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Some features of WorldCat will not be available.By continuing to use the site, you are agreeing to OCLC’s placement of cookies on your device. Find out more here. Numerous and frequently-updated resource results are available from this WorldCat.org search. OCLC’s WebJunction has pulled together information and resources to assist library staff as they consider how to handle coronavirus issues in their communities.However, formatting rules can vary widely between applications and fields of interest or study. The specific requirements or preferences of your reviewing publisher, classroom teacher, institution or organization should be applied. Please enter recipient e-mail address(es). Please re-enter recipient e-mail address(es). Please enter your name. Please enter the subject. Please enter the message. Please select Ok if you would like to proceed with this request anyway. All rights reserved. You can easily create a free account. EIS-6500A00 Embedded ServerShenzhen Vcode Data Equipment Co., Ltd. Content. We Vcode provide full support to customers, contact us freely if any questions. Shenzhen Vcode Data Equipment Co., Ltd. Address. Room 601,Block A,Unis Infor habor,Langshan Rd.,Hi-Tech Industrial Park(North),Nanshan. District,Shenzhen,PRC. WebsiteFax number. PostalcodeWhereby, no organization or individual shall copyVcode Data Equipment Co., Ltd. Trademarks and PermissionsShenzhen Vcode Data Equipment Co., Ltd.Caution. Due to product updates or functional upgrading, we may renew the content of this file, and this file only forVcode reserves the right of final explanation.About This Document. Purpose. EIS6500 Embedded Server is designed and manufactured by Shenzhen VCODE Data. Equipment Co., Ltd., it based on Low power consumption computer technology, industrialThis document introducedRelated Versions. The following table lists the product versions related to this document. Model. VersionChapterDescription. Features of EIS6500 Embedded Server and target market.
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How to installation of EIS6500 Embedded Server. Prepare to configure EIS6500 Embedded Server. How to configure EIS6500 Embedded Server. Typical application of EIS6500 Embedded Server. Frequently asked questions.Shenzhen Vcode Data Equipment Co., Ltd. Conventions. Symbol Conventions. The symbols that may be found in this document are defined as follows. Symbol. Description. Indicates a potentially hazardous situation, which if not avoided,Indicates a tip that may help you address a problem or save yourProvides additional information to emphasize or supplementCommand Conventions. Convention. Boldface. The keywords of a command line are in boldface. Italic. Command arguments are in italics. Optional items are grouped in braces and separated by vertical ars. One item is selected. Optional items are grouped in brackets and separated by verticalOptional items are grouped in braces and separated by vertical ars. A minimum of one item or a maximum of all items can be selected. Optional items are grouped in brackets and separated by verticalGUI Conventions. Buttons, menus, parameters, tabs, window, and dialog titles areKeyboard Operations. Format. Key. Press the key. For example, press Enter and press Tab. Press the keys concurrently.Key 1, Key 2. Press the keys in turn. For example, pressing Alt, A means the twoMouse OperationAction. Click. Select and release the primary mouse button without moving theDouble-click. Press the primary mouse button twice continuously and quicklyDrag. Press and hold the primary mouse button and move the pointer to aShenzhen Vcode Data Equipment Co., Ltd. ContentTable Content. Table 2-1 EIS6500 Embedded Server accessories. 7. Table 4-1 LED instruction. 1Figure Content. Figure 2-1 EIS6500 Embedded Server. 4. Figure 2-2 EIS6500 Embedded Server. 5. Figure 2-3 EIS6500 Embedded Server Figure. 6. Figure 2-4 EIS6500 Embedded Server bottom view. 7. Figure 2-5 Front panel. 8. Figure 2-6 Back panel. 8Product Introduce. About this chapter. Chapter.
