zilongwang/ReadingBank huggingface dataset:
• Setting your aims and standards much higher. • Altering an imperfect metric system. • Considerably increasing performance response to each employee. • Terminating the practice of "corporate happy talk," especially in newsletters. • Inviting a client panel to speak forthrightly at the annual meeting. • Maintaining the balance sheet by deleting bad assets, which will show a serious quarterly loss • Selling the corporate headquarters and proceeding to more functional quarters. • Downscaling the corporate aircraft fleet. • Allotting every business unit 24 months to become first or second in their industry peer group, or threat being downsized. • Managing the salary structure of the company's top 10 executives. • Affiliating their salary to key strategic measures such as product quality. • Hiring consultants to build an honest exchange of perceptions, at the risk of challenging sacred cows. • Uncovering errors or weaknesses rather than adjusting them. • Widening the accountability of subunits for broader measures than usual. • Making managers and executives communicate more often with disappointed clients. • Revealing prolific opportunities that the company obviously cannot obtain due to its ill performance. 2. "Creating the guiding coalition" – The biggest blunder you can make is to "go it alone" as an isolated CEO. Or, just concerning a panel of two or three of the company's top 15 officials of the guiding organization does not work either. Construct a coalition of people who have position, authority, proficiency, reliability and leadership. People on the "guiding coalition" require management and leadership qualities to excel it.
enough structure, but for most, the full complement of ten steps will be useful. Having phases and steps enables us to track progress, but it should not be too prescriptive that it cramps the style or sense of call of the church leader. The first four phases are really planning stages while the last is execution and follow-up. Careful planning increases the likelihood of success for any project! Integral to such a phased process, are post-phase review meetings. These are good times for the project leader to meet with a coach or mentor to review the work of the previous phase and the plans for the upcoming phase. This enables the coach to provide expert feedback and input to the process without being too highly involved. Their role is to encourage, advise as needed, and to help remove barriers. Prayer must begin immediately as Phase One begins. Form a prayer support team or pick a prayer warrior for this effort. They do not have to be on the project team, but including them can focus their prayers. As a minimum, communicate regularly with them. Expect answers to prayer and be willing to wait for God’s direction. Planning Execution Phase 1: Scope & Organization Phase 2: Goals & Assessments Phase 3: High Level Ministry Plan Phase 4: Detailed Ministry Plan Phase 5: Ministry In Action New Ministry What is the new ministry to be started? In what context? What will the key features be? What are the goals & measures for “success”? Draft Ministry Plan. How will things generally work? Detailed ministry plan & trial runs. New ministry is made operational. Improved Ministry What ministry will be improved and why? Improved in what sense? By how much? Measured how? What approach to improvement will be taken? Details of changes and initial tests. Improvements in place and ministry shows improvement. Event Planning Describe the event being planned – Why, why and for whom? How big? Key features? Measures of good/bad event. Basic outline of event – What, where, when, schedule Putting details in place and spot-testing parts. Hold the event Phase 1: Scope and Organization Phase one has only one step. Step 1 is to complete a (New) Ministry Covenant Agreement, which includes the approved Project Proposal, a timeline for the project with key milestones, identification and approval of the “owner” of results, and the formation of a team/resources needed to complete the project and run the (new) ministry/event. level
Health Service Leadership Academy Leading Care III Programme Line Manager Supporting Statement This form is to be completed by the applicant’s line manager. The line manager who signs off on this form must be at a senior enough level that they have the authority to approve the release of the applicant to attend the programme should their application be successful. Please note that applicants are entitled to see the contents of this statement. Applicants from CHOs also require sign-off by their Chief Officer (or designate). Please type directly onto the form. Applicant’s Name Line Manager Details Title (Mr, Mrs, Ms, Dr) First name Surname Job title Grade Organisation Email address Contact phone number How long have you known the applicant? In what capacity are you supporting and authorising this application?
