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Urgent Engagement is the process of engaging people into care who have experienced a crisis or have been admitted to an inpatient facility. It is intended to engage persons into care, rather than fulfilling an administrative function. The process includes ensuring effective coordination of care, engagement, discharge planning, a Serious Mental Illness (SMI) screening when appropriate (reference Provider Manual section 3.6), screening for eligibility, referral as appropriate, and prevention of future crises. Once the Behavioral Health Home completes the urgent engagement process, the Behavioral Health Home is the entity that is responsible for coordination of necessary service and discharge planning. Urgent Engagements are required to be started within one hour (at a Community Observation Center) or 24 hours (at a Behavioral Health Inpatient Facility).
Behavioral Health Homes must accept referrals and requests for Urgent Engagements 24 hours a day and seven days a week. Providers are required to record, report and track completion of Urgent Engagements.
If the member is enrolled with private insurance, the Behavioral Health Home role is to coordinate care with the current provider and health plan, determine the need for an SMI evaluation, and work directly with the health plan to ensure the member is receiving needed services and follow up. For persons who are not yet enrolled in Medicaid, Block Grant programs or the Marketplace, Behavioral Health Homes are required to continue to pursue coverage for the person.
AzCH-CCP enrolled and State Only (N19/NSMI) inidviduals who receives services at a Community Observation Unit and identifies as not engaged with a BH provider must be referred for urgent engagement. The Behavioral Health Home must arrive within one hour of the request. Once a Behavioral Health Home makes contact with the member, they are responsible for discharge planning for that member, including transportation and a follow up appointment. The urgent engagement at a COU should be an abbreviated intake in order to quickly gather the information needed. The engagement process can be completed in a follow up appointment (preferably within the next 24-48 hours).
Every AzCH-CCP enrolled or State Only individual who lives in The Health Plan covered service area and is hospitalized at a Behavioral Health Inpatient Facility and is not in active care with a Behavioral Health Home, is eligible for an urgent engagement. The selected Behavioral Health Home has 24-hours to arrive at the facility and complete the Urgent Engagement assessment. In the event the individual is sleeping or otherwise unable to participate in the Urgent Engagement process, the Behavioral Health Home shall reschedule the Urgent Engagement assessment within 24-hours and inform The Health Plan of the status.
The Health Home shall transmit the Provider Manual Form Urgent Response Disposition form to AzCHDISPO@azcompletehealth.com within 24-hours of completing assessment.
Provider Manual Form 6.1.1 Urgent Response Disposition can be obtained by calling the Provider Services Call Center at 866-796-0542.
Every AzCH-CCP enrolled or State Only individual who lives in The Health Plan covered service area and is hospitalized at a Physical Health Inpatient Facility and is not in active care with a Behavioral Health Home, is eligible for an urgent engagement assessment. Behavioral Health Homes are required to arrive at the facility and complete the urgent engagement assessment within 24 hours of the request. In the event the individual is sleeping or otherwise unable to participate in the urgent engagement process, the Behavioral Health Home shall reschedule the urgent engagement assessment within 24-hours and inform The Health Plan of the status.
Every AzCH-CCP enrolled or State Only individual who lives in a The Health Plan covered service area and is hospitalized at a Behavioral Health Inpatient Facility for psychiatric reasons, and is not in active care with a Behavioral Health Home, and presents with a need for an SMI evaluation is eligible to be assessed for an SMI diagnosis.
The Behavioral Health Home shall complete the Urgent Engagement assessment with 24-hours and transmit the Provider Manual Form 6.1.1 Urgent Response Disposition form to AzCHDISPO@azcompletehealth.com within 24-hours of completing assessment.
The Behavioral Health Home shall submit the SMI evaluation packet within seven days of the Urgent Engagement assessment to the designated SMI Evaluation provider, Community Response Network (CRN).
The purpose of the SMI evaluation services for persons from The Health Plan geographic area admitted to ASH are for discharge planning. The Behavioral Health Home has seven calendar days to complete the assessment and submit the Provider Manual Form 6.1.1 Urgent Response Disposition form to AzCHDISPO@azcompletehealth.com within 24-hours.
Behavioral Health Homes activated by the Urgent Engagement process are required to enroll members and non-eligible members refusing services during the COE process. Once the member is Court Ordered, the Behavioral Health Home is required to proceed with engagement and service delivery; including, an SMI screening.
Behavioral Health Homes must maintain capacity to travel to locations within Arizona to complete Urgent Engagements.
Behavioral Health Homes must verify Urgent Engagement staff have access to a laptop, mobile printer and wireless web connectivity to allow access to electronic medical information in the field. The computer and wireless specifications meet or exceed The Health Plan requirements.
Health Plan contracted Behavioral Health Homes must complete a rapid response assessment within 72 hours of Health Plan activation for all children who are taken into the custody of DCS, regardless of Title XIX/XXI eligibility status.
Ensure that each child and family is referred for ongoing behavioral health services as indicated by the assessment and service plan and ensure that services start within 21 days of the Rapid Response Assessment.
Provide the DCS Specialist with written findings and recommendations for medically necessary covered services within 24 hours of Rapid Response assessment. This information shall be utilized during the initial Preliminary Protective Hearing, which occurs within 5 to 7 days of the child’s removal. (See Provider Manual Attachment 3.2.1, DCS Child Welfare Timelines and Provider Manual Attachment 6.1.1 Rapid Response Guidance Manual which can be obtained by calling the Provider Services Call Center at 866-796-0542 for more information.
Additionally, Behavioral Health Homes are expected to engage the family from which the child was removed within 5 days of the Rapid Response in order to engage them in the assessment process and invite them to participate in the Child and Family Team meeting. The Behavioral Health Home is expected to help the parents identify appropriate services and support them in the enrollment process.
Behavioral Health Homes are required to attend the Pre-Hearing Conference and Preliminary Protective Hearing to present their assessment and recommendations and continue to engage the family.
Behavioral Health Homes must maintain capacity to travel to locations within Arizona to complete a 72 Hour Rapid Response assessment.
When applicable following a Rapid Response, Behavioral Health Homes must track the transfer of enrolled Members to other Health Plan contracted Behavioral Health Homes through the Health Plan Provider Portal and continue providing coordination and treatment services until the receiving agency has fully accepted the transfer as indicated in the Provider Portal.
Behavioral Health Homes must verify Rapid Response staff have access to a laptop, mobile printer and wireless web connectivity to allow access to electronic medical information in the field. Computer and wireless specifications must meet or exceed Health Plan requirements. Ongoing Service Requirements for Comprehensive Medical and Dental Plan (CMDP) Eligible DCS Involved Children. Behavioral Health Homes are expected to provide services for a period of at least six months following the Rapid Response assessment unless the Behavioral Health Home receives a written request from the guardian or the DCS case closes.
Behavioral Health Services for DCS involved children must stay open for at least six months following the Rapid Response assessment unless the Behavioral Health Homes receives a written request from the guardian or DCS closes out the member.
DCS Involved Children must receive at least one service, identified on their service plan each calendar month.
Behavioral Health Homes are expected to participate in all court hearings as appropriate for members in their care.
Behavioral Health Homes are required to coordinate care for all CMDP members who become detained in a county detention facility located outside of the Health Plan service area.
Behavioral Health Homes are expected to engage the biological parents, foster parents, kinship parents and adoptive parents throughout the course of treatment. The purpose of this engagement is to engage the parents and caretakers in the assessment process and invite them to participate in the Child and Family Team meeting. The Behavioral Health Home is expected to help the parents identify appropriate services and support them in the enrollment process.
When the DCS Specialist/Legal Guardian is not available, the Behavioral Health Home must recognize the signature of the foster or kinship placement for the purpose of coordinating outpatient behavioral health services. Foster and kinship placements may sign a release of information, consent to treat, the service plan and other necessary documentation. If there is a disagreement between the placement and the DCS Specialist about services, the Legal Guardian/DCS Specialist shall make the final decision.
The DCS Specialist/Legal Guardian must be the one to sign a child in the legal custody of DCS in to a Home Care Training for the Home Care Client (HCTC), Behavioral Health Residential Facility (BHRF), Behavioral Health Inpatient Facility (BHIF), Brief Intervention Program (BIP) or a hospital.
AzCH-CCP Nurse Assist Line shall maintain a Foster Care Hotline for the specific purpose of answering calls about DCS involved children from Foster, Kinship and Adoptive Parents. The Foster Care Hotline shall be available 365/24/7 to meet the needs of the child and family.
When a foster parent, kinship placement, group home or law enforcement official calls the Foster Care Hotline to initiate a Rapid Response, the Foster Care Hotline staff must immediately email the Health Plan Rapid Response Program at AzCHDCSRR@azcompletehealth.com and the DCS Child Services liaison.
The Foster Care Hotline is required to send out a Crisis Mobile Team if a foster, kinship or adoptive parent requests a 72 Hour Higher Level of Care Determination.
The Crisis Mobile Team shall determine if the child needs to go to a hospital, CRC or BIP (for AzCH-CCP members) to ensure the safety of the child while the team meets to determine further clinical needs of the child. If the CMT determines the child is safe to stay in the current environment, a safety plan must be developed prior to leaving the home.
The Crisis Mobile Team shall immediately inform the Behavioral Health Home and The Health Plan CMDP Coordinators at the AzCHDCS@azcompletehealth.com email of the call and the need for an Emergency CFT.
The Behavioral Health Home is required to have an Emergency CFT to identify the needs of the member and if appropriate follow the Health Plan process for securing the appropriate level of care for the member.
When the AzCH-CCP Nurse Assist Line or Foster Care Hotline is called because the member is in crisis or is showing dangerous or threatening behaviors, a crisis mobile team shall be dispatched.