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ContentSimple introduction of EIS6500 Embedded Server.Product Positioning of EIS6500 Embedded ServerDetail specification of this ServerFCC StatementEIS6500 Embedded Server based on Freescale IMX.6 lower power consumption technology. EIS6500 support three RS232 to connect other devices, and provide four USB2.0 interface toEIS6500 Embedded Server widely used in Telecom, economic, advertisement, traffic, andFor example, in economic area, EIS6500 Embedded Server connect device by Local areaH8922 4G Router. FunctionSupports LED status indicationInterfaceWeight: 540g. All Off PDF Version: 1.6. Linearized: No. Author: Watson Gao. Has XFA: No. Language: zh-CN. Tagged PDF: Yes. Creator: Watson Gao. Title: H8922 4G Router. Document ID: uuid:1083e908-a440-40f5-948c-fb45f104ff9c. Instance ID: uuid:b427c5e5-2b4b-4922-8ca1-5818dfa3d230. Page Count: 24. CAUTION no desmontar ninguna de las partes de que consta el aparato.En el display aparece en todo momento el valor real del nivel de volumen. Este proceso puede llevar unos segundos. Este estado comprende una emisora determinada con unos niveles de volumen, graves, agudos y loudness.Antes de manejar el equipo, Antes de manejar el equipo, lea y Precauciones de seguridad 02. Instrucciones de seguridad importantes 03. Descripcion del panel de control de subwoofer 04. Enchufe de corriente 05. Instalacion Introducao Lea este manual de usuario cuidadosamente para que se familiarice completamente con su nueva TORRE DE SONIDO antes Esta antena ha sido disenada para Para obtener el mayor rendimiento de este producto, por favor lea las siguientes instrucciones atentamente y guardelos Espanol - Descolgador remoto de microtelefono GN 1000 Guia del usuario Proyecta el contenido de la pantalla de un El sonido mas completo: Simon Sonido le permite todo tipo de aplicaciones, desde las mas sencillas Por favor, lea este manual de instrucciones cuidadosamente antes de utilizar el acondicionador de aire. Indice EL Guarde las instrucciones.
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Debera Utilizacion correcta. Campos de aplicacion. Utilice esta lista para comprobar los elementos incluidos en la caja. Si alguno falta o esta danado, contacte con el establecimiento Cat Manual del Usuario favor de leerlo antes de utilizar el equipo Colocar la bateria y volver a poner la tapa. Fig 1 Frontal del controlador Fig 2 Reverso Compuesto por doble barra Si se cae o golpea se puede danar, su Manual del usuario Para su buen uso y correcta Lea este manual de usuario cuidadosamente para que se familiarice completamente con su nuevo PARLANTE BLUETOOTH antes Manual del usuario Manual del usuario GRACIAS POR ADQUIRIR NUESTRO PRODUCTO Este manual esta disenado como herramienta de referencia para la Por favor tomese su tiempo para leer y entender estas instrucciones, de este modo usted disfrutara de todas las ventajas que el La temperatura ideal: Tu hogar te recibira con la temperatura Sin duda ha escogido un producto de alta calidad con el mejor precio del Mas prestaciones. Mas confort. Central de Sonido. A esta unidad se le puede conectar cualquier tipo de fuente musical: equipo Las luces de video Serie SL son excelentes para el rodaje de videos comerciales de producto, Manual de instrucciones Este manual contiene instrucciones de seguridad CONSEJOS UTILES ESP NOTA: Se recomienda que un electricista cualificado instale Modelo: Fantec SB-200BT. Manual en espanol Gateway Infrarrojo 100 GTI000 Advertencias: 2 Averias comunes y posibles soluciones: 2 Descripcion del producto. 3 Caracteristicas tecnicas. 3 Esquema de conexion. 4 Funcionamiento: No tire nunca este Por favor leia atentamente as Instrucoes deste To use this website, you must agree to our Privacy Policy, including cookie policy. Wildlife Service (Service) personnel involved in making and implementingThis chapter establishes procedures to ensure thatEnvironmental Quality's (CEQ) Regulations for Implementing the Procedural. Requirements of the National Environmental Policy Act (NEPA) (40 CFR 1505) and.