Section 3: Assessment 3.1 Module Assessment Overview Module Content Overview 1 Needs analysis and initial action-research Leadership Project ideas. 2 Induction to module 3 Reflective Patch-work text on each workshop (8 x 400 words each) 4 Attendance at three action-learning set meetings 5 A total of six coaching sessions; 4 peer mentoring, 2 programme mentoring, to provide mentoring practice and further develop needs. 6 Presentation on an action-research Leadership Project Needs analysis A member of the module team will meet, individually with all participants, to carry out a needs analysis and discuss ideas for the action-research Leadership Project. The meeting will take place as soon as possible after application to join the module. Induction The induction (Workshop 0) will provide a detailed account of the module requirements and will be a networking opportunity for individuals to meet for the first time. Group work will take place at the induction, together with an overview of the concepts behind the course, the requirement of Masters-level written work and level of engagement with the literature. Action-Learning Sets (ALS) Your normal leadership working practices should provide the context for the project for the assessment for the module. Depending on availability, the CDSAP training room (S7, Cledwyn) may be available for these meetings. Module Descriptor The module involves both taught, work-based elements and independent study. The taught element, consisting of a linked series of 8 leadership development workshops, introducing a number of techniques that can be used in a leadership context and encourages them to use previous and current work as a basis for reviewing their practice as well as their knowledge and understanding of key concepts of leadership. In addition, participants will be asked to familiarise themselves with selected relevant literature, meet with a peer-mentor and programme mentor and reflect on leadership issues raised in the module and in the work-place, through a personal reflective journal. Key principles include the following: work based practice a critical awareness of the research that underpins current thinking on effective leadership role plays to support to offer an opportunity to worth with complex situation and mark sound judgments in the absence of complete data develop self-direction and originality in tackling and solving problems, autonomous learning, responsibility for own learning The module includes: an introductory session 8 x workshops 4 x peer-mentoring sessions 2 programme mentor sessions action Learning Sets
What should we call you? Missy Birthday: September 27 Address: 7404 Navajo Pass, Leander, TX 78641 Neighborhood: Phone: 512-428-4819 home Other Phone: 404-317-1077 cell Email: Family consists of: Husband – Rick, 4 Grown children & their Families not living at home Day Job: Technical Writer Passions: Reading, Hockey, College Football, Travel Where did you grow up? Northern VA and Northern GA Who is (are) your heroes/heroines: My mother, a former director of a pregnancy center I volunteered at in GA. A woman from our women’s ministry @ church in GA, My niece Megan What is your personal mantra? “God Got This!” What community issue(s) concern you right now? Many, Prolife, Foster Kids, Pets What characteristics best describe you? Calm, Passionate about concerns dear to my heart, Loving, Kind & Compassionate Lynn Guzy What should we call you? Lynn Birthday: June 20 Address: 2003 Chestnut Circle Round Rock, TX 78681 Neighborhood: The Woods Phone: 244-7357 Other Phone: 350-7467 Email: Family Consists of: Children: Star, Ryan & Dylan, and 3 Grandchildren
Leading Learning with Literacy Literacy for life and call it L4L 4Ls Leading Lifelong Literacy Learning If language be the food of love, play on Its Lit! Journey to Literacy Leading Literacy for Lifelong Learners Leading the way with literacy Leading with Literacy Learning for Life Literacy across Learning Literacy Changes Lives Literacy for *a* life Literacy for Leading Literacy for Life Literacy is Freedom Literacy Leaders Literacy leads learning Literacy Lights the Learning Pathway Literacy Lights the Way Literacy Matters Literacy, equality, fraternity Literacy: lifelong steps to success Literacy: the steps to success Literally Literacy Literally write Love of Language Love of Literacy LOL (language Oracy and literacy Never knowingly under worded Our Literacy Lives The write at the end of the tunnel Write right
Justice O’Connor’s story is a particularly charming one. Born in El Paso, Texas and raised on a cattle ranch in rural Arizona, ‘Supreme Court Justice’ may have seemed an unlikely career path for a young Sandra Day O’Connor, who, by the age of eight could ‘mend fences, ride horses, fire a rifle, and drive a truck.’ To all those who later heard her Honour speak of her journey it must have sounded somewhat like a fairytale. However, as is the case for many women in the law, it was not all smooth sailing and she suffered from the same discrimination and setbacks many women face in the workplace. Despite graduating third in her class at Stanford University, O’Connor received just one job offer, as a legal secretary at a law firm. In those days the large law firms were not in the business of hiring women as lawyers. O’Connor persisted however and eventually found work as a county attorney before going on to work in a number of interesting roles that would hone her legal skills and broaden her horizons, including as a civilian attorney in Germany, the founder of a ‘neighbourhood law office’ back home in Arizona and even as a State Senator. Justice O’Connor also suffered personal setbacks. During her time at the Court her Honour fell ill with breast cancer and had to endure months of rigorous treatment. During this time her Honour did not miss a sitting day – proof of her perseverance, endurance and dedication to her office. Justice O’Connor was undeniably an exceptional role model. She showed society, and indeed women, what women in power can do, and with that the barriers fell and the path for women on the US Supreme Court was paved. Justice Ruth Bader Ginsberg
