text:
Tender for Operation and Maintenance of Water Supply and Sewarage System at the IISc Campus
Agencies interested in participating in the tender are required to communicate the same by sending an email to drcmc@admin.iisc.ernet.in on or before July 20th 2016. They can also send any clarification/questions on the tender on or before July 20th 2016. Sending an email expressing the interest in participating the tender is desirable (but not mandatory) and will help us to communicate with the agenices regarding tender clarification etc.
TENDER NO. R(CMC)WSSS/2016-06 DATED30/6/2016
(http://www.iisc.ernet.in/tender/WaterOandM.html)
CONTRACT MANAGEMENT CELL
BANGALORE-560 012
IISc.,or Institute means, The Indian Institute of Science, Bangalore.
"Director" means, The Director of IISc., or his authorized representative.
"Registrar" means, The Registrar of IISc., or his authorized representative.
'Areas' means, areas in the Main Campus (incl. the CSIC/SID part), Gymkhana area (incl. KRVH Quarters), Yeswanthpur Quarters, Aryabhatta Quarters area, HMT Quarters area, Vijnanapura Campus and any other areas specified by the Registrar/ his authorised representative.
The selected agency/service provider means the successful bidder.
Tender No.
R(CMC)WSSS/2016-06 Dated 30/6/2016
Prebid Clarification Meeting
13/7/2016, 3.00 p.m.
Last date for receipt of bids
Validity of bid:
90 days from the date of opening of technical bid
Tender Fee (Non refundable)
Rs. 10,000.00 (to be submitted as a Demand Draft, drawn in favour of REGISTRAR, Indian Institute of Science, Bangalore payable at BANGALORE, along with the technical bid)
Rs. 1.00 lakh
In the form of Demand Draft in favour of REGISTRAR, Indian Institute of Science, Bangalore payable at BANGALORE, to be submitted along with the technical bid
Date & Time of opening of Technical Bid:
Place of opening the bids:
Contract Management Cell,
Indian Institute of Science,
Date & Time of opening of Financial Bid:
To Communicated Later
Contract Commencement Date:
01/08/2016 (tentative)
Contract Duration:
3 years (renewable each year after review)
Performance Security Deposit
10% of the annual contract value
FINANCIAL Turn-over of bidders:
Rs. 300 lakhs per annum in the preceding three years (2012-15)
Sealed tenders are invited under Two Bid System i.e., Technical Bid (accompanied by EMD, by way of Crossed Demand Draft drawn in favour of The Registrar, Indian Institute of Science, Bangalore) and Financial Bid from reputed, experienced and financially sound Companies/Firms/Agencies/Contractors.
The Technical Bid and the Financial Bid shall be submitted in separate covers duly sealed and superscribed as TECHNICAL & FINANCIAL BID. These two covers shall be submitted in a single cover duly sealed and superscribing the Name of the work with Name and Address of the Tenderer and addressed to the undersigned.
Essential Requirement of the Bidder/Agency/Firm:
The bidder/ Company / Firm / Agency should be registered with the appropriate registration authority (labour commissioner etc.).
The bidder/Company/Firm/Agency should have atleast five years experience in providing Operations & Maintenance Service of water supply and sewerage of similar capacity/volume to Public Sector Companies / Banks / Government Departments / Research Organizations/Reputed Private Sector Companies.
The Company/Firm/Agency should have executed a single work of similar nature in Government/Semi Government/Reputed Private Firm costing for not less than Rs. 100.00 lakhsin any one of the financial year during the block period of preceding three years (2013-16).
The bidder /Company / Firm / Agency should be registered with Income Tax and Service Tax departments;
The bidder /Company / Firm / Agency should be registered with appropriate authorities under Employees Provident Fund and Employees State Insurance Acts.
The agency must have Registered Office in Bangalore or should set up a Branch Office in Bangalore within one month, if they take up the contract.
The agency should open bank account inside the IISc., campus for transaction with regard to the contract with IISc.,
The bidder /Company / Firm / Agency should have its own Bank Account;
The bidder /Company/Firm/Agency should have a minimum FINANCIAL turnover during the last three years as specified in Schedule A.
Obligations of the agency:
The agency should employ men/women aged between18 (and preferably below 55), who have good health and clean conduct record.
The agency should employ personnel who can converse well in English and local language.
The agency should provide at least 2 sets of Uniforms to all personnel employed by them.
The agency should provide necessary tools and equipments that are necessary for the Operation and maintenance of Water supply/sewerage system.
GENERAL INSTRUCTIONS FOR BIDDERS
The bids are invited under two bid system i.e. Technical Bid and Financial Bid in separate sealed covers, superscribed respectively as "Technical Bid" and "Financial Bid" along with the Tender No. as given in Schedule A. Both sealed envelopes should be put in another sealed envelope superscribed as "Tender for Operation and Maintenance of Water Supply &Sewerage System in IISc campus.
The bidder shall tender the Technical & Financial bids as per the format enclosed at Annexure II & III.
The bidder is required to enclose photocopies of the necessary documents as listed in Annexure IV.
The Technical Bid should be accompanied with an Earnest Money Deposit (EMD) as stated in Schedule A.
The proof of the annual turn-over for the previous years in the form of audited balance sheet or statement of accounts shall be provided, failing which the tender is liable to be rejected.
The bidder should include the list of organisations where they have provided similar services in the last 5 years, along with name, phone and fax number of the contact person there, so that references for their services can be obtained, if required.
All entries in the bid form should be legible and filled clearly. If the space for furnishing information is insufficient, a separate sheet duly signed by the authorized signatory may be attached. No overwriting or cutting is permitted in the Financial Bid Form. In such cases, the tender is liable to be rejected. Cuttings, if any in the Technical Bid must be initialled by the person authorized to sign the bid.
The envelope containing Technical Bid shall be opened first on the scheduled date and time as given in Schedule A in the presence of representatives of the Companies, Firms/Agencies, who wish to be present on the spot at that time.
Technical Bids will be evaluated by a committee. The technical evaluation will include checking the financial turn-over, experiences, registration certificates, legal, financial, statutory, taxation and other associated compliance of existing contracts. The committee will evaluate the performance of the agency in their existing contracts/earlier contracts which may include obtaining references and/or visiting the work site, and the quality of the manpower deployed by them.
Financial bids of technically qualified, eligible bidders meeting all the requisite criteria shall be opened on a date & place (to be notified later) in the presence of short-listed bidders or their authorized representatives.
IISc reserves the right to amend or withdraw any of the terms and conditions contained in the Tender Document or to reject any or all tenders without giving any notice or assigning any reason. The decision of the Director of IISc, in this regard is final and binding on all.
Bids submitted after the deadline shall not be accepted under any circumstances whatsoever.
Any conditional bid is liable to be rejected.
Bids not following the two-cover format, or those that includes price information in the technical bid shall be rejected.
The Earnest Money Deposit (EMD), refundable (without interest), should be necessarily accompanied with the Technical Bid of the agency in the form of Demand Draft / Pay Order from any of the Scheduled bank drawn in favour of The Registrar, IISc payable at Bangalore valid for a period of 90 days. Offers not accompanied by EMD of the requisite amount or without proper validity will be summarily rejected.
The Earnest Money will be forfeited if the bidder rescinds from the offer.
Bids offering rates which are lower than the current central government minimum wages for the pertinent category would be rejected.
The contract is for the duration specified in Schedule A. The contract will be reviewed yearly, and only upon satisfactory performance, will be extended for 1 year at a time, until the duration of the contract.
The contract may be extended, on same terms and conditions, for further periods, subject to a maximum of 1 year beyond the contract term specified in Schedule A.
The selected agency is required to execute an agreement within 15 days of the award of the work.
The scope of the contract can be extended to additional manpower, with a proportional increase in contract value, as mutually agreed upon, and approved by the competent authority of IISc.
The contract may be terminated before the contract period owing to deficiency in service or substandard quality of service provided by the selected company/Firm/Agency. Further, IISc reserves the right to terminate the contract at any time after giving two months notice to the successful bidder.
The bidder shall not be allowed to transfer, assign, pledge or sub-contract its rights and liabilities under the contract to any other agency without the prior written consent of IISc.
The bidder will be bound by the details furnished by him/her to IISc, while submitting the bid or at subsequent stage. In case, any of such documents furnished by the firm is found to be false at any stage, it would be deemed to be a breach of terms of contract making the firm liable for legal action besides termination of contract.
The selected agency shall furnish a Performance Security Deposit in the form a bank guarantee in Scheduled / Nationalized bank, as specified in the Schedule A at the time of placing the work order within 15 days of the receipt of the formal order. The performance security will be furnished in the form of the Bank Guarantee/Demand Draft drawn in favour of The Registrar, IISc, Bangalore-12 payable at Bangalore. The performance security should remain valid for a period of 3 years 2 months. The performance security will be returned on termination of the contract and completion of all the contractual obligations of the successful bidder.
The agency shall ensure that the manpower deployed in IISc, are physically fit, well trained and are preferably in the age group of 18-55 years. The bidder shall ensure that the manpower deployed in IISc, conforms to the technical specifications of age and language skills prescribed in the section on Scope of Work of the Tender Document.
The successful bidder shall furnish the following documents in respect of the individual manpower who will be deployed in IISc, before the commencement of the work.
List of manpower shortlisted by agency for deployment at IISc, containing full details ie., date of birth, marital status, address, etc.
Bio-data of the persons.
Character Certificate from a Gazetted Officer of the Central/State Government.
Certificate of verification of antecedents of persons by local police authority.
In case, the person employed by the agency commits any act of omission/commission that amounts to misconduct/indiscipline/incompetence/security risks, the successful bidder will be liable to take appropriate disciplinary action against such persons, including their removal from work, immediately after being brought to notice, failing which it would be assumed as breach of contract which may lead to cancellation of contract.
The selected agency shall provide identity cards to the personnel deployed carrying the photograph of the personnel and personal information such as name, date of birth, age and identification mark, etc.
The selected agency shall ensure that any details of office, operational process, technical knowhow, security arrangements, and administrative/organizational matters are not divulged or disclosed to any person by its personnel deployed.
The selected agency shall ensure proper conduct of his personnel and enforce prohibition of consumption of alcoholic drinks, paan, smoking, loitering without work, etc.
The selected agency shall designate an Engineer as coordinator, who would be responsible for immediate interaction, so that optimal services of the persons deployed by the agency could be availed without any disruption.
The selected agency shall immediately provide a substitute in the event of any person leaving the job due to his/her personal reasons. It will be the responsibility of the contractor to meet transportation, food, medical and any other requirement of contractor's manpower for carrying out the contract works. IISc will have no liability in this regard at any stage.
The selected agency undertakes to comply with all statutes, rules, regulations, and bylaws, during the entire period of this contract.
All disputes that may arise shall be referred to the Director of IISc, whose decision in this regard shall be final.
IISc reserves the right to amend or withdraw any of the terms and conditions contained in the Tender Document or to reject any or all tenders without giving any notice or assigning any reason. The Director, IISc is the final authority for settling any disputes and the decision of the Director in this regard shall be final and binding on all.
CONTRACT-SPECIFIC
The manpower deployed by the firm/agency is required to work in 3 shifts with staggered weekly off.
In addition to the weekly-off, the contract labourers deployed are eligible for 4 holidays (Jan. 26, Aug. 15, Oct. 2, and Nov.1). The contract labourers who have performed shift duty on these days are entitled for an additional shift wage. This can be over and above the 26/27 shifts performed by them.
The personnel deployed shall be required to report for work at the specified work spot.
For all intents and purposes, the bidder shall be the "Employer" within the meaning of different Labour Legislations in respect of manpower so employed and deployed at IISc, for contractual services.
The Contractor undertakes to obtain any license, permit, consent, sanction etc. as may be required or called for from/by local or any other authority for doing such work. The Contractor shall comply with all applicable laws, rules and regulations in force. The Contractor undertakes to obtain such permission/license as may be required under the Central Contract Labour (Regulation and Abolition) Act, 1970. The Contractor undertakes to produce the license/permission etc. so obtained to IISc or furnish copies thereof as and when required by IISc. The Contractor also undertakes to keep and get renewed such license, permission etc. from time to time. The Contractor shall be responsible for any contravention of the local, municipal, central, state, any other laws, rules, regulations, etc.
The selected agency shall be solely responsible for the redressal of grievances/resolution of disputes relating to persons deployed. IISc, in no way will be responsible for settlement of such issues whatsoever. IISc shall not be responsible for any damages, losses, FINANCIAL or other injury claims to any person deployed by service providing agency in the course of their performing the functions/duties, or for payments towards any compensation.
The manpower deployed by the contractor shall not have any claims of Master and Servant relationship vis-à-vis IISc nor have any principal and agent relationship with or against the IISc.
