concept
|
||||
1.2.1.22 traduire les belles pensées au niveau du citoyen
|
||||
1.2.1.22.1 compréhension
|
||||
1.2.1.22.2 adhésion
|
||||
1.2.1.23 ressources contributeurs réfréents
|
||||
1.2.1.24 reconnaissance et référence exemplaires
|
||||
1.2.1.25 financeements suffisants pour bien exister
|
||||
1.2.1.26 notre organisation est claire
|
||||
1.2.1.27 prendre des "marchés émergent"
|
||||
1.2.1.28 double stratup avec succes-story
|
||||
1.2.1.29 engageons une activité présentielle forte, conviviale et exemplaire
|
||||
1.2.1.30 attirer de nouveaux membres locomotives
|
||||
1.2.1.31 pratiquons en interne et externe une gouvernance explaire etune citoyennté de rêve
|
||||
1.2.2 Risques : cauchemars, dangers
|
||||
1.2.2.1 disparition des forces vives, départ de membres actuels
|
||||
1.2.2.2 opportunités atteignables mais difficile
|
||||
1.2.2.3 difficultés de travailler ensemble dans la durée
|
||||
1.2.2.4 risque de rater le train
|
||||
1.2.2.5 sauter dans le dernier wagon et rester à la traîne
|
||||
1.2.2.6 manquer de professionnalisme
|
||||
1.2.2.6.1 perte de crédibilité
|
||||
1.2.2.7 s'isoler entre nous et perdre le contact avec les autres acteurs
|
||||
1.2.2.8 perdre la capacité de réponse au global
|
||||
1.2.2.9 manque de concret, surdimension des reflexions
|
||||
1.2.2.10 manque d'utilité socioplolitique
|
||||
1.2.2.11 manque de nouveaux membres actifs, fidéliser
|
||||
1.2.2.12 faire du surplace et
|
||||
1.2.2.12.1 manque innovation
|
||||
1.2.2.12.2
|
||||
1.2.2.13 ne pas vivre ce que nous affirmons
|
||||
1.2.2.13.1 cohérence entre langage gouvernance et la pratique
|
||||
1.2.2.14 groupe de base insuffisant
|
||||
1.2.2.15 non attractifs / nouveaux
|
||||
1.2.2.15.1 pas ennuyants
|
||||
1.2.2.16 pas efficaces en com
|
||||
1.2.2.17 trop lent, rater l'opportunité actuelle
|
||||
1.2.2.18 débordés par "concurrences"
|
||||
1.2.2.19 départs de didier, micvhel, rené, corinne MCD etc
|
||||
1.2.2.20 conclits de personnes et schisme entre 2 groupes ennemis
|
||||
1.2.2.21 groupe amicale mais très merdique
|
||||
1.2.2.22 système autocratique despotique ou sectaire
|
||||
1.2.2.23
|
||||
1.1 objectifs journée
|
||||
1.1.1 "business plan" associatif ?
|
||||
1.1.2 modèle / activités responsabilités
|
||||
1.1.3 articulations / LOG
|
||||
1.2 SWOT
|
||||
1.2.1
|
||||
1.2.1.1 l'entreprise a aujourd'hui un potentiel important
|
||||
1.2.1.1.1 compétences professionnel
|
||||
1.2.1.1.2 citoyen
|
||||
1.2.1.1.3 forte chance de réussite
|
||||
1.2.1.2 apporter des idées et propsitions à des questions sociétales
|
||||
1.2.1.3 notre manière d"y répondre avec notamment les technlogies
|
||||
1.2.1.4 l'opportunité et la demande sont fortes aujourd'hui, avec peu de "concurrence"
|
||||
1.2.1.5 ensemble de ressources "rares"
|
||||
1.2.1.6 capacités de recherche et innovation
|
||||
1.2.1.7 motivation du groupe et sens partagé entre membres
|
||||
1.2.1.8 professionnellement : expérience collective et partage d'outils en pratique
|
||||
1.2.1.9 ouverture vers mode de vie attractif perso / pro
|
||||
1.2.1.10 potentiel humain, humaniste et citoyen
|
||||
1.2.1.11 assemblage entre atelier et outillage
|
||||
1.2.1.12 capacité de réponder en local et en global
|
||||
1.2.1.13 associatif : contxte de crise multimorphologique / positionne référence en réflexion et usages
|
||||
1.2.1.14 réseau régional et mondial de l'économie de la ,connaisance
|
||||
1.2.1.15 asso prend pied dans le monde de la recherche
|
||||
1.2.1.16 labo de l'innovation sociopolitique