Project Details (completed as a result of Project Planning) Milestone Schedule (See details in Project Schedule) Milestone Description Start Date Target Date Project Start Date N/A Milestone Description Milestone Description Project Target Date N/A Project Close-out Date N/A Project Cost Details Expense Categories Year 1 Year 2 Year 3 Total Capital $ $ $ $ Expense $ $ $ $ Internal Labor -- IT xxx hours $999,999 xxx hours $999,999 xxx hours $999,999 xxx hours $999,999 Internal Labor- Business xxx hours $999,999 xxx hours $999,999 xxx hours $999,999 xxx hours $999,999 Total $ $ $ $ Funding Sources (i.e. which department(s) are funding the project, including % split): Project Risks (Uncertain events that if occur impact the project’s objectives) See details in Risk Management Plan. Risk Description Probability of Occurring (H,M,L) If Occurs, Degree of Impact (H,M,L) Dependencies (list the dependencies to other projects and/or to other internal/external efforts or events) Assumptions (Factors that, for planning purposes, are considered to be true, real or certain) Scope Management (What is the scope change control process?) See details in the Scope Management Plan. Issue Management (How will decisions be made? What is the issue elevation process?) Roles and Responsibilities (For large teams, attach Project Organization Plan) Name Role/Responsibilities Time Commitment Start/End Date of Commitment Project Sponsor xxx hours per week/month Project Manager xxx hours per week/month Team Member xxx hours per week/month Subject Matter Expert As needed
Some of Wordpress Design: Price Schedule: I. Website Development and Hosting Service Option Deliverables Website Development and Hosting charges (INR) 1 .Corporate Dynamic and Responsive Website • 1-20 pages and photographs, • Domain Suggestion and Registration • Flashy Photo Gallery Completely Manageable And Unlimited Section • Free Hosting for 1 Year • User-friendly and responsive Design • Responsive ( Mobile / Tab / iPad ) • Fully SEO Optimized (On-Page SEO with SEO Friendly Content) • Off-Page SEO 2 Month Basic Plan • Full Maintenance for 1 year Rs 33,000/- 2.Corporate Static Website • 1-15 pages and photographs • Domain Suggestion and Registration • Free Hosting for 1 Year • User-friendly and responsive Design • Responsive ( Mobile / Tab / iPad ) • Fully SEO Optimized (On-Page SEO) • Flashy Photo Gallery Completely Manageable And Unlimited Section User can update these pages from anywhere without having knowledge of HTML, PHP , ASP • Full Maintenance for 1 year Rs 25,000/-
II. Digital Marketing (SEO, Homepage Optimization & Content Mgmt) Services : Plan 1. Basic Plan 2.Standard Plan 3.Premium Deliverables •5 Keywords •On Page Optimization •Google Analytics Installation •Google Webmaster •Installation •Title Tag Optimization •Meta Description Optimization •Keyword Optimization •Body Text Optimization •Alt Tag Optimization •Sitemap Implementation •Robot.txt Implementation Off Page Submissions •20 Directory Submissions •30 Social Bookmarking •20 Classified Submissions •10 Search Engine Submissions •1 Article Submission •1 Blog Submissions •1 Press Release Submission Reports: •Weekly Work Report •Monthly Ranking Report •Contact: Email/Chat/Phone •10 Keywords •On Page Optimization •Google Analytics Installation •Google Webmaster Installation •Title Tag Optimization •Meta Description Optimization •Keyword Optimization •Body Text Optimization •Alt Tag Optimization •Sitemap Implementation •Robot.txt Implementation Off Page Submissions: •30 Directory Submissions •50 Social Bookmarking •30 Classified Submissions •20 Search Engine Submissions •2Article Submission •2 Blog Submissions •2Press Release Submission Reports: •Weekly Work Report •Monthly Ranking Report •Contact: Email/Chat/Phone •20 Keywords •On Page Optimization •Google Analytics Installation •Google Webmaster Installation •Title Tag Optimization •Meta Description Optimization •Keyword Optimization •Body Text Optimization •Alt Tag Optimization •Sitemap Implementation •Robot.txt Implementation Off Page Submissions : •40 Directory Submissions •80 Social Bookmarking •50 Classified Submissions •30 Search Engine Submissions •3 Article Submission •3 Blog Submissions •3 Press Release Submission Reports: •Weekly Work Report •Monthly Ranking Report •Contact: Email/Chat/Phone • SEO Tools Charges(INR)/ Month 15,000/- 25,000/- 30,000/-
Good Leads and Bad Leads Good leads (lead the underlined card) AKQxx, KQJx, QJ10xxx (top of sequence) x (singleton, not trump & not in notrump) Suit your partner bid Long suit, e.g. KT874 or Q97542 (4th from longest suit against notrump) AKxxx, KQx, QJxx, J10xx (touching honors) Kxxxx, Kxx, Qxxx, Jxxx (e.g. K9532) xx (top of doubleton, e.g. 84) xxx (top of nothing, e.g. 952) Bad leads Axxxx, Axxx, Axx (lead A if you must) AQxx, AQx, KJxxx, QTxxx (tenace holdings) Trump (usually) Declarer’s 2nd suit Circle all the cards in each hand that seem like good leads. 1. Contract is 4♥. You have ♠ KQJ6 ♥ K5 ♦ 9732 ♣ 653 2.Contract is 2♠. You have ♠ A63 ♥ 984 ♦ 7 ♣ QT7532 3.Contract is 3N. You have ♠ AK3 ♥ 984 ♦ QT7532 ♣ 8 4.Your partner bids first with 1♥ but the opponents get the contract for 3♦. You have ♠ KQ32 ♥ 1084 ♦ 7 ♣ KJ752 5.Contract is 4♠. You have ♠ 6 ♥ A874 ♦ KJ532♣ A73
Scout Permission Slip Paid (Cash, check, PayPal, Scout Acct.) Medical Form Other Actual Attendance or Service Hours Earned 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. 25. 26.
Troop 84 Driver Assignments (Going To Activity) Driver Scouts Driver Scouts #1 Name: Cell #: 1: #5 Name: Cell #: 1: 2: 2: 3: 3: 4: 4: 5: 5: 6: 6: 7: 7: #2 Name: Cell #: 1: #6 Name: Cell #: 1: 2: 2: 3: 3: 4: 4: 5: 5: 6: 6: 7: 7: #3 Name: Cell #: 1: #7 Name: Cell #: 1: 2: 2: 3: 3: 4: 4: 5: 5: 6: 6: 7: 7: #4 Name: Cell #: 1: #8 Name: Cell #: 1: 2: 2: 3: 3: 4: 4: 5: 5: 6: 6: 7: 7:
Troop 84 Driver Assignments (Returning From Activity) Driver Scouts Driver Scouts #1 Name: Cell #: 1: #5 Name: Cell #: 1: 2: 2: 3: 3: 4: 4: 5: 5: 6: 6: 7: 7: #2 Name: Cell #: 1: #6 Name: Cell #: 1: 2: 2: 3: 3: 4: 4: 5: 5: 6: 6: 7: 7: #3 Name: Cell #: 1: #7 Name: Cell #: 1: 2: 2: 3: 3: 4: 4: 5: 5: 6: 6: 7: 7: #4 Name: Cell #: 1: #8 Name: Cell #: 1: 2: 2: 3: 3: 4: 4: 5: 5: 6: 6: 7: 7:
equipment is necessary to protect the health of the employee. Applicable and suitable respirators will be selected and supplied to comply with Table 1 of 29 CFR 1926.62. All respirators will be NIOSH certified. 2. This program will be administered by a suitably trained program administrator, who will regularly evaluate and update the program. 3. Medical evaluations will be conducted for any employee required to wear a respirator if the employee has breathing difficulty during fit testing or respirator use. 4. All tight-fitting facepieces will be fit tested using protocols in Appendix A of 1910.134. No facial hair will be allowed for those wearing tight-fitting facepieces. Fit testing will be repeated on an annual basis. Fit testing will be conducted prior to the required 12 months under the following circumstances: significant weight loss or gain, facial scarring, dental changes or cosmetic surgery. The employee will have a sufficient number of respirator models and sizes to select from during fit testing. 5. Records will be kept on file for the most current fit test and medical evaluation. 6. Employees will be trained in the following areas prior to wearing the respirator the first time: a. procedures for proper use of respirators in routine and reasonably foreseeable emergencies b. procedures and schedules for cleaning, disinfecting, storing, inspecting, repairing and discarding respirators c. respiratory hazards to which employees potentially will be exposed d. procedures for the proper use of respirators, including putting on and taking them off, limitations on their use and maintenance of the respirators e. inspection, repair, cleaning and storage. (See attachment) 7. Employees who wear respirators will participate in annual training regarding use of the respirator. 8. When respirator use is not required, XXX will not provide respirators to employees, but will allow the employees to use their own respirators, if XXX determines that such use will not create a hazard. Respirator Inspection, Maintenance and Storage 1. Inspection All respirators used in routine situations will be inspected before each use and during
Asbestos Workers Regional Local 207 Paducah, KENTUCKY 42001 Phone: 270.442.2194 Lead Supervisor Initial Lead Supervisor Refresher Lead Worker Initial Lead Worker Refresher Derby City Safety, LLC 213 E Market St Jeffersonville, IN47130 Linda Griffin Phone: 812.725.7599 derbycitysafety.com 2-hour Indiana Rules Awareness Lead Supervisor Refresher Environmental Management Institute (EMI) 5610 Crawfordsville Rd, Suite 15 Dr Jack Leonard Phone: 317.248.4848 1.800.488.8842 Email: info@envtlmgmt.org Lead Inspector Initial Lead Inspector Refresher Lead Risk Assessor Initial Lead Risk Assessor Refresher Lead Supervisor Initial Lead Supervisor Refresher Lead Worker Initial Lead Worker Refresher Lead Clearance Examiner 2-hour Indiana Rules Awareness GreenTree Environ. Srvcs PO Box 2297 Portage, INDIANA 46368 John Casey Phone #: 888.584.5323 Email: Lead Supervisor Initial Lead Worker Initial Lead Supervisor Refresher 2-Hour Indiana Rules Awareness Indiana Laborers’ Training Trust Fund Bedford, INDIANA 47421 Phone: 812.279.9751 Indianalaborers.org Lead Supervisor Initial Lead Worker Initial Lead Consortium Cincinnati OHIO 45230 Phone: 513.232.2806 Email: Lead Inspector Initial Lead Inspector Refresher Lead Risk Assessor Initial Lead Risk Assessor Refresher Lead Supervisor Initial Lead Supervisor Refresher Lead Worker Initial Lead Worker Refresher Lead Project Designer Initial Lead Project Designer Refresher 2-Hour Indiana Rules Awareness
Amerisafe Training Services Aurora, ILLINOIS 60504 David Rusich Phone: 630.862.2672 Email: Lead Inspector Initial Lead Inspector Refresher Lead Supervisor Initial Lead Supervisor Refresher Lead Worker Initial Lead Worker Refresher Asbestos Workers Regional Local 207 Paducah, KENTUCKY 42001 Neil Pitman Phone: 800.586.4219 Email: Lead Supervisor Initial Lead Supervisor Refresher Lead Worker Initial Lead Worker Refresher Environmental Management Institute (EMI) 5610 Crawfordsville Rd, Suite 15 Dr Jack Leonard Phone: 317.248.4848 1.800.488.8842 Email: Lead Inspector Initial Lead Inspector Refresher Lead Risk Assessor Initial Lead Risk Assessor Refresher Lead Supervisor Initial Lead Supervisor Refresher Lead Worker Initial Lead Worker Refresher Lead Clearance Examiner 2-hour Indiana Rules Awareness Finishing Trades Institute Dist. 91 409 Millner Industrial Dr Evansville, INDIANA 47710 Dana Shoulders Phone #: 812.962.3010 Lead Supervisor Initial Lead Worker Initial GreenTree Environ. Srvcs PO Box 2297 Portage, INDIANA 46368 John Casey Phone #: 888.584.5323 Lead Supervisor Initial Lead Worker Initial Indiana Laborers’ Training Trust Fund Bedford, INDIANA 47421 Gary McCabe, Director Sean Coakley, Env & Safety Spec Phone: 812.279.9751 Email: Lead Supervisor Initial Lead Worker Initial Lead Consortium Cincinnati OHIO 45230 Robert Robb Phone: 513.232.2806 Email: Lead Inspector Initial Lead Inspector Refresher Lead Risk Assessor Initial Lead Risk Assessor Refresher Lead Supervisor Initial Lead Supervisor Refresher Lead Worker Initial Lead Worker Refresher Lead Project Designer Initial Lead Project Designer Refresher
