#biomedical waste registration

[pranshucorpseed]

Healthcare institutions that produce biomedical waste are required by law to obtain biomedical waste authorization. Any refuse produced during the diagnosis, treatment, or immunization of people or animals is categorized as biomedical waste. Contaminated materials, disposable medical devices, sharps, and lab refuse can all be included in this waste.

[eywahospitalconstruction]

Navigating Legal and License Requirements for Starting a Hospital

Legal requirements for starting a hospital are very important. Firstly, the hospital need to register as a business entity. It can be done as a sole proprietorship, partnership or limited liability company (LLC). The hospital also needs to have all the legal documentation, including a registration certificate, PAN card, GST registration certificate and other legal documents. The hospital must comply with land and building regulations, obtaining building permits, fire safety certificates and other permits from the local authorities. In addition, the hospital must follow labour laws and have proper employment agreements in place with their employees. License requirements are also necessary, such as obtaining a Clinical Establishment Act license to regulate hospital functions, a fire safety license from the local fire department, a nursing home registration from the local health department if nursing services are provided, a drug license from the Drug Control Department to purchase and store drugs, and a biomedical waste management license from the local pollution control board. All these requirements are essential to start a hospital and ensure its legal and operational compliance.

For more information check out our blog on hospital design and planning.

[doctorsoftware012]

What advantages your Ophthalmology EMR  Software in Saudi Arabia must provide to eye clinics?

Cloudpital # 1 is one of the top Ophthalmology EMR Software in Saudi Arabia that can effortlessly manage all middle operations of sanatorium management which include affected person management, appointment scheduling, patient records, invoice and billing, and patient feedback, and lots of more. The principle reason of Ophthalmology clinic software is to make optometry clinic operations totally paperless or easily reachable.

Click to Start Whatsapp Chatbot with Sales Mobile: +966547315697 Email: sales@bilytica.com

 Cloudpital # 1 Ophthalmology EMR Software in Saudi Arabia

Actual-time records access 

Seeing that Ophthalmology software is a centralized cloud-based totally software program for eye health center systems medical doctors, administrative employees, and different employees can get the right of entry to statistics in actual time, allowing them to make first-rate choices feasible.

Ophthalmology EMR clever report With snapshots

You may get a short snapshot of the affected person's remedy development and fitness records through cloud-based totally Ophthalmology EMR Software in Saudi Arabia to improve the great of time spent with sufferers. It’ll be clean to view patient medical records, eye exams, test reviews, remedy plans, key vitals, and investigations on an unmarried display screen. Your hospital also can provide a paperless experience & EMR to your sufferers.

Stepped forward prognosis and treatment

The primary gain of a smart ophthalmology software program machine is that it improves patient eye diagnosis and remedy. The affected person’s health report and medical records from the past to the existing can be accessed in addition to the infection he's tormented by and the care he acquired, which can all be added to and accessed thru the optometry software. After using this knowledge, docs may have better get admission to patients' fitness issues and reviews which ultimately empower them to provide the exceptional care viable for their customers.

 Develop revenue

To keep eye clinics or hospitals going for walks smoothly or to address a number of capabilities and activities manually, you’ll actually need loads of skilled employees. But, If more human sources mean extra prices used for your hospital, in the end, you have to spend greater expenditure. But, with the help of a clever Ophthalmology EMR Software in Saudi Arabia machine, you can extensively reduce the personnel energy. For the reason the optometry software program will manage every operation, is you'll now not need an identical variety of employees as manual control.

Clever Appointment Scheduling 

After an online cloud-based ophthalmology software program, It’ll be smooth for patients to reach your health facility via online appointment. At the attention health center, QR code-based totally reserving and registration facilitates the patients that may store reception time & a better-affected person revel in. Widespread Calendar manages your appointment scheduling and tracking of all your patient appointments which allows enhancing your operational performance exponentially.

Biomedical Waste Control

Your Ophthalmology medical institution can have a whole song of the collection and disposal of merchandise related to bio-medical waste. Also in addition you could effortlessly manage time frames to Ophthalmology EMR Software in Saudi Arabia maintain the complete monitoring of group of workers men and women and schedule of folks that are accountable for Biomedical waste disposal.

 Empowering patients with great Care 

To percentage precious fitness data, alerts, and prescriptions, at particular time durations as consistent with the plan assigned to patients which saves satisfactory time and gives a better experience for sufferers. To gain trust from sufferers by way of supplying put up-appointment enjoy with an awesome output of the remedy and affected person healing speedily.

Extended statistics safety

Some other sizable benefit of an ophthalmology software program to your eye sanatorium is to enhance information protection. Because all ophthalmology software program paintings is executed via a comfortable device, the handiest authorized men and women or individuals can access the unique data series. Moreover, in a cloud-primarily based eye care Ophthalmology EMR Software in Saudi Arabia, the whole lot is interconnected, making sure that there are no dangers of facts loss and that the patient's clinical history or circumstance information stays completely covered.

Reduce unnecessary expenses

Ophthalmology software can assist to enhance eye sanatorium workflow and hold the entirety in one place. If your ophthalmology medical institution wants to store time and useless office work you ought to have a digital solution that helps your health facility to speed up processing & reduce administrative costs. Ophthalmology software gives Digitally submit charges & time get the right of entry to and monitoring of each day debts of your ophthalmology health center.

MS Power BI services in Pakistan is the key factor to provide scorecards and insights for different departments of the organization which consider power bi services in Lahore Karachi Islamabad Pakistan as a key factor to restore its functionality with the help of insights developed by Power BI developer in Pakistan.

Businesses in Pakistan are always looking best Power BI services in Pakistan through official partners of Microsoft which are known as Power BI Partners in Lahore Karachi Islamabad Pakistan to ensure that the best support is provided to companies in Pakistan for their projects under a certified Power BI Partner in Pakistan.

Microsoft is a leading company globally that provides the best business intelligence solutions using Power BI services in Pakistan.

Companies are dependent upon the best Power BI consultants in Pakistan to build their data warehouse and data integrations layer for data modelling using Power BI solutions in Pakistan which is also known as Power BI partner in Pakistan.

Clouldpital Specialty:

Dentistry EMR

Nephrology EMR

Community Health EMR

Hematology EMR

Psychiatry EMR

Psychiatry EMR

Ophthalmology EMR

Pain Management EMR

Plastic Surgery EMR

Internal Medicine EMR

Physical Therapy EMR

Dermatology EMR

Pediatrics EMR

ENT EMR

Mental Health EMR

Podiatry EMR

Gynecology EMR

Cardiology EMR

Family Practice EMR

Orthopedic Surgery EMR

Neurology EMR

Diabetology EMR

Pulmonary EMR

Gastroenterology EMR

Urology EMR

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 23-08-2022

[occucarehealthcare]

Occupational Health & Safety in SMEs of India

The Occucare occupational health management software is designed to keep track of employee health data at very ease. Occupational health management software keeps track of all health and safety-related data and provides the platform for analysis and trending reports to manage the health and clinical data of your employees.

The Occucare health Management solution includes a variety of modules that consist of the following fields: OPD and OPD reports, OPD dashboard, Almost all Lab Tests, OHC Visits record, Biomedical waste management, Immunization management, Employee reimbursement, Audit, Asset management, OHC incident reporting and management, Inventory management (Medicine, Lab chemicals, medical equipment, etc), Front office (includes Appointment and patient registration), Medical Examination, Medical surveillance, Medical examination reports, Medical examination scheduling of employees, Diagnostic module (Lab test results are updated), Medical review module, First aid, Pharmacy, Employee management, Pre-joinee management, LSD tracker, OHC expense management, Ambulance management, Canteen and Pantry management, Employee wellness, etc.

Read More

[expediensolutions]

Expedien brings advanced technology to the hospital sector using IHMS

Integrated Hospital Management System (IHMS)

Technology has developed rapidly. Expedien is a company specializing in medical software development.

Expedian e-solution has a wide range of useful products for doctors, medical colleges, hospitals, many clinics / clinics, and operates in both offline and online modules.

The Expedien Integrated Hospital Management System automates the activities of all departments within the hospital and generates MIS reports in seconds. Patient records, clinical status, personnel, inventory and asset maintenance, accounts, libraries, diet - all of these can be managed very efficiently thanks to our software. Therefore, IHMS software is a complete solution for complete computerization in all hospitals.

IHMS process includes Expedien to build IHMS systems

•Through Expedien IHMS software you can do online registration for the hospital

• Simplify the diagnostic process with a single sample collection

• standardized management format settings

• online inventory management settings

• Adoption of standardized biomedical waste management and proper management and allocation of human resources.

• It also facilitates monitoring of predefined health indicators by preparing regular reports for hospital and state-level managers.

Features of IHMS System

• It is a web-based and workflow-based ERP.

• Off-the-shelf templates allow for rapid diagnosis

• You can define approval permissions for important transaction approvals to increase security levels and prevent unauthorized access to your system.

• Hospital management system is easy to use and eliminates handwritten errors.

• The latest technology provides the correct performance to receive information from a host or cloud server.

 • Serves as a decision support system for hospital authorities to develop comprehensive medical policies.

• Improve communication and interaction between doctors and patients.

• Reduces paperwork, improves security, reduces test duplication, and reduces organizational costs.

Expedian has developed an IHMS system based on best practices worldwide.