Crisis Mobile Team providers are required to arrive within 2 hours of dispatch.
AzCH-CCP Nurse Assist Line is required to notify the DCS Child Services Liaison via email of any CMT dispatches that do not meet the 2 hour required response time.
All calls received by the AzCH-CCP Nurse Assist Line Foster Care Hotline must be tracked and reported to The Health Plan using Deliverable EC-301-25 Foster Care Hotline Call Report.
The EC-301.25 Foster Care Hotline Call Report is due the 10th of every month for the previous month.
Behavioral Health Respite Home Providers must meet the requirements of AAC R9-10-1601.
Behavioral Health Respite Home providers must meet all prior authorization and continued stay requirements for Behavioral Health Supportive Homes as spelled out in this Provider Manual and as directed by The Health Plan.
Birth to Five providers must provide screening, assessment, service planning, interventions and practices specifically designed to meeting the unique needs of children age Birth to Five and their families. Providers are required to utilize the AHCCCS Practice Tools “Working with the Birth to Five Population” and “Psychiatric and Psychotherapeutic Best Practices for Children Birth Through Five Years of Age” for additional guidance.
Birth to Five providers must demonstrate active participation in state, regional and community sponsored best practices development and committed to working to build community knowledge base and expertise.
Brief Intervention Program providers must maintain an intensive treatment program to deliver services 24 hours a day, 7 days a week, 365 days a year with the purpose of helping persons live successfully in the community. Brief Intervention Program providers must deliver supportive and treatment services necessary to support the Member in the community and must verify access to the services 24 hours a day, 7 days a week, 365 days a year to respond to crises, as appropriate.
Brief Intervention Program providers must provide adequate staffing to maintain the safety of the Members and protect them from harm.
Brief Intervention Program providers must limit participation in the program to ten (10) days per episode. Members cannot be readmitted to a Brief Intervention Program within 72 hours of discharge from any Brief Intervention Program.
Brief Intervention Program providers must coordinate with treatment teams and family members, as appropriate, to verify continuity of care. Child and Family Teams/Adult Recovery Teams must be conducted within 72 business hours after admission. Each Brief Intervention Program provider must submit a report as indicated in Section 16 – Deliverable Requirements.
Providers can be considered “Consumer Operated” if they comply with the requirements as outlined in the SAMHSA Consumer Operated Services Evidence-Based Practices Kit. Consumer Operated Providers can hold a behavioral health license from the Arizona Department of Health Services Division of Licensing, or in some situations can be certified as a Community Service Agency per AHCCCS AMPM 961, Community Service Agency Title XIX Certification. Community Service Agency Application forms can be found on the AHCCCS website at https://www.azahcccs.gov/shared/MedicalPolicyManual/.
Crisis Line providers must comply with the requirements outlined in Provider Manual Section 14.13, Substance Use Disorder Treatment Requirements.
Crisis Line providers must maintain an administrator–on-call to address any after-hours, weekend or holiday concerns or issues.
Services must be individualized to meet the needs of Members and families. Crisis Line providers must assess the Member's perspective on treatment progress, in order to verify that the Member's perspectives are honored and they are effectively engaged in treatment planning and in the process of care. Crisis Line providers must provide monitoring, feedback and follow up after crisis based on the changing needs of the individual. The family must be treated as a unit and included in the treatment process, when determined to be clinically appropriate. Crisis Line providers must obtain and document child, family and Member input in treatment decisions.
Crisis Line providers providing SUD services must develop services that are designed to reduce the intensity, severity and duration of substance use and the number of relapse events, including a focus on life factors that support long-term recovery as appropriate.
Crisis Line providers must contact the Behavioral Health Home following a member’s utilization of crisis services. Crisis Line providers must verify coordination and continuity within and between service providers and natural supports to resolve initial crisis and to reduce further crisis episodes over time.
Crisis Line providers must promote community-based alternatives instead of treatments that remove the Members from their family and community. In situations where a more restrictive level of care is temporarily necessary, Crisis Line providers must work with the Member to transition back into community-based care settings as rapidly as is clinically feasible and must partner with community provider agencies to develop and offer services that are alternatives to more restrictive institutionally or facility based care.
Crisis Line providers must notify The Health Plan of any staff changes or incidents impacting credentialing involving Behavioral Health Professionals or Behavioral Health Medical Professionals within forty-eight (48) business hours of any additions, terminations or changes.
Crisis Line providers must participate in clinical quality improvement activities that are designed to improve outcomes for Arizona Members.
Crisis Line providers are highly encouraged to have in place a fully operational EHR; including, electronic signature, and remote access, as required to meet Federal Medicaid and Medicare requirements. In addition, Crisis Line providers must allow State and The Health Plan staff access to the EHR for the purpose of conducting audits.
Be answered within three (3) telephone rings, or within 15 seconds on average, with an average call abandonment rate of less than 3% for the month.
Provide Nurse On-Call services twenty-four (24) hours per day, seven (7) days per week to answer general healthcare questions from SMI Members receiving physical health care services and to provide them with general health information and self-care instructions.
Establish and maintain the appropriate ADHS Division of Licensing license to provide required services.
Maintain appropriate Arizona licensed medical staff, Arizona licensed Behavioral Health Professionals, ADHS Division of Licensing facility licenses, qualified Behavioral Health Technicians and Paraprofessionals, and Peer Support staff to adequately address and triage Member calls and verify the safe and effective resolution of calls.
Maintain bilingual (Spanish/English) capability on all shifts and employee interpreter services to facilitate crisis telephone counseling for all callers.
Provide consistent clinical supervision to verify services are in compliance with the Arizona Principles and all ADHS Division of Licensing, and State supervision requirements are met.
Employ adequate staff to implement the Crisis AfterCare Recovery program.
Employ one (1) full-time American Indian Warm-line Program Coordinator and part-time tribal Member employees representing the Tribal Nations served by The Health Plan who have tribal Members living on tribal lands in Arizona.
Crisis Line providers must verify that all calls for Crisis Mobile Teams and Nurse Line are answered within three telephone rings, or within fifteen (15) seconds, as measured by the monthly Average Speed of Answer. All crisis calls and Nurse Line calls must be live answered.
Crisis Line providers must report monthly, quarterly, and annually, all phone access statistics to include: total number of calls received, number and percent abandoned, average speed of answer, and number of calls outside standards. Crisis Line providers must report daily a phone access report that identifies number of calls outside standards, amount of time to answer call for each call outside standards, and number of abandoned calls associated with call outside standards.
Provide crisis counseling, triage and telephonic follow-up 24/7/365. All crisis calls must be live answered. Crisis callers must not receive a prompt, voice mail message, or be placed in a phone queue.
Provide crisis counseling and triage services to all persons calling The Health Plan Crisis Line, regardless of the caller's eligibility for Medicaid services.
Review Wellness Recovery Action Plans (WRAP Plans) and Crisis Plans identified in The Health Plan data system to assist with crisis resolution and suggest appropriate interventions.
Dispatch mobile team services delivered by provider agencies and must track mobile team intervention resolution in compliance with protocols established or approved by The Health Plan. Crisis Line providers must report on a weekly and monthly basis these dispatches in a format approved by The Health. Daily reports may be required as needed.
Assess the safety of a crisis scene prior to mobile team dispatch and track mobile teams to monitor the safety of the mobile team staff.
Follow-up with Members, crisis mobile team staff, Integrated Care Managers, and system partners to verify appropriate follow-up and coordination of care.
Assess Member dangerousness to self and others and provide appropriate notification to The Health Plan, Behavioral Health Home Health Care Coordinator, and obtain information on Member's consistent use of medications to minimize dangerousness and promote safety to the Member and community.
Follow community standards of care and best practice guidelines to warn and protect Members, family members and the community due to threats of violence.
Document all interactions and triage assessments to facilitate effective crisis resolution and validate interventions.
Conduct a follow-up call within seventy-two (72) hours to make sure the caller has received the necessary services. Verify Members are successfully engaged in treatment before closing out the crisis episode and follow-up to verify system partner and Member satisfaction with the care plan.
Support the mobile teams and arrange for transports, ambulance, etc.
Dispatch and track requests for 1 hour Urgent Engagements. Dispatch and Track requests for 24 hour Urgent Engagement referrals after hours.
Monitor and make best efforts to verify that 1 hour Urgent Engagements are completed within 1 hour of Behavioral Health Home activation. Provider must document and report any reported response delay reason, monitor and make best efforts to verify that 24 hour Urgent Engagements are completed within twenty-four (24) hours of notification by health plans, hospitals, or detention centers. Provider must document and report any reported response delay reasons.
Track all Urgent Engagement requests to verify Members are engaged in follow-up care.
Provide reports that track and summarize the requests for, daily pending inpatient report, daily call statistics report, CMT timeliness report, re-entry reports, urgent response report, acute health plan inquiry log, crisis indicator data report, client activity report, second responder tracking and 24 Hour Mobile Urgent Intake requests the disposition of such assessments in a format established or approved by The Health Plan.
Make reasonable attempts to verify that the dispositions and intake appointments are completed.
Document and report any delay reasons to The Health Plan in real time for all Urgent Response requests.
