Background/Context. Rainmaker Worldwide Inc. (“RAKR”) is a Nevada company which operates through two wholly owned subsidiaries; Rainmaker Worldwide Inc. (Ontario) (“ RWI”) which hosts the Company’s head office in Pxxxxxxxxxxx, Xxxxxxx, Xxxxxx, and Rainmaker Holland B.Y. (“RHBV”) which functions as the Company’s innovation and manufacturing center in Rotterdam, Netherlands. The Company’s patented water technology provides economical drinking water wherever it’s needed and at scale. The company began in 2008 as Dutch Rainmaker BV (“DRM”) by inventor Pxxx Xxxxxxxxxx together with an affiliated company, Wind En Water Technologie Holding BV (“WWT”). DRM and WWT evolved through 2014, with units of the first-generation technology deployed in Kuwait and Northern Holland. Rainmaker Worldwide Inc. (Ontario) was formed in Pxxxxxxxxxxx, Xxxxxxx, Xxxxxx in 2014 to consolidate all assets, intellectual property, and the executive management expertise of DRM and WWT. The restructuring of DRM and WWT was completed with asset sale transactions by each company to RWI completed in December 2015 contemporaneously with a Round 1 financing of RWI. The first full year of operation of RWI was 2016. RHBV was established in late 2015 as a wholly owned subsidiary of RWI as part of the DRM-WWT-RWT restructuring (“RM BV”). RM BV fulfills R&D, assembly and manufacturing operations in the Netherlands for the group. The creation of DR BV also facilitated a loan from an affiliate of the Port of Rotterdam (“SOFIE”) the proceeds of which supplemented the working capital necessary to outfit the Rotterdam assembly facility with the necessary tools and equipment. In July 2017, the shareholders of RWI entered into a share exchange agreement with RAKR that resulted in RWI becoming a wholly owned subsidiary of RAKR trading on OTC pink sheet markets. To-date, over $15 million has been collectively invested in technology research, development and deployment within DRM, WWT and RWI.
Background/Context. Rail employees as key workers have played an important and vital role in keeping the UK moving by ensuring key workers, essential travel and freight services have been able to continue to operate throughout the coronavirus pandemic. In 2020/21 the Government has been funding the large gap created by the loss of passenger revenue which has declined by more than 80%. This has required the government support for the railways to increase significantly to circa £800m per month since the start of the pandemic. The financial commitment from the government is not unlimited and is not sustainable. Whilst passenger revenues have declined to critically low, unprecedented levels, the industry’s pre- Coronavirus operating costs (excluding capital investment) have remained broadly unchanged with staffing costs making up circa 30%. It is clear Coronavirus has had a damaging impact on the finances of the GB rail industry with little optimism of a return to former revenues in the short to medium term and some speculate even in the longer term. This has created a major gap in the industry’s finances currently estimated circa £2bn per annum. This gap has to be addressed urgently to make the industry financially sustainable in the future. Workforce reforms and cost savings need to be identified as part of a rail industry-wide review. It is planned that train service levels will be curtailed, reduced or flexed in the future to align service levels and capacity to predicted variable passenger demand with the flexibility to expand as passenger growth returns: The May 2021 base timetable has train service levels of around 85% of the current December 2020 base timetable. • Where duplication exists, train services may be removed or reduced e.g. services with similar calling patterns on lines of route that currently exist; • Future capacity enhancements to meet passenger growth will initially be provided by “strengthening” existing services before consideration of introducing increased service frequencies. Whilst these service changes are expected to have an impact on staffing levels, the actual financial savings will vary depending on whether future train service levels increase or decrease based on actual passenger demand. Recognising the high support levels being provided to the industry, the Government has advised it is unable to fund any of the outstanding pay reviews for 2020 and similarly for 2021 with the exception of funding an increase of £250 per annum for the lowest paid...
Background/Context. The GP Agreement 2023 includes additional supports to maintain and increase the capacity of GP Practices. Details in relation to the additional supports for practice capacity are set out below. In addition to changes to the existing practice supports, each GMS GP with a weighted panel size of 500 or more, where weighting is such that over 70s count for two, will be entitled to access a new form of practice grant of €15,000. This grant can be used towards a practice nurse, practice administrator, practice manager or the new role of GP Practice Assistant (GPA). This grant will only apply to additional hours for existing staff (increase in hours must be on or after 1st July 2023) or staff hired after the 1st July 2023. In addition to the above and across all grants, in determining the relevant point on the subsidy scales for a practice nurse, relevant nursing experience in an acute, community/primary care or nursing home setting will be taken into account in determining the relevant point. Heretofore, only General Practice experience was taken into account.