[iicggiludhianasposts]

Dear Student Greetings from IIC GGI Ludhiana! IIC- MHRD’s Innovation Cell is pleased to announce 2nd edition of IIC National Innovation Contest 2020 The IIC-National Innovation Contest 2020 aims at identifying creative minds, engaging them in building innovations, nurturing them through series of mentoring sessions and bootcamps. Innovation Contest is a 360-degree approach to complete a cycle of Innovation and entrepreneurship through a process of problem identification, ideation and enterprise building in a time period of Half- One year. The IIC-National Innovation Contest 2020 invites innovative Ideas from students of our Institution from various departments to solve the problems related to following themes – 1. Healthcare & Biomedical devices. 2. Agriculture & Rural Development. 3. Smart Vehicles/ Electric vehicle/ Electric vehicle motor and battery technology. 4. Food Processing. 5. Robotics and Drones. 6. Waste management. 7. Clean & Potable water. 8. Renewable and affordable Energy. 9. IoT based technologies (e.g. Security & Surveillance systems etc.) 10. ICT, cyber physical systems, Block chain, Cognitive computing, Cloud computing, AI & ML. 11. Innovate to Fight Covid – 19 12. Others Important Links Web Link: iicggi.com/bic Goldmines: Click Here Submission Format: Click Here Registration Link: Click Here Important Dates: Last Date of Registration: 25/05/2020 Round 1: 27-28 May, 2020 Note: PPT Schedule and Details of Round 1 (Proof of Concept Round) will be shared through email after registration Thanks & Regard Team IIC GGI Ludhiana https://www.instagram.com/p/CAfCD2lAFbv/?igshid=1gpgi6g1s3qh0

[sekerenews]

Africa Netpreneur Prize Initiative (ANPI) Announces Top 10 Finalists

Africa Netpreneur Prize Initiative recently announced its top 10 finalists. The Africa Netpreneur Prize Initiative is spearheaded by the Jack Ma Foundation and the grand finale event will take place in Accra Ghana on the 16th November 2019.

About the Africa Netpreneur Prize Initiative

It is Jack Ma’s flagship entrepreneur program in Africa and it is led by the Jack Ma Foundation. The goal of the program is to identify and spotlight African entrepreneur heroes. Africa Netpreneur Prize Initiative wants to tell the stories of these Africa entrepreneur heroes, in hopes to inspire the continent and beyond. ANPI select 10 finalists who would pitch at the grand finale for a chance to US$1 million in total grant prize money. According to Jack Ma, APNI was created not to just reward entrepreneurs but to inspire a whole new generation of potential game-changers for Africa. The top 10 finalists were selected nearly 10,000 applicants from 50 African countries.  The top 10 finalists will pitch to the four finale judges. APNI finale judges Jack Ma, founder of Alibaba Group and the Jack Ma Foundation; Strive Masiyiwa, founder and executive chairman of Econet Group; Ibukun Awosika, Chairman of First Bank of Nigeria and founder/CEO of The Chair Centre Group; and Joe Tsai, executive vice-chairman of Alibaba Group. The whole event will be televised and would be called “Africa’s Business Heroes”.

ANPI Top 10 Finalists

Here are the top 10 finalists for the Africa Netpreneur Prize Initiative: Waleed Abd El Rahman, CEO, Mumm (Egypt)

Mumm is a virtual cafeteria for businesses, harnessing the power of shared economy through technology, cloud kitchens and an online marketplace for home-based entrepreneurial cooks. Waleed is a seasoned entrepreneur with 12+ years in food tech. He is also the former founding managing director of MIT Technology Review-Middle East and a member of the Advisory Committee of the World Economic Forum’s Global Shapers Community. Ayodeji Arikawe, co-founder, Thrive Agric (Nigeria)

Thrive Agric is an agricultural technology-enabled company that works with smallholder farmers to enable them with greater access to finance, as well as improve their income and harvest distribution. Today, Thrive Agric works with 22,000 farmers in Nigeria, but the company is aiming to build the largest network of farmers in Africa. They are on a mission to “build an Africa that feeds the world and Itself.” Ayodeji is an accomplished software engineer and serves as both co-founder and CTO for Thrive Agric. Temie Giwa-Tubosun, founder and CEO, LifeBank (Nigeria)

LifeBank is a medical distribution company that uses data and technology to help health workers discover critical medical products. The company has saved over 5,300 lives in Nigeria. Temie has over 10 years of health-management experience with Department for International Development, the World Health Organisation, the United Nations Development Programme and Lagos State. In 2014, BBC listed her as one of the 100 women changing the world. She was also recognised by Quartz and the World Economic Forum. Mahmud Johnson, founder and CEO, J-Palm (Liberia)

J-Palm Liberia (JPL) was founded with the goal of making premium consumer goods while creating income-earning and employment opportunities through sustainable palm-oil production. When JPL was first founded, palm oil kernels had been going to waste in Liberia, but Johnson found a way to innovate productive uses for this overlooked natural resource. Today, JPL has created a range of beauty and clean-energy products, built a robust network of partnerships across the country, and helped to create jobs for hundreds of Liberians. Mahmud holds a degree in economics from Dartmouth College and is a 2017 recipient of the Order of the Star of Africa conferred by the President of Liberia. Kevine Kagirimpundu, co-founder and CEO, UZURI K&Y (Rwanda)

UZURI K&Y is an African-inspired eco-friendly shoe brand established in Rwanda. Kagirimpundu is passionate about ending global waste while also leveraging her creativity to create employment opportunities for her community. UZURI has made a direct impact on more than 750 people through employment and skills training. In addition to obtaining her degree in creative design, she has participated in numerous entrepreneurship programs to enhance her skills in business development. In 2017, she was recognised as the winner of the Made in Rwanda Enterprise of the Year. Christelle Kwizera, founder, Water Access Rwanda (Rwanda)

Water Access Rwanda pioneered INUMA, a safe water microgrid that reclaims broken boreholes and transforms them into solar-powered water kiosks and pipelines. The water is sold for $1/1000 litre and creates off-farm jobs for youth. Currently, Water Access Rwanda employs 68 people and allows 47,612 customers to access water daily across 86 stations. Kwizera is a mechanical engineer and was named INCO’s woman entrepreneur of the year in 2019, among other high-profile awards. Dr. Tosan J. Mogbeyiteren, founder, Black Swan (Nigeria)

WeMUNIZE by Black Swan Tech Ltd is helping to solve Nigeria’s public-health challenges by deploying automated scheduling, GPS-enabled software-as-a-service that uses a combination of digital record keeping and community engagement to increase birth registration and early childhood immunisations. Black Swan is working with USAID Nigeria to expand WeMUNIZE coverage in northern Nigeria. Mogbeyiteren is a public-health specialist with more than 13 years of experience in deploying technology to solve development challenges in Nigeria. Chibuzo Opara, co-founder, DrugStoc (Nigeria)

DrugStoc is a cloud-based pharmaceutical IT and logistics platform focused on eliminating counterfeit drugs, expanding access to pharmaceutical products and improving transparency in pricing for healthcare providers and the product supply chain. Opara is a health economist and medical doctor with over 12 years of experience in the health sector. He has worked with the World Health Organisation, the World Bank, and the International Finance Corporation. Dr. Omar Sakr, founder and CEO, Nawah-Scientific (Egypt)

Nawah-Scientific is a private research centre in the MENA region focused on natural and biomedical sciences that offer analytical and scientific services online and on-demand. Dr. Sakr has 13 years of pharmaceutical experience, has worked as an adjunct assistant professor of entrepreneurship at Zewail City of Science and Technology, and holds scientific and business awards for innovative product design. Moulaye Taboure, co-founder and CEO, Afrikrea (Cote D’Ivoire)

Afrikrea.com is a “Made of Africa” fashion, art and handicraft online marketplace. The marketplace has processed more than $4 million in sales across 101 countries and supports merchants from all over the world. After growing up in Mali and working for companies like PricewaterhouseCoopers and Alstom, Taboure now dedicates his time to building the global infrastructure for African culture. Source: Biz Community Read the full article

[successtutors]

Biology Tutors Available – Latest MOE Syllabus

List of tutors who helped their students’ grades improve /effective-home-tutors BOOST YOUR GRADES – WITH DEPENDABLE TUTORS Don’t take risks with tutors who scored B’s in their own exams – they might give you the wrong answers. Year after year, clients tell us that we are the most reliable home tuition agency team in Singapore. Success Tutors has established a strong reputation of having the ability to help students quickly score between 1 to 3 grade improvements within 1 semester. MOE REQUIREMENTS FOR THE BIOLOGY SYLLABUS As stated by the MOE: “C Experimental Skills and Investigations Candidates should be able to: 1. follow a sequence of instructions 2. use techniques, apparatus and materials 3. make and record observations, measurements and estimates 4. interpret and evaluate observations and experimental results 5. plan investigations, select techniques, apparatus and materials 6. evaluate methods and suggest possible improvements.” SUCCESS TUTORS HELPS OUR STUDENTS SUCCEED All tutors on our priority contact list have a proven and consistent track record in helping students’ grades to improve. We carefully interview and shortlist tutors, and show you only the best and most suitable tutors – who have the proven abilities to deliver good exam results. THE MOST RELIABLE PRIVATE TUTORS IN SINGAPORE Success Tutors has the largest active network of over 25,000 experienced tutors in Singapore, comprising high-performing current and former MOE teachers, full-time and part-time tutors, graduates, and university undergraduates. Each of our tutors is thoroughly familiar with the current MOE syllabus, textbook content, and exam requirements. EXPERT BIOLOGY TUTORS We know the exam strategies so that your answers will fit the requirements of the teachers marking your exams. Our tutors know the correct answers, and can help you to navigate easily. TUTOR COMPATIBILITY While learning the content is very important to scoring higher grades, the attitude of tutors and their students plays a major role. As Singapore’s top tuition agency, we are particularly careful about compatibility because your child has no time to waste when you want to prepare him or her for better academic performance. Our tutors are carefully screened and are recommended to you when we are convinced that they are reliable and effective. BIOLOGY TUTOR PROFILE Mr BHD has 7 years of Biology tutoring experience. He taught at an MOE school for 6 years, and is a full-time tutor. Mr BHD has a Bachelor’s from NTU, majoring in Biomedical Science (Honours), and is NIE-trained. His private tuition students attended Anglo-Chinese School (Independent), Bukit View Secondary School, Cedar Girls’ Secondary School, Tampines Meridian Junior College, River Valley High School, and Yishun Innova Junior College. TUTOR RATES Tutor rates range from $30/hour (experienced university undergraduates) to $90/hour (MOE teachers from top schools). Registration is at our website, and we look forward to finding a tutor match for you within 6 hours. Today’s list of tutors with proven track records, for Biology tuition: /tutor-profiles Hire expert tutors who can quickly help your grades improve: /reliable-tutors Patient tutors, who clearly explain difficult concepts so that you can answer difficult exam questions: https://success-tutors.com

[marymosley]

Laws Governing Hospitals in India

Healthcare in India features a universal care system run by the constituent states and territories. The independence in 1947 inaugurated a new phase in the development of organized health care services making a lot of entitlement for the individuals. together with that, the state additionally began enactment of new laws, modification of the colonial laws and judiciary developed case laws to consolidate people’s entitlement of health care and to extend the rights.