Lead Clearance Examiner 2-hour Indiana Rules Awareness Northwest Indiana Painters, JATC Merrillville, INDIANA 46410 David C Harris, Coordinator Phone: 219-946-0956 Email: Web: none Lead Worker Initial Lead Worker Refresher Lead Supervisor Initial Lead Supervisor Refresher Occupational Training & Supply, Inc Willowbrook, ILLINOIS 60527 Kathy DeSalvo Phone #: 630.655.3900 Email: Lead Worker Initial Lead Worker Refresher Public Health & Safety, Inc Chicago, ILLINOIS 60607 Nicholas J. Peneff, President Phone: 312-421-7397 Lead Worker Initial The Safety Training Center Louisville, KENTUCKY 40209 Linda Griffin Phone: 502.992.0658 2-hour Indiana Rules Awareness Trillium Environmental Services [] Michigan City, INDIANA 46360 Steve Rosenberger Phone: 888.255.7823 Lead Worker Initial Lead Worker Refresher University of Cincinnati Continuing Medical Education , Wherry Hall Cincinnati, OHIO 45267 Marianne Kautz, Program Coordinator Phone: 800-207-9399 Email: Lead Inspector Initial Lead Inspector Refresher Lead Risk Assessor Initial Lead Risk Assessor Refresher Lead Supervisor Initial Lead Supervisor Refresher
Leaf Collection Collect 5 different leaves found on the ground as you walk outside your home or other area you frequent. Try to avoid leaves from around the school. Select and handle leaves according to the following guidelines: Try to collect leaves near your home rather than around the school. Carefully examine each leaf to be sure that they are different than one another and that 5 different species will be represented in the sample. Select only leaves that have fallen off of trees. Avoid shrubs and ornamental plants. Look for whole leaves, avoid those that are torn or partially decomposed, as this will make identification difficult. If leaves are collected more than a day in advance of the in-class lesson, store leaves in a paper lunch bag, NOT a plastic Ziploc bag, to prevent decay. Leaf Collection Collect 5 different leaves found on the ground as you walk outside your home or other area you frequent. Try to avoid leaves from around the school. Select and handle leaves according to the following guidelines: Try to collect leaves near your home rather than around the school. Carefully examine each leaf to be sure that they are different than one another and that 5 different species will be represented in the sample. Select only leaves that have fallen off of trees. Avoid shrubs and ornamental plants. Look for whole leaves, avoid those that are torn or partially decomposed, as this will make identification difficult. If leaves are collected more than a day in advance of the in-class lesson, store leaves in a paper lunch bag, NOT a plastic Ziploc bag, to prevent decay.
Oblong Orbicular (round) Deltoid (triangular) Lobed 4 sided needle Flattened needle Scale like Budles of 2 Bundles of 5 Singly on a twig Clusters of more than 5 Bark Pattern: Scaly patches Horizontal Vertical Horizontal and Wavy Vertical and scaly
Scheduled Practices Scheduled Games and / or special events (Tournaments) And, meetings involving disciplinary actions He/she will make recommendation to the executive board of any needed assistance during events; ideas of improvements for the safety. IT Communication Manager: He/she shall serve a one-year term in office commencing May 1st of the year of his/her election and continuing until April 30th of the following year. He/she is to review, and administer all updates to the League’s website Announcements Sponsors Scores and Standings He/she will be responsible for data entry for the registration process He/she shall request additional assistants to be considered, if deemed necessary. He/she will be responsible for setting up equipment to announce games He/she will obtain bids from several website venues and submit these bids to the executive board RESPONSIBILITIES OF THE NLVFL EXECUTIVE BOARD Operation of all league activities. Organize and conduct player drafts.
Reuben Downes 26/07/2006 M Cougars Weightlifting Club 18.0521 0.0000 18.0521 Lawrie Townsend 22/02/1951 M North Brisbane Weightlifting Association 18.0404 0.0000 18.0404 Matthew Barrett 01/07/2003 M Sunshine Coast Weightlifting Club 16.9192 0.0000 16.9192 Niamh Mcaleer 08/07/2008 F Bribie Island Movement & Strength Club Inc. 0.0000 14.7465 14.7465
1979 – 1999 Roger Crutchley 1999 – 1999 Stan Eccleston 2000 - Roy Whalley Chairman 1967 – 1970 Jack Loftus 1970 – 1972 Nigel Rainer 1972 – 1979 Roger Crutchley 1979 – 1993 David Hughes 1993 – 1994 John Schwartz 1994 – 1995 Bill Jones 1995 – 2008 John Schwartz 2008 – 2013 Howard Fullelove 2013 – David Vale Secretary 1959 – 1967 Jack Loftus 1967 – 1972 Roger Crutchley 1972 – 1975 Tony Wellings 1975 – 1979 David Hughes 1979 – 1999 Stan Eccleston 1999 – 2000 John Giles 2000 – 2001 Irene Butler 2001 – 2002 John Schwartz 2002 – 2008 Dave Haywood 2008 – 2013 David Vale 2013 – 2014 Paul Haywood 2014 – Alberta Wood Long service awards (15 years) John Schwartz Brian Clark Howard Fullelove Judy White Alberta Wood David Vale Long service awards (15 years), Made to members who have since deceased or resigned Stan Eccleston Charlie Rushton Kevin Hogan David Hughes Peter Edwards Dave Haywood Long Service awards (30 years) Roger Crutchley (A) In these Rules: “Affiliated Association” means an Association accorded the status of an affiliated Association under the Rules of The FA. “AGM” shall mean the annual general meeting held in accordance with the constitution of the Competition. “Club” means a Club for the time being in membership of the Competition. “Competition” means the Walsall Junior Youth Football League. “Competition Match” means any match played or to be played under the jurisdiction of the Competition.
