Pontus Tobiasson
Software engineer born 1994 with a broad interest in computer science. I have a passion for learning and problem solving. I am hungry to experience what the industry has to offer.
Skills
I have experience with Javascript, HTML, CSS, Node.js, React, C++, C#, Java, PHP, Python, MongoDB and MySQL. I am fluent in Swedish and English.
Credentials
Education
I have studied computer science at Mittunviersitetet and KTH. During my studies I finished 243.5 higher education credits.
Work
I am currently working at Webfalken, where I develop and maintain web sites. My time at Webfalken has given me many insights about how to work efficiently as a team. I'm keeping close contact with customers to ensure their satisfaction with the delivered product.
Projects
This section is a showcase of code I have developed. The full source code is available on GitHub and the applications are hosted on Heroku.
If you want to run any of these projects, please be aware that Heroku shuts down the server when it has been inactive for a while (on their free hosting offers). It therefore takes a few seconds before the server starts delivering content.
Shopping list
The Shopping List is an application that creates shopping lists. The user can search for groceries by name and category, and select the number of units to purchase. The resulting list can be printed. Groceries can be created, updated and removed.
The application is responsive. The wide view shows the categories, groceries and shopping list side-by-side. In the mid-sized view the shopping list slides in and out on demand. In the narrow view the category list becomes a dropdown list.
The Shopping List is a full stack application built on several technologies:
- The grocercy data is stored in MongoDB, with full CRUD access
- The server uses:
- Node.js
- Express
- Sharp to convert dropped images to png thumbnails
- Formidable to simplify form data processing
- The client uses:
- React
- HTML5 drag and drop to update grocery thumbnails
- HTML5 canvas to preview dropped images before saving them in the database
The demo database is hosted at https://www.mongodb.com/.
Currency converter
The Currency converter is a single-page application that shows currency exchange rates. The rates are retrived from api.exchangeratesapi.io, published by the European Central Bank
The application is built exclusively with JavaScript, HTML and CSS. No external libraries or frameworks has been used.
Form validation
The Form validation project is a simple application that uses regular expressions to verify that the user enters valid input.
Contact
Contact me at pontustobiasson@gmail.com.


Daily Journal
September 30, 2020
- Read Chapter 5
- Be clear
- Read for 30 mins
- Be patient
- Be cool
- gnbgngng
- gsngngn
- gfnmhtmedh
- fdshdhdgh
Lorem Ipsum is simply dummy text of the printing and typesetting industry. Lorem Ipsum has been the industry's standard dummy text ever since the 1500s, when an unknown printer took a galley of type and scrambled it to make a type specimen book. It has survived not only five centuries, but also the leap into electronic typesetting, remaining essentially unchanged. It was popularised in the 1960s with the release of Letraset sheets containing Lorem Ipsum passages, and more recently with desktop publishing software like Aldus PageMaker including versions of Lorem Ipsum.
Lorem ipsum dolor sit amet, consectetur adipiscing elit, sed do eiusmod tempor incididunt ut labore et dolore magna aliqua. Ut enim ad minim veniam, quis nostrud exercitation ullamco laboris nisi ut aliquip ex ea commodo consequat. Duis aute irure dolor in reprehenderit in voluptate velit esse cillum dolore eu fugiat nulla pariatur. Excepteur sint occaecat cupidatat non proident, sunt in culpa qui officia deserunt mollit anim id est laborum.


{% if title %}
{{ title }} - ServiceX
{% else %}
Welcome to ServiceX!
{% endif %}
ServiceX
register
Full Name:
Email:
Institution:
Experiment:
ATLAS
CMS
Password:
Confirm Password:


Overview | Reports | Quarter | Contract
| Vendor Name: | FMC PROFESSIONAL INC |
|---|---|
| Reference Number: | A7008-13-0013 |
| Contract Date: | 2013-11-04 |
| Description of Work: | Costing Review of the Canadian Economic Development Agency |
| Contract Period - Commencement Date: | 2013-07-15 |
| Contract Period - Completion Date: | 2013-11-30 |
| Delivery Date: | 2013-11-30 |
| Contract Value: | $80,482.50 |
| Comments: | Costing Review of the Canadian Economic Development Agency/This contract was competitively sourced. |


LOST IN SPACE ** (out of four) --by Bill Chambers<EMAIL_ADDRESS>(For more lame-ass reviews visit my scum-hearted website: FILM FREAK CENTRAL! http://www.geocities.com/Hollywood/Set/7504 Lots to read, and a special section called CAN'T MISS where you can tell me (and others) what to see. Visit it, you damn filthy apes!)
starring Matt LeBlanc, Gary Oldman, William Hurt, Mimi Rogers written by Akiva Goldsman directed by Stephen Hopkins
Lost In Space is better entertainment than the TV series upon which it is based; to say that is to damn the film to faint praise, for it should eradicate all memory of that barely entertaining '60's show. Unfortunately, like its predecessor, Lost In Space only knows how to lose the Astro Family Robinson--once they're lost, it becomes a concept in search of a story.
LeBlanc stars as Major Don West, an ace pilot ordered to fly the Robinson family to a distant planet so that they may prepare said planet for future colonization--Earth's destruction, due to a civil war, seems inevitable, so humans will be relocated to habitable Alpha Prime. (Why the war wouldn't then be relocated also is not a subject broached.) Unfortunately, they are sidetracked by evil engineer Dr. Smith (Oldman), who first intends to sabotage the 10-year mission but is betrayed by his own men, and stuck on board as a result. With part of Smith's plan already executed, the Robinsons are forced to abort their journey to Alpha Prime, drive through the sun, and fend for themselves against various encounters, some alien, some less so.
After a rousing opening battle sequence, some nifty special effects, and the suspenseful sun trip, Lost In Space becomes lost itself. Lost in awkward characterizations (you'd never know the irritating Lacey Chabert, as Penny, was familiar with Mr. and Mrs. Robinson, let alone their daughter); lost in lifted-from-Star Trek plot points (the future- spoiling "time bubble" that is the climax has become stock sci-fi material); lost in increasingly bad computer-generated images (the Robinsons encounter a pointless, "cute" space monkey, which looks as if it has wandered off the Toy Story set--worse, so badly integrated, it looks Scotch-taped to the film). I wasn't expecting brilliance from the un-ironically bad screenwriter Goldsman (Batman and Robin), nor director Hopkins (Predator 2), so the fact that the first half is actually good makes it all the more unnerving. The cast mostly rises above the material, Chabert and LeBlanc excepted. LeBlanc comes off like his Friends alter-ego--aspiring actor Joey--playing a part for laughs in a big-budget movie. Gary Oldman and little Jack Johnson are standouts; as Will (as in, "Danger, Will Robinson!"), Johnson has a lot of charisma, and he's cute enough that they can lose the space monkey.
Oh, if they had. If they had lost so many things instead of their marbles...
Perhaps the sequel will be an improvement.
Bill Chambers; April, 1998; originally printed in "The NewS"
The review above was posted to the
rec.arts.movies.reviews newsgroup (de.rec.film.kritiken for German reviews).
The Internet Movie Database accepts no responsibility for the contents of the
review and has no editorial control. Unless stated otherwise, the copyright
belongs to the author.
Please direct comments/criticisms of the review to relevant newsgroups.
Broken URLs inthe reviews are the responsibility of the author.
The formatting of the review is likely to differ from the original due
to ASCII to HTML conversion.
Related links: index of all rec.arts.movies.reviews reviews


Current IP: {{ipthost.lastEventIP}}
Last Updated: {{getLocalDateTime(ipthost)}}
To update this computer's IP Address:
- Open Terminal
- type
sudo nano /Library/LaunchDaemons/com.herokuapp.iptrackertn.plist
to create a new launchd configuration file
-
Paste in the following:
<?xml version="1.0" encoding="UTF-8"?>
<!DOCTYPE plist PUBLIC "-//Apple//DTD PLIST 1.0//EN" "http://www.apple.com/DTDs/PropertyList-1.0.dtd">
<plist version="1.0">
<dict>
<key>Label</key>
<string>com.herokuapp.iptrackertn.update</string>
<key>ProgramArguments</key>
<array>
<string>curl</string>
<string>{{getUpdateURL(ipthost)}}</string>
</array>
<key>RunAtLoad</key>
<true/>
<key>StartInterval</key>
<integer>900</integer>
<key>StandardErrorPath</key>
<string>/dev/null</string>
<key>StandardOutPath</key>
<string>/dev/null</string>
</dict>
</plist>
- Type Control-X to Exit and Y to save
- Type
sudo launchctl load /Library/LaunchDaemons/com.herokuapp.iptrackertn.plist
to start updating without rebooting.
To update this computer's IP Address:
- Open Task Scheduler
- Select Task Scheduler Library
- Click on Create Task...
- In the Triggers tab, create a new trigger
- Begin the task: At startup
- Repeat task every: 15 minutes for a duration of Indefinitely
- In the Actions tab, create a new action
- Once the task has been created, run it manually the first time.
Linux Instructions
To update this computer's IP Address, call this URL:
{{getUpdateURL(ipthost)}}


Log in to the Algorithm Lab and then, in the left navigation bar, click Strategies > My Listings to view the Alphas you have listed in the Alpha Streams Market.
Refer to the documentation on Browsing the Market to learn how to adjust the performance table on the My Listings page.