|
||||
1.2.1.17 acteur valable avec pouvoirs et acteurs en place
|
||||
1.2.1.18 autonomie par prestations et services
|
||||
1.2.1.19 triptique
|
||||
1.2.1.19.1 éthique de la discussion
|
||||
1.2.1.19.2 pari de la délégation
|
||||
1.2.1.19.3 art de la décision
|
||||
1.2.1.20 réussir à caler leprojet en adéquation avec le contexte actuel
|
||||
1.2.1.21 assoc : grouper des personnes qui développent le concept
|
||||
1.2.1.22 traduire les belles pensées au niveau du citoyen
|
||||
1.2.1.22.1 compréhension
|
||||
1.2.1.22.2 adhésion
|
||||
1.2.1.23 ressources contributeurs réfréents
|
||||
1.2.1.24 reconnaissance et référence exemplaires
|
||||
1.2.1.25 financeements suffisants pour bien exister
|
||||
1.2.1.26 notre organisation est claire
|
||||
1.2.1.27 prendre des "marchés émergent"
|
||||
1.2.1.28 double stratup avec succes-story
|
||||
1.2.1.29 engageons une activité présentielle forte, conviviale et exemplaire
|
||||
1.2.1.30 attirer de nouveaux membres locomotives
|
||||
1.2.1.31 pratiquons en interne et externe une gouvernance explaire etune citoyennté de rêve
|
||||
1.2.2 Risques : cauchemars, dangers
|
||||
1.2.2.1 disparition des forces vives, départ de membres actuels
|
||||
1.2.2.2 opportunités atteignables mais difficile
|
||||
1.2.2.3 difficultés de travailler ensemble dans la durée
|
||||
1.2.2.4 risque de rater le train
|
||||
1.2.2.5 sauter dans le dernier wagon et rester à la traîne
|
||||
1.2.2.6 manquer de professionnalisme
|
||||
1.2.2.6.1 perte de crédibilité
|
||||
1.2.2.7 s'isoler entre nous et perdre le contact avec les autres acteurs
|
||||
1.2.2.8 perdre la capacité de réponse au global
|
||||
1.2.2.9 manque de concret, surdimension des reflexions
|
||||
1.2.2.10 manque d'utilité socioplolitique
|
||||
1.2.2.11 manque de nouveaux membres actifs, fidéliser
|
||||
1.2.2.12 faire du surplace et
|
||||
1.2.2.12.1 manque innovation
|
||||
1.2.2.12.2
|
||||
1.2.2.13 ne pas vivre ce que nous affirmons
|
||||
1.2.2.13.1 cohérence entre langage gouvernance et la pratique
|
||||
1.2.2.14 groupe de base insuffisant
|
||||
1.2.2.15 non attractifs / nouveaux
|
||||
1.2.2.15.1 pas ennuyants
|
||||
1.2.2.16 pas efficaces en com
|
||||
1.2.2.17 trop lent, rater l'opportunité actuelle
|
||||
1.2.2.18 débordés par "concurrences"
|
||||
1.2.2.19 départs de didier, micvhel, rené, corinne MCD etc
|
||||
1.2.2.20 conclits de personnes et schisme entre 2 groupes ennemis
|
||||
1.2.2.21 groupe amicale mais très merdique
|
||||
1.2.2.22 système autocratique despotique ou sectaire
|
||||
1.2.2.23
|
||||
|
||||
@ -1,6 +1,6 @@
|
||||
1 Artigos GF comentários interessantes
|
||||
1.1 Baraloto et al. 2010. Functional trait variation and sampling strategies in species-rich plant communities
|
||||
1.1.1 Therecent growth of large functional trait data
|
||||
1.1 Baraloto et al. 2010. Functional trait variation and sampling strategies in species-rich plant communities
|
||||
1.1.1 Therecent growth of large functional trait data
|
||||
bases has been fuelled by standardized protocols forthe
|
||||
measurement of individual functional traits and intensive
|
||||
efforts to compile trait data(Cornelissen etal. 2003; Chave etal. 2009). Nonetheless, there remains no consensusfor
|
||||
@ -9,11 +9,11 @@ scaled from the individuals on whom measurements are
|
||||
made to the community or ecosystem levels at which infer-
|
||||
ences are drawn (Swenson etal. 2006,2007,Reich,Wright
|
||||
& Lusk 2007;Kraft,Valencia & Ackerly 2008).
