zilongwang/ReadingBank huggingface dataset:
alongside or near heavy construction equipment, high speed rotating machinery, high voltage, high amperage electrical equipment, and high pressure and high temperature equipment systems and components. Other Job Characteristics: Occasional extended travel. Some weekend work is expected. Some interaction with vendors, contractors, DPC personnel, regulatory agencies and others. Familiarity and compliance with current Labor Agreement. Prepared By: Date: Approved By: Date: Approved By: Date: G:\SHARED\Word\Job Description\GNR\New Job Descriptions\Manager Performance Administration.docx
Units that are supported by the College’s HR shared services team should request employee moving reimbursements via a “miscellaneous HR” request in Infoporte and attach: a completed CAS lump sum payment request form that shows the calculation for receipt-based reimbursement and 30% “true-up,” up to the maximum amount noted in the offer letter. a copy of the employee’s signed offer letter, and legible copies of all receipts. Units that are not supported by the College’s HR shared services team should submit their own moving reimbursement lump sum payment ePars in ConnectCarolina and attach: A document that shows the calculation for receipt-based reimbursement and 30% “true-up,” up to the maximum amount noted in the offer letter. a copy of the employee’s signed offer letter, and legible copies of all receipts. Upcoming Purchasing Card Changes: Change are comning to the p-card system . They are aimed at moving lower value transactions through the p-card system, rather than using the campus voucher or PO systems, and at delivering a more user friendly, efficient, and flexibly portal with enhanced functionality and controls. The new system will allow you to: split transactions by percentage or amount upload electronic receipts run enhanced reports New system terminology: Cardholder is now Accountholder Reconciler/Approver is now Group Approver Group Proxy Reconciler reconciles transactions on behalf of an Accountholder New allowable charges that can be made on p-cards: Equipment and space rentals (still requires purchasing approval) Student travel, with approval Professional memberships (including subscriptions and journals) All conference registrations
re-routed/re-rated transmission lines); the specific identification of all equipment being removed from service; and any qualifying notes . TEMPLATE: Project: (Market participant Project Number:) New Equipment to be released for CAISO Control: Re-rated equipment to be released for CAISO Control: Equipment permanently removed from service: Notes: Example 1: Project: Market Participant Project Number: 12345 New Equipment to be released for CAISO Control: Station “X” CB’s 122, 132; Station “X” disconnect switches 121, 123, 125, 131, 133, and 135. Equipment permanently removed from service: Station “X” CB 112; Station “X” disconnect switches 111, 113, 115, 117, and 119. Notes: Station “X” CB 112 replaced by CB’s 122 and 132. Example 2: Project: CAISO Rims Project Number: 67890 New Equipment to be released for CAISO Control: Alpha-Beta #1-230kV Line re-conductoring project completed. Equipment permanently removed from service: None Notes: None.
operation of the unit, it operates either as a Generator or as a pump. It is revenue metered at its POR. The unit model is similar to that shown in Exhibits 4-5 and 4-6. When operating as a Generator, the unit supplies Power to the CAISO Controlled Grid. When operating as a pump, the unit takes Power from the CAISO Controlled Grid. There is one resource ID in Master File to represent the physical unit of the pump storage plant in both generation mode and load/pump mode. There is also an indication that this unit can either generate or pump. This market resource participates in the CAISO Markets as either a Generator or a Load. The IFM Bids and Dispatch are on the basis of the market resource information. The Market software internally handles the Generation or Demand Bid of this market resource and commit/Dispatch appropriately. The market software can handle both modes of the pump storage plants with single resource ID. One is the generation model, which is the positive schedule, and the other is load/pump mode, which is the negative schedule. Settlements applies the appropriate rules for settling this market resource in a particular interval dependent on the direction of Energy flow (injection to network=Generation, take from network=pumping Load). The generating limits of the unit reflect its market registration and can be different from the physical limits. The MW value and limits for Dispatch purposes (and IFM Bids, Dispatch and Settlement) are based on the overall Market Resource POR. Generating Unit with POR at Generator Tie The Node at which Energy is delivered to a receiving party may be different from the node at which the Energy is generated. Refer to Exhibit 4-7. This is a Generating Unit with auxiliary Load and with the station transformer modeled. The unit is metered at the station bus. The POR is remote from the Generator station bus linked to the Generator by a Generator tie. Exhibit 47: Generating Unit Market POR Different from Generator Terminal There is one Market Resource entry in the Master File with one physical unit and auxiliary Load. The unit’s Market limits are different from the physical unit limits and represent the commercial limits. Commercial data describing a Generating Unit's physical capabilities are contained in the CAISO's Master File, and are values that the Generator can regularly deliver to the CAISO Markets. The Generating Unit may have additional physical capacity that is available under