{{> header}}
Cart summary
Product
Quantity
Price per Item
Subtotal
{{product}}
{{quantity}}
{{pricePerItem}}
{{itemTotal}}
Subtotal:
${{itemTotal}}
Shipping:
$5
Total:
${{total}}
{{errorMsg}}
Shipping information
Name:
Address line 1:
Address line 2:
Address line 3:
City:
State:
Zip:
Credit card data
Visa
American Express
MasterCard
Discover
Number:
CVV:
Expiration:


Home
Shopping cart
Shopping cart
Shipping
(Required fields are marked in *)
Name
Please enter your shipping address.
Email
Please enter a valid email address for shipping updates.
Address
Please enter your shipping address.
City
PPlease enter your city.
Phone
Please enter your phone.
Save this information for next time
Amount
Checkout
Your cart
Product name
Brief description
$12
Total (USD)
$20
Redeem


Saifuddin says consumer complaints mainly on price of ready-to-eat food
SABAK BERNAM, 25 Nov — The Ministry of Domestic Trade and Consumer Affairs (KPDNHEP) said the highest consumer complaints to date were related to the prices of ready-to-eat food in restaurants.
Its minister, Datuk Seri Saifuddin Nasution Ismail said more complaints were lodged by consumers on this matter, compared to price increase of raw materials.
“The price increase of raw materials only happen seasonally, when supply is plentiful, prices are low and vice versa,” he said after visiting Jeti 3,000 here today.
Asked about the ministry’s steps in addressing possible fish price hikes during the monsoon season, Saifuddin Nasution said enforcement and monitoring of the matter were ongoing based on consumer complaints.
He said price monitoring was not only conducted during the monsoon season but was conducted on a regular basis and so far, he has not received any complaints on the issue. — Bernama


|
Waiting
Room
(No Doubt) |
|
I
signed in my name
I guess I'll have to wait a while I wanna play this game Call me up if you know how to dial You always had my number You need to be my lover Humiliation ... I'm in the waiting room If we both want the love and I wait long enough Then the ground that we're on might be common All I can do is wait for you All I can do is wait for you I'm all alone in the waiting room I'm all alone in the waiting room When you're burning solitude It can get real thick If desire is your only food It can get you sick You know you're so fine (so fine) I'm over here standing in this line (just await...) Just awaiting in the waiting room If we both want the love and I wait long enough Then the ground that we're on might be common All I can do is wait for you All I can do is wait for you I'm all alone in the waiting room I'm all alone in the waiting room While I'm in the waiting room A thousand thoughts I think of you Whatever you did has got me glued It's icky, It's sticky ooh You're the one I'm dreaming of Why does this feel like wasted time (waisted time, what a price...) What a price this traveling love? (traveling love) You and me trapped between these lines Ooh, you're so mine If we both want the love and I wait long enough Then the ground that we're on might be common All I can do is wait for you I'm just waiting for you All I can do is wait for you You know you want me too All I can do is wait for you You always had my number All I can do is wait for you You know you need to be my lover All I can do is wait for you (all i can do) All I can do is wait for you Wait for you Wait for... Oh, why are you making me wait Oh, why are you making me wait I'm all alone in the waiting room (i'm waiting) I'm all alone I'm all alone in the waiting room (i'm waiting) I'm all alone in the waiting room (i'm waiting) I'm all alone I'm all alone in the waiting room Will you call me when it's my turn? I'm all alone in the waiting room (i'm waiting) I'm all alone I'm all alone in the waiting room Will you call me when it's my turn? |


It's very simple.
Program uses the Twitter API to search your query, takes the top ten most popular posts that come up, extracts all the words from those posts, shuffles them randomly, creates lines of the poem by taking words at random from all the extracted words, and finally displays the result on the webpage.
You will notice that some words return no results. This is because Twitter API was not able to find posts for your query. Also, you are only able to create a poem using maximum of two words.


Tragedy as mum who went missing is found dead two days after being traced 'safe and well'
Emma Watson disappeared from the Gowkthrapple area of Wishaw at around 3.30pm on Friday, November 8.
by Dailyrecord.co.ukA mum who went missing was found dead just two days after she was traced 'safe and well' by police.
Emma Watson disappeared from the Gowkthrapple area of Wishaw at around 3.30pm on Friday, November 8.
Later that night, police confirmed that the 32-year-old had been 'traced safe and well'.
A statement from Lanarkshire Police Division said: "We are pleased to report that missing person Emma Watson, who was missing from the Wishaw area, has been traced safe and well."
She was found dead at her home just two days later on Sunday, November 10.
There are no suspicious circumstances surrounding her death.
Heartbroken loved ones have paid tribute to the mum on social media.
Vicky Kennedy wrote: "So sorry to hear about Emma, totally shocked.
"My heart goes out to all her family, especially her kids.
"She will be sadly missed."
Linda Dougal said: "Thoughts are with her family and friends so tragic."
Pauline Lennox said: "Heartbreaking x."
A Police Scotland spokesperson told the Record: "Police Scotland can confirm that the body of a 32-year-old woman was found at her home in Gowkthrapple, Wishaw on Sunday, 10 November 2019.
"There are no suspicious circumstances and the Procurator Fiscal has been informed."