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Department of the Interior (Department) NEPA procedures (516 DM 1-6). Service's preparation of the record of decision (ROD), finding of noRefer to the NEPA. Reference Handbook, authorized in 550 FW 1.7, for full texts of various NEPAThe content ofThe decision to implement an action cannot be made sooner than 30 daysAppropriateThe action may be initiated immediately upon signature of the ROD by theThe Service must substantially comply withThe actions, terms, and conditions stated in the. ROD are enforceable by Federal agencies and private parties. The ROD can beThe EA serves asEither finding willThe text of the EADeterminationsThe need to prepare an EISNeed to Prepare an EIS. It is important to be as objective as possible whenFor general guidance onMemorandum No. ESM 94-7. The content ofDM 2.3C. Exhibit 3 is anA combination ofThe criteria forEIS. Refer to 516 DM 6, Appendix 1.5B. See 550 FW 3.3B(6). The Service mustThe Service shouldThe purposes ofHeadquarters Office level to ensure inter-program coordination, and Service. Prepared. An EAS should be initiated by the Service office responsible forAn EAS should be prepared when the followingWashington or Regional Office level. The EAS willThe EAS willRegional Director(s) or their designees, and the Regional Director. Assistant Director(s) or their designees, and the Director. Although it is not normally distributed toRegional Office Environmental Coordinator, as appropriate; and other affected. Service offices. Until the Service issues the ROD or FONSI, as appropriate, no action concerningMitigation and other conditions committed asThe Service may provide forReview. For additional information regarding this website, contact Krista Bibb, in the Division of Policy. Performance, and Management Programs. Home Quality Act. CDC twenty four seven.
Saving Lives, Protecting People As increasing numbers of persons are exposed to the risk or become ill, healthcare providers and others might become aware of the higher than expected number of illnesses and begin reporting the unusually high occurrences to local and state health authorities. This situation is often what prompts an outbreak investigation, and as that outbreak evolves, communications about it must evolve as well ( 1,2 ). When the cause is rare but might cause substantial harm, news outlets often treat the event as breaking news and begin sustained coverage. From the beginning of an event to its resolution and follow-up, public health authorities are expected to provide the news media with timely, accurate information and answers about the outbreak’s effects. In 2016, the Pew Research Center reported that approximately 4 in 10 US residents received their news from online sources, and 6 in 10 received their news through social media channels ( 3 ). Today, communications strategies during an outbreak response should include a mix of media outreach, partner and stakeholder outreach, and social media engagement ( 2 ). Many times, persons most affected by a disease outbreak or health threat perceive the risk differently from the experts who mitigate or prevent the risk. Additionally, persons perceive their own risks differently, depending on how likely they think the actual hazard will affect them personally and their beliefs about how severe the harm might be. Perceptions of health risks also are tied to the degree to which persons feel alarmed or outraged—when the event causes a high level of worry or anxiety, the risk is perceived to be at a similarly high level ( 4 ). Persons are usually more accepting of risks or feel less outrage when the risks are voluntary, under their control, have clear benefits, are naturally occurring, are generated from a trusted source, or are familiar ( Table 12.1 ).
Conversely, persons are less accepting of risks or have greater concern or anxiety when risks are imposed or created by others, controlled by others, have no clear benefit, are human-made, come from an untrusted source, or seem exotic. For example, many persons are more worried about flying in an airplane than driving a car, despite the fact that more car crashes than airplane crashes occur each year in the United States. Flying in an airplane is an event controlled by others and aligns with a risk perceived as less acceptable. The same is true for outbreaks and public health crises. Before communicating during an outbreak, think through how risk perceptions might influence the affected populations and, therefore, how you communicate about those risks.The ability to contain and stop the outbreak might hinge on established relationships and coordination with key partners and stakeholders. Examples of messages used in outbreak responses or public health investigations are provided in Box 12.1. These quotations encompass the four factors that foster trust and credibility. This event is intolerable to us as well, and we want to work with you to resolve the situation and ensure your safety and well-being. We are taking steps to ensure that this event never occurs again in our facility. Mayo Clinic will do whatever is necessary to support the needs of its patients. Patient safety is central to the trust the organization shares with its patients. Mayo Clinic is working to ensure that this doesn’t happen again. At the early stages of an outbreak, there’s much uncertainty, and probably more than everyone would like. Our guidelines and advice are likely to be interim and fluid, subject to change as we learn more. We’re moving quickly to learn as much as possible and working with many local, state, and international partners to do so. I want to acknowledge change.