The manpower deployed by the contractor for the contract shall not be entitled for claim, pay, perks and other facilities which may be admissible to casual, ad-hoc regular/confirmed employees of IISc, during the currency or after expiry of the contract. In case of termination of the contract also, the persons deployed by the contractor shall not be entitled to or and will not have any claim for absorption or relaxation for absorption in the regular/other category in IISc. The contractor should communicate the above to all the manpower deployed in IISc by the contractor.
The selected agency will be required to pay minimum wages as prescribed under the Minimum Wages Act of Central Government. The bidder will maintain proper record as required under the Law/Acts.
The selected agency will be responsible for compliance of all statutory provisions relating to Provident Fund, and Employees State Insurance etc., in respect of the persons deployed by it at IISc.
The selected agency shall also be liable for depositing all taxes, levies, Cess, etc. on account of services rendered by it to IISc & income tax to concerned tax collection authorities from time to time as per extant rules and regulations on the matter.
The selected agency shall maintain all statutory registers under the applicable Law. The agency shall produce the same on demand to the concerned authority of IISc or any other authority under Law.
The Tax Deduction at Source (T.D.S) shall be deducted as per the provisions of the Tax Department, as amended from time to time and a certificate to this effect shall be provided to the agency by IISc. In addition, labour cess as per current norms (1 %) will be deducted at source.
In case, the service provider fails to comply with any statutory / taxation liability under appropriate law, and as a result thereof IISc is put to any loss/obligation, monetary or otherwise, IISc will be entitled to get itself reimbursed out of the outstanding bills or the Performance Security Deposit of the agency, to the extent of the loss or obligation in monetary terms.
The selected agency shall ensure that all employees deployed by them at IISc shall be comprehensively insured for accidents and injuries.
The selected agency will indemnify IISc from all legal, FINANCIAL, statutory, taxation, and associated other liabilities.
The EMD in respect of the agencies which do not qualify the Technical Bid (First Stage)/ Financial Bid (Second competitive stage)shall be returned to them without any interest. However, the E.M.D. in respect of the successful tenderer shall be adjusted towards the Performance Security Deposit. Further, if the agency fails to commence work within 15 days from the date of placing the work order, the E.M.D. shall stand forfeited without giving any further notice and the contract will be terminated.
The proof of remittance of statutory deductions of PF, ESI to the appropriate agency, for those employed at IISc, must be provided by the selected agency to IISc every month along with the claim bill, failing which the claim bill shall not be settled.
The successful bidder will have to deposit a Performance Security Deposit, as specified in Schedule A, within 15 days of the receipt of the formal order. The Performance Security will be furnished in the form of an account payee Demand Draft/ FDR/ Bank Guarantee, from any Nationalized/Schedule bank, drawn in favour of the Registrar, IISc, Bangalore 560 012, payable at Bangalore. The performance security should remain valid for a period of 3 years and 2 months. The performance security will be returned on termination of the contract and completion of all the contractual obligations of the successful bidder.
In case of breach of any terms and conditions attached to this contract, the Performance Security Deposit of the agency will be liable to be forfeited besides annulment of the contract.
The agency shall raise the bill, in triplicate, along with attendance sheet (duly verified by Project Engineer cum Estate Officer, CCMD) in respect of the persons deployed and submit the same through the respective departments on or before 18th of the subsequent month. As far as possible the payment will be released within two weeks from the date of submission of bills. The following documents must accompany the bill.
Current month Invoice Copy
Current month Acquittance (Wage) Register duly signed by the individual contract Labourers
Current month Attendance Register
Current month ESI remittance challan with consolidate breakup details
Current month EPF remittance challan, as applicable, with consolidated breakup details
In addition Half yearly returns submitted to EPFO & ESIC are also to be submitted whenever due.
For the services provided by the Contractor, subject to satisfactory completion as certified by IISc, IISc agrees to pay the Contractor as detailed in Annexure III-A. Further, any increase in minimum wages, as per the Central Government Minimum Wages Act, along with proportional increase in the ESI, EPF and agency administrative charges will be borne by IISc. Similarly any increase in the statutory levies (ESI, EPF, Service Tax) will also be applicable automatically and borne by IISc; any decrease in the statutory levies, the benefits will go to IISc. Other than these, during the tenure of the contract, the rates agreed will remain unaltered.
The Contractor hereby agrees that Absenteeism must not exceed 10% of the total deployment in any month. Further within each shift the absenteeism should not be more than 15% of the deployment. The above should be achieved without individual contract labour doing more than the maximum shift allowed by the contract (26/27 shift in a month). Each occurrence of such excess absenteeism in a shift shall entail a deduction of 3% of the service/ administrative charges to the agency for the month, subject to maximum penalty of 30%.
In case the Contractor or any of his employees fails to fulfil his/their obligations for any day or any number of days to the satisfaction of the Institute for any reason whatsoever, the contractor shall pay, by way of liquidated damages, a sum of Rs. 1000.00 (Rupees one thousand only) per day for the entire number of such days and IISc shall, without prejudice to its other rights and remedies, be entitled to deduct such damages from the money, if any, payable by it to the Contractor.
The contract labourers deployed by the agency shall not involve in any theft/pilferage/damage to Institute property. After necessary investigations, if proved that the Agency/their personnel are responsible for the incident, the agency is liable and will be penalized to the extent of the value of the loss and additionally Rs. 10,000/- for each such incident.
The Contractor commits himself to take all measures necessary to prevent corruption. He commits himself to observe the following principles during the contract execution.
The Contractor will not, directly or through any other person or firm, offer, promise or give to any of the Institute's employees involved in the execution of the contract or to any third person any material or immaterial benefit which he/she is not legally entitled to, in order to obtain in exchange any advantage of any kind whatsoever during the execution of the contract.
The Contractor will not commit any offence under the relevant Anti-corruption Laws of India: further the Contractor will not use improperly, for purposes of competition or personal gain, or pass on to others, any information or document provided by the Institute as part of the business relationship, regarding plans, technical proposals and business details, including information contained or transmitted electronically. The Contractor will not instigate third persons to commit offences outlined above or be an accessory to such offences. The involvement in any such activity shall entail a penalty of Rs. 10,000/- for each such incident.
The claims in bills regarding service Tax etc., if applicable, should be necessarily accompanied with documentary proof pertaining to the concerned month bill. A requisite portion of the bill / whole of the bill amount shall be held up till such proof is furnished, at the discretion of IISc.
Annexure-I
Scope of the work
Operation and Maintenance of Water Supply System.
Maintenance of the Sewerage System inside the campus.
Operation and Maintenance of Pumps connected to rain water collection sump tanks & rain water harvesting pumps.
Maintenance of Re-cycled water supply, pipe line and their fittings, valves, etc.
Operation and Maintenance of any additional water supply lines and sewerage lines developed during the contract period.
Establishment, Operation & Maintenance of complaint cell (of call centre type) for recording & attending complaints from quarters, departments, Hostels, Guest Houses, centres and central facilities related to Institute, etc.
The Operation and Maintenance envisages all the required tasks to ensure
Maximum system availability.
Most efficient, effective and optimum usage of water supply & sewerage disposal system.
Enhance the life expectancy of equipments.
Regular operation and maintenance of equipments.
Compliance of safety rules and regulations.
Preventive maintenance/scheduled maintenance.
Breakdown maintenance.
Maximum service to consumers for maintaining uninterrupted water supply & sewerage disposal.
Maintenance of proper records of operation and maintenance (Log book, registers, check list etc., which should be approved by Project Engineer cum Estate Officer).
Assistance to IISc in expansions and modification of these facilities.
Operation and Maintenance of Pumping Stations
Switching ON and Switching OFF of pumps as and when required according to requirements/ instructions from Project Engineer cum Estate Officer or his authorized representative.
Maintaining records of all the operations and records of water received, water supplied energy consumption on hourly/daily/weekly/fortnightly/quarterly/half yearly and yearly basis.
Maintaining records of water supply/sanitary failures with reasons.
Monitoring the pumping stations continuously and reporting any problem or faults to the IISc which require major/minor improvements.
Maintaining records of maintenance.
Interchanging the pumps as and when required.
Co-ordination with operators in BWSSB pumping stations for efficient reliable operation of Water Supply System.
Attending the faults and restoration of the Water Supply without delay.
Following distribution system and maintaining a book to facilitate system maintenance without interruptions.
Taking preventive maintenance such as maintenance of defective pumps, starters, Valves, etc. Contractor has to maintain a check list for preventive maintenance & upkeep the system accordingly. However, contractor has to prepare a detailed check list covering all the required items and submit for IISc approval before being implemented.
The Operation of Water Supply & Sewerage System involves deployment of right persons as mentioned and these persons would be responsible for the work contracted for this purpose. The main jobs will include:
Routine Surveillance of Pumping stations, water supply distribution lines, sump tanks & over head tanks.
Routine Surveillance of Sewerage system including sewerage lines, manholes, inspection chambers, etc.
Filling up of Approved Data Sheets for the different equipments of pumping stations, raising deficiency reports and communicating to Project Engineer cum Estate Officer or his authorized representative.
Recording all tripping of pumps and other events that occur in the order of sequence with the time of occurrence correctly and record them in Log Book.
Carrying out operations correctly and accurately and recording the same in the relevant Log Books.
Strictly following operating instructions given by the IISc.
Observing all safety precautions and ensure safety to men and material and the equipment during the contract period.
Attending to all emergencies which may arise during the contract period such as equipment failure, fire accidents, etc., shall get acquainted with the operations of all equipments covered under the contract.
Attending to all Telephone Calls(complaints) and issue receipt message promptly.
Preparing daily reports and periodic returns in the prescribed format in duplicate and submit to the concerned IISc authority.
Assuming responsibility for the equipment & other materials for any damages that occur due to mal-operation of equipment and shall make good the loss suffered by IISc.
To be alert in attending to all operations and events promptly without delay.
Updating of interruptions Register, Call register, Data Book. Apart from the above, the contractor shall carry out the checks in the document during the contract period daily.
Ensuring routine, preventive and breakdown maintenance works for the Maintenance of Water Supply & Sewerage System.
Co-ordination with BWSSB
Agency should Co-ordinate with BWSSB officials for all related works and giving feed back to IISc regarding information received from BWSSB. Co-ordination with Engineers and staffs of IISc in all relevant activities is the responsibility of the agency.
Establishment, Operation & Maintenance of complaint cell
Agency should have an office running 24X7 in the campus which is professionally managed with computers etc., and maintain log of complaints received and attended and submit weekly/ monthly service report to Project Engineer cum Estate Officer for verification. Space, water, electricity. Landline telephone line/internet connection will be provided by IISc for running the office.
Agency should provide service 24/7 on all days of the year. Agency should generate monthly/weekly report regarding the quantity of water received from BWSSB & distributed to the Institute Community, Treated water produced & distributed from STP, Bore well water used in the campus etc., and the submit the same to the Project Engineer cum Estate Officer(PE-cum-EO).
All repair works related to Water supply & sanitary system inside and outside the building have to be carried out by the agency and the cost incurred for the same will be reimbursed by IISc after verification of work done & the bills received by Project Engineer cum Estate Officer.
Repair works costing upto Rs.10,000/- per repair outside the building and Rs.2,000/- per repair inside the building including cost of material & labour (over and above the contract labour deployed by the agency for IISc) can be initiated by the agency and post facto approval need to be obtained by the agency as soon as possible. However for works costing more than the above mentioned amount, the agency has to obtain prior written approval from Project Engineer cum Estate Officer before commencing the work. In all cases, the agency shall raise a bill for the repairs done, duly certified the PE-cum-EO. Payments will be made as per the actual cost incurred.
All major faults and problems shall be reported to IISc within half a day of occurrence through a memo. Procedures for rectification, duly approved by IISc, shall be obtained by the agency.
Performance of the agency will be evaluated based the reduced number of complaints received, the number of repeated complaints on the same problem/issue, and the time taken to rectify the complaints/repairs, reduced overflow of water, reduced power consumption, reduced monthly electricity and water bills, etc.,
Agency should use their own tools & tackles required for the normal O&M works. However the cost towards hiring of heavy machinery like Crane/jetting machine will be reimbursed by the Institute after verification of work done and bills by PE-cum-EO.
Any damage or loss due to failure to carry out prescheduled maintenance work shall be to the risk and cost of the agency.
Any other work covered under respective terms and conditions, if required or insisted by any regulatory body including tests and calibrations, etc., shall be undertaken by the agency.
The knowledge/Information of availability of manpower on daily basis shall be the responsibility of contractor himself and not by IISc. Contractor should ensure availability of his representative throughout the contract period who shall be responsible for manpower availability and their record keeping.