--- layout: post title: How to enable WOL on Dell Inspiron 1420 with Fedora/Linux date: 2011-08-21 18:15:24.000000000 +02:00 categories: - linux tags: [] status: publish type: post published: true meta: _edit_last: '1' _oembed_6b73f6f922356da485d4d0ca28a4e5ab: '{{unknown}}' _oembed_93fee9de077a0aa52376d8572993b45c: '{{unknown}}' _oembed_df1bbbedc09f49a96a0e037fe8b0e336: '{{unknown}}' author: ---
I use my laptop (dell Inspiron 1420) as a server for remote access from office. Even at home, my primary laptop is my mac. I just let my dell run all the time as I don't know when I would need/want to access that from office.
I wanted to enable WOL or Wake Up on Lan so that I could start my laptop from office if required. Even though it says "Wake Up on Lan", it can be started from internet as well.
First place to start was to enable the WOL option in BIOS. And lo.. it wasn't there.. ! So, does my NIC card doesn't support WOL ?
But a quick probe using ethtool showed WOL was indeed supported on my card.
[root@mouthwa init.d]# ethtool eth0
Settings for eth0:
Supported ports: [ TP ]
Supported link modes: 10baseT/Half 10baseT/Full
100baseT/Half 100baseT/Full
Supports auto-negotiation: Yes
Advertised link modes: 10baseT/Half 10baseT/Full
100baseT/Half 100baseT/Full
Advertised pause frame use: No
Advertised auto-negotiation: Yes
Speed: 100Mb/s
Duplex: Full
Port: Twisted Pair
PHYAD: 1
Transceiver: internal
Auto-negotiation: on
MDI-X: Unknown
Supports Wake-on: g
Wake-on: d
Current message level: 0x000000ff (255)
Link detected: yes
Now the next line, Wake-on: d means that WOl was disabled. To enable WOL, use:
ethtool -s eth0 wol g
Now this change is not persistent, i.e, it will be gone in the next reboot.
So to make it persisten, I put a file in /etc/init.d/
cat /etc/init.d/wol
#!/bin/bash
#wake on lan
ethtool -s eth0 wol g
exit
Do a chmod +x on the file.
Now check which all devices are allowed to wake up your system in the OS:
[root@mouthwa init.d]# cat /proc/acpi/wakeup
Device S-state Status Sysfs node
PCI0 S5 *disabled no-bus:pci0000:00
PCIE S4 *disabled pci:0000:00:1e.0
USB1 S0 *disabled pci:0000:00:1d.0
USB2 S0 *disabled pci:0000:00:1d.1
USB3 S0 *disabled pci:0000:00:1d.2
USB4 S0 *disabled pci:0000:00:1a.0
USB5 S0 *disabled pci:0000:00:1a.1
EHC2 S0 *disabled pci:0000:00:1a.7
EHCI S0 *disabled pci:0000:00:1d.7
AZAL S3 *disabled pci:0000:00:1b.0
RP01 S3 *disabled pci:0000:00:1c.0
RP02 S3 *disabled pci:0000:00:1c.1
RP03 S3 *disabled
RP04 S3 *disabled pci:0000:00:1c.3
RP05 S3 *disabled
RP06 S5 *disabled pci:0000:00:1c.5
LID S3 *enabled
PBTN S4 *enabled
MBTN S5 *disabled
I need to find out which of the above is my NIC card and enable wake up for that.
[root@mouthwa init.d]# lspci -tv
-[0000:00]-+-00.0 Intel Corporation Mobile PM965/GM965/GL960 Memory Controller Hub
+-01.0-[01]----00.0 nVidia Corporation G86 [GeForce 8400M GS]
+-1a.0 Intel Corporation 82801H (ICH8 Family) USB UHCI Controller #4
+-1a.1 Intel Corporation 82801H (ICH8 Family) USB UHCI Controller #5
+-1a.7 Intel Corporation 82801H (ICH8 Family) USB2 EHCI Controller #2
+-1b.0 Intel Corporation 82801H (ICH8 Family) HD Audio Controller
+-1c.0-[0b]--
+-1c.1-[0c]----00.0 Intel Corporation PRO/Wireless 3945ABG [Golan] Network Connection
+-1c.3-[0d-0e]--
+-1c.5-[09]----00.0 Broadcom Corporation NetLink BCM5906M Fast Ethernet PCI Express
+-1d.0 Intel Corporation 82801H (ICH8 Family) USB UHCI Controller #1
+-1d.1 Intel Corporation 82801H (ICH8 Family) USB UHCI Controller #2
+-1d.2 Intel Corporation 82801H (ICH8 Family) USB UHCI Controller #3
+-1d.7 Intel Corporation 82801H (ICH8 Family) USB2 EHCI Controller #1
+-1e.0-[03]--+-01.0 Ricoh Co Ltd R5C832 IEEE 1394 Controller
| +-01.1 Ricoh Co Ltd R5C822 SD/SDIO/MMC/MS/MSPro Host Adapter
| +-01.2 Ricoh Co Ltd R5C592 Memory Stick Bus Host Adapter
| -01.3 Ricoh Co Ltd xD-Picture Card Controller
+-1f.0 Intel Corporation 82801HEM (ICH8M) LPC Interface Controller
+-1f.1 Intel Corporation 82801HBM/HEM (ICH8M/ICH8M-E) IDE Controller
+-1f.2 Intel Corporation 82801HBM/HEM (ICH8M/ICH8M-E) SATA AHCI Controller
-1f.3 Intel Corporation 82801H (ICH8 Family) SMBus Controller
Notice the 1c.5 in front of my LAN card in the lspci output above. Look for the same number in the /proc/acpi/wakeup and I find that my card is RPC06!
Now to enable the wakeup for my card, a simple echo will do:
[root@mouthwa init.d]# echo RP06>/proc/acpi/wakeup
[root@mouthwa init.d]# cat /proc/acpi/wakeup |grep RP06
RP06 S5 *enabled pci:0000:00:1c.5
So there you are, WOL is enabled!
However, it can wake up only from certain states, not all at the moment.
So, the best way to switch off the laptop so that it can be woken from LAN is
[root@mouthwa init.d]# pm-suspend-hybrid
What it does is that the system does everything it needs to hibernate, but suspends instead of shutting down. This means that your computer can wake up quicker than for
normal hibernation if you do not run out of power, and you can resume even if you run out of power.
Most of the above was sourced from here.
Now, the script to wake up from internet.
I got it from here:
http://www.hackernotcracker.com/2006-04/wol-wake-on-lan-tutorial-with-bonus-php-script.html
Also, If you dont want to or dont have a place to run scripts, you can use online services like:
http://www.depicus.com/wake-on-lan/woli.aspx
Ofcourse, you need to know your MAC address, your router address and the subnet.
Keep subnet as <IP_ADDRESS> in the depicus page if you have one public ip and the router allots private ips using DHCP. (This is true for most of the routers).
And now, I can happily power down my laptop and wake it up when required! #FTW


Issues
| # | Summary | Product | Status | Kind | When |
|---|---|---|---|---|---|
| 650 |
3.5 launches iTunes on login |
Synergy | closed | bug | |
| 649 |
Synergy crash when Audioscrobbler username and password are blanked out |
Synergy | closed | bug | Created , updated |
| 648 |
SIGSEGV while iTune in playing |
Synergy | closed | bug | |
| 647 |
Some menu button graphics have edge artefacts in Leopard |
Synergy | open | bug | Created , updated |
| 646 |
Synergy keeps crashing on Leopard |
Synergy | closed | bug | Created , updated |
| 645 |
Synergy won't appear |
Synergy | closed | bug | Created , updated |
| 644 |
itunes launch on login |
Synergy | closed | bug | |
| 643 |
Synergy "Starts" then "Stops" immediately |
Synergy | closed | bug | Created , updated |
| 642 |
Crashing often in AppleScript under Leopard |
Synergy | closed | bug | |
| 641 |
audioscrobbler/last.fm submission broken |
Synergy | closed | bug | Created , updated |


That pre-emption seemed to cause some confusion in the international sphere, but everything was right back on track for the show on Tuesday. Unfortunately, the day off didn’t do the show any favors in terms of ratings, since it pulled in a very moderate 5.9%. It’s Drinking Solo over on cable that’s been getting better and better, managing to pull in in 4.4% with its even episode this week.
But the real surprise seems to be coming from the middle of the week, with Shopping King Louis looking poised to possibly overtake Jealousy Incarnate. That really wasn’t something I was expecting, especially considering the head start Jealousy got, but it’s fun to have some shakeups now and then.
Over on the weekend, Fantastic finished up its poignant run at 2.4%, while tvN’s The K2 keeps flirting with that 6% mark. Maybe one day, maybe never.
After a successful run of promotions with title track ‘Fly’ and follow-up single ‘Homerun’ in Korea, multinational boy group GOT7 (JB, Mark, Junior, Jackson, Youngjae, Bambam, Yugyeom) launched the namesake ‘Fly’ concert series in support of their latest mini album ‘Flight Log: Departure‘.
Kicking off with opening concerts in Seoul on April 29 – 30, the members will be continuing on to stops in China, Japan and Thailand before capping off the Asian leg of the world tour in Singapore. Fresh off several music show trophy wins and a meteoric rise in popularity, the boys will no doubt be coming into the Suntec Singapore Convention & Exhibition Centre riding a huge wave of confidence.
Diehard IGOT7s would surely have seen the boys in action during their previous events and fan-meetings in Singapore, but for those of you needing a primer on the group’s signature brand of live performances, we make the case and list four reasons to catch GOT7 at their ‘Fly in Singapore’ event next month:
After a successful run of promotions with title track ‘Fly’ and follow-up single ‘Homerun’ in Korea, multinational boy group GOT7 (JB, Mark, Junior, Jackson, Youngjae, Bambam, Yugyeom) launched the namesake ‘Fly’ concert series in support of their latest mini album ‘Flight Log: Departure‘.
Kicking off with opening concerts in Seoul on April 29 – 30, the members will be continuing on to stops in China, Japan and Thailand before capping off the Asian leg of the world tour in Singapore. Fresh off several music show trophy wins and a meteoric rise in popularity, the boys will no doubt be coming into the Suntec Singapore Convention & Exhibition Centre riding a huge wave of confidence.
Diehard IGOT7s would surely have seen the boys in action during their previous events and fan-meetings in Singapore, but for those of you needing a primer on the group’s signature brand of live performances, we make the case and list four reasons to catch GOT7 at their ‘Fly in Singapore’ event next month:
After a successful run of promotions with title track ‘Fly’ and follow-up single ‘Homerun’ in Korea, multinational boy group GOT7 (JB, Mark, Junior, Jackson, Youngjae, Bambam, Yugyeom) launched the namesake ‘Fly’ concert series in support of their latest mini album ‘Flight Log: Departure‘.
Kicking off with opening concerts in Seoul on April 29 – 30, the members will be continuing on to stops in China, Japan and Thailand before capping off the Asian leg of the world tour in Singapore. Fresh off several music show trophy wins and a meteoric rise in popularity, the boys will no doubt be coming into the Suntec Singapore Convention & Exhibition Centre riding a huge wave of confidence.
Diehard IGOT7s would surely have seen the boys in action during their previous events and fan-meetings in Singapore, but for those of you needing a primer on the group’s signature brand of live performances, we make the case and list four reasons to catch GOT7 at their ‘Fly in Singapore’ event next month:


If there is an injection of some language in your code, you can edit it in a dedicated editor.
In particular, it is possible to edit regular expressions. Just start typing a regular expression, then press &shortcut:ShowIntentionActions; and choose Edit RegExp. The regular expression opens in a separate tab in the editor, where you can type backslashes as is.
All changes are synchronized with the original regular expression, and escapes are presented automatically. When ready, just press &shortcut:EditorEscape; to close the regular expression editor.


