RHS Roses: An Inspirational Guide to Choosing and Growing the Best Roses

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Na, turbūt, ir pačios kaltės čia nemaža - buvo naivu tikėtis, kad šiandieninis autorius, su savo tuo dabar ir tada bei visažiniu pasakotoju pralenks išties prieš šimtmetį parašytą knygą. Kad dabarties autoriui pavyks užsimiršti ir parašyti tą tada be tokio akivaizdaus jausmo, kad rašoma dabar (nors Fowles tai puikiai pavyko, nenoriu absoliutinti visų kūrėjų). Nepaisydama to, Merė visa savo širdimi jautė, jog tai pats geriausias jos priimtas sprendimas. Dieve.. Kaip ji klydo! B. IP ownership should be considered on a case-by-case basis to maximise long-term value and social/economic/financial benefits. However, the right to use IP is often more important than ownership, and a party can have a licence to use IP even if they do not own it. Box 4.B outlined in this chapter provides a simple model, which may help you in factoring in who will have rights/ownership to the IP generated. The plot is well paced and allows the reader to get to know the characters without slowing down the narrative. There were plenty of twists and turns and the story felt intense and exciting.

There is a huge number of organisations that collect data to support their activities across government. Wherever there is systematic data collection, a potentially valuable knowledge asset may be generated. But not all the branching diversions of this book are so successful. A chapter on coal, which ends by arguing that Orwell’s planting of a garden half a century before climate change entered the public consciousness could be interpreted as the nurturing of “a few more carbon-sequestering, oxygen-producing organisms”, feels at best tortuously grafted on to the rest. I could have happily taken the secateurs to Solnit’s musings on the coincidence between being served Jaffa Cakes on her British Air [sic] flight to Britain and then reading an article about Palestinian children visiting the beach at Jaffa – an anecdote that tells the reader nothing of any significance about either. This chapter gives guidance around the development of knowledge asset management strategies, including: When public bodies have assets which are not fully used but are to be retained, it is good practice to consider exploiting the spare capacity to generate a commercial return in the public interest. This is essentially part of good asset management.” Exploitation for the asset’s original purpose – does the strategy help you determine the most effective exploitation route for your asset? This can be social, economic, financial or a combination of these.

The UK’s public sector continues to be a remarkable source of innovation, with recent innovations from the Royal Mint’s journey to manufacturing medical visors during the pandemic to the National Physical Laboratory’s pre-flight satellite calibration facility for underpinning climate missions which was presented during COP26 . Some of the previous sections which look at how knowledge assets are generated have considered issues of ownership, particularly where those knowledge assets are generated working with other organisations. A. Strategically managing knowledge assets can lead to the realisation of several benefits such as derivation of value from underutilised knowledge assets, saving resources by avoiding the duplication in the acquisition or creation of knowledge assets, and lowered risk of IP infringement. Annex A contains more on the main categories of IP likely to be used to protect a knowledge asset in government Digital delivery is an important part of our public services, and this is often underpinned by the provision of specialist software. Such software can be central to the delivery of your organisation’s objectives, and can be expensive to develop or buy. These make it a valuable knowledge asset. The Government Digital Service provides a Technology Code of Practice which should be used for all technology projects or programmes.

The strategy should be regularly evaluated and reviewed to understand whether the priorities identified remain relevant, and to understand how far your approach to knowledge assets management has been effective in achieving those strategic objectives. One of the joys of gardening is bringing cut flowers into the house, enjoying their colours, textures, and perfume close up. It is also undeniable that buying cut flowers and then faffing with them at home is also lots of fun. Arranging Roses: How to Create Glorious Fresh and Dried Displays contains a variety of ideas for making roses last and enjoying them indoors in far more innovative ways than the typical florist’s dozen long-stemmed red roses (not that there is anything wrong with that, either).

the key principles for managing knowledge assets – identify, protect and exploit – which are underpinned by the principles of Managing Public Money procurement of knowledge assets, which is an essential part of the delivery of public services and driving innovation Note that under the Model Services Contract, IP rights ownership in specially written software will reside in the Crown. Research and development This guidance is focused on UK government departments, agencies and public bodies, all of whom generate knowledge assets. Where an organisation is headed by an Accounting Officer, responsible for upholding Managing Public Money and managing that organisation’s assets, that organisation will fall within the scope of this guidance. [footnote 2] These organisations are primarily those classified to the central government sector by the ONS, but others will be in scope. This means those organisations should have a strategy for managing their knowledge assets, as covered in chapters 2 and 3. It should however be considered alongside the legal framework, and other relevant guidance or principles which may apply to individual organisations. Its scope does not extend to local and devolved government, or to universities, although it may still contain useful information that is relevant to their effective operations.