Laws governing the Commissioning of the Hospital These laws make sure that the hospital facilities are created after due process of registration, and are safe for the public. These laws include: 1. Society Registration Act of 1960 2. Companies Act 1956 3. Urban land Act 1976 4. National building code 2005 5. A building permit from the municipality 6. Fire safety rules 1987 7. Electricity Rules 1956 8. Radiation protection certificate for radiology dept from BARC 9. Atomic energy (safe disposal of radioactive waste) Rules 1987 10. Indian Telegraph Act of 1885. 11. Clinical Establishments Bill, 2010 12. The Registration Act, 1908 13. Government Buildings Act, 1899 14. Red Cross Society (Allocation of Property) Act, 1936 15. St. John Ambulance Association (India) Transfer of Funds Act, 1956

Laws governing the qualifications/practice and conduct of professionals:- These laws make sure that the employees employed in the hospital are qualified and authorized to perform their jobs. These laws include: 1. Indian Medical Council Act 1956 2. Indian Medical Degrees Act 3. Registration of Medical Practitioners with State Medical Councils 4. Indian Nursing Council Act 1947 5. The Dentists Act 1948 6. Dental Council of India regulations 2006 7. AICTE rules of physiotherapy rules 8. All India Council for Technical Education ACT, 1987 9. The Apprenticeship Act 1961 10. Rehabilitation Council of India Act, 1992

Law governing storage/sale of drugs and safe medication:- These laws control the usage of medication, chemicals, blood, prevent their misuse, and regulate their sale. These laws include: 1. Drugs and Cosmetic Act 1940 2. The drugs control Act of 1950 3. Pharmacy Act 1948 4. Central excise Act 1944 ( for a permit to use and store sprit ) 5. Retail drug license 6. Sales of good Act 1930 7. Adulteration of drugs (IPC S. 274) 8. Blood bank regulations under Drugs and cosmetic (2nd amendment) rules, 1999. 9. Homoeopathy Central Council (Amendment) Act, 2002 10. Homoeopathy Central Council Act, 1973

Law governing the management of patients:- These laws set standards and norms for the conduct of medical skilled practice, prevention of unfair practices and management of emergencies.

These laws include: 1. Drugs and Magic Remedies (objectionable) Advertisements Act 1954 2. MTP Act 1997 3. Transplantation of Human Organ Act 1994 4. Transplantation of human organ Rule 1995 5. Rules for insurance cover for the sterilization cases 6. Birth and death and Marriage Registration Act 1886 7. Indian Lunacy Act of 1912 8. The Epidemic Disease Act of 1897 9. Lepers Act 10. Guardians and Wards Act of 1890 11. The Mental Health Act of 1987 12. Law of privileged communications 13. Indian Evidence Act (disclosure of privileged/confidential patient related information before a court of law – under protest) 14. Law of Torts 15. Consumer Protection Act of 1986 16. Protection of human rights Act

Law governing environmental protection:- These laws are for the protection of the environment through the prevention of air, water, surface, and sound pollution.  These laws include: 1. Biomedical medical waste management handling rules 1998 (Amended in 2000) 2. Water ( prevention and control of pollution ) Act 1974 3. The Noise Pollution (Regulation and Control) (Amendment) Rules, 2006. 4. Rules regarding the safe discharge of effluents in the public sewers/drains 5. DMC sanitation and public health Bye-laws, 1959 6. The Air (Prevention and Control of Pollution) Rules, 1982 7. Environment Protection Act of 1986 8. Noise pollution control Rules 2000

Laws governing the employment of manpower in Hospital:- These embrace the employment of men, their salaries and benefits. These laws include: 1. Child Labour Act 2. Citizenship Act of 1955 3. Employees provident fund and misc provision Act 1952 4. Employment exchange (compulsory notification of vacancies) Act 1959 5. Equal Remuneration Act of 1976 6. Minimum Wedge Act of 1948 7. Payment of Bonus Act 1965 8. Payment of Gratuity Act 1972 9. TDS Act 10. Maternity Benefit (Amendment) Act, 2008 11. Workmen’s Compensation Act, 1923 12. Persons with Disabilities Act 1995 13. SC and ST Act of 1989 14. Weekly Holidays Act, 1942

Regulations governing the business aspects of the hospital: – These laws are applicable to hospitals in reference to their business aspects. These laws include: 1. Charitable and Religious Trust Act of 1920 2. Contract Act, 1982 3. Customs Act of 1962 4. Rules for the display of Red Cross Insignia 5. Vehicle registration certificate 6. Wireless operation certificate from post and telegraphs

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[meripustak]

Legal Issues in Medical Practice

                                             Buy Now 

Legal issues in Medical Practice - 1st Edition

By: Mahesh Baldwa, Varsha Baldwa, Namita Padvi and Sushila Baldwa

Legal issues in medical practice have been gripping medical doctors by surprise in recent years. Some decades ago legal issues in medical practice never created any problem. A greater awareness is being created by adding doctor’s services within the ambit of Consumer Protection Act, 1986. Neither during the undergraduate training nor the postgraduate courses doctors have ever prepared themselves to deal with real-world situations of litigation related to allegations of negligence. While facing litigation related to allegation of negligence in law courts for the first time, a doctor realizes the importance of medical records, consent and expert witness and searches for help books. There are many books available for reference but this one is a handbook for practising doctors and their lawyers grappled with legal issues culminating in litigations covering a vast number of medical specialties and systems.This book proposes to fill the existing vacuum by creating authentic base required to understand the legal issues in medical practice in India. The esteemed contributors have put in their best efforts to share their knowledge, experience and wisdom with the readers by discussing various landmark legal decisions in the field of (alleged) medical negligence. It aims to make the medical practice safe, ethical, reassuring and hassle-free by discussing various legal issues related to medical practice.

The book is written in usual lucid style covering each topic and made reader friendly by adding “summary” “do’s and don’ts”. MCQs are value addition which will improve recall of important legal issues related to medical practice. It is targeted at doctors of all the systems of medicine—be it allopathic, ayurvedic or homeopathic. It covers all the legal issues not covered by teaching of forensic medicine during the undergraduate or postgraduate courses and yet are required in the day-to-day medical practice. The book will help all the doctors in preventive aspects of medical practice, as well as those facing litigation. It will also be an asset for practising lawyers dealing with cases of medical negligence litigation.

This book is targeted at practising doctors for tension-free and litigation-free medical practice. It also provides much-needed relevant medical knowledge to lawyers and those involved in administration of justice.

About the Author:- Mahesh Baldwa MBBS, MD, DCH, FIAP, LLB, LLM, PhD (Law), MBA has authored many books and is currently medicolegal advisor to several corporate insurance and medical organizations. He is a senior consultant pediatrician, Baldwa Hospital, Mumbai. Earlier, he was Assistant Professor, Department of Paediatrics, TN Medical College and Nair Hospital, Mumbai; Assistant Professor at JJ Hospital, Grant Medical College, Mumbai; and Visiting Professor, Papersetter and Examiner, Department of Law, University of Mumbai.

Varsha Baldwa MBBS, MD is working at PD Hinduja Hospital, Mumbai. Earlier, she has worked at Government Medical College, Surat, and Government Medical College, Kota. She is a graduate from Seth GS Medical College and KEM Hospital, Mumbai. She has contributed to national and international scientific journals. She bagged “STS” award of ICMR.

Namita Padvi MBBS, MD, DNB, Fellowship in Pediatric Anesthesiology is currently working at Emirates Hospital Dubai. She is ex-Assistant Professor, Department of Anesthesia, Topiwala National Medical College and BYL Nair Charitable Hospital, Mumbai. She has contributed to several national and international scientific journals. She is an excellent teacher and a good speaker.

Sushila Baldwa MBBS, MD, DGO is consulting obstetrician and gynecologist at Om Hospital, Apollo Clinic and Nakoda Foundation, Mumbai. She has served as faculty at BJ Medical College, Pune, and Sassoon General Hospital. She has contributed to national and international scientific journals.