Crisis Line providers must provide customer service functions on behalf of The Health Plan when The Health Plan offices are closed. Crisis Line providers must complete transactions for Customer Service after-hours without referring anyone to call back during regular business hours unless the call is regarding a claim. The Health Plan Customer Service telephone number must be forwarded to The Crisis Call Center whenever The Health Plan offices are closed and occasionally, as arranged in advance, through Work Force Management.
Crisis Line providers must serve as a "safety net" to The Health Plan Members by re-engaging Members into treatment, as identified by The Health Plan and per data provided by The Health Plan.
Crisis Line providers must document and monitor consistent use of crisis services for persons identified as High Need by The Health Plan, provider agencies or by family report. All High Need situations involving dangerousness to self or others must be staffed immediately with an independent licensed supervisor and the supervision must be documented in the record.
Crisis Line providers must notify The Health Plan through The Health Plan data systems of any service delivery problems, grievances, service gaps and concerns raised by Members, family members, and system partners.
Crisis Line providers must encounter and document all services in compliance with the AHCCCS Covered Behavioral Health Service Guide.
Crisis Line providers must conduct outreach calls, The Health Plan, to facilitate quality improvement initiatives, as determined by The Health Plan, such as but not limited to the timely completion of Service Plans, use of medications, Health Care Coordinator selection and Member satisfaction, consistent use of treatment services, and frequency of treatment team meetings. Crisis Line providers must participate in satisfaction surveys sponsored by the State and The Health Plan as requested and must conduct satisfaction surveys from reports generated by The Health Plan.
Crisis Line providers must facilitate effective coordination of care with provider agency staff to promote effective recovery for Members. Crisis Line providers must track resolution until Member reports being successfully engaged in care and consistently engages in treatment.
Crisis Line providers must assist Members in getting their prescriptions filled, obtaining services, resolving access to care problems, and obtaining medically-necessary transportation services. Crisis Line providers must also refer Members for outpatient services and warm transfer callers to agencies or service providers whenever possible upon completion of the call. Follow up calls shall be made to verify referred caller made and kept appointment. Crisis Line providers must explain to callers the process to access services, authorization process for Behavioral Health Inpatient and Hospital services and provide names and locations of intake agencies accessible to the caller.
Members must be informed about The Health Plan website, Member rights and grievance and appeal procedures as appropriate. Crisis Line providers must assist Members in addressing third party liability and "payer of last resort" issues related to accessing services including pharmacy services.
Crisis Line providers must assist Members in managing their own care, in better understanding their rights, in identifying and accessing resources and in more effectively directing their care.
Crisis Line providers must research Member eligibility for services on behalf of providers and Members and make available eligibility information to callers to assist access to care. Crisis Line providers must make available to Members, family members, and provider agencies treatment information about Evidenced Based Practices and shall assist callers in becoming better informed about services and recovery.
Crisis Line providers must successfully coordinate services with PFROs; including, Peer Crisis AfterCare Programs, Peer Warm Lines, Peer Community Reentry Programs, and Peer Hospital Discharge Programs.
Crisis Line providers must participate in all trainings and crisis coordination meetings required or requested by the State and/or The Health Plan. Crisis Line providers must successfully implement a Crisis AfterCare Recovery Team, employing program staff during peak hours Monday through Friday. The Crisis AfterCare Recovery Team must conduct outreach, service coordination and crisis stabilization services to Members following mobile crisis team visits, crisis telephone calls, hospitalization and The Health Plan coordination of care requests. In addition, Crisis Line providers must document coordination efforts in The Health Plan software systems.
Crisis Line providers must support and strengthen the role of the Certified Health Care Coordinator through care facilitation, being careful to not diminish the relationship between the Member and the Health Care Coordinator.
Providers must successfully implement an American Indian Warm-line Program and transfer system that includes (at least) part-time tribal Member employees (aka Tribal Support Partners) from the tribes served by The Health Plan. Tribal Support Partners must conduct calls (inbound/outbound) to facilitate member engagement in treatment, instill hope and promote recovery.
The TWL must be answered by a Tribal Support Partner Monday through Friday, 9:00 AM to 9:00 PM.
Outside of these hours, the TWL must be answered by the crisis line, with a follow-up call by a Tribal Support Partner during the TWL operating hours.
Tribal Support Partners must be trained in identifying crisis calls and transferring calls between systems.
Tribal Warm Line staff must participate in all trainings and coordination meetings required or requested by the State and/or The Health Plan.
Crisis Line providers must successfully implement a 24/7 online scheduling system to schedule emergent follow-up appointments and urgent intake assessments with an outpatient provider following a crisis episode.
Crisis Mobile Team providers must provide crisis mobile team services in the assigned geographic areas and in accordance to State and The Health Plan requirements.
Crisis Mobile Team providers must verify that the Crisis Mobile Team Program is clinically supervised by a The Health Plan Credentialed Independently Licensed Behavioral Health Professional. Crisis Mobile Team providers must verify all Risk Assessments and crisis notes are reviewed and signed off by a The Health Plan Credentialed Independently Licensed Behavioral Health Professional within 24 business hours.
Crisis Mobile Team providers must coordinate all services through The Health Plan Crisis Mobile Team provider and follow crisis protocols established by The Health Plan and community stakeholders. Crisis Mobile Team providers must work collaboratively with The Health Plan Crisis Line Provider to receive mobile team dispatches, coordinate all services, and facilitate crisis resolution planning. Crisis Mobile Team providers must report all staffing changes to The Health Plan Network Development Department through the EC-312 deliverable. Crisis mobile team providers are required to carry, and use as required, GPS enabled phones provided by crisis line provider. Crisis Mobile Team Agencies are required to have a super-user available within their agency for technical support. GPS phones will enable one number electronic dispatching from the crisis line provider. GPS phones must be kept with crisis mobile team staff on shift at all times. Crisis Mobile Team staff must be trained in appropriate use of the GPS phones. Crisis Mobile Team providers are required to cover the cost of damaged or lost GPS phones as requested by The Health Plan crisis phone provider. If you are assigned a GPS enabled cellular device, it is a condition precedent that you read and sign your specific User Agreement prior to receiving any such cellular device or devices.
Crisis Mobile Team providers must participate in crisis coordination calls and meetings to facilitate effective working relationships. Crisis Mobile Team providers must verify mobile team services are closely linked to the provider's outpatient department and that coordination of care is occurring with outpatient providers for members who have been in a crisis. If the crisis occurs during business hour, the expectations is that the coordination occurs in real time.
Crisis Mobile Team providers must employ adequate staff to consistently meet the requirements for crisis mobile teams. Crisis mobile teams must have the capacity to serve specialty needs of population served including youth and children, Tribal members, and developmentally disabled. Crisis Mobile Team providers must ensure adequate coverage to maintain full crisis team capacity as a result of staff illnesses and vacations. All direct care crisis staff must be Critical Incident Stress Management (CISM) trained. Crisis Mobile Team providers must participate in training events sponsored by The Health Plan and the State to enhance the performance of the crisis system.
A mobile crisis team must be able travel to the place where the individual is experiencing the crisis. Crisis Mobile Team providers must provide and maintain mobile crisis vehicles to facilitate transports and field interventions.
Crisis Mobile Team providers must ensure Title 36 screenings are conducted by staff other than mobile team staff unless The Health Plan holds a contract with the applicable County, in which case the mobile crisis team should follow the requirements specified in that contract. See Section 3.9 - Pre-Petition Screening.
Crisis Mobile Team providers shall be provided GPS enabled cell phones for all crisis staff on duty and must verify effective connectivity. Crisis Mobile Team providers must provide internet and telephone connectivity through cell phone technology to verify staff have the capacity to communicate spontaneously by phone and the internet while in the field. Crisis Mobile Team providers must verify each mobile team has the capability to wirelessly connect and access the electronic medical information in the field as well as email. In addition, Provider must verify the computer and wireless specifications meet or exceed The Health Plan requirements.
Crisis Mobile Team providers must verify the safety of Members under the care of the Crisis Mobile Team at all times, and verify at-risk Members are monitored and supervised by professional staff in person as long as the person remains at a Danger to Self/Danger to Others (DTS/DTO).
Crisis Mobile Team providers must record referrals, dispositions, and overall response time. Crisis Mobile Team providers must verify all Members are effectively engaged in follow up care before terminating crisis services.
Crisis Mobile Teams must have the ability to assess and provide immediate crisis intervention and make reasonable efforts to stabilize acute psychiatric or behavioral symptoms, evaluate treatment needs, and develop individualized plans to meet the individual’s needs. Crisis Mobile Team providers must deliver crisis response, crisis assessment and crisis stabilization services that facilitate resolution, not merely triage and transfer. Crisis Mobile Team providers must initiate and maintain collaboration with fire, law enforcement, emergency medical services, hospital emergency departments, AHCCCS Complete Care Health plans and other providers of public health and safety services to inform them of how to use the crisis response system, to coordinate services and to assess and improve the crisis services.
Crisis Mobile Teams must maintain adequate licenses to allow each team to utilize and update The Health Plan Risk Management/High Needs Tracking System to effectively coordinate care for Members in crisis.
Crisis Stabilization providers must provide crisis stabilization services in the assigned areas on a 24/7/365 basis and in accordance to State and The Health Plan requirements. Crisis assessment and crisis services must facilitate resolution, not merely triage and transfer. Crisis Living Rooms must be furnished to resemble a home living area, including the following: showers, rest rooms, living room furniture, kitchen, refrigerator, dining table, microwave oven, and exercise equipment.