The League’s Failures in the 1930s In the 1920s, the had been quite successful. In the 1930s, it failed terribly. This spread looks at the League’s two main failures in the 1930s – in Manchuria and . By 1935, most countries did not think that the League could keep the peace. When Hitler began to break the Treaty of Versailles in the 1930s, the League was powerless to stop him (this is the next topic you will study). The league failed, and the only way to stop Hitler was a Second World War. Source A A British cartoon of 1933 shows trampling all over the League, whilst powders her nose. Other cartoons made the same point. Tasks 1. Read the stories about Manchuria and . From the stories, can you work out WHY the League failed there? 2. Read Sources B–D. Did the Abyssinian crisis ‘kill’ the League? 3. Who gained most from the Manchurian and Abyssinian crises? , 1931 The Dispute: In the 1930s there was a world-wide economic depression. tried tp overcome the depression by building up an empire. In 1932, the Japanese army invaded , threw out the Chinese, and set up their own government there. asked the League to help. What the League did: The League sent officials to study the problem (this took a year). In February 1933 it ordered to leave . What happened: refused to leave . Instead, left the League. Many countries had important trading links with . The League could not agree on sanctions or even a ban on weapons sales. and did not want a war, so nothing was done. The Japanese stayed in . The League had failed.
CHAPTER FOUR: DATA ANALYSIS AND INTERPRETATION 4.1 Introduction This chapter presents the data analysis, results and discussion of the findings on the relationship between internal control systems and revenue collection efficiency in water services providers in Athi Water Services Board. The chapter concludes with a summary and interpretation of the findings. 4.2 Response rate The research targeted 12 water services providers under Athi Water Services Board. Table 1.4 shows that out of the 12 questionnaires distributed, 9 questionnaires were received back completely filled, giving a response rate of 75%. According to Mugenda and Mugenda (1999), a response rate of 50% is adequate for analysis and reporting. Questionnaires Frequency Percentage Returned 09 75 Unreturned 03 25 Distributed 12 100 Table 1.4: Response Rate (Source: Author, 2014) 4.3 Respondents’ Years of Existence From the table 2.4 below, 11.1 % of the Water Service providers existed less than 5 years, 55.56% for a period between 5 to 10 years, and 33.3% more than 5 years.
REFERENCE ACCA (2009/2010).Advanced Audit and Assurance; Kaplan Publishing Akech, J. M. M. (2007). Governing Water and Sanitation in Kenya: Public Law, Private Sector Participation and the Elusive Quest for a Suitable Institutional Framework .Conf .International Environmental Law Research Center, Geneva 20-21 April 2009 Athi Water Services Board (2009). [AWSB] Athi Water Services Board Draft Informal Settlements Policy. Nairobi: Athi Water Services Board. Amudo, A. & Inanga, E. L. (2009). Evaluation of internal control systems: A case study from Uganda. International Research Journal of Finance and Economics, 3, 124 –144 Aikins, S. K. (2011). An examination of government internal audits’ role in improving financial performance. Public Finance and Management, 11(4), 306- 337. Aldridge, R. & Colbert, J. (1994). Management's report on internal control, and the Accountant's response. Managerial Auditing Journal, 9(7), 21-28. Brealey, R.A., Myers, S.C & Marcus, A J. (2009). Fundamentals of Corporate Finance. 6th ed. McGraw –Hill Jensen, M. (1983). “Value Maximization, Stakeholder theory and the corporate objective Function” Corporate Governance at the Cross roads: a book of Readings., New York: McGraw Hill. Kothari C. R. (1990).Research Methodology, Methods and Techniques, 2nd Revised Edition. New Age International Publishers. Moraa, H., Albert Otieno, A. and Salim, A. (2012). Water governance in Kenya: Ensuring Accessibility, Service delivery and Citizen Participation .Nairobi: Hub Research Mumma, A., Lane, M., Kairu, E., Tuinhof, A. and Hirji, R. (2011). Kenya, Groundwater Governance case study. Washington, DC: World Bank
WASREB. (2009). Water and Sanitation Coverage. Sub-Sector Issue No 3. Nairobi: WASREB WASREB Impact Report, (2012). A performance Report of Kenya’s Water Services Impact Report. Nairobi: WASREB World Bank (2010).The Africa Utility Performance Assessment. .Washington DC: World Bank
The technological age has definitely helped to make a real difference. Leah and many other Jewish women and men I’ve spoken to who grew up before the age of social media and the internet have similar stories of growing up in isolation and without acceptance. In contrast, the teenagers who I’ve spoken to are growing up with something quite different, thanks to organizations like Eshel, which help them find their paths. for example, is another national organization that works across schools, synagogues and communities to help create better inclusion for LGBTQ families and individuals in Jewish life. “The more the trans experience is destigmatized, the more communities are ready to get on board to support their members no matter what their experience,” said Dubbs Weinblatt, Education and Training Manager at Keshet. “Inclusion and acceptance are a journey and of course different institutions are at different places on that journey, but my general feeling is that most are moving in a positive direction.” For all of the trans Jews I’ve spoken with, this dialogue is their main concern. “We are not a halachic oddity, we are not a curiosity,” one trans man said. I believe that we have a collective responsibility to hear him above the noise of our privilege. It’s not enough for rabbis to accept people: if a community and the individuals within it are not open to this dialogue, trans people cannot stay, and will never feel safe. Elisheva Sokolic is a writer, living and working in London, UK. She gets passionate and wordy about anything from Judaism and Feminism, to parenting, coffee and cake. More of her writing can be found at www.elishevasokolic.com.