Legal Issues in Medical Practice

1 Introduction to Medicolegal Issues 2 Basic of Ethics, History and Ethical Principles of Importance 3 Understanding “MCI Code of Ethics 2002” 4 Doctor–patient Relationship 5 Hospital–Patient Relationship Emerging from Mediclaim Insurance TPA Managed HealthCare through Corporate Hospitals 6. Doctors’ Please Trust your Patients 7. Rights and Duties of Patients and Doctor 8. Help of Communication Skills in Preventive Medicolegal Problems in Medical Practice 9. Laws Applicable to Practicing Doctors, Clinics, Nursing Homes, Dispensaries, Consulting Rooms, Hospitals are Boon or Bane? 10. Medical Documentation and Record Maintenance, Preservation, Destruction Related Legal Issues 11. Medicolegal Issues Related to Audio Taping, Video Recording and Photography on Pen Camera, Smart Phones and Personal Camera   12. Consent, Assent, Approval, Permission and Dissent in Medical Practice 13. Forewarning and Counseling for Disclosure of Risks Prior to Informed Consen 14. Case Laws on Consent, Informed Consent, Dissent 15. Consent Forms, Counseling, Content, Model Forms of Different Types Preparing for the Informed Consent Process 16. Doctor–Patient Confidentiality and its Disclosure 17. Below which Standard of Medical Care it will be Negligence 18. Medical Negligence Under Tort, Consumer Protection Act and Civil Liability 19. Consumer Protection Act and Doctors 20. Errors in Medical Practice 21. Criminal Liability of Doctors 22. Medicolegal Aspects of Sudden Unexpected Death, Difficult Situations in Medical Practice, Brought Dead, Postmortem 23. How to Proceed Medicolegally in a Scenario of Suspected Last Stage Disease like End-of-Life-Care [EOL] and not to Confuse with Euthanasia? 24. Violence against Doctors: A Frightening New Epidemic 25. How to Defend Medical Negligence Case? 26. Vicarious Liability of Medical Negligence 27. Medicolegal Issues Related to Contributory Negligence 28. Medicolegal Issues Related to Multiple Remedies 29. Role of Expert Witness in Medical Negligence Cases 30. Res Ipsa Loquitur 31. Subjudice Matters, Judicial Impropriety, willful Judicial Impropriety, Legal Hierarchy 32. Res Judicata and Estoppel, Law of Limitation and Latches 33. Landmark Judgments on Medicolegal Issues 34. Calculation of Compensation 35. Medicolegal Implications of Delayed Diagnosis, Misdiagnosis, difference in Diagnosis and Wrong Diagnosis 36. Medicolegal Issues Related to Physicians 37. Medicolegal and Ethics Issues in ICU 38. Medicolegal Issues in Pediatric Practice 39. Medicolegal Issue of ‘When not to Resuscitate or to Stop Resuscitating A Newborn/Child’ 40. Medicolegal Issues in Obstetrics and Gynecology Abortion and MTP Cases 41. Medicolegal Issues in Sterilization, Tubectomy and Vasectomy 42. Medicolegal Issues in PCPNDT Act Cases 43. Medicolegal Aspects for General Surgery 44. Medicolegal Issues in Orthopedic Cases 45. Medicolegal Issues during Emergency and Accidents 46. Medicolegal Aspects of Ophthalmology 47. Medicolegal Aspects of Anesthesia 48. Medicolegal Issues in ENT 49. Medicolegal Issues Related to Dental Surgeon 50. Medicolegal Issues in Cardiology and Cardiothoracic Surgery Cases 51. Medicolegal Aspects of Radiology and Sonology 52. Medicolegal Aspects of Pathology and Medical Laboratory Practice 53  Medicolegal Issues Related to Blood Group, Blood Bank, Blood Transfusion and Transfusion Related Transmission of Infections 54. Clinical Use of Forensic Medicine 55. Medicolegal and Legal Issues in Psychiatry 56. Medicolegal and Legal Issues Related to Plastic Surgery, Reconstructive Surgery and Dermatology 57. Medicolegal and Legal Issues Related to Neuro Medical and Neurosurgery Cases 58. Cross Pathy and Cross Speciality Practice in Medicine: Is it Quackery? 59. Medicolegal Issues in Homoeopathy 60. Medicolegal Issues in Ayurved, Unani, Siddha 61. Medical Undergraduate Postgraduate Qualifications Granted by Medical Institutions Inside or Outside India may not be Registerable with MCI 62. Medicolegal Issues Related to Quacks 63. Safeguarding Children Rights to Prevent Abuse: A Challenge to Doctors 64. Medicolegal Issues Related to Mortuary 65. How to Get the Registration for Hospitals and Small Nursing Homes in India? 66. Medicolegal Aspects of Institutional Committee for Medical Research 67. Medicolegal Issues and Adoption, Foster Care, Remand Homes, Borstals and Non-mainstream Children 68. Medicolegal Aspects of Advertising by Doctors in Print, Electronic Media and Issues Related to Telemedicine 69. MCI Norms to Prohibit Doctors from Attending Conferences Financed by Pharma Companies 70. Medicolegal Issues Related to Consumer Organizations 71. Medical Indemnity Insurance and Risk Management 72. Police Cases and Procedures for Doctors 73. Medicolegal Issues of Mishap Reporting by Media 74. Conflict of Interest [COI] 75. Emotions during Practice! Is it Okay to Cry in front of your Patients? 76. Legislating “No-fault” Medical Compensation Law to replace Medical Negligence under Law of Tort

Acts, Rules, Notification, Guidelines and Registers

1. The Prenatal Diagnostic Techniques (Regulation and Prevention of Misuse) Act, 1994 2. Violations Under the PNDT Act and the Penalties 3. The Medical Termination of Pregnancy Act, 1971 4. The Bombay Nursing Homes Registration Act, 1949 5. Summary of the Clinical Establishments (Registration and Regulation) Act, 2010 6. Biomedical Waste (Management and Handling) Rules, 1998 7. The Indian Medical Council Act, 1956 (102 of 1956) 8. The Indian Medical Council Act and Rules,1957 9. The Indian Medical Degrees Act, 1916 (Act No. VII of 1916) 10. The Indian Medicine Central Council Act, 1970 [Act No. 48 of 1970 dated 21st December,1970] 11. The Indian Medical Council (Professional Conduct, Etiquette and Ethics) Regulations, 2002 (Published in Part III, Section 4 of the Gazette of India, dated 6th April, 2002) 12. The Transplantation of Human Organs Act,1994 13. The Homoeopathy Central Council Act, 1973 14. Ethics for Practitioners of Indian Medicine 15. The Protection of Children from Sexual Offenses Act, 2012 16. GR and Notifications for Ayurvedic Doctors

ETHICS

1. The Declaration of Helsinki 2. The Declaration of Geneva 3. Charak Samhita Oath 4. The International Code of Medical Ethics

GUIDELINES

1. Minimum Requirement for Opening of a Nursing Home/Hospital Apart from Some Locality Requirements and NOC 2. Guidelines Related to Easy Understanding of Law Related to MTP 3. Guidelines for Eye Camps 4. Guidelines for Speedy Disposal of Child Rape Cases 5. Guidelines for Safe Kit Protocol for Rape Victim 6. Frequently Asked Questions about Foreign Adoption Agency 7. PCPNDT Act—Guidelines 8. AIDS: Indian Council of Medical Research (ICMR) Guidelines 9. ICMR Guidelines for Preparing Standard Operating Procedures (SOP) for Institutional Ethics Committee for Human Research

REGISTERS

1. Fumigation Register 2. Indoor Case Register 3. Outdoor Patient Register 4. Sterilization of Instruments Register

[mystlnewsonline]

New Post has been published on https://www.stl.news/work-that-wont-get-done-during-government-shutdown/69871/

The work that won't get done during a government shutdown

WASHINGTON/January 18, 2018(AP)(STL.News) — Thousands of intelligence agency employees would be furloughed even as tension over North Korea‘s nuclear program remains high. Important biomedical and public health research would be interrupted and possibly damaged. Military veterans would watch helplessly as the processing of their disability claims came to a halt.

Although the government won’t actually close if Congress can’t pass a spending bill by Friday at midnight, there’s plenty that won’t get done should hundreds of thousands of federal employees be barred from working until dysfunctional Washington agrees on a plan.

J. David Cox, national president of the American Federation of Government Employees, said shutdowns can have dramatic impacts as jobs are left unattended. The longer a shutdown lasts, he said, the worse it gets.

“Day one, the world doesn’t fall apart,” Cox said. But “things start to crumble” over time, he said, as Americans begin to realize how reliant they are on the government.

Partial shutdowns can be expensive, too. Five years ago, when swaths of the federal government were shuttered for just over two weeks, 850,000 employees were furloughed, which cost the government 6.6 million days of work and more than $2.5 billion in lost productivity and pay and benefits for employees.

In the case of a shutdown, just under half of the 2 million civilian federal workers would be forced off the job if the Trump administration sticks to the rules followed by previous Presidents Ronald Reagan,

George H.W. Bush, Bill Clinton and Barack Obama. But U.S. troops will stay at their posts and mail will get delivered as about 500,000 Postal Service employees and 1.3 million uniformed military personnel are exempt from being furloughed.

A lengthy shutdown could cause lingering problems for the Internal Revenue Service, which is preparing for the start of the tax filing season while also still ingesting the sweeping changes made by the new GOP tax law.

“Declaring a government shutdown as harmful to American taxpayers is not alarmist speculation, it is documented fact,” said Tony Reardon, national president of the National Treasury Employees Union.

“Shutdowns waste money, interrupt services that taxpayers deserve and chip away the public’s faith that Congress and the administration know what they’re doing.” At the State Department, spokeswoman Heather Nauert said that Secretary of State Rex Tillerson and

individual U.S. embassies have some discretion over how to handle a shutdown but that the department was taking direction from the White House’s Office of Management and Budget.

“We will be prepared for all contingencies, including of a lapse” in funding, Nauert said.

She said that while security for American diplomats overseas wouldn’t be affected, no decisions had yet been made about what services, like visa processing and passports, the State Department would be able to provide during a shutdown. Nor has there been a decision about whether Tillerson can go ahead with a planned trip to Europe next week if the government shuts down, she said.

“We’re not going to make any decisions until we need to,” Nauert said about the trip.

The workforce at the 17 U.S. intelligence agencies would be pared way down, according to a person familiar with contingency procedures.