Crisis Stabilization providers must verify that the Crisis Living Room Program is clinically supervised by a The Health Plan Credentialed Independently Licensed Behavioral Health Professional. Crisis Stabilization providers must verify all Crisis Living Room Assessments are reviewed and signed off by a The Health Plan Credentialed, Independently Licensed Behavioral Health Professional. Crisis Stabilization providers must verify adequate staff capacity to meet variations in the demand for services. Crisis Stabilization providers must verify all direct care crisis staff are CISM trained.
Crisis Stabilization providers must coordinate all services through The Health Crisis Line Provider and follow crisis protocols established by The Health. Crisis Stabilization providers must work collaboratively with The Health Plan Crisis Line Provider to coordinate all services, and facilitate crisis resolution planning.
Since the Crisis Living Room is an outpatient facility, Crisis Stabilization providers must verify Members are not allowed to remain in the living room for more than 23 hours a day. Crisis Stabilization providers must verify crisis living room services are closely linked to the provider's outpatient department and that coordination of care is occurring with outpatient providers for members who have been in a crisis. Crisis Stabilization providers must verify all Members are effectively engaged in follow-up care before terminating crisis services. This includes coordinating care with the members ACC Health Plan.
Crisis Stabilization providers must embrace a "No Wrong Door" philosophy and accept all voluntary referrals, regardless of ability to pay, clinical presentation, degree of intoxication, or benefit status. Crisis Stabilization providers must accept all referrals from law enforcement and the community.
In a health emergency, Provider is required to verify eligibility for Covered Services in accordance with The Health Plan Provider Manual and with federal, State, and local laws relating to the provision of Emergency Medical Services (including but not limited to A.A.C. R9-22-201 et seq. and 42 CFR 438.114), provided that nothing in this provision shall be deemed to require Provider to violate federal or State law regarding the provision of Emergency Medical Services. Provider is required to notify The Health Plan-designated crisis hotline provider within twenty-four (24) hours or by the next business day of rendering or learning of the rendering of Emergency Medical Services to a Member.
Crisis Stabilization providers must coordinate transportation to facilitate or coordinate care and discharge planning.
Crisis Stabilization providers must participate in training events sponsored by The Health Plan and the State to enhance the performance of the crisis system. Crisis Stabilization providers must participate in crisis coordination calls and meetings to facilitate effective working relationships.
Crisis Stabilization providers must maintain adequate licenses to allow Crisis Living Room staff to utilize The Health Plan Risk Management /High Needs Tracking System to effectively coordinate care for Members in crisis. Crisis Stabilization providers must verify the Crisis Living Room is equipped with a computer, printer and web connectivity to allow access to electronic medical information.
Crisis Transportation providers must provide medically-necessary transportation services in the assigned geographic areas and in accordance to State and The Health Plan requirements. Crisis Transportation providers must establish and maintain appropriate licenses to provide transportation services identified in the Scope of Work.
Crisis Transportation providers must coordinate all services through The Health Plan Crisis Line Provider and follow crisis protocols established by The Health. Crisis Transportation providers must participate in crisis coordination calls and meetings to facilitate effective working relationships as requested.
Staffing must consistently meet AHCCCS, the State, ADHS Division of Licensing, and The Health Plan requirements. Crisis Transportation providers must verify staff capacity to meet availability requirements as identified in provider’s contract with The Health Plan. Crisis Transportation providers must maintain appropriately trained, supervised, and ADHS Division of Licensing and AHCCCS qualified transportation professionals to conduct transports.
Crisis Transportation providers must provide consistent supervision to verify services are in compliance with the Arizona Principles, and verify all ADHS Division of Licensing regulations and State supervision requirements are met. In addition, all staff transporting Members must maintain DES Fingerprint Clearance cards and maintain copies in Personnel files.
Crisis Transportation providers must participate in training events sponsored by The Health Plan and the State as requested, and verify staff complete all required trainings and document trainings through Relias Learning Management System.
Crisis Transportation providers must provide and maintain safe, clean and updated vehicles to facilitate transportation. Crisis Transportation providers must provide cell phones for all transportation staff on duty to verify effective connectivity and safety.
Crisis Transportation providers must bill all medically-necessary transportation services utilizing transportation service codes. Crisis Transportation providers must maintain appropriate paperwork in accordance with State and AHCCCS regulations. Crisis Transportation providers must encounter and document all services in compliance with the AHCCCS Covered Behavioral Health Service Guide.
Behavioral Health providers must make available HIV education, screening and counseling services to The Health Plan-enrolled Members.
Behavioral Health Providers must make available HIV Risk Assessments to Members which includes pre-test discussions and counseling that assists the client in identifying the behaviors that may have possibly exposed the person to HIV.
Health Education and Health Promotion services (including assistance and education about health risk reduction and lifestyle choices) must be provided to Members at substance use, mental health and community facilities in Arizona. Providers must make available to Members information regarding HIV transmission and prevention, and should assist Members in identifying the behaviors that may expose them to HIV.
Behavioral Health providers must make available Pre-Test Counseling to Members to assist in identifying the behaviors that may have possible exposed them to HIV, focusing on the Member's own unique circumstances and risk and helping the Member set and reach an explicit behavior-change goal to reduce the chance of acquiring or transmitting HIV. Provider must make available to Members information regarding HIV transmission and prevention and the meaning of HIV test results. In addition, providers must help the Member to identify the specific behaviors putting them at risk for acquiring or transmitting HIV and commit to steps to reduce their risk.
Providers must make available Post-Test Counseling including summarization of identified risks, review of the Member's risk reduction plan, discussion of next test time or when the confirmation blood draw shall occur if the Member tested positive for HIV, scheduling an appointment for receiving future results, obtaining information on sexual or drug using contacts to enable partner notification process to occur, and providing information and assistance in accessing the HIV Care System.
Providers must provide HIV Prevention Case Management services to any individual requesting assistance from the provider in obtaining resources and accessing needed social services.
Providers of HIV testing services must obtain and retain a Clinical Laboratory Improvement Amendments (CLIA) certificate and verify all HIV Testing is administered in accordance with the CLIA requirements.
HCTC Providers must meet all l licensing and scope of work requirements as outlined by licensing, the Covered Behavioral Health Services Guide, and all prior authorization and continued stay requirements for HCTC as listed in Provider Manual Section 10 and as directed by The Health Plan. HCTC shall be utilized as an alternative to more restrictive levels of care when clinically indicated.
Providers are required to provide culturally-competent, evidence-based substance use treatment to a person who is experiencing acute and severe behavioral health and/or substance use symptoms, which may include emergency reception and assessment; crisis intervention and stabilization; individual, group and family counseling; outpatient detoxification and referral. Services provided to each member must be individualized to meet the member’s unique treatment needs.
Substance use disorders may include a range of conditions that vary in severity over time, from problematic, short-term use of substances, to severe and chronic disorders requiring long-term and sustained treatment and recovery management.
A return of the member to the workplace or school, as appropriate.
Be provided by clinicians who are overseen by a Behavioral Health Professional (BHP) with experience in substance use disorders and treatment.
Providers must maintain the capacity to conduct drug screening/testing on members, as defined by AHCCCS Covered Behavioral Health Services Guide and as deemed clinically appropriate by the member’s treatment team.
While not required, The Health Plan supports the use of drug screening during the substance use screening, assessment and treatment process.
Substance use treatment providers must make individualized outpatient services available to assist the client in reducing or eliminating substance use/abuse. A continuum of services including therapy (individual, group, family), case management, peer support, vocational services and any other service identified in the AHCCCS Covered Behavioral Health Services Guide must be available and must utilize and maintain fidelity to evidence-based methods.
Substance use treatment providers that offer intensive outpatient programming must ensure that operates at least three (3) hours per day and at least three (3) times per week, as required by AHCCCS Covered Behavioral Health Services Guide. Intensive Outpatient Services are limited to Mediciad enrolled members and persons with substance use disorders receiving substance use treatment.
Residential Substance Use Treatment services are available to adults and adolescents who are TXIX eligible and to individuals who are NTXIX, but eligible for Substance Abuse Block Grant (SABG) funds, as described in Provider Manual 12.10, Special Populations, and who are screened using the ASAM as needing this level of care.
Behavioral health residential facilities (BHRFs) providing substance use treatment must ensure length of stay is consistent with member’s needs and meets medical necessity. Treatment must remain individualized for each member, dependent upon ASAM placement criteria and treatment needs.
All residential treatment facilities are subject to Utilization Management review as per Provider Manual Section 10.
Substance Abuse Transitional Facility Providers must provide SUD treatment services through a licensed Substance Abuse Transitional Facility on a 24/7/365 basis. See R9-10-1401 et seq. Substance Abuse Transitional Facility Providers must verify appropriate clinical supervision to safely administer treatment services and verify availability of medical staff to provide appropriate medical consultation and supervision. To verify Members receive appropriate follow up care, providers must verify coordination of care. Substance Abuse Transitional Facility Providers must utilize Peer Support staff to maximize opportunities for Members to understand and embrace recovery. Immediate and ongoing detoxification and psychiatric crisis stabilization services must be provided in the least restrictive setting, consistent with individual and family need and community safety.