The contractor shall depute staff round-the clock to ensure maintenance services on all days in a Month as per requirement.
All materials and tools used for replacement, repairs, testing, etc., shall be approved by Project Engineer cum Estate Officer.
The contractor shall note that they shall have to carry out their work in close co-ordination with other contractors/agencies working in the same premises.
In the event of contractor showing lack of attendance to the work, negligence or unfair performance in the opinion of IISc, then the contract may be terminated at any stage without prejudice to the right by action under any other relevant clause of the contract.
The contractor shall follow all security rules framed by Project Engineer cum Estate Officer from time to time regarding removal of materials from site, issue of identity cards, control of entry of persons and other similar matters.
The contractors' personnel shall not disclose any information or drawings furnished to him by IISc. Any drawings, records and other information prepared by the contractor or by IISc or jointly by both for the execution of the work shall not be disclosed without the prior approval of the Project Engineer cum Estate Officer. No photograph of the Pumping station or any other place within the premises of IISc shall be taken without the prior approval of the Project Engineer cum Estate Officer.
The contractor shall keep his work spot, site office and surroundings neat, clean and tidy. It should be free from dust, rubbish, scrap, surplus materials and unwanted tools and equipments. All scaffolding and temporary structure including the tools and equipments shall be removed as soon as the job for which they are intended are completed. All equipment and material to be taken inside the plant / building shall be cleaned thoroughly before taking them inside. The contractor shall employ adequate housekeeping staff for above purpose. The Project Engineer cum Estate Officer or his authorized representative has the right to stop the work, if the contractor fails to improve upon the house keeping after having been notified.
Project Engineer cum Estate Officer will have the right to withdraw the work permit for any of the workmen for reasons of misconduct, incompetence in work, violation of safety and fire rules, negligence on duty etc.
Cost of damages caused due to bad workmanship shall be recovered from the contractor.
Estimated Man power
The bidder must quote for the minimum number of labourers (for the three shifts) as specified below. Tender which quote for manpower below these minimum numbers is liable to be rejected. Further the bidder may choose to quote for more than the minimum number, if it feels that is required to ensure the above scope of work is covered to the satisfaction of the user department/centre/unit. Note that the wages for the manpower in the Commercial Bid (Annexure III-A) should be based on the actual numbers quotedin Annexure III-B.
Min. Manpower Required
Helper (Unskilled Category)
Helper (Sewerage Maintenance) (Unskilled Category)
Plumber (Skilled Category)
Fitter (Skilled Category)
Electrician (Skilled Category)
Customer Care/ Receptionist
Trained(graduate) Engineer
Annexure II
TECHNICAL BID
(To be enclosed in a separate sealed envelope)
Operation and Maintenance of Water Supply & Sewerage System in IISc
Name of Tendering Company/Firm/Agency : ____________________________
(Attach certificate of registration)
Name of Proprietor/Director : ____________________________
Company/Firm/Agency
Full address of Reg. Office with Reg. No. ____________________________
Telephone No. : ____________________________
Fax No. : ____________________________
E-Mail Address : ____________________________
PAN/GIR/TIN No. (Attach Attested Copy) : ____________________________
Labour Regn. No. (Attach Attested Copy) : ____________________________
Service tax Regn. No. (Attach Attested Copy) : ____________________________
E.P.F. Regn. No. (Attach Attested Copy) : ____________________________
E.S.I. Regn. No. (Attach Attested Copy) : ____________________________
Have you quoted for the minimum manpower
As specified in Annexure I (under manpower) : Yes / No__________________
FINANCIAL turnover of the tendering Company/Firm/Agency for the last 5 Financial Years
(Attach separate sheet if space provided is insufficient)
Amount (Rs. In Lakhs)
Remarks, if any
Give details of Experiences of similar nature of work contracts handled by the tendering Company/Firm/Agency for PSUs/Research Organizations/Government Departments during the last five years in the following format. Attested copies of work orders and experience certificates to be attached.
Experiences in PSUs/Research Organization/Government Departments.
Details of client along with address, telephone and FAX numbers
Nature of work executed (as in work order)
Amount of Contract (Rs. In lakhs)
Duration of Contract
(If the space provided is insufficient, a separate sheet may be attached)
Details of Earnest Money Deposit : __________________________
D.D/P.O. No.& Date & Bank
16. Additional information, if any __________________________
(Attach separate sheet, if require
CERTIFICATE OF ETHICAL PRACTICES
I. I/We assure the Institute that neither I/We nor any of my/our workers will do any act/s, which are improper/Illegal during the execution of the contract awarded to us
II. Neither I/We nor anybody on my/our behalf will indulge in any corrupt activities/practices in my/our dealing with the Institute.
III. I/We will have no conflict of interest in any of our works/contracts at the Institute.
DATE SIGNATURE OF THE TENDERER
ANNEXURE III-A
FINANCIAL BID
Name of tendering Company/Firm/Agency : ________________________________
Rates are to be quoted in accordance with the Minimum Wages Act of Central Government for Skilled/Unskilled manpower per month basis and other bylaws applicable (inclusive of all statutory liabilities, taxes, levies, cess, etc.)
Persons(from Annex. III-B)
Daily Wage*
Other Allow-ances (C)
PF @ 13.36%(D)
ESI @ 4.75% (E)
Total (F =B+C+D+E)
Total Amount for 26 shifts for persons in each category
(=A*26*F)
(Unskilled category)
Helper (Sewerage Maintenance)
(Skilled Category)
Fitter(Skilled Category)
Contractors Adm. / Service Charge (as ____ percentage of sub-total in Line 8 above)
Total (items 8 and 9)
Service Tax at 15% on 70% of line 10
Grand Total in words ………………………………………………………………………………………………………………………………
Note: The amount quoted at Sl. No. 12 (Grand Total) will be taken in to consideration for calculation of L1.
Signature of the Tenderer
The rates quoted by the bidder should be inclusive of all statutory/taxation liabilities in force at the time of entering into the contract.
ANNEXURE III – B
COMMERCIAL BID
Details of Manpower to be deployed at IISc
No. Of Manpower to be Deployed
ANNEXURE IV
Check-List
(To be enclosed with the Technical Bid)
Technical bid, sealed in a separate envelope superscribed as "Technical Bid"
COMMERCIAL bid, sealed in a separate envelope superscribed as
Proof of Financial Turn-over for previous Five years (Profit and Loss and Balance Sheet
Copy of Registration certificate with Labour Department
Copy of the IT return for the last Five Financial Years
Copies of EPF and ESI certificate
Copy of KST/CST/VAT/Tin certificate
Work Experience of Similar work during the previous years
(List of firms where they have provided services and details of contact person(s))
(Shall have executed a single work of similar nature in Government/Semi Government /Reputed Private Organization costing not less than 100.00lakhs in any one of the financial year during the block period of preceding five years.)
ANNEXURE-V
Indian Institute of Science campus –Water Management system
Indian Institute of Science (IISc), Bangalore, is located in the centre of the city and it is 100 years old, is one of the oldest educational research institutes in India. IISc has 40 departments, hostels, housing colonies, research labs and restaurants with an overall population of around 10,000. The main source of water to the Institute is from Bangalore Water Supply and Sewerage Board (BWSSB). A small quantity of water demand is also managed by using other sources of water such as ground water, rainwater harvesting and by reusing treated waste water for non potable purposes. The Institute has its own storage reservoirs and a water distribution network inside the campus. Main storage facilities in the campus are Ground Level Reservoirs (GLR's), Over Head Tanks (OHT's), Sumps (small ground level tanks) and roof top tanks. The Water supply system in the Institute is being operated and maintained by the Centre for Campus Management and Development (CCMD).
Piped water supply:
The quantity of water received by IISc from BWSSB is about 3 MLD. The supply is mainly from CJF (Combined Jewel Filter) and from 8 inlets spread over at various locations around the campus. The transmission lines comprise 300, 200, 150(2no), 100, 50 and 20(2no) mm diameter pipe lines. The total pipe network is about 25Kms.
The main supply to the Campus is through the 300mm pumping main from CJF, which enters the campus near the 'main gate' and flows into GLR near Thermal Power Station (TPS). This supply is on a daily basis, with the average supply hours ranging from 5-6 hours a day. The 300mm diameter pipe laid inside the campus is 835m in length. A 200mm diameter line is tapped from 600mm diameter BWSSB main located along the Mathikere main road near R-Block. The 200mm diameter pipe laid inside the campus is 10m long. Two 150mm diameter line is tapped from the same source near D-Gate. The total length of 150mm diameter pipes laid inside the campus is 847m. The 100mm diameter supply line from BWSSB is near the Maramma circle. The minor sources of supply are one 50mm diameter and two 20mm diameter tapings on the BWSSB main on 8th main road near Yeshwantpur. The 50mm diameter pipeline inside the campus is 1142m long and the 20mm pipeline is 48m long. All these supplies are on alternate days (except 300mm dia source) for about 6-8 hours. Fig.1 gives the connections along with the pipe network.
Figure 1: BWSSB Inlet points and campus boundary
Table 1:BWSSB Inlet connection details
Sl. No
Inlet connection Diameter (mm)
Dedicated pumping main, Near main gate of the Campus on the road to Mekhri Circle
From BWSSB feeder main, on Mathikere Main road
150 x 2 Nos
From BWSSB feeder main, Near D gate on the road to Mathikere.
From BWSSB feeder main, Near Maramma circle on NH7
From BWSSB feeder main on 8th Main road near Yeshwantpur
20 x 2 Nos
Table 2: Details of the Over Head Tanks (OHTs)
OHT
Location/identifying landmark
Capacity (Cu.m)
No of staging
Inlet Dia (mm)
Inlet Pipe Material
Outlet dia (mm)
Outlet Pipe
OHT1
NSSC OHT
TPS OHT
Opposite to Kabini Canteen
A Type quarters
C Mess OHT
Taper Circular
Chemical Store
E type quarters
Total (Cu.m)
The pipe material consists of both GI and CI of about 50% each. There are 12 GLRs and 8 OHTs and their total capacity is about 5200 Cum and 900 Cum respectively. The water stored in GLRs is pumped to the Over Head Tanks (OHT's) and supplied to the distribution mains. Individual Departments, hostels and housing blocks have small sumps with pumping facility to the roof tanks above their respective buildings.
91 sumps are identified and total capacity of all the sumps is assessed to be about 3023 Cu.m. The capacity of the sumps ranges from 3 Cu.m to 210 Cu.m. Water from the sumps is fed into the roof tanks of individual departments. These tanks are either of reinforced concrete or of PVC. The capacity of the roof tanks varies from 3 Cu.m to 100 Cu.m at different locations. There are 7 number of pumping stations. The capacity of pumps varies from 5 HP to 20HP.
Table 3: Details of the Ground Level Reservoirs (GLRs)
GLR
Capacity (Cum)
Length/Dia (m)
Depth (m)
Inlet Pipe (mm)
Outlet Pipe (mm)
GLR-1
Maramma
Main Pumphouse
New E Type quarter
Near C Mess
Near B-Type quarters
GLR-10
Near D-Type quarters
Near R-Block
Total (Cum)
The distribution network in the campus is a tree type development. Though there are interconnections between the supply mains to various reservoirs, the system does not have a loop connection. The reason for this probably is twofold: (i) that the campus has roughly a rectangular shape and (ii) the period of development of the campus stretches over 100 years. The supply to the distribution network is from OHT or by direct pumping. Bulk Mechanical water meters are installed at all the inlet locations, read once in every month and bills are issued by BWSSB. As the campus consists of both domestic and non-domestic consumption some of the connections are on domestic tariffs while most of the other connections are on non-domestic tariffs.
Table 4:Transmission lines
Pipe Dia (mm)
Lengths (m)
Cast Iron & MS
From the previous literature it is found that the percapita consumption in the Residential Quarters is 130 lpcd, in the Hostels/Mess it is 330 lpcd and Departments and Laboratory it is 272 lpcd. The figure for the hostels is high compared to the norms suggested by CPHEEO. It was found that there is a physical loss of 24.76 percent of water in the campus. This is mainly due to the over flows from OHTs and departmental/residential roof tanks. The physical loss observed appears to be high and this can be minimized by providing level indicators and level controlled stop/start arrangement for pumps to GLRs and OHTs.
The campus has wide tree-lined roads connecting the departments, hostels, housing colony and other facilities. Many departments, bungalows and guest houses have good garden/lawn around the buildings. Total road length inside the campus is 23Km.
Figure 2: Bore well points and campus boundary
Ground Water:
The bore well water supply is mainly used for gardening and for specific non potable uses in some departments. IISc has about 55bore wells (Figure 2) and on an average the water extracted from groundwater is about 0.3 MLD which is about 10% of the piped water supply. The sewage is collected from different locations through an underground sewer network which finally discharges to the BWSSB sewers. The sewers are generally 150 -200 mm diameters with a few short lengths of 300 mm diameter for trunk sewers. In some locations 100mm and 75 mm diameter sewers are also laid. The material of the pipe for smaller diameters is Stone Ware Glazed pipes (SWG) and these are used from 100 mm to 250mm pipes also. RCC pipes of 250-300 mm are also used for sewage disposal.. Around 570 Manholes are provided at necessary locations and total length of sewers is about 13100 meters.
Institute has recently constructed a waste water treatment plant of about 0.5 MLD capacity and the waste water is treated by using submerged membrane technology. This water is supplied to various departments / different locations on the campus for non potable uses through a ring main of diameter 160mm. The pipe material chosen is HDPE of grade PE-100 and PN-10 as there is no heavy traffic. One more recycling plant of capacity 0.5MLD is under construction and should be in operation soon. The treated water from this plant will be injected into the same recycled water distribution line. The recycled water system is shown in Figure 3.
Figure 3: IISc Recycled water network (0.5MLD) indicating sewerage treatment plant and new
sewerage treatment plant
Rain Water Harvesting:
Karnataka State Council for Science and Technology (KSCST) has actively involved in constructing and developing rainwater harvesting structures on the campus. Few of the gardens in the campus are also maintained by using harvested rainwater.
Table 5: Details of existing Distribution Network
Total (m)
Figure4: IISc Water Supply Distribution Network.
Figure 5:IISc sewer network with manhole positions.
Figure 6: IISc Recycled water distribution network
pg.
Mysore sandal oil factory was the first industry to be set up with research from IISc in 1916.