Background/Context. Council policy is to preserve and maintain a stock of market rental housing, and to maintain and increase the stock of affordable and social housing in the city. The City’s social housing priorities are the homeless, those at risk of homelessness, low and moderate income families with children; seniors on fixed incomes or in need of support; SRO residents; the mentally ill and physically disabled. The recently adopted DTES Local Area Plan noted the importance of Single Room Occupancy Hotels and while the long term goal is to replace them with self-contained social housing, the plan recognizes the importance of improving the quality of the existing stock, minimizing loss of the stock, maintaining affordability and ensuring tenants have adequate supports to remain housed. In situations where the development or renovation of social housing projects is not viable, or where the financing of such work would affect affordability, and where a City contribution will assist in meeting the needs of low income households, Council has provided capital grants to social housing sponsors. Such contributions help ensure the projects can proceed in a timely manner, and help ensure that rents in these properties can be reduced/maintained to be affordable to low-income households. Lookout Emergency Aid Society (Lookout) is a charitable organization established in 1971 that provides social housing and a range of support services throughout Metro Vancouver to adults with very low incomes who have few, if any, housing or support options. Lookout operates 22 buildings in Vancouver, New Westminster and the North Shore including shelters, residences, a drop-in centre and administration offices. Through supportive and permanent housing, Lookout provides homes to a total of 591 people across Metro Vancouver, including 129 units of supportive housing at 000 Xxxx 0xx Xxxxxx (one of the City / Provincial Homelessness Initiative 14 sites.) Lookout also provides transitional housing to an additional 166 people. The 38 rooms at 000 Xxxxxx Xxxxxx (Sakura So) have housed individuals who have come from the street or shelters and are supported by on site tenant support workers paid for through income from tenant rents, retail rents, and an annualized grant from Vancouver Coastal Health. Sakura So offers “supported transitional units” and aims to move residents to better and more permanent housing over time. On average, Sakura So has housed 52 people per year reflecting that 13 people per year ...
Background/Context. The Cootes to Escarpment EcoPark System (CEPS) Project is a collaborative initiative among ten local government, academic and non-government organization partners (the Partners) to protect, enhance and connect more than 2,000 hectares of natural lands in the Hamilton-Burlington area. The Partners include the Xxxxx Trail Conservancy, the City of Burlington, Conservation Halton, The Regional Municipality of Halton, the City of Xxxxxxxx, the Hamilton Conservation Authority, the Hamilton Harbour Remedial Action Plan, the Hamilton Naturalists’ Club, McMaster University and Royal Botanical Gardens. In 2010 the partners agreed on a vision and set of strategic directions to follow to establish the EcoPark System. Both the vision and the strategy are outlined in the Cootes to Escarpment Park System Conservation and Land Management Strategy, dated October 2009 (the Phase II Report). As part of the strategy it was determined that a governance structure would be needed to provide a framework for joint decision-making and accountability for implementing key actions. The governance structure for the CEPS is shown in Figure 2. As illustrated, the structure consists a Governing Council, a Management Committee, and a Secretariat Office. Under this model the Governing Council provides oversight and strategic governance, the Management Committee provides tactical level management, and the Secretariat office will lead and coordinate EcoPark System activities.
Background/Context. Unlimited works nationally and internationally with disabled artists, raising the bar and transforming the cultural sector worldwide in relation to access and equality. We want to challenge perceptions of disability within the cultural sector and in the vision and expectation of disabled artists. Unlimited offers talented disabled artists funds to develop, produce and show ambitious work. The aim of Unlimited is to embed work by disabled artists within the UK cultural sector, reach new audiences and shift perceptions of disabled people. Unlimited is undergoing a period of transition to help Unlimited, currently a strategic diversity programme delivered by Shape Arts, Artsadmin and Xx Xxxxxxx as senior producer, become an independent entity. The new organisation starts in April 2021 but doesn’t gain full independence until March 2022. During this year, this role will help us test out employment practices for the new organisation, whilst working alongside the existing programme, minimising disruption to artists and improving systems, processes and data collection for the future. This role is not offered within a specific geographical area. Our aim is to contract someone to work from home or from an Unlimited Ally organisation based in that area, if working in an office context is preferred and this can be arranged once it is safe to do so. The new organisation wishes to explore best working practices and develop a geographically dispersed workforce. THE BRIEF: Artist Support Role, Unlimited The individual taking on the Artist Support role will be a part of the core Unlimited team in the delivery of all elements of the Unlimited programme. They will help support Unlimited artists and coordinate, deliver and evaluate Unlimited activities, alongside the team, helping develop and working within the new organisation’s guidelines and policies. Specifically, the role will be to manage the following: supporting artists that Unlimited are already working with, inducting and contracting new artists into being supported by Unlimited, being part of developing new independent systems for the new independent Unlimited organisations, supporting with the delivery of events plus other core delivery team tasks. Currently each member of the team is a ‘key contact’ for a number of artists in our alumni – this includes awarded and shortlisted artists, artists who have gained bursaries and more. Key contact responsibilities include monitoring each artist’s contract and requiremen...