Designated staff at the treatment provider engages the member, family/guardian and natural supports to actively participate in discharge planning. Discharge planning begins at the time of admission and continues to be an active part of the treatment/service planning process. It is recommended that agencies create an individualized, medically and clinically comprehensive crisis plan as part of discharge planning.
Include arrangements for therapy and other applicable psychiatric services provided in a timely manner.
Assesses for potential safety issues.
Providers must fully educate the Member about all treatment options and strategies to promote recovery from opiate abuse; including, health risks, relapse risks, and alternative treatments.
IV Drug and Opioid Treatment Providers (OTPs) must maintain current policies and procedures designed to verify adherence to The Health Plan Provider Manual, 42 CFR Par 8, SAMHSA - Treatment Improvement Protocol 49, AHCCCS Practice Protocol - Buprenorphine Guidance, the American Psychiatric Association Practice Guideline - Treatment of Patients with Substance Use Disorders, the Drug Enforcement Administration (DEA) and any applicable accreditation requirements.
IV Drug and Opioid Treatment Providers must also ensure Members have access to any medically necessary lab or physical health screening as referenced in the SAMHSA Treatment Improvement Protocol 49.
All Opioid Treatment Providers must have in place written policies and procedures describing their agency’s Diversion Control Program.
All OTPs must have information on the Dangers of Street Drugs posted in their clinic lobbies.
Treatment must promote recovery, minimizing the impact of substances on the Member's life and assisting the Member in reaching the maximum level of functioning in life appropriate for the Member.
Assessment and treatment for adolescents that act out sexually must be supervised by qualified clinicians using acceptable treatment modalities based on Evidenced Based Practices for the treatment of adolescents who act out sexually and in accordance with State and Federal laws. Treatment teams must include Licensed Clinicians, Health Care Coordinators, and in-home family support staff. Providers of services to adolescents who act out sexually must verify Treatment and Discharge Planning is developed through Child and Family Team Practice.
Providers of services to adolescents who act out sexually must develop an effective Safety Plan that safeguards the Member and community from re-offending. Providers of services to adolescents who act out sexually must place the adolescent in a treatment program with adolescents of similar age and developmental maturity level, when group treatment is prescribed by the treatment provider.
Providers of services to adolescents who act out sexually must comply with the professional Code of Ethics of the Association for the Treatment of Sexual Abusers. Reference: www.atsa.com.
Providers of services to adults who act out sexually must provide treatment services geared toward preventing further offenses and safeguarding the community from harm. Services must include assessments related to inappropriate sexual behavior, treatment planning, family support services, address family reunification and visitation, collaborate with probation/parole or other supervision or multidisciplinary professionals, engage community supports, include transition services and continuity of care.
Treatment must be supervised by qualified clinicians using acceptable treatment modalities based on Evidenced Based Practices for the treatment of adults who act out sexually and in accordance with State and Federal laws. Providers of services to adults who act out sexually must verify treatment teams include Licensed Clinicians, Health Care Coordinators, and in home family support staff. Treatment and Discharge Planning must be provided through Integrated Team Meetings.
Providers of services to adults who act out sexually must develop an effective Safety Plan that addresses risk management and safeguards the Member and community from re-offenses. Providers of services to adults who act out sexually must place the adult in a treatment program with adults of similar age and developmental maturity level, when group treatment is prescribed by the treatment provider.
To provide crisis intervention services to a person for the purpose of stabilizing or preventing a sudden, unanticipated, or potentially dangerous behavioral health condition, episode, or behavior. These intensive and time limited services are designed to prevent, reduce, or eliminate a crisis situation and are provided 24 hours a day, 7 days a week, 365 days a year.
All individuals entering the facility (based on Arizona Division of Licensing approval to accept members) shall have a basic health, risk and acuity screening completed by a qualified behavioral health staff member as defined by ACC R9-10-114. Triage assessments shall be completed within fifteen (15) minutes of an individual’s entrance into the facility. Any individual demonstrating an elevated health risk shall be seen by appropriate staff to meet the member’s needs.
Comprehensive screenings and assessments shall be completed on all individuals presenting at the facility to determine the individual’s behavioral health needs and immediate medical needs. Assessments are required to be completed by a qualified behavioral health professional as defined by ARS Title 32 and ACC R9-10-101. Screening and assessment services may result in a referral to community services, enrollment in The Health Plan system of care, admittance to crisis stabilization services, or admittance to inpatient services. At minimum, a psychiatric and psychosocial evaluation, diagnosis and treatment for the immediate behavioral crisis shall be provided. Breathalyzer analysis of Blood Alcohol Level and/or specimen collections for suspected drug use may be provided as clinically appropriate.
Crisis intervention services (stabilization) is an immediate and unscheduled behavioral health service provided in response to an individual’s behavioral health issue, to prevent imminent harm, to stabilize, or resolve an acute behavioral health issue. Crisis stabilization services are able to be provided for a maximum of 23 hours and designed to restore an individual’s level of functioning so that the individual might be returned to the community with coordinated follow up services. Services provided include assessment, counseling, intake and enrollment, medical services, nursing services, medication and medication monitoring, and the development of a treatment plan. Discharge planning and coordination of care shall begin immediately upon admission and shall be developed through coordination with the Behavioral Health Home, and the Adult Recovery Team (ART) or Child and Family Team (CFT) as appropriate.
If licensed to provide court ordered evaluation and treatment, the provider shall verify that services and examinations necessary to fulfill the requirements of ARS §36-524 through ARS §36-528 for emergency applications for admission for involuntary evaluation are provided in the least restrictive setting available and possible with the opportunity for the individual to participate in evaluation and treatment on a voluntary basis. Prior to seeking an individual’s admission to a Behavioral Health Inpatient facility for Court Ordered Evaluation (COE) Provider shall make all reasonable attempts to engage the individual in voluntary treatment and discontinue the use of the involuntary evaluation process.
Provider shall verify that staff members are available to provide testimony at Title 36 hearings upon the request of County courts.
Provider shall submit all documents, reports and data in accordance with the Deliverable Schedule in Section 16 – Deliverable Requirements. All deliverables shall be submitted in the format prescribed by The Health Plan and within the time frames specified. Provider is required to submit any additional documents and/or ad hoc reports as requested by The Health Plan.
Provider shall have a capacity of 34 (chairs) for adults, 18 years or older, and eight (8) chairs for children, to provide accommodations for overnight stay as mandated by ADHS Division of Licensing Services in accordance with AAC Title 9, Chapter 10. Provider shall have capacity to provide facility-based 23-hour crisis observation/stabilization services for at least 34 adults and at least eight (8) children at any one time.
Provider shall have a capacity of 12 (chairs) for adults, 18 years or older, to provide accommodations for overnight stay as mandated by ADHS Division of Licensing Services in accordance with AAC Title 9, Chapter 10. Provider shall have capacity to provide facility-based. 23-hour crisis observation/stabilization services for at least 12 adults at any one time.
Provider shall have a capacity of 14 (chairs) and one patient bedroom for adults, 18 years or older, to provide accommodations for overnight stay as mandated by ADHS Division of Licensing Services in accordance with AAC Title 9, Chapter 10. Provider shall have capacity to provide facility-based. 23-hour crisis observation/stabilization services for at least 15 adults at any one time.
Provider shall have a capacity of 24 (chairs) and two patient bedrooms for adults, 18 years or older, to provide accommodations for overnight stay as mandated by ADHS Division of Licensing Services in accordance with AAC Title 9, Chapter 10. Provider shall have capacity to provide facility-based. 23-hour crisis observation/stabilization services for at least 26 adults at any one time.
Provider shall have a capacity of 16 sub acute beds with the ability to covert for 23 hours chairs and law enforcement drop offs for adults,18 years or older, to provide accommodations for overnight stay as mandated by ADHS Division of Licensing Services in accordance with AAC Title 9, Chapter 10.
Providers delivering ACT Team services are required to establish ACT teams that comply with the requirements outlined in the SAMHSA Assertive Community Treatment (ACT) Evidence-Based Practices Kit, https://store.samhsa.gov/product/Assertive-Community-Treatment-ACT-Evidence-Based-Practices-EBP-KIT/SMA08-4345, in communities approved by the Health Plan.
Providers delivering ACT Team services shall participate in SAMSHA EBP fidelity audits coordinated with the Health Plan on an annual basis at minimum.
Provider shall submit all documents, reports and data in accordance with the Deliverable Schedule as indicated in Section 16 – Deliverable Requirements. All deliverables shall be submitted in the format prescribed by the Health Plan and within the time frames specified. Provider is required to submit any additional documents and/or ad hoc reports as requested by the Health Plan.
ACT Team providers must participate in all trainings and meetings required or requested by AHCCCS and/or The Health Plan n. ACT Team providers must coordinate for continuity of care between provider, member’s Behavioral Health Home, stakeholders (Adult Protective Services, Probation Officer, Department of Corrections, and other agencies), and other Specialty Providers (both physical and behavioral health) involved with the member.
Engagement Specialists are required to adhere to the parameters outlined in the Engagement Specialist Guide and Engagement Specialist Program Objectives Handbook.
Veteran Navigator through the Arizona Coalition for Military Families.
Engagement Specialist Log must be completed by each provider – see Section 16 - Deliverables.