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text:
PART III - PROSECUTIONS AND OFFENCES
Subsection 2(2) specifies laws that are not taxation laws for the purposes of this Part.
Part III (note) inserted by No 25 of 2001.
Part III inserted by No 123 of 1984.
Division 2 - Offences
Subdivision A - Failure to comply with taxation requirements
SECTION 8E PENALTIES FOR FAILURE TO COMPLY WITH REQUIREMENTS UNDER TAXATION LAW
8E(1) [Penalty for first offence]
Subject to subsections (2) and (3), an offence against section 8C or subsection 8D(1) or (2) is punishable on conviction by a fine not exceeding 20 penalty units.
S 8E(1) amended by No 143 of 2007 , s 3 and Sch 7 item 104, by substituting " 20 penalty units " for " $2,000 " , effective 24 September 2007.
8E(2) [Penalty for second offence]
Subject to subsection (3), where:
(a) a person is convicted of an offence against section 8C or subsection 8D(1) or (2); and
(b) the court before which the person is convicted is satisfied that the person has previously been convicted of a relevant offence;
the penalty that the court may impose in respect of the first-mentioned offence is a fine not exceeding 40 penalty units.
8E(3) [Penalty for third and subsequent offences]
(a) a person is convicted of an offence against section 8C or subsection 8D(1) or (2);
(b) in a case where the person is a natural person - the Commissioner has elected under subsection 8F(1) to treat the offence otherwise than as a prescribed taxation offence; and
(c) the court before which the person is convicted is satisfied that the person has previously been convicted of 2 or more relevant offences;
the penalty that the court may impose in respect of the first-mentioned offence is a fine not exceeding 50 penalty units or imprisonment for a period not exceeding 12 months, or both.