The official, who was not authorized to publicly discuss the matter and spoke on condition of anonymity, said the employees that are considered essential — those who would report to work if there is a partial shutdown — will do so with no expectation of a regular paycheck.

While they can be kept on the job, federal workers can’t get paid for days worked during a shutdown. In the past, however, they have been repaid retroactively even if they were ordered to stay home.

Interior Department spokeswoman Heather Swift said national parks and other public lands “will remain as accessible as possible while still following all applicable laws and procedures.” But she said services at parks that require staffing and maintenance, such as campgrounds, full service restrooms, and concessions won’t be operating.

The Federal Aviation Administration represents the majority — 45,000 — of the Department of Transportation’s more than 58,000 employees. FAA employees in “safety critical” positions would continue to work, including air traffic control and most aviation and railroad safety inspectors.

But certification of new aircraft, processing of airport construction grants, registration of planes and issuance of new pilot licenses and medical certificates would stop.

The Federal Highway Administration and the Federal Motor Carrier Safety Administration, whose operations are mostly paid for out of the Federal Highway Trust Fund, would continue most of their functions. The fund’s revenue comes from federal gas and diesel taxes, which would continue to be collected. But work on issuing new regulations would stop throughout the department and its nine agencies. Federal contractors with money still in the pipeline would also continue to work as long as they don’t require access to federal facilities.

A government shutdown would be disruptive to research and morale at the National Institutes of Health but would not adversely affect patients already in medical studies, according to Dr. Anthony Fauci, the agency’s infectious disease chief.

“We still take care of them,” he said of current NIH patients. But other types of research would be seriously harmed, Fauci said Thursday.

“It’s a scramble to address the possibility,” Fauci said.

A shutdown could mean interrupting research that’s been going on for years, Fauci said. The NIH is the government’s primary agency responsible for biomedical and public health research across 27 institutes and centers. Its research ranges from cancer studies to the testing and creation of vaccines.

“You can’t push the pause button on an experiment,” he said.

By RICHARD LARDNER by Associated Press, published on STL.NEWS by St. Louis Media, LLC (US)

[ubongudo]

UNIUYO 2017/18 Certificate, Diploma, PT Undergraduate, Sandwich & Postgraduate Admission Forms is out

Applications are welcomed from suitably qualified candidates for admission into the Certificate, Diploma, Part-time Undergraduate, Sandwich, Postgraduate Diploma, Masters, Doctorate and Professional Programmes of the University of Uyo, for the 2017/2018 academic session.

SCHOOL OF CONTINUING EDUCATION AND PROFESSIONAL STUDIES

ONE (1) YEAR FULL-TIME CERTIFICATE PROGRAMMES

I. FACULTY OF ARTS DEPARTMENT OF FOREIGN LANGUAGE

a. Certificate Course in French (CCF)

FACULTY OF ARTS

b. Certificate course in Music (CIM)

( II ) FACULTY OF ENVIRONMENTAL STUDIES

Certificate in Fine & Industrial Arts (CFA) ( III) Admission Requirements A minimum of three (3) credits including English Language at the (WASC/NECO/GCE) or its equivalent are required for admission into the One year Certificate programme.

NOTE:

1.The successful completion of the Certificate Programme could enable successful candidates to seek admission through Unified Tertiary Matriculation Examination (UTME) into any Nigerian University, including University of Uyo, provided that they meet the specific University, Faculty and Departmental admission requirements. Candidates must ensure that they had registered with JAMB. Candidates whose names are not found in the 2016/2017 UTME will NOT be admitted.

TWO (2) ACADEMIC YEARS FULL-TIME DIPLOMA PROGRAMMES

(I) FACULTY OF AGRICULTURE

a. Dept. of Human Ecology, Nutrition & Dietetics i. Diploma in Hotel Management and Catering Services (DHMCS) b. Centre for Wetlands and Waste Management Studies i. Diploma in Wetlands Environmental Management and Conservation (DWEMC) ii. Diploma in Environmental Health Management (DEHM)

( II ) FACULTY OF ARTS

i. Diploma in Theatre Arts (DTA) ii. Diploma in International History and Diplomacy (DIHD) iii. Diploma in Music Arts (DMA) iv. Diploma in Philosophy (DIP) v. Diploma in Mass Communication (DMC) vi. Diploma in English (DIE) vii. Diploma in Religious Studies (DRS)

2 ( III ) FACULTY OF BUSINESS ADMINISTRATION

a. Diploma in Insurance (DII)

( IV). FACULTY OF CLINICAL SCIENCES

a. Professional Diploma in Biomedical Photography (DBP)

(V) FACULTY OF EDUCATION

(a) Diploma in Library Science (DLS) (b) Diploma in Educational Technology (DET) (c) Diploma in Physical Education and Sports (DPES)

( VI) FACULTY OF LAW

Diploma in Law (DIL)

( VII ) FACULTY OF SCIENCE

a. Diploma in Computer Science (DICS) b. Diploma in Health, Safety, Security and Environment (DIHSSE)

(VIII) FACULTY OF SOCIAL SCIENCES

a. Diploma in Public Admin. (DPA) b. Diploma in Local Government & Rural Development (DLG) c. Diploma in Personnel Management (DPM) d. Diploma in Public Finance (DPF) e. Diploma in International Relations (DIR). f. Diploma in Social Work and Community Development (DSWD) g. Diploma in Environment and Development (DED)

Note: Successful completion of the Diploma programmes could enable applicants seek admission by Direct entry into the University of Uyo or any other University in Nigeria.

General Admission Requirements Candidates should possess (WASC/NECO/GCE) or its equivalent with Credit passes in four (4) subjects and above at not more than two sittings including English Language and other Departmental requirements. Diploma in Religious Studies requires at least four credit passes at the WASC/NECO/GCE ordinary level which must include English Language and Christian Religious Knowledge.

METHOD OF APPLICATION FOR CERTIFICATE/DIPLOMA PROGRAMMES

Eligible candidates should pay a non-refundable sum of N5, 500.00 (Five thousand, five hundred naira) only via Remita Payment Platform. Online Registration and payment instruction. 1. Visit http://ift.tt/1UqDXhJ or www.uniuyo.edu.ng 2. Select Certificate/Diploma Link and Click on Create Account Link 3. Enter your details and click on Create Account Button 4. Click on Make Payment 5. Select Bank Option or Card Option 6. Click on Generate e-Invoice (Bank Option) or Online Payment (Card Option) 7. Click on Print e-Invoice (To generate Remita Retrieval Reverence (RRR) Number to make payment at any Bank Branch) 8. For card option, select the payment types and click pay. On the payment platform displayed, enter your card details and click the “pay”button. 9. After payment at the bank or via card, return to the portal and click on Login Form Link and enter your Remita Retrieval Reference (RRR) Number generated, to complete your registration.

PART-TIME UNDERGRADUATE PROGRAMMES

1. FACULTY OF AGRICULTURE

i. B. Agric. Agricultural Economics and Extension ii. B. Agric in Crops Science iii. B. Agric in Soil Science iv. B. Forestry in Forestry and Wildlife v. B.Fisheries in Fisheries and Aquaculture vi B.Sc. in Home Economics

2. FACULTY OF ARTS:

a. B. A Comm. Arts b. B.A English c. B.A His.& Int. Studies d. B.A Philosophy

3. FACULTY OF BUSINESS ADMINISTRATION:

B. Sc. Accounting. B.Sc. Business Management B. Sc. Banking & Finance B.Sc. Marketing.

4.FACULTY OF EDUCATION

a. B. A. (Ed) English b. B. Ed Social Studies c. B. Ed Guidance & Counseling d. B. Sc. (Ed) Political Science e. B.Sc.(Ed) Health Education f. B. Ed Pre-Primary & Primary Education g. Bachelor of Library and Information Science (BLIS) h. Business Education

 Accounting

 Office Management

i. Technical Education

 Electrical/Electronic Technology

 Auto/Metal Technology

 Woodwork/Building Technology

j. Home Economics Education k. Computer Education l. Agricultural Education

5. FACULTY OF SOCIAL SCIENCES

a. Dept. of Economics B.Sc. Economics b. Dept. of Political Science/Public Administration B.Sc. Political Science/Public Administration d. Dept. of Sociology & Anthropology B.Sc. Sociology & Anthropology

GENERAL REQUIREMENTS/INFORMATION

i. Candidates should possess (WASC/NECO/GCE) or their equivalent with credit passes in five (5) subjects at not more than two sittings, including English Language and other specific Departmental and Faculty requirements as specified in the JAMB brochure. ii. Candidates are expected to score a minimum of 180 and above in the 2016 Unified Tertiary Matriculation Examination (UTME). iii. All candidates applying for admission into any of the Undergraduate Programmes must possess the academic qualifications as specified by the Joint Admissions and Matriculations Board for subject of choice. iv. Undergraduate programmes run for five (5) years for UTME candidates and four (4) years for Direct Entry candidates, except programmes in the Faculty of Agriculture which runs for six (6) years for UTME and five (5) years for Direct Entry candidates, respectively.