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This page shows you how to download sma3w.dll and repair sma3w.dll file errors. The cause and common error messages are also discussed. If Microsoft Windows or application is unable to run due to “Cannot find the file sma3w.dll” or “sma3w.dll is corrupt” or sma3w.dll may be missing/corrupt or you may have registry error. These errors will severely effect the normal operation of your computer. Common error messages are “sma3w.dll Not Found” or “sma3w.dll is missing”. Fixing these errors should be a high priority.
How to fix sma3w.dll cannot be found or other errors?
sma3w.dll was not found or simular errors usually means there sma3w.dll on your computer or it is corrupted. There are many reasons why sma3w.dll is having this issue but the best solution is normally installing the missing file. This is fairly easy to do as you can see below.
Check Your Windows Registry for sma3w.dll errors.
How to install or uninstall sma3w.dll file?
If this does not work backup the old sma3w.dll and copy over the newly download DLL to the correct location.

industry_corpus2: Computing & Telecommunications


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Ole Christian Veiby finished Rally Sweden with a stunning Power Stage. The 19-year-old made quite a performance and was second fastest in the WRC 2.
Ahead of the last stage, the youngster planned on making an effort to steal sixth place from Emil Bergqvist. The Swede were 7.6 seconds ahead of him going into the final stage, something that on the paper might have been too much to catch. But Ole and co-driver Stig Rune Skjærmoen wanted to try. After driving controlled and not taking any risks all weekend, they decided to give it their all on the last stage. And they set an impressive time, 9.5 seconds quicker than Bergkvist and secured sixth place in the WRC 2 with a 0.9 seconds’ margin – in Ole’s debut with a four-wheel-drive car.
“My goal was to make it to sixth place and we made it with a margin of less than a second. A fantastic way to finish the event” says a pleased Ole.
Before the rally, the young Norwegian had no greater ambitions than to get experience from Rally Sweden with a four-wheel-drive car. That is why he stayed away from risks and drove safely in the difficult conditions.
“Our plan was to use Rally Finnskog as a warm-up for Rally Sweden. But we got a puncture and had to retire already on the first stage. Therefore we had to use Friday’s stages to get to know the car. But we never found a setup that we were pleased with, but on Saturday things went better and better” he says.
Throughout the whole event, they had a good progression and before the final stage, they were very keen on showing how fast they can be. And when they got an ‘ok’ from the team, they went all in and made a big push. Only Finnish Esapekka Lappi, who is teammates with Ole in EVEN Management, was faster in the WRC 2 category. Only 2.9 seconds separated them on the almost 16 km long stage.
“Lappi told me that he gave everything to secure third place, which he did. So I’m very happy to not be beaten with more than 2.9 seconds by a driver like him” says Ole, who had strong names like Pontus Tidemand, Elfyn Evans, Anders Grøndal and Eyvind Brynildsen behind him on the stage.
“It feels great to get a confirmation that we have such great pace” he says and adds that this experience has made him want to get back in a four-wheel-drive car as soon as possible.

industry_corpus2: Sports


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GOSSAMER WINGS Thin veins form different patterns on each dragonfly’s wings. Scientists have explained mathematically how these sections may form.
The dainty veins gracing the wings of dragonflies and other insects are like fingerprints: Each wing displays a distinct pattern. A randomized mathematical process may help explain how certain thin filaments, called secondary veins, form these complex patterns, a new study finds.
Insect wings consist of two types of veins, both of which provide structural support (SN: 6/24/17, p. 5). Primary veins, which tend to be long and relatively straight, are found in the same locations on the wings of each member of a species. But the smaller, secondary veins appear in slightly different places on every wing. Together, these two types of veins section off the wing into a multitude of tiny pieces, like bits of a stained-glass window. Scientists characterized 468 wings from 232 species by calculating the area of each tiny section, and quantifying whether it was circular or elongated.
In a mathematical simulation, scientists recreated the shapes of dragonfly wings sections formed by primary veins (black lines) and secondary veins (red). The shapes of sections in a simulated wing (right) mostly matched a real one (left). A particular series of steps re-created the wings’ patterns, scientists report September 17 in Proceedings of the National Academy of Sciences. The team started by simulating a scaled-down wing, to mimic processes happening while the insect is developing. First, the placement of primary veins divided the wing into large regions. Then, the researchers randomly selected evenly spaced locations, termed “inhibitory centers,” within each wing region. In a real insect, these inhibitory centers might correspond to places where a chemical cue prevents the formation of veins. Researchers then selected locations for secondary veins via a mathematical mechanism called a Voronoi tessellation. It sections off a region around each selected inhibitory center such that every spot inside a section is closer to its inhibitory center than to any other. Finally, the wing grows, stretching the sections and making some regions more elongated.

industry_corpus2: Technology & Research


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An example of a guided noticing activity is for the teacher to give out extracts from texts (e.g. magazine or newspaper articles) and to ask students to see how many examples they can find of a particular form or grammatical pattern. These are then examined more closely to observe the functions they perform at both the sentence and text level.
An example of taking a noticing activity outside the classroom is when students act as ‘language detectives’: they can be asked to observe and notice target forms in use in the ‘real world’, such as by watching interviews and other speech events on the internet or on television and documenting the use of particular grammatical features they have been asked to focus on. This can serve to reinforce vocabulary or particular forms, but it can also be used to help more advanced students become aware of how grammar works together at a textual level instead of focusing only on vocabulary or on sentence-level structures. Students can use a notebook or mobile device for recording examples and can bring these to class for further discussion or clarification.

industry_corpus2: Subject Education


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Scratchers Delight Club Cuts Vol 1 Mixtape!!!
Thread: Scratchers Delight Club Cuts Vol 1 Mixtape!!!
Heres our first Mixtape that we did, see what you think.... Hope you all enjoy!!!
rodney p, riddim killer, sd remix!!
Great hi to all the people!music sounds so gentle,so nice!it is the greatest product of the human soul!

industry_corpus2: Film & Entertainment


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Home › - Nation › Are MOH hospitals fire hazards?
Are MOH hospitals fire hazards?
A fourth fire in an MOH hospital in less than 2 years, again attributed to an electrical fault. The latest being a fire which broke out in Hospital KL, Malaysia’ largest public hospital, which started in the forensic department.
The fire, which was believed to have started as a result of a short circuit or electrical fault, was put out, and thankfully there were no casualties though patients had to be evacuated.
It was only less than two years ago that a fire broke out in Hospital Sultanah Aminah, JB which tragically killed 6 patients who were in ICU. The fire was believed to have been started by a short circuit.
“We will need to check all the wiring system at the hospital, taking into consideration the age and the condition of the hospital.
“If there’s a need to change it, we will do so. The safety of the patients is our priority and we take this seriously,” he said, adding that all patients were pushed out from the ward within 45 minutes.
Asked about a recommendation by the Fire and Rescue Department to change the wiring system in 2013, Dr Mah advised to wait for the outcome of the investigation.
In Taiping, State Health Department director Datuk Dr Juita Ghazalie said the fire happened due to a short circuit and based on initial investigations, she was told that the wiring was 35 years old.
Asked why no action was taken in 2013 after the Fire and Rescue Department recommended a change in the wiring system, Dr Juita said she was not the director then.
The trend is worrying and we wonder if the MOH should be looking into the fire safety aspects of it’s hospitals, especially also when in comes to maintenance of old electrical wiring and circuitry. We’d hate to see a 5th fire break out in yet another hospital.

industry_corpus2: Health & Medicine


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Foundation air disc brakes bring Class 8 semi-trailers to a stop by converting kinetic energy into thermal energy. Recently, side skirts have been added to the underside of semi-trailers to improve fuel economy. The reduction in airflow under the trailer they create has potential to increase brake temperatures by reducing convection heat transfer. This will require an increase in conduction and radiation heat transfer to the surrounding wheel-end parts. Additional heat transfer to the surrounding parts could increase the temperatures in the hub and bearing to damaging levels.
CFD analyses were developed to model the airflow under the semi-trailer with and without side skirts to calculate the average heat transfer coefficients for the wheel-end components. Transient FEA’s were created to model the temperature distribution versus time in a disc brake wheel-end for constant drag braking scenarios. The CFD simulation was manually coupled with the FEA. Heat transfer coefficients from CFD were passed to FEA and temperature from FEA was transferred to the CFD in an iterative process.
The results have demonstrated that the methodology is capable of predicting wheel-end temperatures, dependent on convection heat transfer from the airflow around the brake. The wheels around the wheel-end assembly have the largest impact on convection heat transfer from the wheel-end. Trailer side skirts also reduce convection heat transfer, but to a lesser extent than the wheels. They have the largest impact at higher vehicle speed. The hub and bearings did not reach sufficient temperatures to cause damage during the drag braking event; however, it was determined that hub and rotor geometry can dramatically change the temperatures reached at the bearings.
Fisher, Justin P., "A FEA/CFD Study of Heat Transfer to Semi-Trailer Disc Brake Wheel-End Components during a Braking Event" (2019). Masters Theses. 922.