redpajama_set_name: RedPajamaCommonCrawl


text:
Kook Books
Bob Denham's post yesterday on Marshall McLuhan's belief that Frye was part of a Masonic conspiracy against him, in part because of his esoteric reading list, raises the issue of Frye's interest in what he called "kook books." Here are a couple of examples from the notebooks.
For years I have been collecting and reading pop-science & semi-occult books, merely because I find them interesting. I now wonder if I couldn't collect enough ideas from them for an essay on neo-natural theology. Some are very serious books I haven't the mathematics (or the science) to follow: some are kook-books with their hair-raising insights or suggestions (CW 6, 713)
There's a lot of semi-occult fascination with Atlantis in the last two centuries: one very fine book (despite its obvious weaknesses and lapses) is Merezhkovsky's Atlantis/Europe, which tries to go all out for the historicity of Atlantis and doesn't mention Thera, but is really based on an ascending ladder diagram in which we go up to the future, unless we get caught in the same cycle again, while Atlantis is our buried or forgotten past. He links the Timaeus and the Book of Enoch in some curious ways, coming close to a lot of the von Daniken mythology, but he's better than that: an example of how yesterday's kook book becomes tomorrow's standard text. (CW 6, 495)
Bob Denham provides some context in his introduction to the Late Notebooks volumes:
Some of Frye's reading is, if not altogether odd, at least surprising—books such as Merezhkovsky's Atlantis/Europe and Maureen Duffy's Erotic World of Faerie. Frye admits that Merezhkovsky comes "close to a lot of von Daniken mythology," but then adds, "yesterday's kook book becomes tomorrow's standard text." There are in the notebooks, as one might expect, a number of Frye's old chestnuts—books such as Graves's The White Goddess, Frances Yates's studies in hermeticism, the mythical speculations of Gertrude Rachel Levy, Huxley's Perennial Philosophy, Carroll's Alice books, the novels of Bulwer-Lytton and Rider Haggard. But some readers will no doubt think it strange that Frye would even be curious about such books as Michael Baignet's The Holy Blood and the Holy Grail, Robert Anton Wilson's The Cosmic Trigger, Marilyn Ferguson's The Aquarian Conspiracy, Itzhak Bentov's Stalking the Wild Pendulum, and A.E. Wait's Quest of the Golden Stairs, The Pictorial Key to the Tarot, and The Holy Grail—"kook books" all. It would be difficult to imagine Frye citing such esoterica in Words with Power, but he does justify his interest in such writers as Waite, who is only "superficially off-putting":
I've been reading Loomis and A.E. Waite on the Grail. Loomis often seem to me an erudite ass: he keeps applying standards of coherence and consistency to twelfth-century poets that might apply to Anthony Trolloppe. Waite seems equally erudite and not an ass. But I imagine Grail scholars would find Loomis useful and Waite expendable, because Waite isn't looking for anything that would interest them. It's quite possible that what Waite is looking for doesn't exist—secret traditions, words of power, an esoteric authority higher than that of the Catholic Church—and yet the kind of thing he's looking for is so infinitely more important than Loomis' trivial games of descent from Irish sources where things get buggered up because the poets couldn't distinguish cors meaning body from cors meaning horn. Things like this show me that I have a real function as a critic, pointing out that what Loomis does has been done and is dead, whereas what Waite does, even when mistaken, has hardly begun and is very much alive. (CW 5, xxxv-xxvi)
Michael Dolzani picks up the thread in the introduction to the "Third Book" Notebooks:
The notebooks are also more uninhibited than Frye's published work, both intellectually and rhetorically. Frye's speculations are much more open, more daring, sometimes breathtakingly so, and he is more willing to risk venturing upon works which professional prudence restrained him from making extended public comments upon, even if they had greatly influenced him. These include, on the one hand, works whose language or culture was not native to him; on the other, books of ill-repute with whom respectable scholars feel they cannot afford to be caught in public, what he called the "kook books" of unreserved mythopoeic speculation, from Jacob Boehme to Hamlet's Mill, whose vision has affinities with his own project and which thus form part of its secret imaginative background even when their methods are flawed and their authors half-psychotic. (CW 9, xxii-xxiii)
See our Kook Books category, which includes more from Denham and Dolzani.
This entry was posted in Kook Books, Marshall McLuhan, Myth on September 8, 2011 by Michael Happy.
← Crackpots and Undistinguished Flakes TGIF: "The Big Snit" →
2 thoughts on "Kook Books"
Matthew September 8, 2011 at 1:39 pm
Enough to send us all back to "Northrop Frye's 'Kook Books' and the Esoteric Tradition" in Frye & the Word. I have a very fond memory of Dr. Denham lecturing on the topic a day or so before that conference opened, and introducing me to Jakob Boehme, among so many others!
Michael Happy Post author September 8, 2011 at 2:53 pm
You can read Bob's essay on the kook books here.


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text:
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Gareth M. Winrow is currently an independent research analyst and consultant based in Oxford. He is also presently a tutor at Oxford University's Department of Continuing Education. He has worked in Turkey for twenty years where he was a Professor in the Department of International Relations at Istanbul Bilgi University. A recipient of two NATO Research Fellowships and a US Institute of Peace Fellowship, he has worked as a consultant for Eurasia Group and Sidar Global Advisers, is a member of Chatham House and serves on the editorial board of the journal Turkish Studies. Holder of a scholarship to study Modern History at Keble College, Oxford University (BA Hons.), he also has an MA in International Relations and Strategic Studies from Lancaster University and a Ph.D in the Department of Government from the University of Manchester.
His expertise is on Turkish foreign policy and on regional and energy security issues in the wider Black Sea region, the Middle East and the eastern Mediterranean. His publications include, Realization of Turkey's Energy Aspirations: Pipe Dreams or Real Projects? (Brookings, 2014), "Turkey: An Emerging Energy Transit State and Possible Energy Hub," The International Spectator, 46, 3 (September 2011), Turkey, Russia and the Caucasus: Common and Diverging Interests (Chatham House, 2009), and Problems and Prospects for the "Fourth Corridor": The Positions and Role of Turkey in Gas Transit to Europe (Oxford Institute for Energy Studies, 2009). A regular speaker at the annual UK-Turkish forum (Tatlidil), he has moderated panels at the Bled Strategic Forum, the International Centre for Black Sea Studies and Wilton Park.
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text:
console.log('Loading function');