DIRECT ENTRY CANDIDATES

i. For Direct Entry admission, candidates are expected to possess at least two (2) A/Level papers, NCE, Ordinary National Diploma or equivalent University Diploma (at acceptable levels) in related areas plus (WASC/NECO/GCE) or their equivalent at not more than two sittings, with credit passes in five (5) subjects including English Language, and other specific departmental requirements. ii. Candidates must attach the photocopies of their UTME Direct Entry SLIPS for 2016/2017. iii. Candidates are expected to pass the University of Uyo qualifying Screening Exercise

GENERAL INFORMATION FOR UNDERGRADUATE APPLICANTS

1. Please note that all candidates with SSC examination results obtained before 2010 must present their Certificates. Statement of results for earlier years will not be accepted. 2. Candidates must ensure that they had registered with JAMB. Candidates whose names are not found in the 2016/2017 UTME and Direct Entry Printout will NOT be allowed into the screening halls. Note: (i) The same passport used for the online registration will be used during the screening and registration after offer of admission. (ii) No complaint of wrong Bio-Data or blank picture will be entertained after submission. (iii) Candidates who up-load wrong Bio-Data will be automatically disqualified. Note: Only forms of candidates who comply with the registration procedures outlined will be processed. Candidates are required to come for the Screening Exercise with the following items: (i) One (1) copy of the University of Uyo 2016 ONLINE registration form dully completed with the passport-size photograph printed in colour. Note: Only colour printout will be accepted. 5 (ii) Two (2) recent passport-size photographs on red background (same photograph as the one used for the online registration) with the name and signature of the candidates on the reverse side of the photographs. These should be packaged in a quarto-size envelope and labeled with the candidate’s name and department. (iii) HB pencil, eraser and sharpener

METHOD OF APPLICATION FOR PART-TIME UNDERGRADUATE PROGRAMMES

Eligible candidates should pay a non-refundable sum of N7,500.00 (Seven thousand, five hundred naira) only via Remita Payment Platform. Online Registration and payment instruction. 1. Visit http:/eportals.uniuyo.edu ng or www.uniuyo.edu.ng (click on e-portals link) 2. Select Post UTME (part-time) or Direct Entry (Part-time) for Direct Entry candidates Link and Click on Create Account Link 3. Enter your details and click on Create Account Button 4. Click on Make Payment 5. Select Bank Option or Card Option 6. Click on Generate e-Invoice (Bank Option) or Online Payment (Card Option) 7. Click on Print e-Invoice (To generate Remita Retrieval Reverence (RRR) Number to make payment at any Bank Branch) 8. For card option, select the payment types and click pay. On the payment platform displayed, enter your card details and click the “Pay” button. 9. After payment at the bank or via card, return to the portal and click on Login Form Link and enter your Remita Retrieval Reference (RRR) Number generated, to complete your registration.

SANDWICH PROGRAMMES

(A) B. A. (Ed.) in: a. English b. Fine Arts c. French d. History e. Religion f. Music (B) B.Sc. (Ed.) in: a. Biology b. Chemistry c. Mathematics d. Physics e. Integrated Science f. Physical Education g. Health Education (C) B.Sc. (Ed.) in: a. Economics b. Geography c. Political Science (D ) B.Sc. (Ed.) in: a. Business Education (Accounting/Office Management) b. Home Economics Education c. Agricultural Education d. Technical Education

Electrical/Electronics Technology

Auto/Metal Technology

Woodwork/Building Technology

e. Computer Education (E ) B. Ed. in: a. Pre-Primary & Primary Education b. Guidance and Counseling c. Special Education d. Social Studies (F) B. L. S. (Ed.) in: Library & Information Science

GENERAL REQUIREMENTS FOR ADMISSION

Only holders of the following qualifications are eligible to apply: i. NCE with a minimum of eight (8) points and above in Education and the teaching subjects. ii. General Nursing and Midwifery/Psychiatry Nursing with at least three (3) years post qualification experience may be eligible for admission for Health Education. iii. Candidates with (i) or (ii) above must, in addition, possess five (5) subjects at GCE (O/L), NECO/WASC/TC II, SSC including English Language at not more than two sittings and any other specific departmental requirement. iv. Programmes in Sciences, Vocational Education and Library Science require a credit pass in Mathematics. Holders of Diploma in Library Science with at least Lower Credit are also eligible for admission into BLIS Library & Information Science.

Please note that a credit pass in Chemistry is a requirement for candidates intending to offer Home Economics Education and Agricultural Education. Duration of the programme. Candidates will complete the programme in five years (slots) of nine (9) weeks each.

METHOD OF APPLICATION FOR SANDWICH PROGRAMMES

Eligible candidates should pay a non-refundable sum of N8, 000.00 (Eight thousand naira) only via Remita Payment Platform. Online Registration and payment instruction. 1. Visit http:/eportals.uniuyo.edu.ng or www.uniuyo.edu.ng (click on e-portals link) 2. Select Sandwich Link and Click on Create Account Link 3. Enter your details and click on Create Account Button 4. Click on Make Payment 5. Select Bank Option or Card Option 6. Click on Generate e-Invoice (Bank Option) or Online Payment (Card Option) 7. Click on Print e-Invoice (To generate Remita Retrieval Reverence (RRR) Number to make payment at any Bank Branch) 8. For card option, select the payment types and click pay. On the payment platform displayed, enter your card details and click the “pay”button. 9. After payment at the bank or via card, return to the portal and click on Login Form Link and enter your Remita Retrieval Reference (RRR) Number generated, to complete your registration.

POSTGRADUATE DIPLOMA, MASTERS AND DOCTORATE ( Ph.D ) DEGREE PROGRAMMES

A. POSTGRADUATE DIPLOMA,

(I) FACULTY OF AGRICULTURE

a. Postgraduate Diploma in Agricultural Economics & Farm Management, b. Postgraduate Diploma in Agricultural Extension and Rural Development c. Postgraduate Diploma in Environmental Health Management (PGDEHM) d .Postgraduate Diploma in Wetlands Environmental Management and Conservation (PGDWEMC) e. Postgraduate Diploma in Aquaculture. f. Postgraduate Diploma in Fisheries. g. Postgraduate Diploma in Aquatic Environmental Management. i. Postgraduate Diploma in Food Science & Technology. j. Postgraduate Diploma in Soil Science. K .Postgraduate Diploma in Forestry & Wildlife.

( II )FACULTY OF ARTS

a. Postgraduate Diploma in Mass Communication (PGDMC) b. Postgraduate Diploma in Non-violent Communication (PGDNVC) c. Professional Postgraduate Diploma in Peace and Conflict Studies (PGDPCS) d. Postgraduate Diploma in Religious and Cultural Studies (PGDRCS) e. Postgraduate Diploma in Philosophy (PGDP) f. Postgraduate Diploma in Music Arts (PGDMA) d. Postgraduate Diploma in Theatre Arts (PGDTA)

( III) FACULTY OF BUSINESS ADMINISTRATION

a. Postgraduate Diploma in Business Administration (PGDBA)

( IV) FACULTY OF ENVIRONMENTAL STUDIES

a. Postgraduate Diploma in Environmental Management (PGDEM) b. Postgraduate Diploma in Urban and Regional Planning (PGD-URP) c. Professional Postgraduate Diploma in Tourism, Planning and Management

( VI) FACULTY OF SCIENCE

a. Postgraduate Diploma in Botany and Ecological Studies b. Postgraduate Diploma in computer Science c. Professional Postgraduate Diploma in Health, Safety, Security and Environment (PGD HSSE)

( VII ) FACULTY OF SOCIAL SCIENCES

a. Postgraduate Diploma in Public Administration (PGDPA) b. Postgraduate Diploma in International Relations (PGDIR) c. Postgraduate Diploma in Local Government & Rural Development (PGDLG d. Postgraduate Diploma in Sociology/Anthropology (PGDSA) e. Postgraduate Diploma in Development Planning (PGDPD) f. Postgraduate Diploma in Geographic Information System (PGDIS) g. Postgraduate Diploma in Environment and Development (PGDED)

(B) MASTERS PROGRAMMES

FACULTY OF AGRICULTURE

a. Masters of Science in Environmental Health Management

FACULTY OF BUSINESS ADMINISTRATION

a. Professional - Master of Business Administration (MBA Executive)

FACULTY OF SOCIAL SCIENCES

Department of Sociology/Anthropology a. M.SC. Public Order and Information Management (MPOIM) Department of Political Science/Public Administration a. Professional - Master of Public Administration (MPA, without dissertation) Clement Isong Centre for Development Studies a. M.Sc. Development Planning

(C) DOCTORATE DEGREE PROGRAMME FACULTY OF SOCIAL SCIENCES

Department of Sociology/Anthropology a. Ph.D. in Public Order and Information Management (MPOIM)

ADMISSION REQUIREMENTS

Postgraduate Programmes

To qualify for admission into Postgraduate Diploma (PGD) Programmes, candidate must be a graduate of the University of Uyo, or any other University recognized by the Senate of the University of Uyo, or a person who holds a qualification adjudged by the Senate of the University of Uyo to be equivalent to a First Degree and must hold at least a third class degree. Holders of a recognized Higher National Diploma with Lower Credit in the relevant disciplines could also apply.

Graduate who possess a minimum of a pass degree in Sociology Anthropology or Social Work from recognized tertiary institutions can also apply for Postgraduate Diploma in Public Order and Information Management, Masters Degree Programmes To qualify for admission into a Masters Degree Programme, applicants must hold at least a Bachelor’s Degree (not lower than a Second class Lower Division) in any relevant discipline or a Postgraduate Diploma in their relevant field of study. All Applicants must satisfy the basic UTME requirements for Bachelor’s degree. Ph.D Degree Programmes

1. M.Sc. graduates in Public Order and Information Management from the University of Uyo or other institutions recognized by Senate of the University of Uyo for this purpose. 2. Candidates who possess master degree in the Social Science, Arts and Management Sciences from Institutions recognized by the University of Uyo Senate for this purpose and who also possess post graduate diploma in Public Order and Information Management with relevant work experience.

DURATION

1. For Postgraduate Diploma, three (3) Semesters with (3) Months Industrial Attachment where necessary. 2. For Masters Degree in Public Administration (MPA) Three (3) Semesters of Intensive Course Work and Long Essay. 3. For Master of Business Administration (MBA) (Executive) four (4) semesters of Intensive Course Work and a Research Project. 4. Ph.D. in Public Order and Information Management six (6) semesters.