industry_corpus2: Automobiles


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Originally published on Cloud Four’s web site on June 7, 2011.
Lyza and I entitled the second chapter of our forthcoming book “Mobile First Responsive Web Design (RWD)”. Because this is a Head First book, we can’t simply explain the theory of Mobile First RWD. We have to teach our readers how to do it.
For those unfamiliar with the phrase, Mobile First RWD takes the concepts that Ethan Marcotte taught in his A List Apart article on Responsive Web Design and flips the process around to address some of the concerns I raised about media queries.
Instead of starting with a desktop site, you start with the mobile site and then progressively enhance to devices with larger screens. As a bonus, you benefit from the advantages of Mobile First design that Luke Wroblewski espouses.
This list was just a starting point for exploration. I wanted to review how other developers are approaching Mobile First RWD in an attempt to find techniques that I might not be aware of and to see how they are thinking about these problems.
So I set out in early April to find examples of Mobile First RWD by reviewing every site listed in the Mediaqueri.es gallery which at the time was just over a hundred sites.
How do you know if something was designed mobile first?
Mobile first design is primarily about the starting point. After a site is complete, how can I tell whether or not the developer started from the mobile and built up to desktop or started from the desktop and whittled down to mobile?
I didn’t want to have to tear apart over a hundred sites in the Mediaqueri.es gallery to find the handful of mobile first sites. I needed some way to narrow the number of sites I cared about to some sort of manageable number.
The total size of the markup and assets for mobile web will be significantly smaller than that delivered to desktop web.
The total number of http requests for mobile web will be smaller than those delivered to desktop web.
So I set up Charles proxy and loaded every site on mediaqueri.es and a few others that I knew of in both Mobile and Desktop Safari. I recorded the total size, number of http requests (as resources) and the time to download for each.
My theory was that the sites that showed the biggest jump in size when going from mobile to desktop would be the ones most likely to be using mobile first techniques.
Out of the 106 sites I reviewed, 64 of them had mobile sites that were less than ten percent smaller than the desktop version. Twenty-six of the sites had mobile web sites that were larger than the desktop equivalent.
While the numbers were disappointing, I wasn’t terribly surprised. I sorted the results by the percentage difference in size in order to find the sites that were most likely to have been design as Mobile First RWD.
I just dug into the 22 sites that have the greatest percentage difference between their mobile sites and their desktop site. I made notes on what I found in the a spreadsheet which I’ve shared on Google Docs.
Yiibu.com—Bryan and Stephanie’s site continues to be the gold standard.
Elections.ChicagoTribune.com—Uses the Less framework. Mobile site is about half the size of the desktop version, but still downloads assets that aren’t needed in the mobile view.
Calebogden.com—I need to dig into this site more. I think the difference may be a weird issue with gzip on the desktop site.
Needless to say, I was hoping to have more than five sites to review.
Why are Some Mobile Sites Bigger than their Desktop Counterparts?
Font usage—Some of the sites were using an old version of Typekit that downloaded SVG fonts on iPhone. These font files made the mobile version much bigger than desktop.
Retina images—Sites that were using retina images. In one case, I’m not 100% certain they are retina images because they are routed through tiny src so I can only tell that file size is much bigger for the images on mobile than desktop, but not why. In the other case, both the mobile images and the retina mobile images are getting downloaded for a double hit.
HTML5 Audio—HTML5 audio is embedded on the page. The browser is downloading the full mp3 file regardless of whether or not the user presses play. This balloons huffduffer.com from 122k on desktop to 2.9MB in Mobile Safari.
HTML5 Video—Mobile Safari starts downloading a portion of the video in order to validate the video will work and to grab a scene from the video to use in the player. Desktop Safari wasn’t doing this.
The lesson here is that if you want to really know what is getting downloaded, you need to test using something like Blaze.io’s mobile test or better yet, use a proxy like I did.
Why so Few Mobile First Responsive Web Designs?
Mobile First RWD may require a redesign—If you’re moving an existing site to RWD—especially if the existing site has fluid grids—you can with minimal work make it responsive. If you decide to do Mobile First RWD, you’re likely going to have to redesign the site or at minimum refactor your markup.
Few frameworks support mobile first approach—Only recently have frameworks that take a mobile first approach like 320 and Up and the HTML5 Mobile Boilerplate been released.
We’re still waiting for equivalent of the ESPN and Wired redesigns—The ESPN and Wired redesigns kickstarted the web standards movement. We all have high hopes that the work Ethan and The Filament Group are doing for the upcoming Boston Globe design will be a shining example for mobile first RWD.
The technique is still young—For as much as has been written about RWD, it is hard to remember that the ALA article was only written a year ago. People only started working on mobile first RWD last summer. There is still a lot of work to be done before the techniques are well known.
For us, the results of our research meant that we postponed the chapter on Mobile First RWD until later. Our hope is that by the time we return to the chapter, that there will be more examples to learn from.
What Sites Did I Miss?
Since I did my analysis in April, another 30 sites have been added to the Mediaqueri.es Gallery. Eventually I’ll take a closer look at them as well.
In the meantime, do you know of a site that qualifies as a Mobile First Responsive Web Design? Did you help develop it? Does it tackle some of the tough problems like img tag src and progressively enhancing based on screen size?
If so, I’d love to know about it. Sooner or later we’re going to have to get back to writing that chapter on Mobile First Responsive Web Design, and we could use as many examples to draw from as possible.
Published here on September 11, 2012.
Designs and Deliverables are Haikus, Not Epic Poems. by Chris Farnum Chris Farnum talks about design deliverables and their role in an incremental approach to your design.
Devising a Strategy for Responsive Design by Jared M. Spool Jared M. Spool discusses some practices for adaptive design.


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AMP Plugin powered WordPress – well that’s annoying isn’t it for your Accelerated Mobile Pages.
After getting AMP working on your site those helpful folks over at Automatic decide to create a link back to WordPress.
That’s it – you are done.


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"Playing power the talents of the future"
IMAGINARIUM is a value-added, multichannel retail company with a vertically integrated business model, and its own design and brand, specializing in selling children’s games and products. Imaginarium is one of the greatest success stories in the Spanish specialized retail sector.
Imaginarium was founded in Zaragoza (Spain) in October 1992, with the clear objective of contributing to children’s human development with creativity and joy.
The two-door entrance to Imaginarium stores, one for adults and a smaller one for children, is a symbol of Imaginarium’s brand identity for the millions of people who are aware of its international prestige.
All the elements comprising the Imaginarium concept reinforce its brand image: (i) a solid cultural base, (ii) a range of products with universal and long-lasting pedagogic values, (iii) maximum-quality products that meet the established safety requirements, (iv) an original and differentiating design, (v) excellent customer-service levels, and (vi) a customized approach to informing and advising that is tailor-made for parents.
Imaginarium designs its own products (70% of products are intellectual and industrial property of Imaginarium), and sells them under its own brand name (95% of products) and with its own packaging. Imaginarium prepares and sells two product collections per year. Each collection includes approximately 2,000 references, of which approximately 400 are new. These product collections enable the children to develop their educational and relational needs by playing games. The children are not just passive watchers; they play a leading role.
Imaginarium operates a broad network of stores (384) in 28 countries, with 48% located in Spain and 52% abroad.
10/01/2011 14:29 IMAGINARIUM, S.A. Relevant Fact HECHO RELEVANTE: Participaciones significativas IMAGINARIUM, S.A.
14/07/2010 17:34 IMAGINARIUM, S.A. Relevant Fact HECHO RELEVANTE : Información sobre los resultados del primer trimestre 2010 de IMAGINARIUM, S.A.
30/06/2010 16:39 IMAGINARIUM, S.A. Relevant Fact HECHO RELEVANTE Accionistas con participacion igual o superior al 10% en IMAGINARIUM, S.A.
04/12/2009 18:10 IMAGINARIUM, S.A. Relevant Fact HECHO RELEVANTE: Comunicación de Pactos Parasociales IMAGINARIUM, S.A.
04/12/2009 18:09 IMAGINARIUM, S.A. Relevant Fact HECHO RELEVANTE: Comunicación de Participaciones Significativas IMAGINARIUM, S.A.

industry_corpus2: Others


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London based Rich Clancy is another homegrown talent to join the Anjunadeep ranks this year. Making a name for himself over the past year with excellent releases on lauded labels like Dirt Crew and Kitsuné, along with sets at Glastonbury, Space Ibiza and Secret Garden Party, we’re excited to welcome Clancy’s fresh sound to the label.
Deep, brooding, and capable of doing some real dancefloor damage, “I Wanna Know” blends nostalgic progressive house elements with a contemporary bass-driven approach, complete with compelling vocals from Eli & Fur.
B-side “Revolutions” is again built around a beefy bass groove, accompanied by mystical melodies and stripped back percussion, allowing the low-end progression to build through to the finale.


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We provide facilitation, process design, consultation and mediation for stakeholders seeking collaborative outcomes.
When conflicting parties finally come to the table, very helpful conversations can occur.
"Explanations exist; they have existed for all time; there is always a well-known solution to every human problem — neat, plausible, and wrong."
Collaboration is a process for doing adaptive work, not a debate or power struggle.
"Collaboration is a mutually beneficial and well-defined relationship entered into by individuals and organizations to achieve results they are more likely to achieve together than alone."
The greatest obstacle to discovery is not ignorance - it is the illusion of knowledge.
"[M]any collaborative initiatives start when other processes have broken down."
"Merging ideas, approaches and technologies from widely diverse field of knowledge ..is one crucial strategy for solving complex problems."
Collective impact occurs when a group of actors from different sectors commit to a common agenda for solving a complex social or environmental problem.
My goal as facilitator is not to facilitate meetings and take notes - rather, it is to facilitate decision making (which may occur in or after meetings).
"The relationship of science to environmental decision making is complex and a matter of considerable controversy in public policy."
"A boat doesn't go forward if each one is rowing their own way."
Even with high levels of conflict, positive results often emerge from a healthy conversation.
"Large scale social change requires broad cross-sector coordination, yet the social sector remains focused on the isolated interventions of individual organizations."
There is an immense difference between a healthy conversation and multiple intersecting monologues.
"When people are determined, they can overcome anything."
"If you want to go fast, go alone. If you want to go far, go with others."
Many of the challenges we face as a global community are founded in the illusion held by some that they exist independent of, and isolated from, the rest of humanity.
If conflicting parties can begin healthy conversations, the right path for them often becomes clear.
Collaboration needs vision. "Vision without action is a daydream; action without vision is a nightmare."
"As with many things, motivation is everything."
Collaboration requires more than a decision to do so; successful collaboration requires competence.
"Gettin' good players is easy. Gettin' 'em to play together is the hard part."
Collaboratives Processes provides training, facilitation, and mediation to stakeholders or organizations seeking to bring about change.
Every statement should be taken by a scientist as a provisional hypothesis that has to be tested.
Collaborating with others means that one must accept, from time to time, the mistakes or missteps of others. That is "Collaborative patience."
When collaborative processes are approached with a positive attitude, progress automatically follows.
To really help groups make decisions, one must go beyond "event facilitation" to a deeper role of assessing the decision architecture the group faces.
Many multi-stakeholder processes seek consensus decision making. It can be wholly appropriate in some contexts, and difficult and unnecessary in other contexts.
Organizations are living systems in which conflict can arise due to scarce resources, structure, roles, communications and personality.
Conducting conflict assessments; Help turn from conflict avoidance to finding the value inherent in productive conflict; Addressing inter or intra organizational conflict; Mediating internal conflict; Assist in development of conflict management systems and Assessing the health/function of networks or associations.
Developing strategic frameworks; Designing programs and action plans; Planning and implementing monitoring and evaluation processes; Assisting new organizations consider the structure for their efforts; Independent assessments or investigations of organizations or multistakeholder groups; Forming informal networks; and Training and capacity development.
A Facilitator can do much more than drafting agenda, working with flip charts/pens and drafting meeting summary notes. We work to meet your specific facilitation needs – no cookie cutter approaches. Experience in environmental, water, construction, construction, commercial and organizational matters.
When conflict escalates or when legal processes are likely/ongoing, mediation is sometimes appropriate. Our experience includes mediation in the topics of environment, environmental, natural resources, business, as well as litigation/court related mediations.
Situation or conflict assessments help stakeholders determine whether there is a process that would help them address their share problem or challenge.
Learn to make collaboration a real and meaningful component of their activities.
Work effectively together toward common objectives.
Where needed, use dialogue to transform conflict from destructive to productive.
Collaboratively develop a strategic framework for action.
Move collaboration from a concept or “vision statement” into action.
Realize and accept the reality and benefits of inter-connectedness (avoiding the illusion of fragmentation and disconnection).
Search broadly for options, avoiding the narrow field of view that law often brings to conflict.
Use collaboration to create institutional strategies, and make important decisions.