|
||||
1.1.2 However, the fast pace of
|
||||
1.1.2 However, the fast pace of
|
||||
development of plant trait meta-analyses also suggests that
|
||||
trait acquisition in the field is a factor limiting the growth of
|
||||
plant trait data bases.
|
||||
1.1.3 We measured
|
||||
1.1.3 We measured
|
||||
traits for every individual tree in nine 1-ha plots in tropical
|
||||
lowland rainforest (N = 4709). Each plant was sampled for
|
||||
10 functional traits related to wood and leaf morphology and
|
||||
@ -26,20 +26,20 @@ among design types and sampling intensities. We then contrast
|
||||
the relative costs of these designs and discuss the appropriateness
|
||||
of different sampling designs and intensities for
|
||||
different questions and systems.
|
||||
1.1.4 Falar que a escolha das categorias de sucessão e dos parâmetros ou característica dos indivíduos que serão utilizadas dependera da facilidade de coleta dos dados e do custo monetário e temporal.
|
||||
1.1.5 Ver se classifica sucessão por densidade de tronco para citar no artigo como exemplo de outros atributos além de germinação e ver se e custoso no tempo e em dinheiro
|
||||
1.1.6 Intensas amostragens de experimentos simples tem maior retorno em acurácia de estimativa e de custo tb.
|
||||
1.1.7 With regard to estimating mean trait values, strategies
|
||||
1.1.4 Falar que a escolha das categorias de sucessão e dos parâmetros ou característica dos indivíduos que serão utilizadas dependera da facilidade de coleta dos dados e do custo monetário e temporal.
|
||||
1.1.5 Ver se classifica sucessão por densidade de tronco para citar no artigo como exemplo de outros atributos além de germinação e ver se e custoso no tempo e em dinheiro
|
||||
1.1.6 Intensas amostragens de experimentos simples tem maior retorno em acurácia de estimativa e de custo tb.
|
||||
1.1.7 With regard to estimating mean trait values, strategies
|
||||
alternative to BRIDGE were consistently cost-effective. On
|
||||
the other hand, strategies alternative to BRIDGE clearly
|
||||
failed to accurately estimate the variance of trait values. This
|
||||
indicates that in situations where accurate estimation of plotlevel
|
||||
variance is desired, complete censuses are essential.
|
||||
1.1.8 We suggest that, in these studies,
|
||||
1.1.8 We suggest that, in these studies,
|
||||
the investment in complete sampling may be worthwhile
|
||||
for at least some traits.
|
||||
1.2 Chazdon 2010. Biotropica. 42(1): 31–40
|
||||
1.2.1 Here, we develop a new approach that links functional attributes
|
||||
1.2 Chazdon 2010. Biotropica. 42(1): 31–40
|
||||
1.2.1 Here, we develop a new approach that links functional attributes
|
||||
of tree species with studies of forest recovery and regional
|
||||
land-use transitions (Chazdon et al. 2007). Grouping species according
|
||||
to their functional attributes or demographic rates provides
|
||||
@ -47,13 +47,13 @@ insight into both applied and theoretical questions, such as selecting
|
||||
species for reforestation programs, assessing ecosystem services, and
|
||||
understanding community assembly processes in tropical forests
|
||||
(Diaz et al. 2007, Kraft et al. 2008).
|
||||
1.2.2 Since we have data on leaf
|
||||
1.2.2 Since we have data on leaf
|
||||
and wood functional traits for only a subset of the species in our
|
||||
study sites, we based our functional type classification on information
|
||||
for a large number of tree species obtained through vegetation
|
||||
monitoring studies.
|
||||
1.2.3 Falar no artigo que esse trabalho fala que é inadequada a divisão entre pioneira e não pioneira devido a grande variação que há entre elas. Além de terem descoberto que durante a ontogenia a resposta a luminosidade muda dentro de uma mesma espécie. Porém recomendar que essa classificação continue sendo usada em curto prazo enquanto não há informações confiáveis suficiente para esta simples classificação. Outras classificações como esta do artigo são bem vinda, contanto que tenham dados confiáveis. Porém dados estáticos já são difíceis de se obter, dados temporais, como taxa de crescimento em diâmetro ou altura, são mais difíceis ainda. Falar que vários tipos de classificações podem ser utilizadas e quanto mais detalhe melhor, porém os dados é que são mais limitantes. Se focarmos em dados de germinação e crescimento limitantes, como sugerem sainete e whitmore, da uma idéia maismrápida e a curto prazo da classificação destas espécies. Depois com o tempo conseguiremos construir classificações mais detalhadas e com mais dados confiáveis.