ELIGIBILITY

Applicants are expected to meet the Departmental Requirements. 1. Application forms without transcripts shall not be considered. 2. NYSC discharge or Exemption Certificate shall be required as well except in special circumstances. Applicants for Masters programmes shall be subjected to Screening Test as part of the admission

METHOD OF APPLICATION FOR POSTGRADUATE DIPLOMA, MASTERS AND DOCTORATE ( Ph.D ) DEGREE PROGRAMMES OF THE SCHOOL OF CONTINUING

EDUCATION AND PROFFESSIONAL STUDIES

Eligible candidates should pay a non-refundable sum of N10, 500.00 (Ten thousand, five hundred naira) only via Remita Payment Platform. Online Registration and payment instruction. 1. Visit http:/eportals.uniuyo.edu.ng or www.uniuyo.edu.ng (click on e-portals link) 2. Select Postgraduate (Part-time) link and Click on Create Account Link 3. Enter your details and click on Create Account Button 4. Click on Make Payment 5. Select Bank Option or Card Option 6. Click on Generate e-Invoice (Bank Option) or Online Payment (Card Option) 7. Click on Print e-Invoice (To generate Remita Retrieval Reverence (RRR) Number to make payment at any Bank Branch) 8. For card option, select the payment types and click pay. On the payment platform displayed, enter your card details and click the “pay”button. 9. After payment at the bank or via card, return to the portal and click on Login Form Link and enter your Remita Retrieval Reference (RRR) Number generated, to complete your registration.

APPLICATION DEADLINE

Closing date for registration is Eight (8) weeks from the date of the Advertisement. Venue and Date for the screening will be communicated to the candidates later. Signed:

Mrs Edak U. Umondak REGISTRAR

CONTACT: Admissions Unit: 09095933772 Bursary: 08175613695 ICT: 08165382618 E-mail: registrar@uniuyo.edu.ng

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[citiesandtowns]

Not that there is nothing to recommend Canada’s largest city; on the contrary. Between the 1950s and the 1970s, Toronto was transformed from a joyless provincial backwater into an energetic, cosmopolitan capital and is now one of the world’s “alpha” cities. Its mixed economy emerged from the 2008 credit crisis and recession in good shape, sustaining hundreds of comfortable residential neighbourhoods, as well as dozens of thriving retail strips on older main streets such as Danforth Avenue, College Street, and Queen Street East. Crime rates remain relatively low (Statistics Canada ranks Toronto third lowest of Canada’s thirty-two census metropolitan areas on its 2010 crime severity index, well below Regina and Montreal, for example), while tolerance for immigrants, the poor, and a wide range of ethno-cultural groups runs high. Toronto is also an excellent place to be gay, get sick, eat out, go to school, work as an artist, see live theatre, attend film festivals, walk in a ravine, borrow library books, publish newspapers, launch indie bands, develop smart phone apps, conduct biomedical research, and raise capital for mining ventures. For these and other reasons, the gta attracts 100,000 new residents every year.

But even as many of the world’s other megacities, including regional rivals like Boston and Chicago, prepare for an era of breakneck global urban expansion, Toronto persists in thinking small and acting cheap. Should the rest of Canada care? Yes, because the gta is the country’s economic hub, accounting for one-fifth of its gross domestic product; New York, by contrast, produces just 3.3 percent of the United States’ national income. Canadian politicians typically refuse to acknowledge the importance to the country of its largest metropolis, opting instead to pander to provincial anti-Toronto sentiments. But tens of billions more in tax revenues flow out of the gta than come back in the form of services and public sector investment, which means gta wealth subsidizes government services across Canada, including health care and social security. So whether they love or loathe Toronto, all Canadians have a stake in its well-being. If Toronto fails, all Canadians will feel the pain.

After 1976, when the provincial Parti Québécois came to power, Canada’s economic centre of gravity shifted west from Montreal, along Highway 401 toward Toronto, spurring waves of growth. By the end of the 1980s, the government of Ontario recognized that the region had morphed into a huge metropolitan area criss-crossed by increasingly irrelevant local boundaries. In 1994, ndp premier Bob Rae asked Anne Golden, then head of the United Way and now president and ceo of the Conference Board of Canada, to chair a task force to determine how best to manage growth across the gta. Her team’s sage solution: eliminate Metro and the other 905 regional municipalities in favour of a single Greater Toronto Council, with a mandate to plan and oversee such services as transportation, waste management, and economic development. The task force also recommended preserving the larger, lower-tier municipalities (for example, Toronto, Mississauga, and Oshawa), so they could continue offering residents access to local services like parks and planning. In effect, Golden was telling the province to reinvent Metro, but on a much broader canvas.

Conservative premier Mike Harris, elected in 1995 to reduce government via his Common Sense Revolution, ignored the Golden task force, choosing instead to amalgamate Metro and its local municipalities while leaving intact the 905 two-tier governments established in 1973. Although Harris claimed his reforms would facilitate more streamlined decision-making, the result has been anything but. Thirteen years after amalgamation, many Torontonians feel increasingly alienated from a giant municipal bureaucracy that favours one-size-fits-all solutions.

The city’s forty-five-member council is riven by chronic factionalism that pits the older central city against the postwar suburbs. Council meetings go on for days and often become mired in tortured arguments about issues as inconsequential as councillors’ office expenses. And so strong is the incumbency advantage that many councillors remain in office long after their best-before dates.

Despite Harris’s ambition to reduce government, the gta remains staggeringly over-governed, with 244 municipal office holders, including twenty-five mayors. By comparison, New York, with 8.3 million residents, is governed by fifty-one councillors, five borough presidents, and just one term-limited mayor. Yet the gta has no democratically elected regional council with a mandate to focus on wider issues, such as economic development and transportation planning. The Ontario government has been reluctant to establish such a body, for fear of creating a powerful political rival or being accused of giving the gta preferential treatment. So while regional governments oversee vast metropolitan areas in Berlin, São Paulo, and Greater Vancouver, the government of Ontario has yet to learn a crucial lesson in urban expansion: when cities spill over their existing borders, managing growth becomes more vital than ever.

Since taking office a year ago, Mayor Ford has characterized Toronto’s finances as “a mess” and has derided the civic bureaucracy as “garbage.” As he said repeatedly during the election, the city doesn’t have a revenue problem; it has a spending problem. But the truth is far more complicated. Like many cities that grew quickly in the postwar era, Toronto’s municipal infrastructure—roads, sewer mains, transit lines, and public housing units��requires billions of dollars in upgrades and repairs. Enlightened politicians in cities like New York and London have recognized the need to invest in growth, even if it means raising taxes or imposing user fees. But Rob Ford is taking Toronto in the opposite direction: deliberately—and perversely—impairing its ability to prepare for the future.

But the most punishing blow—the big bang, from a municipal revenue perspective—came in 1997, when the Harris government, having rammed amalgamation through, decided to relieve municipalities of the burden of funding education in exchange for “downloading” the costs of transit, public housing, and parts of welfare. Harris said the exercise would be “revenue neutral,” and for suburban municipalities with less transit and fewer social services, it was. But in Toronto, with its aging subway system and tens of thousands of crumbling public housing units, downloading proved disastrous. The Toronto Transit Commission took a particularly hard hit. The province had subsidized transit operations and capital needs since the 1960s. Now, when much of the system’s infrastructure was beginning to show its age, the provincial government was absolving itself of any financial responsibility. With almost half a billion riders per year, the ttc was North America’s most cost-effective transit system. But without adequate provincial funding, the city had no choice but to cut service and stop planning for expansion.

Other factors have conspired to impair Toronto’s financial well-being. Amalgamation increased the city’s labour costs, as public sector unions merged and then negotiated higher wages. The amalgamated city’s first mayor, Mel Lastman, compounded the fiscal crunch by freezing property taxes, so from 1998 to 2000 revenues rose more slowly than expenses like fuel, electricity, labour settlements, borrowing costs, and construction materials. Meanwhile, the Harris government made matters worse by ignoring the recommendations of a panel, led by former Scotiabank chair Cedric Ritchie, which recognized that businesses were fleeing the city and urged the government to equalize the property tax rates for education between Toronto and the surrounding 905 municipalities.

The city’s spending and borrowing grew under Lastman’s successor, David Miller, who persuaded Harris’s successor, Dalton McGuinty, to reduce the impact on ratepayers by increasing provincial grants and gradually shifting financial responsibility for welfare and disability benefits back to the province. The federal government kicked in a portion of the gas tax and the gst as well. But the new revenues haven’t addressed the growing structural deficit. Debt service is now the second-largest line item in Toronto’s budget (after payroll and pension obligations), and the city still faces years of multibillion-dollar outlays on repairs to aging infrastructure, including transit. According to a 2010 study by the Toronto Board of Trade, the annual operating shortfall could exceed $1.1 billion by the end of this decade.

To solve the problem, the board proposed privatization, new procurement procedures, and pension cuts. But experts in municipal finance such as Enid Slack, an economist at U of T, point out that many global cities rely on an array of alternative revenue sources: for example, sales taxes, hotel occupancy levies, and parking fees. In 2008, Mayor Miller introduced two such taxes, on vehicle registrations and land transfers, which generated roughly $300 million annually. But the newly elected Mayor Ford threw out the vehicle tax as soon as he took office, and he still threatens to eliminate the land transfer tax, which brings in $250 million a year. He also froze property taxes, even though residential property taxes are already lower than in the neighbouring 905 municipalities. Ford’s proposed spending cuts will only harm Toronto’s quality of life, and absent a more enduring solution the city could face a fiscal catastrophe of the same magnitude that nearly bankrupted New York in the late 1970s.