Our recommendations, advice, and approaches will likely change as we learn more about the virus and we learn more about its transmission. We are very committed to minimizing where we find that, clearing up any of that misconception. Will the situation evolve into a broader public health crisis. Will the outbreak be short or long term. Which population groups will be most at risk. To communicate effectively in this time of uncertainty, multiple components need to be in place. Each entity’s domain of expertise should be stipulated, including who will speak with the public and news media about each topic. If the outbreak response is domestic, the roles and responsibilities among the entities involved (e.g., federal, state, or local) should be clarified. If the response is international, that country’s ministry of health will determine communication plans and responsibilities and serve as the communication lead within that country. The field investigator and, if part of the investigation team, the health communication specialist should foster effective collaboration and coordination among all of the agencies and organizations involved. The following steps will help you perform this task quickly: Ask yourself, “Who is most at risk by the outbreak or public health threat?” “What populations are most vulnerable or at highest risk and need to be reached first?” Ask yourself, “Are behavioral factors placing persons at risk?” If so, “What are they?” Can you recommend actions that persons and healthcare providers can take to confront these behavioral factors and thus reduce their risk (e.g., get vaccinated or wash their hands frequently). If the risk is unknown, can you provide information to the public and media about what is being done in the investigation to identify what places persons at risk? In an ideal situation, strong relationships will exist.
However, if such relationships do not yet exist, quickly identify what relationships are crucial for containing and stopping the outbreak. Ask yourself, “Are healthcare providers available who might reach the affected persons or populations quickly?” “Who are the community leaders who can help reach the affected persons or populations?” “Will the public look to specific partners or persons for advice or direction (e.g., religious leaders or local thought leaders)?” Decide who should talk with those influential persons and what the timing should be for doing so. Listen to community members. Work to get a better understanding of how local authorities, affected persons, and community leaders perceive the situation ( 7 ). Listen to concerns, critiques, and fears. When possible, have a discussion before issuing directives. Gain an understanding of what community members might know and believe about the illness and potential cause. Also work to understand the language, culture, and socioeconomic factors in the community that should be considered. Use this information to refine your communication efforts.The communications team will want to identify reliable information sources that can provide an ongoing assessment of current perceptions in the community (e.g., social media monitoring) ( 12 ). When you have this feedback loop in place, work to integrate the findings into ongoing decision making. The communications team will solidify the communications strategy and develop communication resources aimed at reaching the affected (target) populations and partners who might influence them (e.g., healthcare providers or community leaders). These health-related messages should focus on behaviors that can contain or stop the outbreak. Box 12.2 lists communication resources often used during outbreak responses. Depending on where the outbreak is located and what populations are affected, the communications team might tailor additional resources to the investigation needs (e.g.