<http://www.caiso.com/docs/2005/10/28/200510281047542112.html> Outage information is provided to the CAISO using the CAISO outage management system; however, outages will not be included in an FNM release version until the outage has been approved by the CAISO. Regarding the timing of changes to the FNM, all known approved transmission line outages or generator outages are updated in the FNM before the IFM and RTM open. Master File The Master File is the data repository used for many applications at the CAISO including data that describes generators connected to the CAISO grid. This data base must be updated to reflect changes necessary for the FNM to accurately reflect the grid and the generators connected to the grid. The Resource Data Template (RDT) is used to update the Master File data base for data that pertains to new or existing generators. The RDT is described below in Section 5.4. SMDM Process SMDM is the market data used for the IFM/RTM. The Supplemental Market Data Management (SMDM) is key input for developing the Full Network Model. The main constituents of SMDM are: 1. Interface information with other Balancing Authority Areas apart from CAISO Balancing Authority Area 2. Nomograms . Ancillary Services Definition - This contains the definitions of regions to maintain the source/Demand balance of the electric system within reliability constraints for the Integrated Forward Market (IFM) and Real-Time Market (RTM). There are currently following regions involved- a. NP15 & Ties
b. ZP26 & Ties c. SP15 & Ties d. ISO (NP15+ZP26+SP15 + All Ties) e. Only Ties Market Participant Data Requirements This section describes the data and process that is expected from the Market Participants to support the FNM. This data includes topology information from transmission owners, Generating Unit characteristics from Generators, Load Distribution Factors for Custom Load Aggregation, Generation Distribution Factors for aggregation of Generating Units, etc. Power System Components The network model is a mathematical representation of the physical components, which comprise the power system. The network model includes representations for major power system components including Loads, Generating Units, and Transmission Elements (i.e., transmission lines, transformers, and shunt and series compensators). A description of each of these major components as represented in the network model and the data required are noted in the sub-items below. Loads In the network model, a Load is the representation of each physical take-out point from the high voltage network represented. Loads may thus represent, for example, each distribution transformer from the high voltage network through which power and Energy ultimately
A. The Failure to Pay Rent. § 83.56(3), Fla. Stat., requires that before a landlord may evict T for nonpayment of rent, LL must first serve T with a written notice that informs T has three days to pay the alleged rent or vacate the premises. If T attempts to pay rent during the 3-day time period, LL must accept the rent. If LL refuses, T will not be evicted. B. Violation of Lease or Rules. § 83.56(2)(a), Fla. Stat., permits a landlord to evict a tenant by giving written notice that T has 7 days to vacate the premises. Notice must state with specificity the alleged lease or rule violation. Failure to specify facts permitting eviction will deprive LL of possession. LL will be limited at trial to violation alleged in notice. Only 2 circumstances where LL does not have to give T opportunity to cure: a. Emergency evictions. An act committed by T which is impossible to cure. § 83.56(2)(a) gives as an example: “damage, destruction or misuse of LL’s or other T’s property by an intentional act,” including battery and threatening another tenant. b. Second violation within one year of reasonable rule or lease provision, provided the similar violation occurred within previous 12 months and T was furnished a specific written warning that a repeated violation will be grounds for eviction. C. Expiration of Lease with No Specific Term Where there is agreement as to the duration of the tenancy, the tenancy, the duration is determined by the periods for which the rent is payable, e.g. the tenancy is month to month, if payment is due monthly. § 83.46(2), Fla. Stat. As set forth in § 83.57, Fla. Stat., if there is a lease without a specific term or a periodic tenancy either party may terminate upon at least the following notice: 1. Year to Year – 60 days prior to end of any annual year; 2. Quarter to Quarter – 30 days prior to the end of any quarterly period; 3. Month to Month – 15 days prior to end of any monthly period; 4. Week to Week – 7 days prior to end of any weekly period; D. Termination Upon Notice
Coaching takes time and a commitment to relationship building. Remember, coaching is not for every situation. Serious, blatant, and/or ongoing employee performance problems may need to progress to the next level: "Realigning Performance." Remember: When helping others prepare for change, developing staff in new areas, carrying out process improvement, increasing the potential for retention, facilitating growth, building commitment or working to change the organization’s culture, coaching may be the tool to Learn More about Coaching Contact: HR Employee Relations Manager Take a Minute to Reflect Does coaching fit your supervisory style? If yes, what one thing do you plan to do to create coaching relationships with your staff? Performance Management System Realigning Performance You have learned about setting performance expectations and the importance of keeping performance on target through feedback and coaching. Even with the best efforts, sometimes performance goes into a downward spiral. When clear performance expectations, feedback and coaching no longer work in getting the desired performance, it is time to look at realigning performance. The process of realigning performance can be difficult. It is often "put off" or avoided for many reasons, including: Lack of knowledge or structure on how to realign performance; Lack of willingness to confront; Fear of losing control; Fear of hurting the person's feelings; Sympathy; and Hoping it will all just go away. Or thinking the problem will go away if the employee is given praise instead of confronting the issue directly. When entering into this area of performance management, it is a good practice to gather and review all of your information about the employee (e.g., performance expectations, feedback). Then make an appointment to discuss the situation with your manager or HR/ Employee Relations Manager. Realigning performance builds on skills gained in the preceding sections. The skills you will learn revolve around "disciplining" without punishment, dealing with performance problems, documenting performance, performance improvement plans, or progressive discipline. Your goal as a supervisor is to help employees succeed. Remember: Communication is the key!