The movie queue pipeline follows a standard Extract, Transform, and Load process.
Performing steps out of order is permitted but not advised.
NOTE: The `Cleanup` action only deletes database records, not system files.
| Raw Media Title | System Location | Parsed Title | Parsed Year | Update | Transformed | Loaded |
|---|


A lightweight horizontal content scroller that can be easily added to your web site or application.
Check out the demo provided with this package.
| Filename | Role |
|---|---|
| jquery.daisy.scroller.min.js | The main script to be included from within your HTML document. |
| jquery.daisy.scroller.min.css | This style sheet that defines the "look & feel" of the content scroller. |
Easy as defining the target element #container
using the jQuery selector. An optional callback can also be defined for post-processing of nodes on scrolling events.
$(selector).DaisyScroller(options, callback);
Add the following Javascript between the
tags of your HTML document.
  <link rel="stylesheet" type="text/css" href="/path/to/jquery.daisy.scroller.min.css">
Add the following HTML code to your document. Please refer to the demo.css for element overrides.

 <button class="daisy_button_last" type="button" title="Last"><< Last</button>

Custom HTML

Custom HTML

Custom HTML
 ..
 <button class="daisy_button_next" type="button" title="Next">Next >></button>

The following options can be passed to the plug-in main function as JSON
| Option | Description | Default Value |
|---|---|---|
| scrollEasing | animation to be used when scrolling content | easeOutCirc |
| scrollSpeed | speed of the scroller in milliseconds | 400 |
| showCounter | show the element counter (1 of <total elements>) | false |
Click here for more information about the available jQuery UI Easing effects.
The following methods can be passed to the plugin-in main function after successful initialization.
| Method | Description |
|---|---|
| reset | reset the scroller back to its original start position |
When a callback function is defined a response object of scroller nodes is returned. The following function corresponds to the example provided above.
function doSomething(obj) { // post-process event alert(obj.length); }
Use the following as a guide when modifying scroller elements.
[DIV#container] ______________________|_______________________ | | | [BUTTON.daisy_button_last] [DIV.daisy] [BUTTON.daisy_button_next] _____________________________|_____________________________ | | | | | | | | | | | [DIV] [DIV] [DIV] [DIV] [DIV] [DIV] [DIV] [DIV] [DIV] [DIV] [DIV]
I have included with this package a packed version (2.1 kB) and developers version (unpacked 5 kB)
You can always find the latest updates within this projects repository.
This projects repository is currently hosted on Github
https://github.com/nuxy/Daisy-Content-Scroller
For feedback, bug reports, or other comments, feel free to contact me at: devel at mbrooks dot info
This package is distributed in the hope that it will be useful, but without any warranty; without even the implied warranty of merchantability or fitness for a particular purpose.
Daisy Content Scroller is provided under the terms of the MIT license.
Daisy Content Scroller ©2011-2013 Marc S. Brooks


You have agreed to our Partner Agreement on {{ $ctrl.account.tos_signed_partner_timestamp | date:'medium' }}.


This is not the autumn I know and love; the leaves have fallen and it's not even December. "You told me once that spring makes you feel as if you've lost or forgotten something and you can't remember what."


Please, engage Mr. Roboger, creation extraordinaire. He will take whatever number you would like to provide, and say something back to you. He will do his best to respond to your most recently entered number last.


gh auth
Authenticate with a GitHub host from the command-line.
More information: home page
- Log in with interactive prompt:
gh auth login
- Log in with a token from standard input (created in https://github.com/settings/tokens):
echo your_token | gh auth login --with-token
- Check if you are logged in:
gh auth status
- Log out:
gh auth logout
- Log in with a specific GitHub Enterprise Server:
gh auth login --hostname github.example.com
- Refresh the session to ensure authentication credentials have the correct minimum scopes (removes additional scopes requested previously):
gh auth refresh
- Expand the permission scopes:
gh auth refresh --scopes repo,admin:repo_hook,admin:org,admin:public_key,admin:org_hook,...


+++ title = "Syracuse" lat = 37.066683 lon = 15.284385 +++
Once the capital of the ancient Greek establishment here in Sicily (which was significant, in its day), Syracuse (Siracusa in Italian) is now the heart of modern Sicily's gorgeous south-east. The historic centre of the city, the island of Ortygia, is where most of the tourists hang out. I spent one night in the city, while getting some repairs done on my bicycle.


The Login page allows you to input your username and password and open your account.
If you don't have already an account, you can Sign Up at the SignUp page which is located in the right side of Login Page, you can access it by scrolling right while standing at Login Page. As you get to the Sign Up Page, fill the fields with your information and Submit it.
The information you will submit will be used to log you in your account.
After logging in, you will find yourself in the Main Menu.
The first icon is named LiveTV. It is used to play the streams that you will add. To add a new stream, you should go to Personal menu. This Menu allows you to modify your data and information and at the last section named "My Channels", you can Create, Edit or Remove a channel. If you haven't added a channel yet, create one with "Create" button adding the channel's title, description and stream source. After submitting these changes, go back to Main Menu and play the added channel at "Live TV" category.
Live TV offers multiple services. You can navigate through your channels by swiping left and right in case you have multiple channels added. In the right, you can find four buttons. Using the first one, you can play and pause the current channel. In the second button, you can get information about the current channel's program. In the third one you are able to mark a channel as Favorite. In the last one, you can get information about all the channel's program guide.
If you have a large number of channels, you can access them more easily. By long pressing into the screen, you will get the full channels list in the bottom of screen which you can scroll easily to select the channel you were looking for.