, posters for low-literacy readers or text-messaging alerts). The communication strategy most likely will evolve and adapt as the situation evolves and more is learned about the perceptions of your targeted audience and scope of the outbreak ( 1 ). The site should be the main repository of scientific facts, data, and resources. All other communications should be based on the content of that site. Key information for the site might include the following:Guidance is available for entities who are establishing a call center during an outbreak response. Create social media messages from the Internet site content. Communications staff should monitor social media regularly to identify and dispel myths and misperceptions. The response might require substantial communications with healthcare providers. Webinars, conference calls with partner organizations, videos for online clinical communities, or other forums might be considered to allow healthcare providers to access up-to-date information, ask questions, and obtain advice from other clinicians associated with the response. A digital press kit with photos, videos, quotations from spokespersons, the latest data or information (e.g., graphics, charts, or maps), and information about how to obtain an interview is always helpful for reporters during an outbreak investigation. The response might require translation for specific audiences, and communication materials might need to be tailored for reaching affected populations. Some responses use photo novellas, simple line art, text messaging, or community events to convey important information for specific audiences. Whether you are speaking to affected persons, community groups, or the media, start by expressing empathy. Acknowledge concerns and express understanding of how those affected by the illnesses or injuries are probably feeling. Recognize orally and in written materials that persons are anxious or worried and that you, too, have concerns.
Demonstrate that you care and are working to understand their perspective. Detail what you know about the situation (e.g., what is causing the harm, who is at risk, and what causes someone to be at risk). Provide advice that includes action steps for preventing harm or getting help. Persons affected by the situation might feel fear, loss of trust, and lack of control. Acknowledge uncertainties and do not over-reassure or overpromise. Provide specific details and timelines. Admit when information is not yet known. Explain what you are doing to learn more, and provide a timeframe for checking back in or when confirmed results are expected. During the early stages of an outbreak or investigation, you might have limited information to provide, which can be acknowledged by saying, for example, “We do not have sufficient information to share with you yet, but we are working to find the answers you need.” Explain what is being done to minimize risks and harm to affected or potentially affected populations. Be prepared to describe which agencies are involved in the response, their roles, and their responsibilities. Also identify the investigative steps, actions being taken, or actions that are not being taken and why not. Say, for example, “We are not evacuating the area because people can safely shelter in place.” When discussing public health actions, share dilemmas in the decision-making and foreshadow possibilities that can occur during the outbreak.Be open about making decisions with incomplete or imperfect information. Let the public and media know the assumptions, factors, and considerations that have gone into the decision-making thus far, including the possibility of changes in recommendations and actions, especially as more is learned. Let the audience know public health actions and recommendations might change during the coming days and weeks. Convey a sense of urgency for bringing the situation under control.
Let the audience know where it can access more information (e.g., an Internet site or call center) and when more information will be provided; for example, “Our next update will be tomorrow at noon.” What? When? Where? Why? How? This is a challenging situation.” If you are asked to be a spokesperson, take time to prepare and practice. Media interviews are the principal way in which reporters obtain their information from subject-matter experts and other sources. Learning how to navigate an interview is crucial. Think about the supporting messages that will help prompt the desired headlines. Write down your primary message point, often called the Single Overriding Health Communication Objective, or SOHCO (pronounced sock-O). You want your audience to remember this one key point because it is the most important message about the topic. A communications expert can help you refine the SOHCO and make sure it resonates. Say the SOHCO at the beginning of the interview. At the end of the interview, the reporter most likely will ask you if you have anything else that you have not covered. Take that opportunity to repeat the SOHCO; say, for example, “Thank you for your interest in this topic.When a reporter calls you directly, ask him or her for five pieces of information—name, contact information, a list of topics planned for discussion, how the interview will be conducted, and the deadline. Tell the reporter you will call back within a specific timeframe. Reviewing the common questions asked during a media interview will help you prepare your response ( 14,15 ). Unless you have that permission, you should direct anyone requesting an interview to the health authority in charge. Also, ensure you know your organization’s policies regarding communications with the media (e.g., how to frame statements related to your organization’s policies or official recommendations) and stay within the scope of your responsibilities when talking with reporters.