Background/Context. 1.1 In July 1998, NARI acquired the Weather and NOTAM System Software described in Exhibit A (called the "NARI Software").
Background/Context. 1.1 Over the past year, RBG and the NHS Clinical Commissioning Group (CCG) in Greenwich have been working in close collaboration to improve the health, well- being and care outcomes for Greenwich people, with a heightened focus on prevention. The move from six CCGs to a merged CCG for SE London (effective from 1 April 2020) has given an opportunity to recognise and embed explicitly the crucial importance of “Place” in shaping and supporting people’s life chances and addressing systemic as well as individual inequalities. Each of the six Boroughs/Places in SE London is different in terms of demographic profile and citizens’ health and well-being needs. The development of integrated commissioning in Greenwich is being implemented to enable RBG and the CCG to address Greenwich’s needs in a more coherently planned and structured way, building on the experience and engagement of local citizens along with local, national and international evidence.
Background/Context. Belgian development agency Enabel in Uganda in partnership with the Private Sector Foundation Uganda (PSFU) is implementing the Skills, Attitude and Governance and Anti- Corruption (SG+) project for three years (2021-2023) with a budget of 5 million EUR financed under the 11th European Development Fund (EDF). The project is part of a larger EU programme called Inclusive Green Economy Uptake Programme (Greenup) which contributes to the Ugandan transition towards an inclusive, green and competitive low-carbon economy with the creation of decent green jobs in a number of key sectors, as laid down in the Uganda Green Growth Development Strategy (UGGDS). The skills and attitude component of the project is addressing gaps in employability and productivity of young graduates from universities and other institutions of higher learning through a Work Readiness Program (WRP). The WRP supports young graduates to access practical experience through attachments to jobs in the sectors of manufacturing (including agro processing), construction, tourism and ICT/digitalization. Construction, and Manufacturing. Agro-processing and Tourism and Hospitality are predefined sectors for this project because of their job intensity, anticipated growth potential, present/expected GDP contributions, trade/investments relevance between EU and Uganda, climate /green friendly approaches, decent work, gender policy and innovation potentials. The partnership aims at equipping young graduates entering the labour market with adequate skills and attitude leading to further productivity of companies engaged in green economy. This WRP provides training to the graduates on soft skills which they further develop during their period of placement in the companies. The soft skills training that the graduates follow prior to placement follows a curriculum and training guide that seeks to develop interpersonal, personal skills and professional competencies. However, since these are skills that are acquired through experience, they can be attained through the placement period with the support of a coach who mentors them and exposes them to scenarios that lead to development of particular targeted soft skills. The managers/coaches that supervise the graduates have therefore a role to play in terms of mentoring and ensuring that the graduates develop professional competencies, personality and interpersonal skills that facilitate career development and growth. In preparation for the roll out of in-compan...
Background/Context. In Djibouti, English is currently being taught as a foreign language from the first year of secondary school but is gradually being introduced from the first year of primary school as a new educational reform after a pilot with materials from Jolly Phonics. Djibouti has decided to prioritise English skills in the education system and the President has personally declared English as a priority for Djibouti, with the vision for every school leaver to be trilingual in French, Arabic and English. Currently, attainment levels among graduating students are poor, which reduces their employment prospects in the Djiboutian jobs market due to English being used by international investors and in military bases. The Ministry of Education and Professional Training working with CRIPEN, the agency in charge of developing curriculum, teacher training and CPD, materials, textbooks, educational TV and radio and guidance for Technical and Vocational Education and Training (TVET), has been working on a number of reforms and projects including: • Reforms which will bring the curriculum into alignment with assessment for the first time. • New textbooks for secondary education written by a local team of textbook writers who are now working on textbooks for the gradual introduction of English into primary education. They have also written several textbooks for refugee education. • Secondary curriculum reforms that encourage students to specialise and are expected to result in an increase in TVET enrolment. • TVET curriculum reforms incorporating English for Specific Purposes (ESP) to encourage an increase in English skills needed for employment in international companies. The reality on the ground remains that English teachers lack training, support and resources, especially in rural areas with very challenging conditions. Learners have poor attainment and motivation in speaking English. Support so far A scoping visit to Djibouti in May 2019 included a meeting with the Minister and Secretary General of the Ministry of Education and Professional Training (MENFOP), in which it was stated that the Ministry was interested in a consultancy on the role of the teaching and learning of English in Vocational Educational. A consultancy was commissioned by the English Connects programme with the following objectives: • To provide sound, evidence-based advice on a proposed reform to English language learning and teaching in Djibouti’s vocational schools. • To provide a comprehensive analysis...