|
||||
1.2.4 Our approach avoided preconceived notions of successional
|
||||
1.2.3 Falar no artigo que esse trabalho fala que é inadequada a divisão entre pioneira e não pioneira devido a grande variação que há entre elas. Além de terem descoberto que durante a ontogenia a resposta a luminosidade muda dentro de uma mesma espécie. Porém recomendar que essa classificação continue sendo usada em curto prazo enquanto não há informações confiáveis suficiente para esta simples classificação. Outras classificações como esta do artigo são bem vinda, contanto que tenham dados confiáveis. Porém dados estáticos já são difíceis de se obter, dados temporais, como taxa de crescimento em diâmetro ou altura, são mais difíceis ainda. Falar que vários tipos de classificações podem ser utilizadas e quanto mais detalhe melhor, porém os dados é que são mais limitantes. Se focarmos em dados de germinação e crescimento limitantes, como sugerem sainete e whitmore, da uma idéia maismrápida e a curto prazo da classificação destas espécies. Depois com o tempo conseguiremos construir classificações mais detalhadas e com mais dados confiáveis.
|
||||
1.2.4 Our approach avoided preconceived notions of successional
|
||||
behavior or shade tolerance of tree species by developing an objective
|
||||
and independent classification of functional types based on vegetation
|
||||
monitoring data from permanent sample plots in mature and
|
||||
@ -62,16 +62,16 @@ Chazdon et al. 2007).We apply an independent, prior classification
|
||||
of 293 tree species from our study region into five functional types, based on two species attributes: canopy strata and diameter growth
|
||||
rates for individuals Z10 cm dbh (Finegan et al. 1999, Salgado-
|
||||
Negret 2007).
|
||||
1.2.5 Our results demonstrate strong linkages between functional
|
||||
1.2.5 Our results demonstrate strong linkages between functional
|
||||
types defined by adult height and growth rates of large trees and
|
||||
colonization groups based on the timing of seedling, sapling, and
|
||||
tree recruitment in secondary forests.
|
||||
1.2.6 These results allow us to move beyond earlier conceptual
|
||||
1.2.6 These results allow us to move beyond earlier conceptual
|
||||
frameworks of tropical forest secondary succession developed
|
||||
by Finegan (1996) and Chazdon (2008) based on subjective groupings,
|
||||
such as pioneers and shade-tolerant species (Swaine &
|
||||
Whitmore 1988).
|
||||
1.2.7 Reproductive traits, such as dispersal mode, pollination mode,
|
||||
1.2.7 Reproductive traits, such as dispersal mode, pollination mode,
|
||||
and sexual system, were ultimately not useful in delimiting tree
|
||||
functional types for the tree species examined here (Salgado-Negret
|
||||
2007). Thus, although reproductive traits do vary quantitatively in
|
||||
@ -81,7 +81,7 @@ successional dynamics of trees Z10 cm dbh. For seedlings, however,
|
||||
dispersal mode and seed size are likely to play an important
|
||||
role in community dynamics during succession (Dalling&Hubbell
|
||||
2002).
|
||||
1.2.8 Our classification of colonization groups defies the traditional
|
||||
1.2.8 Our classification of colonization groups defies the traditional
|
||||
dichotomy between ‘late successional’ shade-tolerant and ‘early successional’
|
||||
pioneer species. Many tree species, classified here as
|
||||
regenerating pioneers on the basis of their population structure in
|
||||
@ -107,11 +107,11 @@ numbers of species in our sites (40% overall and the majority
|
||||
of rare species) colonized only after canopy closure, and these species
|
||||
may not occur as mature individuals until decades after agricultural
|
||||
abandonment.
|
||||
1.2.9 Classifying functional types
|
||||
1.2.9 Classifying functional types
|
||||
based on functional traits with low plasticity, such as wood density
|
||||
and seed size, could potentially serve as robust proxies for demographic
|
||||
variables (Poorter et al. 2008, Zhang et al. 2008).
|
||||
1.2.10 CONDIT, R., S. P. HUBBELL, AND R. B. FOSTER. 1996. Assessing the response of
|
||||
1.2.10 CONDIT, R., S. P. HUBBELL, AND R. B. FOSTER. 1996. Assessing the response of
|
||||
plant functional types in tropical forests to climatic change. J. Veg. Sci.