/**
 * Provide an event that contains the following keys:
 *
 *   - operation: one of the operations in the switch statement below
 *   - tableName: required for operations that interact with DynamoDB
 *   - payload: a parameter to pass to the operation being performed
 */

var Thing = require('../models/thing');

module.exports.respond = function(event, cb) {

  var response = {
    'method' : event.httpmethod,
    'key' : event.key,
    'value' : event.value
  };

    var operation = event.metho;

    if (event.tableName) {
        event.payload.TableName = event.tableName;
    }

    switch (event.httpmethod) {
        case 'POST':
            Thing.create(response, cb);
            break;
        case 'GET':
            if (event.key) {

            } else{

            };
            break;
        case 'PUT':

            break;
        case 'DELETE':

            break;
        default:

    }
};

  return cb(null, response);
};

redpajama_set_name: RedPajamaGithub


. . . Neoforma Inc., for instance, provides information on hospital supplies . . . Infomediaries are gaining in popularity. Since its founding two years ago, Neoforma, a Santa Clara, Calif.–based company, has brought in more than 15,000 hospital product suppliers on its Web site . . .
Partitions, earlier erected for protection, now imprisoned the architect.
We displayed a huge directory of products and manufacturers, so I can imagine what visitors might have imagined Neoforma to be. They probably pictured rooms full of dedicated employees, busily chatting on the phone with all sorts of people in the healthcare industry.
Actually, that is pretty much what it was like, only on a much smaller scale than people imagined. There were only a few of us interacting with customers. The rest of the employees were busy keeping the website running and growing. Much of my interaction with customers was with those outside the United States. This was very satisfying because international visitors were effusively grateful for the resources we had made available to them. Due to time zone and language disparities, they had been accustomed to the slow and frustrating process of sending faxes to request information on products. A simple question might take a week of iteration to get an answer. In most cases, we could cut that to a day or less.
As Neoforma grew and we established a department dedicated to assisting customers, I received fewer and fewer new messages. However, to maintain at least some connection with the customers, there were a few visitors I kept in contact with. They'd send me requests for information regarding who made this gadget or that, not knowing that I was the president of the company and usually delegated such inquiries. I'd spend whatever time it took to dig up any tidbits of information I could find in order to service them. This connection to our original purpose was very important to me.
At a moment when I was at the peak of frustration over the company's growing pains, I received a Christmas greeting from Anton. It cheered me up immediately.
Anton was one of my favorite visitors. He was a distributor of medical equipment in Moscow. Whenever he was trying to find medical equipment for a hospital in his region, he used Neoforma. When he discovered that some piece of information on our site was out-of-date, he would send me the updated information. When he couldn't find something, he would send a message to notify me.
His messages were always polite, intelligent and grateful. He would send messages just to say hello and tell me that he hadn't sent any messages lately because he had been finding everything he needed on the site. And when he sent me that holiday message, he helped me through a tough time without ever knowing it.
Since founding Neoforma, I had not looked forward to the end-of-year holidays. We always seemed to be running low on money in November and December, which coincided with a time when almost all investment activity ceases for six weeks or so.
This was the first year that Neoforma had enough money to survive through the holidays, but I felt worse than ever. I had an intense case of the holiday blues.
For the first time in many years, I actually had a few weeks with very little that I had to do. I spent some time helping the programmers with their frantic website repairs. Hiring slowed down during the holidays. I wouldn't be involved in fundraising activities until January. New development was postponed until the new website was stabilized, which also wouldn't be until January.
This respite might have been pleasant had there not been several years of unrelieved stress waiting for an opportunity to break out.
Rushing to fill the lull, my postponed feelings poured in, bursting partitions and flooding crevices. The sediment was washed away, leaving exposed areas of raw emotion.
I didn't want to let go, but knew I had to let go. I suddenly became vividly aware of my overwhelming personal financial risk and dwindling control over that risk, of my pride over the value I had helped create and my anxiety over losing that value, of my failure to cheer others up and the failure to cheer myself up as well. To put it another way—I was depressed.
Everything that I had helped create was staring back at me from a computer screen — in the form of a page on the Neoforma website. It was frozen introspection.
Logging on, I attempted a search.
When the site entered its third minute, searching for a response to my simple query, I peered over the screen, through the window of my darkened office. I saw tired engineers in their cubicles, struggling to bring order to chaos. And felt helpless to assist them.
In the absence of productive activity, I could only focus on my increasing sense of failure. Trying to shake my sense of unease, I got up and wandered the aisles, struggling to smile, to offer compliments, encouragement and suggestions. Then I returned to my office and closed my door, which I had seldom done before. I stared blankly at the screen again, my thoughts and feelings washing over me, unabated.
She told me that she understood the risk factors, but said it still counted as a two million dollar investment. I was startled by her matter-of-fact acceptance of the monetary value that had been assigned to Neoforma.
As I typed in one fruitless search after another on the Neoforma website, it seemed absurd to think of Neoforma having this kind of value. On the other hand, I could not give up hope that someday it would again deliver amazing value to customers like Anton, who had come to rely on us in our early days.
Without that hope, I would have been completely lost.
I was feeling an increasing sense of dread. I even dreaded facing the fact that I needed to escape my increasing sense of dread. I was not unfamiliar with depression, but this time I did not have the luxury to indulge it. Because I had so much invested, financially and emotionally, into Neoforma, I was anxious that the company depended so much on me. I felt that if I dropped my guard for a moment, the increasing pressures on the company would overwhelm me. And, if I were overwhelmed, the threat to the company would increase— which would make me even more anxious. If that was the risk of introspection, I couldn't afford it.
In my struggle to relieve the pressure, I chose to delegate control at almost every juncture where I could, to make the company less dependent on me. From my point of view, almost every time I let go of a task, a whirlwind of chaos and disaster had resulted. In attempting to hold things together, my panicked grip became tighter and more painful. But gripping so tightly only increased the tendency for control and composure to escape under the pressure. I was losing myself.
And then there was the deteriorating relationship with my wife.
As the complexity and intensity of my work at Neoforma increased, my ability to communicate with Anni had decreased. In my hours off work, I had difficulty slowing the frenetic journey from problem to solution. My thoughts and speech patterns became terribly efficient— not the best for intimate conversation. I had shifted into a mode of solving problems, not talking about them. The tension this created between us was inevitable.
As the enormity of risk I had placed upon my family increased, so did my desire to separate the pressures I experienced at work from the time I spent at home. The last thing I wanted to do was scare Anni and the kids with the reality that our entire lifestyle was balanced on a knife-edge.
I had been tucking this stress into this compartment and that stress into that compartment, all nicely controlled by a central load-balancing system. At work, the system worked pretty well. There, I was able to hide my emotions with relative ease. My tendency to keep everyone at a safe distance helped me maintain a fairly consistent composure.
At home, that was a bit more difficult. Most successful relationships are built upon a foundation of beliefs and feelings that have been shared at very intimate levels. Mine and Anni's certainly was. We both needed and craved the rejuvenation of our intimacy. It was what made us more than two.
But, increasingly, our pursuit of intimacy was interrupted by the grip that Neoforma had over me. Any time we breached the surface tension, dangerous hairline cracks would appear in my carefully constructed compartments. A kiss could release the memory of a sad or stressful interview or the most recent incident of someone crying in my office—an almost daily occurrence now. A needy hug might trigger a jolting moment of panic that I had forgotten to pay a bill or communicate some key instruction.
My ability to connect was dissolving. My libido had dwindled to a dull flatness for extended periods. The fear of letting go had become my survival mechanism. I couldn't risk it.
In the earlier days of Neoforma, Jeff and I had been able to talk about nearly anything that was bugging us. We had vented our stress on each other nearly every day, arguing aggressively, holding nothing back, knowing that once one of us had exhausted his opinions or complaints, we would each go back to our business, still friends.
As the pressures on us increased, Jeff and I spoke with decreasing frequency. We'd go a week or so without talking. When we did meet, we had little to share beyond a cursory acknowledgment of the feeling that we were being increasingly entangled in a web of our own creation.
His role was focusing outside the company. My role was focusing inside the company. Alexander's presence had driven a stake right down the middle. Once Jeff and I stopped regularly venting our emotions with each other, our simple disagreements tended to explode into nearly violent incidents. Of course, thick-skinned guys that we were, we did not take the time to look at why we'd get so pissed off at each other. We each just assumed that the other was becoming increasingly irrational. It became easier for us to simply avoid each other.
There were many people at Neoforma that I liked very much. Many that I might have become friends with under other circumstances. However, Jeff and I had learned early on—through Cassandra and others — that there was, that there had to be, a solid wall between the two of us and the employees. If either of us were to display the slightest indecision or weakness due to a personal friendship with an employee, the entire company would suffer. So I couldn't turn to anyone at Neoforma for help.
Of course, I didn't believe I needed help, exactly. But Anni disagreed. As patient as she had been with me over the last several years, she became increasingly insistent that I get some outside help. It was that, or learn to deal with being single again.
So, although I was definitely not comfortable with the idea of asking for help, I figured that I might be okay with asking for advice. I was having a natural reaction to an unfamiliar, but not entirely unique situation. I thought that there must be people out there who specialized in advising company executives on how to handle the stresses associated with chaotic growth.
Executive coach. That sounded okay. I could ask for some coaching. After all, I hadn't founded a large company before. This was all new. I wouldn't be admitting personal weakness. I'd just be bringing in another consultant. We had certainly hired plenty of those.
Once I had bought into my rationalization for hiring someone, I interviewed the two recommended coaches. The first interview was not memorable. The second interview was something else entirely.
The man I met did not fit my image of the suited business consultant. Greg Brodsky was dressed casually and appeared to be in his forties. He sported a shiny bald head, sparkling eyes and a knowing smile. He was of average height, but moved with a confidence that projected a larger presence. I'd later learn that he was actually in his sixties.
Greg relied less on his college education and business experience than on his forty years of practice with assorted martial arts and his study of neurolinguistic programming. He was not a psychologist, but he knew a lot about people. His unconventional background and style were very appealing to me. I found him very easy to communicate with, though I could see why he wouldn't be right for everyone. He did not waste words. He had no preferred theory of human behavior. Whatever worked was the right thing to do. And he had no shortage of things to try. So, I agreed to meet with him and try a few things.
Since Greg was not a psychologist, I thought I might be able to avoid digging into my emotions and focus instead on behaviors to improve my stress management. I figured some good advice on how to make me more efficient would reduce the stress to a manageable level.
No matter how superficial I tried to keep an issue I discussed with him, Greg managed to get me to expose the roots of my response to the issue. Some of those roots went very deep.
I met with Greg for about a year, with dwindling frequency. We did "good work", as he called it. He gave me the tools to better manage my stress. He helped me and I accepted that help. It was a big deal for me to accept help.
I had felt very alone in my inability to inwardly cope with my stress and inadequacies. It was not until years later that I would read disclosures by several well-known executives describing the bouts of extreme depression they had suffered. I didn't hide under my desk for hours at a time, as one had, but I certainly would have welcomed the idea that such an escape was possible. It would have helped to know earlier that I wasn't alone after all, that it is okay to admit limitations and seek help.