Fixed Operating Costs can be allocated based on capital interest or throughput interest. It will usually depend on how significant these costs are compared to the Variable Operating Costs and how significantly the capital interest can vary from the throughput interest. Variable Operating Costs are usually allocated based on the throughput interest (to account for different wells with different ownerships and different production rates) but can sometimes be allocated based on capital interest (for example, if all wells tied in to a facility have the same ownership). It is very important to check the governing JV Agreement to verify how these costs are actually supposed to be shared. The following diagram is a visual representation of the various operating cost splits: Auditing the Joint Account Audits of the Joint Account are important! They are conducted against the Land and/or Joint Venture Agreements to determine if capital and operating costs have been allocated correctly and accurately. The Agreements contain clauses detailing specific audit provisions, timelines that they must be conducted within and review parameters by non-operators. This process helps protect the interests of all parties (i.e. a second set of eyes). It is important to do things right the first time – it saves time and money in the long run (G&A costs). Stewarding to your agreements may alleviate partner concerns which, if unresolved, may affect your profit and net income. The bottom line is, create value rather than destroy it! Depending on the agreement (Mineral Land or Joint Ventures) the Land Negotiator or Joint Venture Representative should work closely with its Joint Venture Accountants and review everything relating to costs and allocation under the governing agreements to ensure that the expenses, whether capital or operating, are in accordance with the terms of the governing agreement. Tracey Moore-Lewis (Education Director – PJVA) Lorie Caron (Administration Director – PJVA) Grant Feddema (Marketing Director – PJVA) Kent Black (Publicity Director – PJVA)
8. Performing transactions A key function of ANREU is to enable an authorised representative to perform specific transactions on units held within accounts. The transactions available are: Transaction Description Internal (domestic) transfer This transaction allows you to transfer eligible units from your account to another account within the ANREU. To perform this function you will need to know the acquiring account number or name. External (international) transfer This transaction allows you to transfer eligible units from your account to an account held in another country who is a party to the Kyoto Protocol. Please note that only eligible Kyoto Protocol units can be transferred internationally. This transaction requires validation by the UNFCCC. Other transactions (drop down box) voluntary cancellation Select voluntary cancellation from the drop down list and click the other button which appears under the account holdings grid to transfer units held by the account to the appropriate voluntary cancellation account. Kyoto units will be sent to the Kyoto voluntary cancellation account (requires ITL validation), and ACCUs will be transferred to the Australian voluntary cancellation account. This functionality is available to account representatives with initiator permissions. Once this transaction has been approved by the ITL, it cannot be undone. To commence a transaction: after logging in, select the accounts function from the left hand menu select the account you wish to perform the transactions from select the appropriate transaction from the available options on the transaction bar 8.1 Performing an internal (domestic) transfer The transfer of units between accounts can be initiated by an authorised representative with initiator permission, and completed by an authorised representative with permission to approve the transaction. For this transaction to occur, units must be available for transfer from the source account. The step-by-step instructions and system screen shots for a unit transfer transaction are outlined below. 8.1.1 Log in to ANREU and navigate to accounts After logging in to , the authorised representative should use the welcome page to navigate to the different parts of ANREU. To access their accounts select accounts.