|
||||
7: 405–416.
|
||||
DALLING, J. S., AND S. P. HUBBELL. 2002. Seed size, growth rate and gap microsite
|
||||
@ -130,6 +130,6 @@ dynamics of species richness and abundance of woody plant functional
|
||||
groups in a tropical forest landscape of Hainan Island, South China.
|
||||
J. Integr. Plant Biol. 50: 547–558.
|
||||
|
||||
1.3 Poorter 1999. Functional Ecology. 13:396-410
|
||||
1.3.1 Espécies pioneiras crescem mais rápido do que as não pioneiras
|
||||
1.3.1.1 Tolerância a sombra está relacionada com persistência e não com crescimento
|
||||
1.3 Poorter 1999. Functional Ecology. 13:396-410
|
||||
1.3.1 Espécies pioneiras crescem mais rápido do que as não pioneiras
|
||||
1.3.1.1 Tolerância a sombra está relacionada com persistência e não com crescimento
|
||||
|
||||
@ -1,4 +1,4 @@
|
||||
1 i18n
|
||||
1.1 Este es un é con acento
|
||||
1.2 Este es una ñ
|
||||
1.3 這是一個樣本 Japanise。
|
||||
1.1 Este es un é con acento
|
||||
1.2 Este es una ñ
|
||||
1.3 這是一個樣本 Japanise。
|
||||
|
||||
@ -1,4 +1,4 @@
|
||||
1 أَبْجَدِيَّة عَرَبِيَّة
|
||||
1.1 أَبْجَدِيَّة عَرَبِ
|
||||
1.2 Long text node:
|
||||
1.1 أَبْجَدِيَّة عَرَبِ
|
||||
1.2 Long text node:
|
||||
أَبْجَدِيَّة عَرَب
|
||||
|
||||
@ -1,50 +1,50 @@
|
||||
1 La computadora
|
||||
1.1 Hardware
|
||||
1.1 Hardware
|
||||
(componentes físicos)
|
||||
1.1.1 Entrada de datos
|
||||
1.1.1 Entrada de datos
|
||||
|
||||
1.1.1.1 Ratón, Teclado, Joystick,
|
||||
1.1.1.1 Ratón, Teclado, Joystick,
|
||||
Cámara digital, Micrófono, Escáner.
|
||||
1.1.2 Salida de datos
|
||||
1.1.2.1 Monitor, Impresora, Bocinas, Plóter.
|
||||
1.1.2 Salida de datos
|
||||
1.1.2.1 Monitor, Impresora, Bocinas, Plóter.
|
||||
|
||||
1.1.3 Almacenamiento
|
||||
1.1.3.1 Disquete, Disco compacto, DVD,
|
||||
1.1.3 Almacenamiento
|
||||
1.1.3.1 Disquete, Disco compacto, DVD,
|
||||
BD, Disco duro, Memoria flash.
|
||||
1.2 Software
|
||||
1.2 Software
|
||||
(Programas y datos con los que funciona la computadora)
|
||||
|
||||
1.2.1 Software de Sistema:Permite el entendimiento
|
||||
1.2.1 Software de Sistema:Permite el entendimiento
|
||||
entre el usuario y la maquina.
|
||||
1.2.1.1 Microsoft Windows
|
||||
1.2.1.2 GNU/LINUX
|
||||
1.2.1.3 MAC
|
||||
1.2.2 Software de Aplicación: Permite hacer hojas de
|
||||
1.2.1.1 Microsoft Windows
|
||||
1.2.1.2 GNU/LINUX
|
||||
1.2.1.3 MAC
|
||||
1.2.2 Software de Aplicación: Permite hacer hojas de
|
||||
calculo navegar en internet, base de datos, etc.