Following Vancouver’s lead, Dalton McGuinty set up a regional transit agency in 2007 called Metrolinx, which was charged with developing a long-term, integrated transportation strategy for the gta and neighbouring Hamilton. The agency’s mandate was to take the politics out of transit planning, and transit planners found much to praise in its Big Move strategy, a twenty-five-year, $50-billion initiative that called for more lrt routes, commuter rail, bus rapid transit, and high-occupancy vehicle lanes. But unlike Greater Vancouver’s TransLink, which is funded through fares and a portion of municipal property taxes, as well as provincial fuel and parking taxes, Metrolinx lacked a predictable revenue stream, relying on one-time pledges approved by the provincial cabinet. A decision about a “financial strategy” for the Big Move is expected in 2013, although it is by no means certain that Ontario mpps will have the courage to implement such unpopular measures as road tolls. Meanwhile, the federal government continues to duck calls for a national program to fund large-scale public transit—a given in virtually every other developed country.

Stupid Growth

In 2005, the Ontario government passed two landmark laws, the Greenbelt Act and the Places to Grow Act, designed to contain sprawl across the gta. The former established a 720,000-hectare buffer around the region, making it North America’s largest urban greenbelt; the latter created a planning framework meant to encourage gta municipalities to direct 40 percent of new development into urban areas instead of to farmers’ fields. While large developers threatened legal action, smart-growth advocates praised the laws as visionary, although it will take decades to determine whether they will create a denser metropolitan region—assuming they even survive.

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The gta has experienced four decades of substantial growth during which the 905 municipalities, whose borders extend deep into the farmland around Toronto, have gamely approved low-density, car-centric development that stretches as far as the eye can see. Much of this expansion resembled a Ponzi scheme, as rubber-stamping cookie-cutter subdivisions provided the easiest way for suburban municipalities to increase their revenues without antagonizing developers. Hazel McCallion, the long-serving mayor of Mississauga, just west of Toronto, brags that her municipality never incurred any debt, but that’s partly because, like the rest of the 905 suburbs, it didn’t build rapid transit as a means of encouraging compact development.

Nor did the 905 municipalities demonstrate any interest in getting together with Metro to coordinate the region’s growth. In the absence of a governing body such as the Greater Vancouver Regional District, virtually no connection exists between land use and transportation planning. Case in point: a 2011 study by the Canadian Urban Institute found that while the gta contains 200 million square feet of office space, making it one of just four such regions in North America, 54 percent of that prime real estate lies far beyond the reach of rapid transit. That’s a huge shift: thirty years ago, almost two-thirds of commercial space was located in the financial district or along subway lines. What’s more, many people who work in these suburban offices own homes in low-density subdivisions, where the absence of public transit forces them to drive wherever they need to go. The net result: Toronto, like many large North American cities, is now ringed by a huge band of intensely car-dependent suburbs.

Pamela Blais, a Toronto-based planning consultant, argues that gta sprawl is in part an unintended by-product of the Ontario-made regulations governing the fees municipalities collect from developers to help finance growth-related infrastructure. In 1997, the Ontario government passed the first Development Charges Act, whose objective was to make growth pay for itself. But according to Blais, who recently published a book titled Perverse Cities, the regulations fail to adequately distinguish between different types of development. The levy for an infill townhouse in an established neighbourhood is typically the same as one for a new home in a greenfield subdivision, even though the latter will require more costly municipal servicing. Water and sewage mains will have to extend over greater distances, for example, and more pavement will be required for roads. In effect, compact development often subsidizes sprawl.

Urban planners warn that the abandonment of public spaces can have enormous unintended consequences. Left untended, assets can become liabilities. Think Central Park in the late 1970s, a deteriorating and crime-ridden place New Yorkers tended to avoid. Such not-so-benign neglect, borne of a culture of stinginess, has been a long-standing element of Toronto’s dna.

It recalls that old saying about knowing the cost of everything and the value of nothing.

In the grand scheme of things, the cancellation of a pedestrian bridge seems like a minor event, but it reveals much about the Toronto mindset. While the city can always find money to pave roads, it balks at investing in public spaces. In the world’s great cities, residents understand that as well as improving quality of life, a vibrant public realm creates wealth and attracts investment. Yet in Toronto… well, Torontonians complain endlessly about congestion but refuse to give their political leaders the tools to do anything about it. They boast about the city’s ethnic diversity but don’t much mind if immigrants are warehoused in vertical ghettos. They aspire to live in a creative-class city with serious cultural ambitions, but only if they can pay Walmart prices.

Six decades after the beginning of its epochal postwar transformation, it’s fair to say that Toronto has become a very big city, and a somewhat accommodating city, but not a great city—at least not yet. Which is more than a little strange, because the gta contains an abundance of talent and energy, tremendous wealth, and intimations of a distinctly Canadian cosmopolitanism. What’s lacking is the will to abandon the story Torontonians have always told themselves, which is that they can’t afford the things big cities need and crave, that they mustn’t exercise the political clout that naturally accrues to large urban regions, and that they shouldn’t manage growth in the intelligent way that the twenty-first century requires.

Toronto, in short, remains the sort of place that plans to build bridges, but then can’t bring itself to pay for them.

[iicggiludhianasposts]

Dear Student Greetings from IIC GGI Ludhiana! IIC- MHRD’s Innovation Cell is pleased to announce 2nd edition of IIC National Innovation Contest 2020 The IIC-National Innovation Contest 2020 aims at identifying creative minds, engaging them in building innovations, nurturing them through series of mentoring sessions and bootcamps. Innovation Contest is a 360-degree approach to complete a cycle of Innovation and entrepreneurship through a process of problem identification, ideation and enterprise building in a time period of Half- One year. The IIC-National Innovation Contest 2020 invites innovative Ideas from students of our Institution from various departments to solve the problems related to following themes – 1. Healthcare & Biomedical devices. 2. Agriculture & Rural Development. 3. Smart Vehicles/ Electric vehicle/ Electric vehicle motor and battery technology. 4. Food Processing. 5. Robotics and Drones. 6. Waste management. 7. Clean & Potable water. 8. Renewable and affordable Energy. 9. IoT based technologies (e.g. Security & Surveillance systems etc.) 10. ICT, cyber physical systems, Block chain, Cognitive computing, Cloud computing, AI & ML. 11. Innovate to Fight Covid – 19 12. Others Important Links Web Link: iicggi.com/bic Goldmines: Click Here Submission Format: Click Here Registration Link: Click Here Important Dates: Last Date of Registration: 25/05/2020 Round 1: 27-28 May, 2020 Note: PPT Schedule and Details of Round 1 (Proof of Concept Round) will be shared through email after registration Thanks & Regard Team IIC GGI Ludhiana https://www.instagram.com/p/CAfCBfAAojo/?igshid=h6ce2lrtzpvd

[iicggiludhianasposts]

Dear Student Greetings from IIC GGI Ludhiana! IIC- MHRD’s Innovation Cell is pleased to announce 2nd edition of IIC National Innovation Contest 2020 The IIC-National Innovation Contest 2020 aims at identifying creative minds, engaging them in building innovations, nurturing them through series of mentoring sessions and bootcamps. Innovation Contest is a 360-degree approach to complete a cycle of Innovation and entrepreneurship through a process of problem identification, ideation and enterprise building in a time period of Half- One year. The IIC-National Innovation Contest 2020 invites innovative Ideas from students of our Institution from various departments to solve the problems related to following themes – 1. Healthcare & Biomedical devices. 2. Agriculture & Rural Development. 3. Smart Vehicles/ Electric vehicle/ Electric vehicle motor and battery technology. 4. Food Processing. 5. Robotics and Drones. 6. Waste management. 7. Clean & Potable water. 8. Renewable and affordable Energy. 9. IoT based technologies (e.g. Security & Surveillance systems etc.) 10. ICT, cyber physical systems, Block chain, Cognitive computing, Cloud computing, AI & ML. 11. Innovate to Fight Covid – 19 12. Others Important Links Web Link: iicggi.com/bic Goldmines: Click Here Submission Format: Click Here Registration Link: Click Here Important Dates: Last Date of Registration: 25/05/2020 Round 1: 27-28 May, 2020 Note: PPT Schedule and Details of Round 1 (Proof of Concept Round) will be shared through email after registration Thanks & Regard Team IIC GGI Ludhiana https://www.instagram.com/p/CAe1p29gLzT/?igshid=la603bzmz7vg

[iicggiludhianasposts]

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Dear Student Greetings from IIC GGI Ludhiana! IIC- MHRD’s Innovation Cell is pleased to announce 2nd edition of IIC National Innovation Contest 2020 The IIC-National Innovation Contest 2020 aims at identifying creative minds, engaging them in building innovations, nurturing them through series of mentoring sessions and bootcamps. Innovation Contest is a 360-degree approach to complete a cycle of Innovation and entrepreneurship through a process of problem identification, ideation and enterprise building in a time period of Half- One year. The IIC-National Innovation Contest 2020 invites innovative Ideas from students of our Institution from various departments to solve the problems related to following themes – 1. Healthcare & Biomedical devices. 2. Agriculture & Rural Development. 3. Smart Vehicles/ Electric vehicle/ Electric vehicle motor and battery technology. 4. Food Processing. 5. Robotics and Drones. 6. Waste management. 7. Clean & Potable water. 8. Renewable and affordable Energy. 9. IoT based technologies (e.g. Security & Surveillance systems etc.) 10. ICT, cyber physical systems, Block chain, Cognitive computing, Cloud computing, AI & ML. 11. Innovate to Fight Covid – 19 12. Others Important Links Web Link: iicggi.com/bic Goldmines: Click Here Submission Format: Click Here Registration Link: Click Here Important Dates: Last Date of Registration: 25/05/2020 Round 1: 27-28 May, 2020 Note: PPT Schedule and Details of Round 1 (Proof of Concept Round) will be shared through email after registration Thanks & Regard Team IIC GGI Ludhiana https://www.instagram.com/p/CAe1umvAa85/?igshid=14iefu491rfzv