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This series consists of the various records produced by the Department of Physical Education that are not of sufficient quantity to constitute a separate series.
School of Education, "W423.3-003C-01 - School of Education: Department of Physical Education: Various Records" (2016). University Archives Finding Aids. 380.


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We present near-infrared (NIR; J and K_s) survey of the Great Observatories Origins Deep Survey-North (GOODS-N) field. The publicly available imaging data were obtained using the MOIRCS instrument on the 8.2 m Subaru and the WIRCam instrument on the 3.6 m Canada-France-Hawaii Telescope (CFHT). These observations fulfill a serious wavelength gap in the GOODS-N data, i.e., lack of deep NIR observations. We combine the Subaru/MOIRCS and CFHT/WIRCam archival data to generate deep J- and K_s-band images, covering the full GOODS-N field (~169 arcmin^2) to an AB magnitude limit of ~25 mag (3σ). We applied z_850-band dropout color selection criteria, using the NIR data generated here. We have identified two possible Lyman break galaxy (LBG) candidates at z ≳ 6.5 with J ≲ 24.5. The first candidate is a likely LBG at z ≃ 6.5 based on a weak spectral feature tentatively identified as Lyα line in the deep Keck/DEIMOS spectrum, while the second candidate is a possible LBG at z ≃ 7 based on its photometric redshift. These z 850-dropout objects, if confirmed, are among the brightest such candidates found so far. At z ≳ 6.5, their star formation rate is estimated as 100-200 M_☉ yr^(–1). If they continue to form stars at this rate, they assemble a stellar mass of ~5 × 10^(10) M_☉ after about 400 million years, becoming the progenitors of massive galaxies observed at z ≃ 5. We study the implication of the z 850-band dropout candidates discovered here, in constraining the bright end of the luminosity function and understanding the nature of high-redshift galaxies.
© 2012 American Astronomical Society. Received 2011 November 7; accepted 2012 July 23; published 2012 September 4. Based in part on data collected at Subaru Telescope, which is operated by the National Astronomical Observatory of Japan. Based on observations obtained with WIRCam, a joint project of CFHT, Taiwan, Korea, Canada, France, at the Canada–France–Hawaii Telescope (CFHT), which is operated by the National Research Council (NRC) of Canada, the Institute National des Sciences de l’Univers of the Centre National de la Recherche Scientifique of France, and the University of Hawaii. We thank the referee for helpful comments and suggestions that significantly improved this paper. We acknowledge valuable comments and suggestions from Mark Dickinson. We are grateful to Kyle Penner and Shoubaneh Hemmati for their help in reducing the Keck spectroscopy data. N.P.H. acknowledges support provided by NASA through grants HST-GO-11702.02-A and HST-GO-11359.08-A from the Space Telescope Science Institute, which is operated by AURA, Inc., under NASA contract NAS 5-26555.

industry_corpus2: Aerospace


text: This feeder attracts many species. The solid cedar construction holds up to 3 lbs. of seed and features 2 suet baskets.

industry_corpus2: Agriculture & Fisheries


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Subacute sclerosing panencephalitis should be eliminated by measles vaccination.
Hum Vaccin Immunother. 2017 Sep 2;13(9):2038-2040. doi: 10.1080/21645515.2017.1358582.
Liu WL1 He ZX1 Li F2 He D3 Ai R1.
a Department of Pediatrics Affiliated Hospital of Guizhou Medical University Guiyang China.
b Department of Ophthalmology Affiliated Hospital of Guizhou Medical University Guiyang China.
c Department of Neurology Affiliated Hospital of Guizhou Medical University Guiyang China.
1 patient with SSPE at 4 y. He had had measles and measles encephalitis at 7.5 months. In China the first and the second measles immunizations are recommended at 8 months and at 18-24 months respectively. We recommend above immunizations should be given separately at 6 months and at 12-15 months.


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A deed to real property from a defaulting borrower that is handed over to the lender in order to avoid the necessity of having the lender go through the formal foreclosure proceedings. This can keep negative credit information off the borrower's credit report.
Failure to make a mortgage payment on time.
The decrease of the value of a property based on market fluctuations.
A "point" is one percent of the loan amount. A seller or borrower must pay a certain amount of these to their lender in order to get a loan at a specified lower interest rate. Specific to government loans such as FHA and VA.
An initial payment of the total selling price.
An acceleration clause granting the lender the right to demand full payment of the loan when the property is sold.

industry_corpus2: Real Estate & Construction


text: 13 Fishing Sneak Superior Soft Plastics are 10 times tougher and last longer than the competition. Designed for ice fishing, these baits are infused with 13 Fishing’s “Donkey Sauce” to stimulate feeding and aggression in predatory game fish. Their appendages transfer vibrations and create life-like movement that triggers more strikes.


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My brother in Christ Seth Capps and I went to the fireworks show in Longview on the 4th of July. We spent time worshiping Christ by handing out hundreds of gospel tracts to the crowd, talking with many people about Jesus Christ, and we both spoke the words of this life in open-air. We each shared the word of God in open-air and preached the gospel; I recorded Seth's open-air on my phone. I hope you will be blessed by it, I for one was. There is nothing like worshiping Christ in telling the world about Him.
"Repent and Believe in the gospel"


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We are a resale marketplace, not the Amon G Carter Stadium box office or venue. Ticket prices may exceed face value. This site is not owned by, operated by, or affiliated with Amon G Carter Stadium.
Lisa Littlejohn — Aug 24 2015 — AZ — UNITED STATES"It was a user friendly site. I just get uncomfortable buying from a site that I have no history with."
Find tickets to Amon G Carter Stadium for events happening all year long. We have the best selection of tickets for Amon G Carter Stadium Great Tickets. If you do not see the date or show you are looking for give us a call at 1-800-701-6551 and we would be glad to assist you with buying tickets to Amon G Carter Stadium or other events in the TX area. We have tickets to most venues nationwide, as well as in Canada and Europe.
Why Buy Amon G Carter Stadium Tickets from GreatTickets.com?
Every Amon G Carter Stadium ticket is individually verified, and guaranteed as authentic. In the highly unlikely event that tickets purchased are invalid, you will receive a full refund. This guarantee includes tickets to any event that has been cancelled. Tickets to rescheduled events remain valid.


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Join Now & GET LUCKY to win some prizes!
2019 Lunar New Year is the Year of the Pig, with elements of the Earth promising good luck and blessings.
Visit your nearest I Can Read Centre.


text: Go and Show. Buyer is responsible for all inspections and room dimensions are approximate. Buyer must measure all dimensions. Property sold AS-IS. Seller and listing agent have no knowledge of this property. Seller will not accept any offers for the first 5 days on the market. Seller will not accept any investor offers for the first 21 days on the market.


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N1. Model with 1MOhm voltage input impedance.
N2. N1 features is included.
a) IRIG-B port is included on CPU Card.
b) Fixed stability of optional RS485 communication port.
c) Improved filter of current inputs.
For this time has same functionality like N2, but prepared for additional functionality in the future.


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Please Note: We are having trouble with StrongHands withdrawals currently. We are leaving withdrawals active but seeing a large failure rate, we are monitoring and will resend failed transactions daily. Please do not start support tickets for withdrawal failures for StrongHands. The developer has been notified and we hope to have a solution as soon as possible.
Error: This currency is currently halted or in maintenance mode. Please try again later.
「No, we will not be supporting the fork.
We advise that you withdraw your funds to your personal wallet to be credited 1:1.

industry_corpus2: Finance & Economics


text: This is a List of UK Bricklayers 2430 Contacts in Database. We now include the Emails of as many businesses as we can find. Our Databases are available for anyone to purchase for telemarketing, research, postal marketing or emails. But please ensure you adhere to the current laws on telemarketing, the Spam Act and advertising . This is your responsibility. Please see the table below for the email and county counts for this database. List Updated December 2017.