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DEAD MAN FARTING: Swiss Army Man and Carnage Park
First, a word from our sponsors: I wanted to say thank you to everyone who contributed to our Indiegogo campaign for 15 Conversations in 10 Minutes. We did very well due to you folks. For those who weren't able to give, keep us in your thoughts. And if you are able to contribute in the future, contact me and I'll tell you how. I will even honor the perks on the original campaign.
I am now offering a new consultation service: so much emphasis has been given lately to the importance of the opening of your screenplay, I now offer coverage for the first twenty pages at the cost of $20.00. For those who don't want to have full coverage on their screenplay at this time, but want to know how well their script is working with the opening pages, this is perfect for you. I'll help you not lose the reader on page one.
Perhaps the best way to describe Swiss Army Man, the new indie comedy from writer/directors Dan Kwan and Daniel Scheinert, their first feature film, is that it is an odd duck of a movie. Of course, it's no insult to say that it's not quite as odd a duck as The Lobster, but if it quacks like one, etc. You get my drift anyway.
Those of you who watch the previews of coming attractions at their local bijou, or even those who don't, probably know what the basic premise is. Paul Dano plays Hank, a depressed loner who gets stranded on an island after a boat he rented got lost.
As he is about to do himself in, he sees a dead body washed up on shore. This non-character is played by former Harry Potter star, Daniel Radcliffe, a role I bet never required him to pass wind.
Hank soon discovers that Manny has certain, shall we say, uses. He can fart with the power of an SST and he gets an erection that always tells Hank which way to go to get back to civilization.
And that's just the beginning of the odd duckiness here.
What may be most surprising is that as silly and ridiculous as this premise is, by the time it's over, you come to be so emotionally invested in Hank and his situation. And not just his being shipwrecked and needing to find a way home, but in his personal issues and inability to connect to another human (yes, there is irony here, Hank is only able to be himself and bond with a corpse). And you become so invested, you begin to suspect that this silly little thing of a movie, like Hank, isn't really that silly at all, that there is more here than just fart jokes. It's a movie that really shouldn't work, yet it does and in a rather refreshing way as well.
Of course, it is one of those movies where you just have to go with it. And I don't mean the farts that can help Hank leap cliffs in a single bound. Hank can also create objet d'arts out of any bit of trash that people have strewn all over the lush forest. They're so incredibly striking, even brilliant in a Michel Gondry sort of way, one can't believe he hasn't been discovered and received a show at a prestigious gallery.
But the real head scratcher here is that in spite of the junkyard amount of trash Hank runs across (from discarded couches to Cheetohs), that after three or four days in the woods, he hasn't run across a non-dead person. Just exactly who has been using this area for their trash heap anyway?
Still, who cares? Those points are ridiculously minor and nitpicky in the grand scheme of things (as they say, I'm just having a larf here).
The real problem is the ending where the two filmmakers act like the story and characters have been resolved, when they really haven't. It feels more like the sort of ending that writers come up with because they've painted themselves into a corner.
Still, there's so much good will here, maybe it's best not to carp.
With Mary Elizabeth Winstead (of 10 Cloverfield Lane) as the woman Hank pines over and Shane Carruth, auteur of Primer and Upstream Color, as a coroner.
Let me see if I can make this as pretentious as possible. Carnage Park, the new thriller from writer/director Michael Keating, is a film that looks like Quentin Tarantino took the iconic plot, The Most Dangerous Game, and turned it into a torture porn movie.
Got that?
Keating directs the film as if he was having just the most fun possible for a filmmaker to have. Orson Welles described the studio he was making Citizen Kane at as the biggest train set a boy ever had. That, in many ways, describes Keating's approach to his movie, though on a far smaller and less ambitious scale.
He does fancy-schmancy things with timing the credits to music; he does slo-mo; he plays fast and loose with structure and who is to be the central character. He directs it all as if everyone was on cocaine in an over the top braggadocio style that he not only calls attention to, he enjoys calling attention to.
The basic story concerns the daughter of a farmer about to lose his land. She is abducted during a bank robbery by two men. One is shot, the other ends up taking a turn down a side road where the car has its tire blown out by a bullet. After he is dispensed with, the young woman is chased down as if she were game for a hunter.
Carnage Park is highly entertaining and very edge of your seat. The acting is solid (Ashley Bell plays the woman in danger; Pat Healy is the madman after her; and Alan Ruck is very effective in a change of pace role as a sheriff). And in spite of, or because of, the tendency to over indulgence, Keating definitely shows talent as a director.
It's not perfect. Keating doesn't bring anything new to the basic premise and the bad guy is that old canard, the ex-soldier with PTSD turned religious maniac. And there is no attempt at explaining how the bad guy, who has cut himself off from the outside world, pays his mortgage and/or property taxes, or where he gets pesky things like food and toilet paper.
But still, it will be interesting to see what Keating does next.
10 Cloverfield Lane, Alan Ruck, Ashley Bell, Carnage Park, Citizen Kane, Dan Kwan, Daniel Radcliffe, Daniel Scheinert, Harry Potter, Mary Elizabeth Winstead, Michael Keating, Michel Gondry, Orson Welles, Pat Healy, Paul Dano, Quentin Tarantino, Shane Carruth, Swiss Army Man, The Lobster, The Most Dangerous Game
YOU'VE GOT OR YOU HAVEN'T GOT STYLE: De Palma and The Neon Demon
BETTER LATE THAN CRAP: The Innocents, Wiener-Dog and Hunt for the Wilderpeople


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2018 Crystal Ball: Predictions & Hopes for Advances in Brain Tumor Research and Treatments in the New Year
By Tom Halkin | Published January 18, 2018
Last year, progress continued to build in the fight against brain tumors. Two products were given FDA approval for use in the treatment of brain tumors, the first such approvals since the Optune device was approved for use in newly diagnosed glioblastoma patients in 2015.
There is still much work to be done, but advances are being made, and, together, we're moving forward toward our ultimate goal of cures. So, what should the brain tumor community hope and look-out for in the coming year? As we've done for the past two years, we've reached out to some of the leading experts in the brain tumor scientific and medical field to get their thoughts, predictions and hopes for brain tumor research and treatment development in 2018 (note: some responses have been edited slightly for clarity):
"I expect that the confluence of innovation in clinical trial design, diagnostic technologies, and data sharing will yield more robust predictors of drug response and begin to transform current brain tumor therapy." – Dr. Ingo Mellinghoff, Vice Chair for Research, Department of Neurology; Evnin Family Chair in Neuro-Oncology, Memorial Sloan Kettering Cancer Center.
"2018 will brings us progress in the understanding and treatment of brain tumors, for starters in molecular defined subgroups. The integration of molecular diagnostics and targeted treatments will begin to pay off!" – Dr. Martin van den Bent, Head of the Neuro-Oncology Unit of the Daniel den Hoed Cancer Center of Erasmus University Hospital, Netherlands
"In 2018, I anticipate the field of neuro-oncology will move towards a new paradigm placing a greater emphasis on better understanding of drug delivery to brain tumors, the capacity of the drug to positively impact the tumor and its microenvironment, and the mechanisms by which the tumor escapes from the anti-tumor activity of the drug. Greater importance will be placed on biomarker-driven adaptive and early phase clinical trials based on thoroughly vetted preclinical data." – Dr. John de Groot, Professor, and Chairman ad interim, Department of Neuro-Oncology at The University of Texas MD Anderson Cancer Center
"I expect that 2018 will bring additional breakthroughs in the application and analysis of 'big data' to neuro-oncology. To date, the information regarding tumor biology, genomics, treatment, imaging, and outcomes have been focused on individuals and smaller groups of patients. Application of new technologies and improved data sharing will allow the field to expand these efforts over much larger populations, and to identify new biologic and therapeutic opportunities." – Dr. Howard Coleman, Director of Medical Neuro-Oncology at Huntsman Cancer Institute at the University of Utah
"We predict that molecular diagnostics will become an increasingly essential part of precisely defining biological subsets of brain tumors, with benefits for directing basic research, planning clinical trials and optimizing patient management. We hope that initial guidelines for how to more rapidly integrate such testing into routine practice will also be provided through the cIMPACT-NOW consortium." – Drs. David Jones & Stefan Pfister, from the Pediatric Neuro-Oncology program at the German Cancer Research Center (DKFZ) at the University of Heidelberg, Germany
"I think that immunotherapy will be found to be effective in specific subsets of patients. In particular, those that have a "hyper-mutation" signature will show dramatic improvements with immunotherapy. I [also] predict we will be using molecular markers more to grade gliomas as well classify them. There will be an increased frequency of glioblastoma, WHO grade IV because of this." – Dr. Daniel Brat, Chair, Department of Pathology, Magerstadt Professor of Pathology, Northwestern University Feinberg School of Medicine and Northwestern Memorial Healthcare
"A central issue that confounds successful treatment of patients with GBM is the heterogeneous nature of this aggressive tumor. I predict in 2018, as a result of the collective effort of our Defeat GBM team, we will leverage our understanding that these tumors form a complex, but targetable, eco-system, and will begin to implement approaches that tackle this aspect of the tumor, leading to improved outcomes for patients." – Dr. Frank Furnari, Ludwig Institute for Cancer Research, University of California San Diego
"We have come to appreciate that brain tumors are different immunologically that other tumors and large scale concerted efforts are underway to understand the unique immune microenvironment of brain tumors. Findings will guide us in forming more rationale immunotherapy strategies for brain tumors." – Dr. Michael Lim, Director of Brain Tumor Immunotherapy, Professor of Neurosurgery, Johns Hopkins Medicine
Advances in brain tumor research and treatments are accelerated by the dedicate and generous support of the brain tumor community and philanthropic individuals, corporations, and organizations. To help speed the quest for a cure, consider a gift, here. Thank you for your ongoing support and commitment to finding cures!
I hope you do find an effective way to treat brain tumors.
I lost my young teen daughter to glioblastoma in 2010, it's a horrible disease.
I wish for no person to suffer through this ever again.
← What the Brain Tumor Community Was Reading in 2017
New Features coming to the NBTS Blog in 2018 →