Characteristics of People I like to work with Characteristics of people I like to hang out with Collaborative Open minded Ethical Happy / friendly Smart Hard working / dedicated Good follow through Detail and process oriented Punctual Fun loving Open minded—willing to try new things Supportive—willing to listen Flexible Available Active Characteristics of people I don’t like to work with Characteristics of people I don’t like to hang out with Credit hogs Poor communicators Flaky Smokers
Lead Partner Statement I, the undersigned, [name, surname], as the legal representative of <name of the Lead Partner´s organisation in original language> acting as Lead Partner in the project < project acronym>, declare that I am aware of the Programme rules on reimbursement and non-existence of advance payment of ERDF funds; I am authorised by my organisation to sign the ERDF Subsidy Contract; I accept the obligations as Lead Partner deriving from the Subsidy Contract, which will be signed with the Managing Authority after the approval of the project , and will respect the engagements deriving from the Partnership Agreement; I acknowledge that untruthful/false declarations, in addition to the administrative consequences and the request for refunding of unduly received contributions charged with the interests, can also be prosecuted by the penal code; the information provided on this document is true and complete and I am aware that, in case of approval of the project, any intentional false declaration may lead to cancelation of the Subsidy Contract and repayment of the already received ERDF funds; I assume responsibilities for entire project. As Lead Partner, I am responsible for the overall coordination, management and implementation of the project. I am the lead beneficiary of the European Regional and Development Fund (ERDF) grant and will manage the funds in accordance with the details of the Partnership Agreement; (only when the Lead Partner is a private organisation) I declare that the financial guarantee is in force. Name of the Signatory Place and date Position of the Signatory Signature Official stamp of the Signatory Structure (if existing)
Lean Canvas – Business Model Project Name Date / Version Problems Solutions Unique Value Proposition Unfair Advantage Customer Segments Top 3 Problems Top 3 Features Single, clear, compelling message that states why you are different and worth customers paying attention Can’t be easily copied or bought Target Customers Key Metrics Channels Key activities you measure Paths to Customers Cost Structure Revenue Streams Customer acquisition, distribution, hosting, people Revenue model, lifetime value, revenue, gross margin Product Market
Aim Ranking in terms of achievement (1) (2) (3) (4) (5) Cost reduction Customer satisfaction improvement Improvement in Flexibility Increase staff motivation Increase staff contribution to decision making Reduction in Lead time Reduction in the workforce Quality improvement Other (Please specify) Other (Please specify) 9. What factors (if any) contributed to the success of this Lean project? 10. What were the barriers (if any) to implementing the Lean project and/or realising success? 11. What barriers have you come across in other Lean implementation projects? 12. How were change management issues addressed? 13. How were employees that were initially resistant to change eventually engaged? 14. Are there areas where change was more patchy through implementation issues? With hindsight, how much time is really needed? 15. Has there been any evaluation of the impact of the Lean project? Yes No 16. If 'Yes' how can it be rated? Very Successful Successful Neither Successful nor Unsuccessful Unsuccessful Very Unsuccessful 17. In relation to this project, list the top 5 Critical Success Factors in order of importance. Critical Success Factors
1200 New Jersey Avenue SE Washington, DC 20590 Phone: 202-366-1666 Email: Department of Treasury – Consumer Financial Protection Bureau Clifford Rosenthal Assistant Director for Financial Empowerment 1700 G Street, NW Washington, DC 20552 Phone: 202-435-7000 (Main number) Email: Clifford.Rosenthal@cfpb.gov Desmond Brown Program Specialist Assistant Director for Financial Empowerment 1700 G Street, NW Washington, DC 20552 Phone: 202-435-7000 (Main number) Email: Desmond.Brown@cfpb.gov Jacqueline Wilks Outreach Specialist 1700 G Street NW Washington, DC 20552 Phone: 202-435-7000 (Main number) Email: LEAD Center Michael Morris Executive Director National Disability Institute 1667 K Street NW Suite 640 Washington, DC 20006 Phone: 202-296-2040 Email: Karen McCulloh Project Director, LEAD Center National Disability Institute
Wysocki, B. (2004, April 9). “Industrial Strength.” Wall Street Journal. Yasin, M., Wafa, M., & Small, M.H. (2001). “Just-in-Time Implementation in the Public Sector: An Empirical Examination.” International Journal of Operations and Production Management, 21 (9): 1195-1204. Yin, R.K. (2008). Case Study Research: Design and Methods. Newbury Park, CA: Sage Publications. Zafra-gómez, J.L., López-hernández, A.M., & Hernández-bastida, A. (2009). “Developing a Model to Measure Financial Condition in Local Government: Evaluating Service Quality and Minimizing the Effects of the Socioeconomic Environment.” The American Review of Public Administration, 39 (4): 425-449. Zayko, M.J., & Broughman, D.J. (1997). "Lean Manufacturing Yield Work-Class Improvements for Small Manufacturers.” IIE Solutions, 29 (4): 36-41.
Business case clear and relevant Problem statement does not contain an implied solution Project goal specified CTQs are measurable and linked by data to customer needs VOC captured and validated CTQs identified and prioritised Internal / External Customer segments considered High level process map drawn and it reflects the “as is” process SIPOC components identified and verified Start and end points of the process correctly identified Score Criteria Example- Charter Example- CTQs Example- Process map 4 All deliverables present and sound. See above points. See above points. See above points. 3 Some elements may be missing, but are added later or ultimately do not have a negative impact on project success or progress. Minor flaws in one or more elements; milestones not realistic. VOC does not reflect all customers; CTQs are not prioritised. All components not clearly identified. 2 Most of the work is done for each deliverable, but significant gaps remain which minimise chance for successful, timely completion. Problem statement is a solution; project goals are not aggressive enough; scope is too broad; milestones missing. VOC CTQ translation inaccurate or not based on data; significant customer segments ignored. Key component not identified (e.g. boundaries not clear or include parts of the process which are beyond project’s scope). 1 A key deliverable is not present or significant elements of the deliverable are missing. The project Problem statement, goal statement or scope not specified; team not selected. CTQs not identified or not focused on customer No process map or map not validated.