Policy Of the Contracting
Read the Documents below about our policy
This Policy and Procedures document is designed to ensure a common approach across the Laikipia University Board to the procurement of goods and services. At both EU and national levels, public procurement is governed by a comprehensive regulatory and policy framework.
The aims of procurement rules and guidelines are to achieve value for money and ensure that fair and transparent procedures are applied to all procurement decisions. In this context, the policy and procedures manual aims to ensure that the procurement function within the Laikipia University is discharged as effectively and efficiently as possible. Primarily, it is intended to provide a quick reference for all staff regarding the key issues that need to be considered in the context of procurement. It also provides a reference source for the purposes of obtaining more detailed advisory information as may be necessary. Please note that the document is not intended to be a legal interpretation of existing procurement legislation/guidance and staff should, as necessary, refer to the more detailed advisory documents available and/or seek advice as may be appropriate. Questions arising from this document or advice in relation to procurement should be addressed to Procurement Officer or send us views,questions or comments through the contact us page.
Comprehensive guidance on procurement, including model tender documents and guidance issued nationally for buyers and suppliers, is available online at this site. This document will be reviewed and circulated annually and relevant updates will be emailed to all staff on an ongoing basis. If anyone has any suggestions as regards additional material/advice that could be included in the document, please let us know. Procurement Principles and Project Appraisal Public Procurement can be defined as the acquisition, whether under formal contract or not, of works, supplies and services by public bodies. It ranges from the purchase of routine supplies or services to formal tendering and placing contracts for large infrastructural projects.
At both EU and national levels, public procurement is governed by a comprehensive regulatory and policy framework. The aims of procurement rules and guidelines are to achieve value for money and ensure that fair and transparent procedures are applied to all procurement decisions. Overall responsibility for ensuring compliance with Laikipia University rules rests with the contracting or purchasing sections. The owners is on evaluation teams assessing tenders to be satisfied that the evaluation and award process is conducted appropriately and that best value for money is achieved. All staff are reminded that procurement practices are subject to audit and scrutiny under the Comptroller and Auditor General (Amendment) Act 1993 and Accounting Officers are publicly accountable for expenditure incurred. All managers should ensure that there is an appropriate focus on good practice in procurement and purchasing and that procedures are in place to ensure compliance with the relevant guidelines.
GENERAL PRINCIPLES
Important general principles to be observed by all sections involved in purchasing/procurement are set out below:
Expertise and Probity Staff involved in purchasing or placing contracts must be familiar with both the Laikipia University rules that may apply (see Chapter 3). It is also incumbent on sections to take measures to separate functions within the procurement cycle, by ensuring that, for example, ordering and receiving are distinct from payment for goods and services.
Casual Purchases Staff should examine purchasing profiles to minimize casual or “once off” purchases. An appropriate contracting arrangement should be put in place for efficient and cost effective delivery of recurring supplies and services.
Sole Suppliers Where it is necessary to deal with a sole supplier, service provider or contractor, arrangements, which provide best value for money, should be negotiated. This should only arise in very limited, exceptional circumstances. Staff should exercise care in such cases and open-ended arrangements should be avoided. Please note that the reporting requirements relating to such procurement are set out in the section dealing with Circular 40/02
Conflict of Interest Staff should be aware of potential conflicts of interest in the tendering process and should take appropriate steps to avoid them.
Statutory Provisions Before awarding a contract, staff should ensure that tenderers have regard to statutory provisions such as minimum pay, legally binding industrial or sectoral agreements, relevant health and safety and accessibility issues, and other relevant issues such as green procurement.
Collusive Tendering Staff should watch for anti-competitive practices such as collusive tendering.
Criminal Convictions Candidates or tenderers who have been convicted of involvement in organized crime, fraud, corruption or money laundering must be excluded from performing a public contract.
Procurement and Accessibility Under Section 27(1) of the Disability Act 2005, a Public Body is required to ensure that goods and services that are supplied to it are accessible to people with disabilities. Section 27 (2) of the Disability Act provides that this requirement to ensure goods and services are accessible will not apply where:
it would not be practicable;
it would not be justified on the grounds of cost;
it would cause unreasonable delay in making goods and services available to other persons. In line with the provisions of the Disability Act, relevant accessibility requirements for people with disabilities should, where appropriate, be included in all stages of the tender process - specification, tendering, evaluation, award and review.
Green Procurement Staff are reminded of the need to consider environmental specifications when issuing tenders. Laikipia University strives to provide the highest quality of service to our clients and stakeholders. In this regard, and in response to energy efficiency targets for the public sector, It is committed to the continual assessment and improvement of our environmental performance. Laikipia University is committed to the core principles of environmental sustainability and protection. Throughout our operations we strive to minimise our impact on the environment, via sustainable procurement and the efficient management of resources such as energy and waste. Environmental responsibility is the cornerstone of the Agency’s environmental policy. In order to honour this commitment, we shall continue to:
Meet or exceed all our obligations with regard to environmental legislation;
Adhere to our environmental procurement policy to promote the selection of environmentally superior products and services;
Commission an independent third party assessment of all our activities on an annual basis;
Continuously strive to improve reporting methodologies and documentation to ensure transparency and credibility;
Develop a set of clearly identifiable annual targets to improve energy efficiency, minimize waste generated and reduce our carbon footprint;
Communicate our progress, in respect of these targets, to all stakeholders;
Promote environmental awareness and commitment amongst staff;
Encourage best practice across the wider film industry by making available our recommended best practice guidelines; Advance towards an overall improvement in energy efficiency by 33% by 2020, in accordance with government targets.
Verifiable Audit Trail Written records supporting all procurement decisions, including business case submissions, should always be retained for audit purposes. This includes all information on tender process undertaken, evaluation and award of contract.
PROJECT APPRAISAL AND INITIATION – SOME KEY ISSUES
All prospective procurement projects should be planned well in advance. The staff member proposing the procurement should discuss all aspects of the project with their respective line managers to determine if the identified need is a priority. It goes without saying that all procurement exercises should be fully justified and the intended outcome or deliverable from the project should be clearly outlined as part of the appraisal. Equally, in order to determine what procurement procedure needs to be followed (see Chapter 3), a full and realistic assessment of the costs associated with the project must be undertaken as part of the project appraisal. Budget Once the proposed procurement is approved in principle by the relevant line manager, sanction must be sought from the Deputy CEO prior to the commencement of the procurement process. The Deputy CEO will consult with the Financial Controller to ensure sufficient monies are available within the budget before approval is given. A determination also needs to be made as to whether the expenditure falls under the category of current or capital. ICT Procurement Please note also, that all ICT related procurements for the Laikipia University functions are dealt with by the IT Committee. The use of central and Departmental ICT Framework agreements is favoured wherever possible. Process Audit A Process Audit procedure is in place to ensure proper procurement and tendering occurs across the Agency (see Appendix 7 for copy of Process Audit Form). All procurement exercises where the potential value of the contract is in excess of €25,000 (excluding VAT) is subject to the process audit procedure. In addition, the procurement of every consultancy, regardless of the value of the contract, must go through the process audit procedure. It is essential that the process audit is performed after tender evaluation but before the award of a contract so that compliance with procedures can be verified in advance of contract signature. A copy of the completed form must be forwarded to the Deputy CEO and the Procurement Officer for approval in advance of the contract being signed. The Procurement Officer maintains a central register of contracts entered into by the Agency and also a separate register of consultancies, based on information contained in Process Audit Forms. Please allow a reasonable period for us to fully consider the information on the Process Audit Form and to clarify any issue, if necessary. It is essential that copies of signed and dated Process Audit Forms and all relevant documentation, including approvals from the Procurement Officer, are filed safely for retrieval in case of future queries. Responsibility in this regard rests with the Procurement Officer. There are essentially two procurement routes to be followed, one for contracts below the LU threshold values and the other for contracts above the LU threshold. Direct Invitation (without Advertising) Alternatively a process of direct invitation to tender may be used. This may involve:
invitation to firms deemed appropriately qualified for a particular project (this may be appropriate for specialised requirements in markets where there is a limited number of suppliers or service providers);
invitation to tender to firms on a list established on an open and objective basis (normally used when there is a frequent or recurring requirement or to maintain a well organised ongoing procurement system). Where direct invitations are issued, firms from which tenders are sought should be a good representative sample of all potential bidders in the market concerned. The number must be sufficient to ensure adequate competition, and should not be restricted for reasons of administrative convenience. At least five firms should normally be invited to submit tenders. If a Unit maintains a list of firms from which they invite tenders, this should be advertised at appropriate intervals (normally on an annual basis) for the admission of interested parties. Care should be taken to ensure that such lists are used in an open and non - discriminatory manner and those recently established firms, or firms with no previous experience of public contracts, are not excluded from invitations to tender. The methods and criteria for selecting firms and for awarding contracts should be documented and should be objective, transparent and proportionate. It should be clearly understood that whether responses are to an advertisement or to a direct invitation, all parties in the process must be treated on the same fair and objective basis. Decisions on selections for smaller projects or purchases should be recorded with a minimum of formality.
AWARDING A CONTRACT WITHOUT A COMPETITIVE PROCESS
Awarding a contract below the LU value threshold without the use of a competitive process should be considered only in the following instances:
Where only a proprietary product will meet requirements, such as parts or components for equipment.
Where an agent, licensee or franchise holder has sole rights to supply a service or product.