This is why God created Youtube, so that people can create batshit bootleg videos that are completely awesome. We love bootleg youtube videos almost as much as we love and hippie cult leaders and homeless blind classical composers who dress up as vikings!!


Objectives: Cesarean section is a surgical procedure and it is performed when the normal vaginal delivery is not available or vaginal delivery is dangerous for mother or fetus. In other words, there are some special indications for cesarean section. In the past decade the rate of cesarean delivery in the absence of clear indications has increased. This subject suggests an intensive research and attention. This study has compared the causes of cesarean delivery among women.
Material and methods: 100 women who had referred to Shahid Madani Clinic in Marand city, were asked based on questionnaire that included information about patients and a list of causes that could lead women to a cesarean delivery.Thereafter,the contribution of each cause was assessed.
Results: Fear of labor pain is the most common cause of cesarean delivery (35%) while having history of previous caesarean section, fear of disturbing the anatomy of external genitalia , medical indication for caesarean section and cultural beliefescaused with lower rate in comparsion to fear of labor pain. were placed in lower classes.
Conclusion: This study showed that, several factors may lead women to caesarean delivery; The fear of labor pain is the most common factor that could be reduced by proper training and holding childbirth preparation classes for pregnant women.


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Szerdahelyi Adolf (Nagyvárad, 1841. január 30. – Budapest, 1919. november 24.) polgári iskolai tanár.

Élete

Szerdahelyi Imre közbirtokos és Szentgály Erzsébet fia. Nagyváradon született, ahol a gimnáziumot elvégezve szüleivel Pozsonyba költözött, és ott a reáliskolában tanult. Zongorázással és festészettel is foglalkozott. 1860-ban Bécsbe ment a technikára. Apjának váratlan halála megakadályozta tanulásának folytatásában és nevelő lett; 1864-ben azonban Bécsbe és Münchenbe ment. Majd ismét nevelői állást vállalt a báró Wesselényi családnál, ahol négy évet töltött. 1870-től a budapesti, müncheni és rövid ideig a berlini egyetemet látogatta. Miután letette a polgáriskolai tanítóképző vizsgálatot, 1871. május 25-től 1880. augusztus végéig az országos óvóképző-intézet igazgatója és a Kisdednevelők Országos Egyletének titkára is volt; később polgáriskolai tanár Siklóson.

A Népnevelők Lapjában a Kisdednevelés c. rovatot vezette, és 1870-75 között a Kisdednevelés melléklapjába, a Gyermekbarátba írt. 1877-ben és 1878 elején szerkesztette a Kisdednevelést.

Munkái

 Egy magyar francz-tireur szivtörténete. Nagyvárad, 1871.
 Nemzeti kisdednevelésünk reformja. Budapest, 1874.
 Anyagi és szellemi fölvirágzásunk módjai. Budapest, 1874.
 A kisdednevelés és módszertan kézikönyve. Az országos kisdedóvó-egyesület által 50 arany pályadíjjal jutalmazott mű. Budapest, 1883. 21 táblával. (2-dik, az Orsz. Kisdedóvó Egyesület és a Kisdednevelők Országos Egylete által három nagy díjjal jutalmazott új kiadás. Budapest, 1892.)
 A phonetika szerepe a magyar nyelvben s a da-de képző jogosultsága. Pécs, 1884.
 Férfi sorsa nő, vagy Széchenyi és Kossuth. Nagy nemzeti színmű 5 felvonásban... Budapest, 1891.
 Ottilia. Modern társadalmi dráma három felvonásban. Budapest, 1899.

Jegyzetek

Források

 Peres Sándor: A "Kisdednevelés" huszonöt évfolyama. Budapest, 1898. 73., 77. old.
 A magyar kisdednevelés irodalma. Budapest, 1900. 147. old.

További információk
 Dr. Kövér Sándorné: Az óvodai nevelés európai kapcsolatai (1828 – 2000)

Magyar pedagógusok
Nagyváradiak
1841-ben született személyek
1919-ben elhunyt személyek
Római katolikus magyarok

redpajama_set_name: RedPajamaWikipedia


text:
What are human rights? Donate
OHCHR > English > News and Events > NGO assists those caught up labour exploitation and human trafficking
NGO assists those caught up labour exploitation and human trafficking
Hoping for a better life, Marcella* (not her real name) travelled with her daughter from her native Colombia to the Netherlands as a domestic worker. Instead, she found herself isolated and exploited by the very people in whom she had placed her trust and offered her skills.
Four months into the arrangement, her employer had not paid her what was agreed and Marcella decided to return to Colombia. But her employers made her delay the trip – twice. Then they took her passport. When she complained, she and her daughter were kicked out onto the streets.
Luckily, Marcella was able to make contact with a Spanish-speaking migrants' organisation in the Netherlands, who referred her to a local NGO, FairWork.
"We were able to explain her options to her, which meant having an interview with the Labour Inspectorate," said Anna Ensing, Project Leader on labour exploitation for FairWork.
FairWork is an NGO whose mission is to end modern slavery in the Netherlands. In practice this means preventing labour exploitation, and as they work from the victim's perspective, the NGO's priority is to support victims rather than punishing culprits, Ensing said.
FairWork is one of the 37 beneficiaries of the UN Voluntary Trust Fund on Contemporary Forms of Slavery (UN Slavery Fund). The fund awards grants to civil society organisations worldwide to ensure that men, women and children subjected to slavery all receive all forms of humanitarian assistance.
This has meant that FairWork has provided free assistance, and has done so with cultural mediators and across 11 teams and in 10 languages, offering the first line of support for a broad group of people who range from victims of human trafficking to those who are facing severe labour rights' violations.
It also meant that in 2020, just over 1800 people received vital assistance from the NGO. This included 412 people who may have been trafficked for labour exploitation, of whom 207 were from outside of the European Union.
According to unofficial estimates, one in every 130 women and girls is subjected to contemporary forms of slavery such as child and forced marriage, domestic servitude, forced labour and debt bondage which entail highly gendered experiences.
FairWork has three areas of focus. The first is direct support to victims of labour exploitation, as well as also to potential victims and vulnerable labour migrants.
The second area involves training and capacity-building for professionals and volunteers from other support organisations on, labour exploitation and human trafficking. Ensing pointed out that the FairWork team had trained the staff of the organisation that referred Marcella.
"This demonstrates the value of networks and the extent of FairWork's reach and impact," she said.
FairWork's the third area is advocating for more structural changes to national and local government. Ensing said progress is slowed by systemic bottlenecks and so a good deal of the NGO's time is devoted to liaising with labour inspectorates.
Marcella received food and shelter through FairWork while she waited to return to Colombia.
"Marcella was really keen to ensure that what had happened to her should happen to no-one else. That's why she also agreed to a police interview so that her former employers would be prosecuted," Ensing said.
At the time of writing, the case against Marcella's former employers was still open.
This year marks the 30th anniversary of the UN Voluntary Trust Fund on Contemporary Forms of Slavery. Learn more about anniversary events via our website and the video below.
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UN Voluntary Trust Fund for Contemporary Forms of Slavery 30th Anniversary
UN Voluntary Trust Fund for Contemporary Forms of Slavery – Main Page


Hi katieb48--thank you for your post! If you haven't already, please call your doctor about this or visit the emergency room. We are not doctors, so we aren't sure what might be causing the clicking sound in your spine and involuntary shaking.
Please keep us posted on what may have caused this--and more importantly, let us know how you're doing. Take care!