|
||||
1.2.2.1 Office
|
||||
1.2.2.2 Libre Office
|
||||
1.2.2.3 Navegadores
|
||||
1.2.2.4 Msn
|
||||
1.2.3 Software de Desarrollo
|
||||
1.2.2.1 Office
|
||||
1.2.2.2 Libre Office
|
||||
1.2.2.3 Navegadores
|
||||
1.2.2.4 Msn
|
||||
1.2.3 Software de Desarrollo
|
||||
|
||||
1.3 Tipos de computadora
|
||||
1.3.1 Computadora personal de escritorio o Desktop
|
||||
1.3.2 PDA
|
||||
1.3 Tipos de computadora
|
||||
1.3.1 Computadora personal de escritorio o Desktop
|
||||
1.3.2 PDA
|
||||
|
||||
1.3.3 Laptop
|
||||
1.3.4 Servidor
|
||||
1.3.5 Tablet PC
|
||||
1.3.3 Laptop
|
||||
1.3.4 Servidor
|
||||
1.3.5 Tablet PC
|
||||
2 CPU y sus partes internas
|
||||
2.1 Ranuras de expansión o PCI
|
||||
2.2 Memoria RAM
|
||||
2.1 Ranuras de expansión o PCI
|
||||
2.2 Memoria RAM
|
||||
|
||||
2.3 Unidades ópticas
|
||||
2.3 Unidades ópticas
|
||||
|
||||
2.4 Tarjeta Madre
|
||||
2.4 Tarjeta Madre
|
||||
|
||||
2.5 Microprocesador
|
||||
2.5 Microprocesador
|
||||
|
||||
2.6 Disco Duro
|
||||
2.6 Disco Duro
|
||||
|
||||
3 Máquina electrónica que sirve para: escribir, dibujar, pintar,
|
||||
escuchar música, ver videos, calcular, comunicarnos con otras personas, etc-
|
||||
|
||||
@ -1,13 +1,13 @@
|
||||
1 NIF (NORMAS DE INFORMACIÓN FINANCIERA)
|
||||
2 NIF D
|
||||
2.1 Normas aplicables a problemas de determinación de resultados
|
||||
2.1 Normas aplicables a problemas de determinación de resultados
|
||||
3 CIRCULANTES
|
||||
3.1 Adquisición temporal de acciones propias
|
||||
3.1 Adquisición temporal de acciones propias
|
||||
4 NIF A [link: http://www.youtube.com/watch?v=7YN-sOlkQp0]
|
||||
4.1 Marco conceptual
|
||||
4.1 Marco conceptual
|
||||
5 NIF C [link: https://sites.google.com/site/contabilidadimcpnif/estructura-de-las-nif]
|
||||
5.1 Normas aplicables a conceptos específicos de los estados financieros
|
||||
5.1 Normas aplicables a conceptos específicos de los estados financieros
|
||||
6 NIF E
|
||||
6.1 Normas aplicables alas actividades especializadas de distintos sectores
|
||||
6.1 Normas aplicables alas actividades especializadas de distintos sectores
|
||||
7 NIF B [link: http://www.contaduria.uady.mx/files/cuerpo-acad/caef/aief/resumen_NIF_marco_conceptual.pdf]
|
||||
7.1 Normas aplicables a los estados financieros en su conjunto
|
||||
7.1 Normas aplicables a los estados financieros en su conjunto
|
||||
|
||||
@ -1,71 +1,71 @@
|
||||
1 California
|
||||
1.1 Northern California
|
||||
1.1.1 Oakland/Berkeley
|
||||
1.1.2 San Mateo
|
||||
1.1.3 Other North
|
||||
1.1.4 San Francisco
|
||||
1.1.5 Santa Clara
|
||||
1.1.6 Marin/Napa/Solano
|
||||
1.2 Hawaii
|
||||
1.3 Southern California
|
||||
1.3.1 Los Angeles
|
||||
1.3.2 Anaheim/Santa Ana
|
||||
1.3.3 Ventura
|
||||
1.3.4 Other South
|
||||
1.4 Policy Bodies
|
||||
1.4.1 Advocacy
|
||||
1.4.1.1 AAO
|
||||
1.4.1.2 ASCRS
|
||||
1.4.1.3 EBAA
|
||||
1.4.2 Military
|
||||
1.4.3 United Network for Organ Sharing
|
||||
1.4.4 Kaiser Hospital System
|
||||
1.4.5 University of California System
|
||||
1.4.6 CMS
|
||||
1.4.6.1 Medicare Part A
|
||||