Where there is only one suitable qualified specialist in the relevant field.
Where a particular service provider possesses a special advantage due, for example, to earlier research exclusively carried out in a particular area, or has exclusive data or information required performing a particular task. In such circumstances, it must be demonstrably clear that another service provider could not perform a contract more economically.
Where due to the urgency a competitive process cannot be undertaken in the time available. What constitutes urgency cannot be specified definitively. Factors giving rise to urgency must be serious, unforeseeable and, except in the most exceptional circumstances (for instance a matter of urgent public safety or the like) not due to the action or inaction on the part of the Agency. Occasions when it is necessary to award a contract without a competitive process due to urgency should be very rare because an appropriate competitive process can be completed relative quickly below thresholds, by direct invitation to tender to a number of suitably qualified suppliers or service providers (see Direct Invitation). When awarding a contract, care should be taken to avoid entering into open-ended arrangements, for administrative convenience, that reduces or hinders competition and contracts should not roll over indefinitely. Having regard to the principles of fairness and proportionality, the duration of contracts should be reasonable in terms of the value of the contract, the nature of the work, the market situation etc. and should not be so long that new operators in the market are not afforded an opportunity to compete. In this regard, market testing should be undertaken at appropriate intervals to ensure that market openness and competition is maintained. It may be even appropriate to advertise in the Contract periods should be reviewed on a regular basis to ensure that they are still within “date”. It is critical that a process is undertaken to retender for the relevant goods/services in good time prior to the expiration of the original contract, in accordance with proper procurement procedures and subject to prior approval by the Procurement Officer. Particular attention is needed in relation to maintenance/service agreements, annual license fees etc. where no competitive process took place in the year but which have stemmed from an initial competitive process. Contract periods that have lapsed must therefore be included on the 40/02 return to the C&AG once they exceed the threshold. The C&AG has advised that contract extensions not explicitly provided for in a contract must be treated as a “single” tender for this purpose.
LAIKIPIA UNIVERSITY TENDERING PROCEDURES
The current LU public sector Directives permit four tendering procedures (see paragraph 3.5 regarding proposed new Directives). The two more commonly used of these are detailed below, whilst reference is made to the other two processes. Further information in relation to the latter can be found in the document Public Procurement Guidelines – Competitive Process 2010 (available on the extranet).
(i) Open Under this procedure all interested parties may submit tenders. Information on tenderers’ capacity and expertise may be sought and only the tenders of those deemed to meet minimum levels of technical and financial capacity and expertise are evaluated. If there are minimum requirements it is important that they be made clear in the notice or the request for tenders (RFT) to avoid unqualified bidders incurring the expense of preparing and submitting tenders. The open procedure should be utilized for goods and services contracts below the value of €134,000.
(ii) Restricted This is a two-stage process where only those parties who meet minimum requirements in regard to professional or technical capability, experience and expertise and financial capacity to carry out a project are invited to tender.
As a first step, the requirements of the contracting authority are set out through a contract notice in the expressions of interest are invited from potential tenderers. The contract notice may indicate the relevant information to be submitted or the information may be sought via a detailed questionnaire to interested parties.
The second step involves issuing the complete specifications and tender documents (RFT) with an invitation to submit tenders only to those who possess the requisite level of professional, technical and financial expertise and capacity. It is important to note that, as a basis for pre - qualifying candidates, only the criteria relating to personal situation, financial capacity, technical capacity, relevant experience, expertise and competency of candidates set out in the revised Directive (Articles 45 to 48 of 2004/18/EC) are permissible. Contracting authorities may opt to shortlist qualified candidates if this intention is indicated in the contract notice and the number or range of candidates indicated. Short listing of candidates who meet the minimum qualification criteria must be carried out by non-discriminatory and transparent rules and criteria made known to candidates. The Directives require that a number sufficient to ensure adequate competition is invited to submit bids and indicate a minimum of five (provided there is at least this number who meet the qualification criteria) and up to a total of 20.
(iii)&(iv) Competitive Dialogue and Negotiated procedures. The competitive dialogue designed to provide more flexibility in the tendering process for more complex contracts, for example public private partnerships (PPPs). In terms of the Negotiated procedure, this is an exceptional procedure, which may be used only in the limited circumstances set out Time-limits for Replies At LU level, minimum time-limits are set down for the different stages of the particular contract award procedure chosen. In all cases, the times specified in days relate to calendar days. When fixing the timescale for submitting expressions of interest / requests to participate or tenders, contracting authorities should take account of the complexity of the contract and allow sufficient time for submitting the necessary information and preparing tenders. Electronic / Online Transmission Minimum times for responses may be reduced where contract notices are transmitted electronically to the Procurement office and all tender documentation is made available electronically in accordance with the provisions of the revised Directives. The reduction can be up to a cumulative 12 days. Conditions for availing of these potential time reductions are set out. The use of the urgent procedures, or accelerated procedures, as referred to in the Directives, must be justified and have been caused by unforeseeable events outside the control of the contracting authority. The EU Commission and ECJ interpret ‘urgency’ very strictly. Delay or inaction on the part of the contracting authority is not sufficient reason for applying exceptional procedures. Preparing Tender Documentation In terms of the preparation of tender documentation, sections should note the development of a suite of documents by the Office of Laikipia Procurement designed for use in the procurement of routine, non-bespoke and low to medium risk supplies and services, including model Request for Tenders (RFTs) and model contract documents. In general, care should be taken to ensure that tender documentation is complete, relevant and proportionate to the need. Small and medium sized enterprises frequently report that they find public sector tendering documentation complex and difficult to follow. In many cases, this arises from lengthy and detailed standard type provisions for larger contracts being “cut and pasted” into documentation for smaller requirements.
GENERAL RFT REQUIREMENTS AND TIPS FOR RFT DEVELOPMENT
RFTs generally contain the following sections (not prescriptive/ exhaustive):
Background and summary of requirements;
Financial and invoicing arrangements;
Contact details for further information and query handling – as well as rules relating to same;
General instructions to tenderers in relation to submission of tenders and required format of tender responses;
Specifications (comprehensive and unambiguous descriptions) of the services, goods or works required;
Conditions applicable to the contract including, for example, time for delivery, payments schedule, liability for defects, insurance provisions, settlement of disputes etc.;
Examination and evaluation of tenders - the RFT must state all of the criteria being applied in the award process, giving the relative weighting for each criterion. If it is not technically possible to indicate criteria weightings in advance, they must be listed in descending order of importance;
Obligations and restrictions imposed by the contracting authority, including details of the statutory provisions that the contracting authority is expected to adhere to regarding employment rights, minimum wage agreements, FOI provisions etc.;
Details of the Agency’s adherence to policies in relation to accessibility, green procurement etc. In terms of tips for drawing up RFTs, the following should be considered:
1. Start with the Request for Tender (RFT) sample on the etenders website.
2. Be very clear in what you are looking for to ensure that you get tenders that fit your needs. Make sure you set out under what criteria the tenders will be evaluated.
3. Avoid using ambiguous phrases that may be misinterpreted by the suppliers, such as “quality of tender” in the award criteria, and address in the RFT any possible questions that may arise. If appropriate, ask someone not involved in the project to read the documentation and ensure it is clear. You will have a better chance of getting what you want if you are very specific in stating exactly what you will measure (e.g. the extent to which the tender meets the technical requirements specified in a certain paragraph, etc.).
4. It can be helpful to include a return check list (with tick-boxes) for suppliers so that they can be sure that they have satisfied all requirements mentioned in the documents. This can also be helpful to the buyer in summarizing what they need from suppliers.
5. Include any timescales associated with the project early in the notice. This includes the latest date for submission of queries relating to the project, the closing date and time for submission of tenders, etc. Many buyers only state the closing date; however, suppliers often like to know when the evaluation might be completed or when the contract is likely to take effect.
6. In some projects, it may be useful to indicate a budget for the project in the RFT. This can give potential suppliers an idea of the range of the project, and they can tailor their submissions to meet this budget.
7. If possible, upload any tender documentation that may help clarify the tender on to the etenders website. This will reduce the need for contracting authorities to send any relevant documentation manually at a later date.
8. When uploading any tender documentation, ensure that the size of the documents is kept small. This will allow the documents to be accessed by those on slower internet connections, such as dial-up. It is also useful to consider using PDF documents, which are harder to alter than standard text documents.
9. Contracting authorities may also include a statement in the RFT prohibiting the RFT being passed to a third party without the authorities’ permission. This is particularly relevant in the case of tenders advertised and documentation made available on the etenders website. Candidates who register with the site and download tender documents will automatically receive any clarifications or additions to the original documentation. If the documentation is passed on by a third party to a supplier not registered with the site, that supplier may miss out on important additional information.
CRITERIA FOR AWARDING CONTRACTS
Establishing Criteria When establishing criteria for awarding contracts, contracting authorities may choose to award contracts on the basis of:
the lowest priced tender or