Consult a communications expert assigned to the outbreak investigation about policies and prior clearances needed. Know your boundaries. If questions come up during an interview that fall under the purview or responsibility of other agencies or authorities, refer reporters to those entities or their spokespersons. Including a member of the communications team during the interview can help with obtaining follow-up information for the media. The two that most likely will be most helpful are bridging and hooking and flagging. For example, These techniques can help drive home key public health information (or the SOHCO) in a soundbite format. When you hook, you provide the messaging in bite-sized chunks that help the audience retain more information. An example of this is providing the messaging in the form of steps; for example, Even if a reporter promises you the information is off the record, consider every telephone call or email message to be on-the-record. Reporters will often be in an agency’s or health department’s emergency operations center during an outbreak or staying in the same hotel as you during field investigations; consider any passing comment as an on-the-record quotation, even after the “Thank you” and the pen is put away. Standing during a telephone interview will enable you to walk around and use hand gestures, which might make you feel more relaxed and make your tone more natural. If you are sitting in front of the reporter, be aware of what your body language is conveying; if you are talking about something sad, ensure your face and body language reflect the seriousness of the situation. Reporters are probably going to be typing during the interview; pause regularly let them catch up; do not you need to fill every silent moment. One savvy reporter often fills space during in-person interviews with a “Hmmm!
” to that demonstrates interest and can result think in the interviewee continuing to talk on and on; however, wandering in the conversation during an interview will take you off-message. If some words are hard for you to say, stay away from those or others that might be difficult for the audience to understand; ask someone in advance to listen to you talk through the information you intend to present. Use a charismatic and empathetic tone; do not be energetic while conveying a sad situation. Be memorable; try to use the reporter’s name or repeat the name of the caller when answering the question; for example, “Good question, Nancy.” You will probably provide a few quotations during the segment; write down the top three to five SOHCOs and repeat these key messages multiple times. If you do not like what you have said, ask the reporter if you can restate your answer in a tighter soundbite. Say, for example, “Let me see if I can say that more clearly.” Prioritize your messaging, and try to use as many of the messages as possible in the segment. Use bridging or hooking and flagging techniques. a Be likeable; smile, but only when appropriate. Be calm, and guard your facial expressions; you do not want to look shocked when the reporter asks a difficult question. Dress professionally; solid colors are best. You will probably provide a few quotations in the segment; write down your top three to five SOHCOs and repeat them multiple times. Say, for example, “Let me see if I can say that more clearly.” Make sure your SOHCOs are utmost in mind. Use bridging or hooking and flagging techniques. a Hooking and flagging: A hook provides the messaging in bite-sized chunks that help the audience retain more information, and a flag verbally cues the reporter and audience to the key public health information they need to remember. Review news stories and media coverage to learn how reporters are using the information you provided.
Assess whether the key messages (SOHCO) are being used and how—and whether the headlines approximate the ones that you were striving to convey. Each interview is an opportunity to learn and improve. In an ideal situation, the story will be published, and you will be satisfied with the headline and messages conveyed. Public health officials communicating about risks must evolve as well so that they can reach target audiences with important and timely health-related information by using the audience’s preferred communication mechanisms. The communication strategies outlined in this chapter have proved effective during outbreak responses and risk communication events and can be tailored and adapted to fit any public health event. During an outbreak, public health officials must quickly determine the communication purpose, the persons and populations most in need of information and guidance, ways to engage with news media and the public, and ways to gauge the effects of messages and materials. Knowledge of how the news media and journalists operate, as well as the ability to use risk communication principles and best practices, increases the likelihood of success during public health events. Communicating risk in public health emergencies: a WHO guideline for emergency risk communication (ERC) policy and practice.Washington, DC: The Pew Research Center; 2016.In: Covello VT, McCallum DB, Pavlova MT, eds. Effective risk communications. Vol. 4, Contemporary issues in risk analysis.A primer on health risk communication principles and practices. Safe healthcare blog. What to tell patients when things go wrong (Part 2 of 2). Luke’s patients at risk for hepatitis C from hospital employee.Press briefing transcripts: CDC briefing on public health investigation of human cases of swine influenza. Outbreak communication planning guide. 2008 ed. pdf icon external icon Injection safety: patient notification toolkit. Emergency preparedness and response: manual and tools.