1.4.6.2 Medicare Part B
|
||||
1.5 Corneal Tissue OPS
|
||||
1.5.1 Transplant Bank International
|
||||
1.5.1.1 Orange County Eye and Transplant Bank
|
||||
1.5.1.2 Northern California Transplant Bank
|
||||
1.5.1.2.1 In 2010, 2,500 referrals forwarded to OneLegacy
|
||||
1.5.1.3 Doheny Eye and Tissue Transplant Bank [link: http://www.dohenyeyebank.org/]
|
||||
1.5.2 OneLegacy
|
||||
1.5.2.1 In 2010, 11,828 referrals
|
||||
1.5.3 San Diego Eye Bank
|
||||
1.5.3.1 In 2010, 2,555 referrals
|
||||
1.5.4 California Transplant Donor Network
|
||||
1.5.5 California Transplant Services
|
||||
1.5.5.1 In 2010, 0 referrals
|
||||
1.5.6 Lifesharing
|
||||
1.5.7 DCI Donor Services
|
||||
1.5.7.1 Sierra Eye and Tissue Donor Services
|
||||
1.5.7.1.1 In 2010, 2.023 referrals
|
||||
1.5.8 SightLife
|
||||
1.6 Tools
|
||||
1.6.1 Darthmouth Atlas of Health
|
||||
1.6.2 HealthLandscape
|
||||
1.7 QE Medicare
|
||||
1.8 CMS Data
|
||||
1.9 Ambulatory Payment Classification
|
||||
1.9.1 CPT's which don't allow V2785
|
||||
1.9.1.1 Ocular Reconstruction Transplant
|
||||
1.9.1.1.1 65780 (amniotic membrane tranplant
|
||||
1.9.1.1.2 65781 (limbal stem cell allograft)
|
||||
1.9.1.1.3 65782 (limbal conjunctiva autograft)
|
||||
1.9.1.2 Endothelial keratoplasty
|
||||
1.9.1.2.1 65756
|
||||
1.9.1.3 Epikeratoplasty
|
||||
1.9.1.3.1 65767
|
||||
1.9.2 Anterior lamellar keratoplasty
|
||||
1.9.2.1 65710
|
||||
1.9.3 Processing, preserving, and transporting corneal tissue
|
||||
1.9.3.1 V2785
|
||||
1.9.3.2 Laser incision in recepient
|
||||
1.9.3.2.1 0290T
|
||||
1.9.4 Laser incision in donor
|
||||
1.9.4.1 0289T
|
||||
1.9.5 Penetrating keratoplasty
|
||||
1.9.5.1 65730 (in other)
|
||||
1.9.5.2 65755 (in pseudoaphakia)
|
||||
1.9.5.3 65750 (in aphakia)
|
||||
1.1 Northern California
|
||||
1.1.1 Oakland/Berkeley
|
||||
1.1.2 San Mateo
|
||||
1.1.3 Other North
|
||||
1.1.4 San Francisco
|
||||
1.1.5 Santa Clara
|
||||
1.1.6 Marin/Napa/Solano
|
||||
1.2 Hawaii
|
||||
1.3 Southern California
|
||||
1.3.1 Los Angeles
|
||||
1.3.2 Anaheim/Santa Ana
|
||||
1.3.3 Ventura
|
||||
1.3.4 Other South
|
||||
1.4 Policy Bodies
|
||||
1.4.1 Advocacy
|
||||
1.4.1.1 AAO
|
||||
1.4.1.2 ASCRS
|
||||
1.4.1.3 EBAA
|
||||
1.4.2 Military
|
||||
1.4.3 United Network for Organ Sharing
|
||||
1.4.4 Kaiser Hospital System
|
||||
1.4.5 University of California System
|
||||
1.4.6 CMS
|
||||
1.4.6.1 Medicare Part A
|
||||
1.4.6.2 Medicare Part B
|
||||
1.5 Corneal Tissue OPS
|
||||
1.5.1 Transplant Bank International
|
||||
1.5.1.1 Orange County Eye and Transplant Bank
|
||||
1.5.1.2 Northern California Transplant Bank
|
||||
1.5.1.2.1 In 2010, 2,500 referrals forwarded to OneLegacy
|
||||
1.5.1.3 Doheny Eye and Tissue Transplant Bank [link: http://www.dohenyeyebank.org/]
|
||||
1.5.2 OneLegacy
|
||||
1.5.2.1 In 2010, 11,828 referrals
|
||||
1.5.3 San Diego Eye Bank
|
||||
1.5.3.1 In 2010, 2,555 referrals
|
||||
1.5.4 California Transplant Donor Network
|
||||
1.5.5 California Transplant Services
|
||||
1.5.5.1 In 2010, 0 referrals
|
||||
1.5.6 Lifesharing
|
||||