the most economically advantageous tender (MEAT) In general, for contracts being awarded on the basis of the most economically advantageous tender (MEAT), transparency and objectivity are best demonstrated by the use of a scoring system or marking sheet based on the relevant weighted criteria, including price. The RFT must state all of the criteria being applied in the award process. Contracts above the EU thresholds must, in addition to stating all of the criteria being applied in the award process, give the relative weightings of each criterion. The scoring system or marking scheme should be agreed and documented by the relevant Division, and approved by the relevant Principal Officer, in advance of the invitation of tenders. New or amended criteria must not be introduced in the course of the contract award procedure. If significant additional information or material is supplied to a candidate, on request or otherwise, it must be supplied to all candidates. Timescales For contracts below the thresholds there are no prescribed time limits for the submission of tenders, but sufficient time must be allowed for preparation and submission. The complexity of a project and other relevant factors (e.g. holiday periods) relating to the preparation of tenders should be taken into account. In this context, a minimum 20 day response period is suggested. In the case of contracts in excess of EU Directive thresholds, sections must ensure that the timescale complies with the minimum periods specified in the Directives (see section on Procurement above Threshold Directives. Engagement with prospective tenderers during tender cycle Responses to requests for information from prospective tenderers must be issued without delay and in any event within a maximum of six days of the request. Additional information, requested in good time, must be issued at least six days before the latest date for receipt of tenders. In order to avoid giving unfair advantage, additional information supplied to one party in response to a request should be supplied to all interested parties if it could be significant in the context of preparing a tender. This functionality is available on etenders as all of the email addresses of the prospective tenderers have already been filed. Evaluating Tenders Received A rigorous and clearly documented process must be followed when evaluating all tenders. A schedule of all tenders received, specifying date and time received, should be recorded in the period of receipt and tenders received after the closing time for receipt of tenders should not be opened. All tenders validly received should be opened at the same time in the presence of at least two staff members, as soon as possible after the time set for receipt of tenders. One of the officers should be of at least HEO level and one should be unconnected to the competition in question. A report of the opening of tenders should be prepared signed and dated by the two officers as evidence of receiving the tender by the due date and should include details of anyone else who was in attendance, date of opening of tenders and other relevant details. Composition of Evaluation Team: For contracts up to €10,000 (inclusive of VAT), the team will consist of no less than three members. A senior staff member who is not involved in the procurement process, must be included on the evaluation team. In most instances this senior staff member will be either the DCEO or the CEO. For contracts over €20,000 (inclusive of VAT), the team will consist of no less than three members. The CEO must approve the composition of the evaluation team before tenders are invited. Any subsequent changes must be similarly approved. The CEO should decide whether a member of the Board or an external specialist should be included on the evaluation team in addition to a senior staff member not involved in the procurement process. In most instances this senior staff member will be either the DCEO or the CEO The onus is on evaluation teams assessing tenders to be satisfied that the evaluation and award process is conducted appropriately, that the agreed marking scheme is used, that best value for money is achieved and, crucially, that all processes are adequately documented and records maintained. 5.1
EVALUATION OF TENDERS AND AWARD OF CONTRACT
The evaluation and award process must be demonstrably objective and transparent and based solely on the published criteria. Price should be evaluated exclusive of VAT.
(i) Where price is the sole criterion, the contract will be awarded to the lowest priced bid complying with the specified requirements.
(ii) Where ‘most economically advantageous tender’ (MEAT) is the basis, the contract must be awarded to the tender which best meets the relevant criteria. In addition to price this will include other criteria relevant to the subject of the contract. For example, this may include running costs, servicing costs, level of after sales service, technical assistance, technical merit, environmental characteristics. The criteria, with the relevant weighting, will have been pre– established and made known to the tenderers, either in the contract notice or the tender documentation (RFT). Tenders must be evaluated objectively and transparently against the published weighted criteria. It is useful to first draw up a list of basic requirements, which each tenderer must meet prior to being fully evaluated. Such a list might include – financial viability statement; confirmation of relevant insurance requirements; statements indicating compliance with relevant statutory requirements e.g. – industrial wage agreements etc.; ability to provide service nationwide. Objectivity and transparency is best achieved by the use of a scoring system or marking sheet based on the weighted criteria, indicating a comparative assessment of tenders under each criterion. The scoring system must include price and not ‘value for money’ or ‘cost effectiveness’ as a specific criterion. Value for money / cost effectiveness / economic advantage is largely the outcome of the completed evaluation. (See Appendix 3 for sample of an evaluation score sheet). A suitable marking scheme for evaluating tenders may be something along the lines of the following: • Quality of Service Proposal (40 marks) • Cost (30 marks) • Proven ability of supplier to deliver service, including information obtained from referees and sites, if applicable (20 marks) • Effective contract management & monitoring procedures (10 marks) In the case of an example such as the above, where it is intended that the ‘most economically advantageous tender’ (MEAT) will be the basis for awarding the contract, an initial evaluation and marks should be awarded to each tender for cost. The marks for cost should be calculated on the basis that the lowest tender is awarded the full 30 marks and the points are reduced in proportion for the following tenders (i.e. Formula = Lowest Cost x Total Marks for Cost/Your Cost). Each member of the evaluation team should use the same formula for cost, thus ensuring that each tender is awarded the same marks for this part of the evaluation exercise. Independently, each member of the evaluation team should then examine each tender and award marks for the other criteria. An evaluation team average mark per tender submitted might then be awarded to determine the outcome. Prior to any notifications on results issuing, the references of each company should be checked. Presentations In open or restricted procedures, the most competitive or advantageous tenderers are frequently asked to make a presentation on their proposals. These presentations are used as an aid to understanding and for purposes of elaboration and clarification. Any dialogue with tenderers that could be construed as "post tender negotiation" on price, or result in significant changes to criteria or tender specifications, is to be avoided. Such negotiations, outside the exceptional and clearly defined circumstances where EU rules permit, could contravene the EU procurement Directives. Abnormally Low Tenders A tender which might be regarded as abnormally low may not be rejected without investigation and consideration of the relevant elements that gave rise to a particularly low bid. Such elements might include an innovative technical solution or exceptionally favorable conditions available to the tenderer. The tenderer should be given the opportunity to explain the basis of the tender.
NOTIFYING TENDERERS
All tenderers must be informed of the result of a tendering process without delay. Apart from observing the legal obligations where the provisions of the procurement Directives apply, it is good practice to adopt a voluntary constructive policy on de-briefing unsuccessful candidates. Unsuccessful tenderers should be given an objective assessment of the comparative strengths and weaknesses of their tenders having due regard to the need to avoid compromising the competitive situation of tenderers and for commercial sensitivity. In the case of contracts under €25,000 unsuccessful candidates should at a minimum be informed of the outcome of their tender by reference to their performance under the relevant evaluation criteria used in the competition. It is also useful to assess this performance vis-à-vis the performance of the highest and lowest marks awarded. In addition to a letter setting out these details, an offer of feedback by telephone should normally be sufficient subject to being satisfied as to the identity of the tenderer. In the case of larger contracts above €25,000 unsuccessful tenderers should be afforded an opportunity of a debriefing meeting. While many requests may be satisfied by telephone feedback, where a more formal or personal debriefing is required it would be normal practice to have two officials in attendance and a note of the proceedings be kept for the records. Tenderers should be made aware that the decision was not just the opinion of one individual but was made by an evaluation team. The discussions should address the tenderers offer against the evaluation criteria focusing on the relevant strengths and weaknesses of the tender. It is imperative that information such as the identity or the prices of other tenderers or information that could compromise the competitive situation not be disclosed. The debriefing should not be a forum to debate the process of how tenders were evaluated or discuss the merits of the award decision. The EU Remedies Directives require that unsuccessful tenderers for contracts covered by the EU Directives be notified promptly of the outcome of a tendering competition and that a contract be not formally awarded before an interval - 14 days electronically and 16 days by letter - has elapsed during which an unsuccessful tenderer can seek a review of the decision. The standstill period starts the day after the day on which the notification is sent. The purpose of the standstill period is to allow for effective pre-contract remedy to disappointed tenderers and the contracting authority may not conclude a contract with an identified preferred bidder during this time.
TAX CLEARANCE
Before a contract is awarded, the successful tenderer must hold a valid Tax Clearance Certificate from the Revenue Commissioners. Revenue provides an online verification facility to allow third party access to the applicant’s tax cleared status. This secure facility can only be accessed with the permission of the applicant, who will quote the customer number and tax clearance number, which appear on the certificate. Access to the online verification can be located at www.revenue.ie “What can I do online”, “Tax Clearance”. There is no need for the applicant to produce the original certificate to confirm his/her tax-cleared status.
CONTRACT AWARD NOTICE
It is a requirement that contracting authorities publish certain information on contracts awarded (or framework agreements concluded) within 48 days of the award in the OJEU. Particulars, including the type of contract, the procedure and award criteria used, the number of tenders received, the name of the successful tenderer, the value of the contract or the range of tender prices, justification for the negotiated procedure, if used, are published. The necessary information can be submitted online to the OJEU or electronically on the standard ‘Contract Award Notice’. There is a new requirement for public bodies to publish contract award notices for contracts valued at over €25,000 on etenders with effect from 1st August 2014. This is a separate step to advertising in the OJEU and will facilitate measurement of SME participation in public procurement. Post Tender Process A Process Audit procedure is in place to ensure that proper procurement and tendering occurs across the Department (see Appendix 7 for copy of Process Audit Form). All procurement exercises where the potential value of the contract will exceed €25,000 (excluding VAT) are subject to the process audit procedure. Where the estimated value of the contract is close to the €25,000 threshold, it may be prudent to submit a Process Audit Form to cover the possibility that the threshold may be exceeded. In addition, the procurement of every consultancy, regardless of the value of the contract, must go through the process audit procedure. It is essential that the process audit is performed after tender evaluation but before the award of a contract so that compliance with procedures can be verified in advance of contract signature. A copy of the completed form must be forwarded to the Procurement Officer for approval in advance of the contract being signed. The Procurement Officer maintains a central register of contracts entered into by the Agency and also a separate register of consultancies, based on information contained in Process Audit Forms. Please allow a reasonable period for the Procurement Officer to fully consider the information on the Process Audit Form and to clarify any issue, if necessary. If the contract date is imminent, please alert the Procurement Officer in advance and consider sending a provisional Process Audit Form pending the submission of the final signed and dated Form. This will help to ensure a timely response, especially during periods of annual leave etc. It is essential that copies of signed and dated Process Audit Forms and all relevant documentation, including approvals from the Procurement Officer, are filed safely in the section for retrieval in case of future queries, particularly by the C&AG. Responsibility in this regard rests with the Procurement Officer