Data charts and other analyses that show the link between the targeted input and process variables (Xs) and critical output(s) (Ys) Identification of value-added and work Calculation of process cycle efficiency IMPROVE Deliverables Barrier/Obstacle Likelihood (low, med, high) Has it been addressed? A completed improvement plan Tested, robust solutions shown to affect the proven causes (Xs) that affect the critical output (Y) Documentation on results of the chosen Lean Six Sigma best practice or solution applied An improved process that is stable, predictable, and meets customer requirements CONTROL Deliverables Barrier/Obstacle Likelihood (low, med, high) Has it been addressed? Documented plan to transition improved process back to process owner, participants, and sponsor Before and after data on process metrics (key performance indicators) Operational, training, feedback, and control documents A system for monitoring the implemented solution (control plan), along with specific metrics to be used for regular process auditing Completed project documentation, including lessons learned and recommendations for further actions or opportunities (single-page, final summary document posted on WisDOT’s website) Risk Assessment
Specialist Lean Service Providers Application Form Enterprise Ireland is committed to its transparency obligations under the General Data Protection Regulation (GDPR). Our data protection notice for personal data that is supplied to us by our clients is available This notice contains important information about how we process personal data that is supplied to us by clients. We request that you read the notice carefully and that you ensure that it is made available to any data subjects (e.g. your employees) whose personal data you provide to us. By ticking I agree, you confirm that: (a) you have complied with your own data protection obligations in respect of the personal data that you supply to us and that you are entitled to disclose such personal data to us; and (b) you will ensure that a copy of our data protection notice (available ) is sent to data subjects (e.g. your employees) whose personal data you provide to us. I agree Application for approval to undertake a specific Lean Business Assignment supporting Lean Implementation This application form is designed to give approval (to successful candidates), that have the specialist expertise required to support lean implementation in one or more of the following areas: Agile Business Plan Communications Data Protection Finance Human Resources Leadership Lean Products (e.g. white board, kanban rack and storage solutions) Change Management Marketing Organisational Development Process Improvement Product Management Project Management Software Strategic Sourcing/Procurement Supply Chain Sustainability Team Development Please note this list is not exhaustive. Approval will give access to the on-line Specialist Lean Service Providers Directory (this is optional). Approval will not give access to the Directory of Lean Service Providers. Service Providers who wish to be included on this Directory must complete an application form specific for that purpose.
SME companies in Ireland Large companies in Ireland International companies outside Ireland 1.6 Business functions Insert a 1 to which business function your business firstly requires support in. Continue this with a 2 for which business function your secondly requires support in. Strategy Finance Marketing Sales Operations Product / Service Development Human Resources Logistics Environment / Sustainability Management Information Systems 1.7 Previous State Assistance (e.g Funding from the Local Enterprise Offices, Enterprise Ireland, New Frontiers participant) 1.8 Previous Experience (If you have undertaken previous LEAN or Business Development project within the business in the past please outline max 10 lines)
Slide Thirty-Four - HCBS Settings Requirement Compliance Toolkit: CONTENTS (continued again) Exploratory questions that may assist states in the assessment of: Slide Thirty-Five - Exploratory Questions – Area #1 “The setting is integrated in and supports full access of individuals receiving Medicaid HCBS to the greater community, including opportunities to seek employment and work in competitive integrated settings, engage in community life, control personal resources, and receive services in the community, to the same degree of access as individuals not receiving Medicaid HCBS.” Slide Thirty-Six - Exploratory Questions – Area #2 “The setting is selected by the individual from among setting options including non-disability specific settings … The settings options are identified and documented in the person-centered plan and are based on the individual’s needs, preferences…” Slide Thirty-Seven - Exploratory Questions – Area #3 “The setting ensures an individual’s rights of privacy, dignity, and respect, and freedom from coercion and restraint.” Slide Thirty-Eight - Exploratory Questions – Area #4 “The setting optimizes, but does not regiment, individual initiative, autonomy, and independence in making life choices including but not limited to daily activities, physical environment, and with whom to interact.” 42 CFR 441.301(c)(4)(iv)/ 441.710(a)(1)(iv)/441.530(a)(1)(iv) Slide Thirty-Nine - Exploratory Questions – Area #5 “The setting facilitates individual choice regarding services and supports, and who provides them.” FR 441.301(c)(4)(v) 441.710(a)(1)(v)/441.530(a)(1)(v)
The vast majority of funding in states’ mental health systems goes to day programs, such as day treatment and psycho-social rehab programs. According to the most recent SAMHSA data (2012), only 1.7% of people receiving mental health services are receiving evidence-based supported employment services. Slide Forty-Nine - Employment is Critical to Meeting Our System Goals Supporting people with disabilities to work in integrated employment in the community is critical to: Helping people with disabilities access the greater community; Facilitating relationships with people without disabilities; Building new skills and self-esteem; Recovery for people with mental illnesses; Helping bring people with disabilities out of poverty; and Providing meaningful ways for people with disabilities to spend their days. Slide Fifty - Using the HCBS Rule To Further Olmstead Compliance in States’ Employment and Day Service Systems Slide Fifty-One - Title II of the ADA Prohibits discrimination by public entities in services, programs and activities Integration regulation requires administration of services, programs and activities in the most integrated setting appropriate Most integrated setting is one that enables people with disabilities to interact with people without disabilities to the fullest extent possible Slide Fifty-Two - Olmstead v. L.C.: Unjustified Segregation is Discrimination S. Ct. held that ADA prohibits unjustified segregation of PWD and that public entities are required to provide community-based services when: Such services are appropriate;
CAF’s (to be transferred to new paperwork at review) Name of Child/YP Date of Birth School attended (if different to Lead Practitioner setting) Date My Plan started Latest Review Date Date My Plan ended Reason for Closure Change of Lead Practitioner Name of Child/YP New Lead Practitioner Name: New Lead Practitioner Setting: New Lead Practitioner contact details: