Plant inspections for the Canadian Construction Materials Centre (CCMC) must be conducted by a CCMC-recognized inspection body. Inspection bodies should consult the Canadian Construction Materials Centre (CCMC) Plant Inspection Requirements when completing this form.
In an effort to limit the spread of the virus, 90 percent of NRC staff have transitioned to teleworking. Employees who remain onsite are working on COVID-related programs, and performing critical tasks such as ensuring our buildings are secure, monitoring equipment and facilities, keeping systems running safely, and receiving essential shipments at loading docks on reduced hours. The NRC remains committed to all of our clients and collaborators, therefore we will continue to carefully consider which facilities need to remain open and which projects are critical to support Canada and Canadians during this difficult time.
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NRC representatives will be reaching out to clients and collaborators directly, to understand their challenges and how we can best support them. We also continue to be available to discuss future projects.
On Friday, April 28th, Camden Clark will host a Bring a Child to Work Day event from 9 a.m. - 3 p.m. in the CCMC Auditorium. Children or grandchildren of Camden Clark employees enrolled in grades 4th - 8th are welcome to join for a fun-filled day of hands-on experiments, safety tours, art projects, giveaways and more!
Please note, due to capacity, only the first 75 children to register will be eligible to participate in Bring a Child to Work Day. To register, scan the QR code on the flyer below or follow the registration link. IMPORTANT: The attached Parent-Guardian and Photograph and Publication consent forms must also be completed for each participant. Registration must be completed with all consent forms returned to Human Resources or emailed to Candy Gillespie by Monday, April 17th.
A model run request is submitted using our online interface. Once the request has been processed, an execution request is forwarded to CCMC's servers. These are, depending on the request, high-performance computing (HPC) clusters or Linux servers. After the request is finished (generally between 1-4 days), results are published on the CCMC website. At this time, an automatic email notification is sent to the requestor.
For tracking purposes for our government sponsors, we ask that you notify the CCMC whenever you use simulation runs performed at the CCMC in any scientific publications and/or presentations. Follow the steps on the publication submission page
Customized simulation setups are available beyond what is provided as an option in the submission script. To request a customized simulation run, please specify your requirements in the "Special Request" box on the run submission form. Special requests are handled manually by the CCMC staff.
CCMC-developed interactive Web-based visualization software allows the user to analyze simulation results and to perform scientific research without the need to download simulation run outputs. Outputs of all runs are archived on the CCMC's data storage systems and are publicly accessible by means of these tools.
CCMC staff is always available to answer questions regarding model results and their applicability to specific science problems. Furthermore, CCMC staff will assist users in the interpretation of simulation results if requested. Email CCMC
The site is secure.
The https:// ensures that you are connecting to the official website and that any information you provide is encrypted and transmitted securely.
A superfamily of integral membrane proteins is characterized by a conserved tryptophan-rich region (called the WWD domain) in an external loop at the inner membrane surface. The three major members of this family (CcmC, CcmF, and CcsBA) are each involved in cytochrome c biosynthesis, yet the function of the WWD domain is unknown. It has been hypothesized that the WWD domain binds heme to present it to an acceptor protein (apoCcmE for CcmC or apocytochrome c for CcmF and CcsBA) such that the heme vinyl group(s) covalently attaches to the acceptors. Alternative proposals suggest that the WWD domain interacts directly with the acceptor protein (e.g., apoCcmE for CcmC). Here, it is shown that CcmC is only trapped with heme when its cognate acceptor protein CcmE is present. It is demonstrated that CcmE only interacts stably with CcmC when heme is present; thus, specific residues in each protein provide sites of interaction with heme to form this very stable complex. For the first time, evidence that the external WWD domain of CcmC interacts directly with heme is presented. Single and multiple substitutions of completely conserved residues in the WWD domain of CcmC alter the spectral properties of heme in the stable CcmC:heme:CcmE complexes. Moreover, some mutations reduce the binding of heme up to 100%. It is likely that endogenously synthesized heme enters the external WWD domain of CcmC either via a channel within this six-transmembrane-spanning protein or from the membrane. The data suggest that a specific heme channel (i.e., heme binding site within membrane spanning helices) is not present in CcmC, in contrast to the CcsBA protein. We discuss the likelihood that it is not important to protect the heme via trafficking in CcmC whereas it is critical in CcsBA.
Ethical principles (e.g., autonomy, nonmaleficence, beneficence, justice, and veracity) present a challenge in case management practice, not any different than those presented to other healthcare professionals. However because of the key role you play as a board-certified case manager (CCM) in the management, coordination, facilitation, and evaluation of the care and services clients/support systems receive, it makes you more likely than others to identify and address ethical conflicts and dilemmas.
This section analyzes and comments on the heart of the Code of Professional Conduct for Case Managers: the standards. Because certain of these standards differ only slightly among one another, some will be coupled and discussed together with special emphasis given to the intent of the various standards, how case managers can adhere to them, and how they could potentially violate them.
The following commentaries are based on the 2015 revision of the Code of Professional Conduct for Case Managers.
Advocacy in case management is fundamentally other-regarding and client empowering. As much as possible, your advocacy consists of enabling clients/support systems to navigate their world according to their values, beliefs, culture, and interests.
This means that if you fail to perform an appropriate assessment or to provide the client with service options and access to resources in instances in which doing so is required by case management standards of care, you are failing your advocacy responsibilities, and therefore clients or their representatives may file ethical complaints with CCMC against you as a board-certified case manager.
You are courting trouble, then, if in the course of your case management practice you step outside your role and undertake or perform a function that is either not in your case manager role or that exceeds your qualifications (e.g., level of training). One example of this can be found below.
To examine whether you are practicing according to ethical standards requires a review of whether or not your behavior met your obligations and responsibilities toward your clients/support systems. If your behavior is found not to have met these obligations, you have risked committing negligence. For example, you may be found negligent if you have failed to:
It makes good ethical sense that your problematic behaviors be evaluated by a representative group of your peers, because that group is presumably in the best position to determine whether an unreasonable degree of departure or variation from the standard of care or practice has occurred.
This standard serves as a reminder to be intimately familiar with state and federal laws as they apply to health benefit coverage and other reimbursement policies. Health insurance coverage of benefits and their applicable regulations can, of course, differ from payor to payor and state to state.
Consider a case in which it was discovered that you had been using the CCM designation prior to formally having achieved it. When asked why you had been using the designation without justification, you replied that your employer had told you that it was acceptable to do so since you had already sat for the certification exam even though the result was still pending.
Conflicts of interest may occur in a myriad of ways. Healthcare researchers, for instance, sometimes have an equity interest in a medical drug or device whose investigation they themselves are conducting. To the extent that they report favorable findings regarding the effectiveness of the drug or device, they may profit financially. These individuals are certainly conflicted. It is easy to see how the lure of profit may overwhelm their ethical obligation to conduct and report their findings objectively and truthfully.
Mr. Jenkins knows that the sooner he returns an injured employee to work, regardless of whether this employee is medically or functionally ready, the more he ensures continuing business from the employer, who in turn is interested in saving healthcare costs.
When you remark to your clients/support systems that your role is to support and advocate for them, you are then required to see your promise through and abide by ethical standards that obligate objectivity, transparency, and advocacy.
One of the professional responsibilities of case managers is to report misconduct (e.g., sharing confidential information about a client with those not authorized to have it) of fellow case managers to:
Calling a foul on others or impugning that they may be practicing in a risky, ineffective, or otherwise problematic manner can create uncomfortable feelings for everyone involved. This however should not stop case managers from their obligation to report professional misconduct. 152ee80cbc
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