CONTRACT
The Office of Laikipia University Procurement has produced a suite of documents to be used for the procurement of low to medium risk goods and services. Staff should examine model /template contract documents that are available to be downloaded from etenders.ie for the provision of goods and services. Care should be exercised that in the case where the service/goods are bespoke in nature or where staff may have concerns with regard to any aspect relating to the subject matter of the procurement, then legal or other advices should be sought.
MAINTENANCE OF RECORDS
It is crucial that every stage and aspect of the procurement process is documented. The importance of maintaining an accurate and complete record of the procurement process and decisions made cannot be overstated. The records should always consist of a procurement file and in some cases a project management file. The procurement file should include the business case/specifications/research conducted/procurement process from advertisement through to award of contract (see detail below). The contract management file should contain the day-to-day management of the contract including performance reviews and payments made against the contract. The rationale underpinning key decisions and submissions/approvals should be noted on file as sections may be asked to justify a decision sometime after the event. One set of agreed scoring sheets should be signed by all members of the evaluation team and retained. The checklist set out at Appendix 5 is a useful means of ensuring that all stages in the procurement process are observed and that all relevant aspects are considered. This can be used as a template for a procurement report detailing the procedures followed and will assist in following the audit trail. All records must be kept for a period of at least seven (7) years. In a standard open procurement process the following records should be retained on the procurement file: • The approved Business Case and reference to/copy of approval e.g. written approval from the CEO or DCEO,Board minutes of (date); • The published Request for Tenders, including copies of the notices which appeared in the OJEU where relevant; • Correspondence with potential bidders and/or other relevant correspondence; • Clarifications provided and evidence of circulation of additional information to all interested bidders via the etenders facility; • Copies of Tenders received; • Evidence of the receipt of tenders including time and date (a schedule of all tenders received should be prepared); • Report of the opening of the tenders (including the schedule of tenders) should be prepared detailing who was in attendance, date of opening of tenders etc.; • Scoring of tenders and evaluation of tenders including clear scoring methodology signed by evaluation team; • Letters to unqualified bidders, shortlisted bidders, unsuccessful bidders, successful bidder (or as appropriate to competition); • Minutes of meetings with potential suppliers; • Contract and contract award notice; • Any variations to the contract.
CONTRACT MANAGEMENT
The management of the contract should be seen as an integral part of the procurement process and suppliers should be proactively managed once the contract is in place. It is incumbent on the budget holder/project manager to ensure that the terms of the contract are delivered. Consideration should be given to including performance review milestones into the contract (e.g. the contract is for an initial period of 12 months and will be renewed for another 6/12 months subject to satisfactory performance in the review period). Ongoing monitoring of performance should be undertaken and noted on the contract file. Signing off on invoices and approving purchase orders for payments is an indication that you are satisfied with the service/goods provided and should not be done until you are satisfied that the terms of the contract have been met. If companies fail to meet these requirements they should be contacted immediately and a management process of improvement put in place. A full written record of all correspondence with/from the supplier should be maintained. Once a contract is completed it is good practice to review the entire procurement process noting the supplier’s performance and effectiveness of the procurement process itself.
ENGAGEMENT OF CONSULTANTS AND OTHER EXTERNAL SUPPORT
Consultancy is where a person, organization or group thereof is engaged to provide intellectual or knowledge- based services (e.g. expert analysis and advice) through delivering reports, studies, assessments, recommendations, proposals, etc. that contribute to decision - or policy-making in a contracting authority. The engagement should be for a limited time period to carry out a specific finite task or set of tasks that involve expert skills or capabilities that would not normally be expected to reside within this Agency. In line with Department of Finance directives, all consultancies must be approved at CEO level before they are commenced. No new consultancies should be entered into or new commitments made without first consulting the Procurement Officer. This applies not just to consultancies funded from the Administration Budget but also to those funded directly from the Capital Budget also. Only on approval by the CEO can consultancies commence. See Appendix 6 for further clarification. In addition, the procurement of every consultancy, regardless of the value of the contract, must go through the process audit procedure. It is essential that the process audit is performed after tender evaluation but before the award of a contract so that compliance with procedures can be verified in advance of contract signature. A contractor is a person, organisation or group thereof engaged, for a limited time period, to provide specified goods, works or services (including ICT services) that implement established policy objectives; to assist the Agency in carrying out its operations and functions; or to perform operations or functions that involve skills or capabilities that would normally be expected to reside within the Agency but which are not currently available. Contractors come under the direction of the Agency for operational purposes and take day-to-day instructions from local management even though they are not employees of the contracting authority. Particular care should be taken at all times to ensure that such contractors are not at any stage explicitly or implicitly treated as employees of this Agency. External Service Providers are organisations that provide the services or the human/physical resources to meet the ICT and other service requirements of the Agency. These requirements could include software development; network installation and management; infrastructure management; data centre hosting; managed services; 2 From the Department’s perspective, the definition of a consultancy is set out in an email circulated by Trevor Donnelly on 17/1/13; copy attached Appendix 6 26 shared services, etc. External service provision involves the transfer of actions for delivering business functions or services to an external service provider but does not include the use of contractors (i.e. external support under the day-to-day direction of the contracting authority) or the cost of purchasing packaged software. Additionally, external support may be required where: • a need for an external assessment is deemed essential; • a study or review is required by an external body (e.g. the European Commission); • a study/project must be completed within a short time scale and, although the knowledge or expertise may be available within the Agency, performing the task in-house would involve a prohibitive opportunity cost (i.e. total cost of diverted staff, including relevant overheads etc.) or would be impractical (e.g. staff engaged on other essential duties would have to be diverted), or it might not be possible to redeploy staff cost-effectively in the timeframe required. Formal Tendering Process (Consultancies) Staff should note that Units must, in advance: • notify the CEO (who in turn may notify the Board) where non-routine consultancies arise or, in the case of routine consultancies, those in excess of €50,000; • obtain the explicit approval of the Board for consultancies in excess of €100,000. In such cases, approval also needs to be secured for the proposed tendering process and composition of the tender evaluation team; In addition, the procurement of every consultancy, regardless of the value of the contract, must go through the process audit procedure (please consult Chapter 5). Finally, the Agency must maintain registers of their consultancies. Information contained within it is collated as part of the Process Audit return. The specification for consultancy services should include: • Brief background on the Agency including scale and number of staff etc; • Details and background of the proposed assignment; • Required deliverables from consultant; • Timeline including proposed starting date; • Outline resources to be provided by the Agency/Section if relevant; • Reporting & contact details; • Selection details including contract award criteria; • If required, notification that presentation to selection panel must be made; • Request for reference details and CV’s of proposed project team.
PROFESSIONAL SERVICES WITHHOLDING TAX (PSWT)
Professional Services Withholding Tax (PSWT) must be deducted at the standard rate of tax from payments for professional services. These services include: Services of an architectural, engineering, quantity surveying or surveying nature and related services Services of a solicitor or barrister or other legal services Geological services Marketing, advertising or other consultancies The rate at which PSWT is deducted is the standard rate of tax in force at the date on which the relevant payment is made. The standard rate of income tax at the date of issue of this guide (tax year 2014) is 20%. PSWT is deducted from the total amount of the payment for the professional service involved, including, in general, any amount in respect of expenses, outlay or third party costs, but excluding any VAT charged by the person providing the service. PSWT must be deducted even where a valid Tax Clearance Certificate has been produced. 27 More information on PSWT is available in a booklet “A Revenue Guide to Professional Services Withholding Tax (PSWT) for Accountable Persons and Specified Persons” which is published on www.revenue.ie. 7.5 ELECTRONIC RELEVANT CONTRACTS TAX (ERCT) An Electronic Relevant Contracts Tax (eRCT) regime came into effect from 1st January 2012. eRCT is applicable for building and construction work (including alteration and repair), and Forestry. In the context the BSÉ/IFB is the Principal in terms of RCT. The major issues in relation to eRCT are:
1. Contracts that may incur RCT must be registered on ROS.
2. Payment notification must be sent prior to actual payment. Revenue will then provide the appropriate RCT rate by automated reply. Failure to provide this notification prior to issuing a payment to a subcontractor may incur a penalty of €5,000 or 35% of the contract, whichever is the lesser.
3. The eRCT process involves a four step online process.
4. Subcontractors may no longer claim an interim refund – instead RCT is offset against other tax liability and a refund is only applicable at year end with there is an excess in their overall liability.
5. There are 3 RCT rates under the eRCT regime – 0%, 20% and 35% (the latter for suppliers not known to Revenue)
6. C2 cards are no longer valid. In circumstances, where staff are likely to be processing payments that may incur RCT, contact should be made in the first instance with the Finance Unit to enable the payment process to occur.


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