1.5.7 DCI Donor Services
|
||||
1.5.7.1 Sierra Eye and Tissue Donor Services
|
||||
1.5.7.1.1 In 2010, 2.023 referrals
|
||||
1.5.8 SightLife
|
||||
1.6 Tools
|
||||
1.6.1 Darthmouth Atlas of Health
|
||||
1.6.2 HealthLandscape
|
||||
1.7 QE Medicare
|
||||
1.8 CMS Data
|
||||
1.9 Ambulatory Payment Classification
|
||||
1.9.1 CPT's which don't allow V2785
|
||||
1.9.1.1 Ocular Reconstruction Transplant
|
||||
1.9.1.1.1 65780 (amniotic membrane tranplant
|
||||
1.9.1.1.2 65781 (limbal stem cell allograft)
|
||||
1.9.1.1.3 65782 (limbal conjunctiva autograft)
|
||||
1.9.1.2 Endothelial keratoplasty
|
||||
1.9.1.2.1 65756
|
||||
1.9.1.3 Epikeratoplasty
|
||||
1.9.1.3.1 65767
|
||||
1.9.2 Anterior lamellar keratoplasty
|
||||
1.9.2.1 65710
|
||||
1.9.3 Processing, preserving, and transporting corneal tissue
|
||||
1.9.3.1 V2785
|
||||
1.9.3.2 Laser incision in recepient
|
||||
1.9.3.2.1 0290T
|
||||
1.9.4 Laser incision in donor
|
||||
1.9.4.1 0289T
|
||||
1.9.5 Penetrating keratoplasty
|
||||
1.9.5.1 65730 (in other)
|
||||
1.9.5.2 65755 (in pseudoaphakia)
|
||||
1.9.5.3 65750 (in aphakia)
|
||||
|
||||
@ -1,32 +1,32 @@
|
||||
1 Welcome To WiseMapping
|
||||
1.1 5 min tutorial video ?
|
||||
1.1 5 min tutorial video ?
|
||||
Follow the link ! [link: https://www.youtube.com/tv?vq=medium#/watch?v=rKxZwNKs9cE]
|
||||
1.2 Try it Now!
|
||||
1.2.1 Double Click
|
||||
1.2.2 Press "enter" to add a
|
||||
1.2 Try it Now!
|
||||
1.2.1 Double Click
|
||||
1.2.2 Press "enter" to add a
|
||||
Sibling
|
||||
1.2.3 Drag map to move
|
||||
1.3 Features
|
||||
1.3.1 Links to Sites [link: http://www.digg.com]
|
||||
1.3.2 Styles
|
||||
1.3.2.1 Fonts
|
||||
1.3.2.2 Topic Shapes
|
||||
1.3.2.3 Topic Color
|
||||
1.3.3 Icons
|
||||
1.3.4 History Changes
|
||||
1.4 Mind Mapping
|
||||
1.4.1 Share with Collegues
|
||||
1.4.2 Online
|
||||
1.4.3 Anyplace, Anytime
|
||||
1.4.4 Free!!!
|
||||
1.5 Productivity
|
||||
1.5.1 Share your ideas
|
||||
1.5.2 Brainstorming
|
||||
1.5.3 Visual
|
||||
1.6 Install In Your Server
|
||||
1.6.1 Open Source [link: http://www.wisemapping.org/]
|
||||
1.6.2 Download [link: http://www.wisemapping.com/inyourserver.html]
|
||||
1.7 Collaborate
|
||||
1.7.1 Embed
|
||||
1.7.2 Publish
|
||||
1.7.3 Share for Edition
|
||||
1.2.3 Drag map to move
|
||||
1.3 Features
|
||||
1.3.1 Links to Sites [link: http://www.digg.com]
|
||||
1.3.2 Styles
|
||||
1.3.2.1 Fonts
|
||||
1.3.2.2 Topic Shapes
|
||||
1.3.2.3 Topic Color
|
||||
1.3.3 Icons
|
||||
1.3.4 History Changes
|
||||
1.4 Mind Mapping
|
||||
1.4.1 Share with Collegues
|
||||
1.4.2 Online
|
||||
1.4.3 Anyplace, Anytime
|
||||
1.4.4 Free!!!
|
||||
1.5 Productivity
|
||||
1.5.1 Share your ideas
|
||||
1.5.2 Brainstorming
|
||||
1.5.3 Visual
|
||||
1.6 Install In Your Server
|
||||
1.6.1 Open Source [link: http://www.wisemapping.org/]
|
||||
1.6.2 Download [link: http://www.wisemapping.com/inyourserver.html]
|
||||
1.7 Collaborate
|
||||
1.7.1 Embed
|
||||
1.7.2 Publish
|
||||
1.7.3 Share for Edition
|
||||
|
||||
Loading…
Reference in New Issue
Block a user