NOTE (11) REQUESTS FOR FLEXIBLE WORKING ARRANGEMENTS The laws about requests for flexible working arrangements changed on 1 July 2013. The NES give employees the right to request a change to working arrangements in the following circumstances: If the employee is a parent, or has the responsibility for the care, of a child who is of school age or younger: The employee is a carer (within the meaning of the Carer Recognition Act 2012); The employee has a disability; The employee is 55 or older; The employee is experiencing violence from a member of the employee’s family; The employee provides care or support to a member of the employee’s immediate family, or a member of the employee’s household, who requires care or support because the member is experiencing violence from the member’s family. In addition, parents or those who have responsibility for the care of a child and who are returning from a period of parental leave or adoption leave may request to work part-time to assist the employee to care for the child. Casual employees who work on a regular and systematic basis with a reasonable expectation of continuing work can also make a request for flexible working arrangements. The request must be in writing and provide details of the change sought and reasons for the change. Employers must respond to the request in writing within 21 days and give reasons if the request is refused. A request may only be refused on reasonable business grounds which should be specified in the written response. Reasonable Business Grounds are defined as follows: Fair Work Act provides the following list of matters which may amount to reasonable business grounds but there may be others: That the new working arrangements would be too costly for the employer; That there is no capacity to change the working arrangements of other employees to accommodate the new working arrangements requested by the employee; That it would be impractical to change the working arrangements of other employees or recruit new employees to accommodate the new working arrangements requested by the employee;
Managing Allegations of Abuse made Against Teachers and Other Staff Version Number 1.1 Location Guidance for Schools Volume 1 Section 23a Author HR Advisory – Support Services for Education (SSE) Published September 2016 SSE Review Date September 2018 Effective Date This guidance relates to Keeping Children Safe in Education (statutory guidance issued by the Department of Education in September 2016) which updated the previous guidance of July 2015, as such it should be noted and followed by all appropriate settings. Consultation Since this is guidance extracted from those issues by the DfE this has not been subject to consultation.
remainder of the avocados. I already had probes which were a huge benefit.” Next time “Buy more water. It took too long to get the stumped trees back into full production — about four years. If having to reduce the canopy, I’d now look at removing a proportion, may be half only, to retain some production.” Avocados Australia Lmt. . Membership required. Barry Avery — Avocado grower and consultant Lisa Martin — Ripe Horticulture Simon Newett — Principal Extension Horticulturalist, Dept. Employment Economic Development and Innovation, Queensland Doug Shephard — avocado grower, Merbein VIC Trevor Sluggett — Agronomy Manager, Total Eden, Renmark SA Jenny Treeby — Senior Project Officer, Agriculture Victoria Michael Treeby — Group Leader, Agriculture Victoria Research Matthew Weinert — Industry Development Officer, NSW DPI Roger Wescombe — retired avocado grower, Trentham Cliffs, NSW
ACTIVITY COSTING TABLES Project Name: Example only: please delete example and add information and extra lines. Add additional tables as required one for each key activity (should align with key activities listed in project plan) Example Activity 1: To run a community communication program across the XYZ region (example only). Tasks Unit of measure Quantity Cost per unit of measure ($) Grant funds requested ($) Website upgrade to ensure web content– 1 x technician Per Hour 15 70 1050 Development of communication program content. One full time communication officer for one month. Full time staff Per month 1 15000 15000 Brochures to be printed about netting trees for fruit fly Per brochure 10000 0.27 2700 Delivery of brochures to 2,000 households Labour hours 20 30 600 TOTAL $ 19350 Activity 1: Tasks Unit of measure Quantity Cost per unit of measure ($) Grant funds requested ($) TOTAL $
Activity 2: Tasks Unit of measure Quantity Cost per unit of measure ($) Grant funds requested ($) TOTAL $ Activity 3: Tasks Unit of measure Quantity Cost per unit of measure ($) Grant funds requested ($) TOTAL $ Activity and budget summary table Activity Grant funds requested $ Activity 1 Activity 2
Where a parent has made the allegation they may be confidentially informed of the suspension and any developments where it is necessary to provide reassurance. The parent (and family) will be advised to keep the matter confidential. In certain circumstances, e.g. child protection investigations, it may be necessary for the Headteacher (in consultation with the Chair of Governors) to provide immediate reassurance to parents and children in the school and there may be a need for information to continue to be provided during the course of an investigation to parents, children and other colleagues. The Investigation Often, before a formal investigation commences, employees may be asked to provide an account of events shortly after an incident has occurred. Employees should be advised that they may wish to seek trade union advice prior to submitting their account. Employees will be expected to co-operate with such requests or instructions to provide information that may be used as part of a management fact-find or informal investigation. Often this fact-find will determine whether a formal investigation is necessary or appropriate. Evidence obtained within this fact-find may subsequently be utilised as part of the formal investigation. Who Should Investigate? When it is decided that a formal investigation is appropriate the SLT or governors should determine who will be the Investigating Officer. If it is likely that the investigation may result in a disciplinary or grievance hearing, where the Headteacher may hear the case, It is advisable that an alternative member of the senior leadership team or an external investigator is commissioned in order to conduct the investigation. If it is likely that the investigation may result in a disciplinary or grievance hearing, where the governors may hear the case, it is advisable that the Head teacher, an alternative member of the senior leadership team or an external investigator is commissioned in order to conduct the investigation. If the Headteacher or senior member of staff is a key witness, or has key or intimate knowledge which could be seen to prejudice the investigation, it may not be appropriate that they conduct the investigation, present the case at a hearing or hear the case. (Please contact Human Resources for further advice). External Investigators The school may also contact Human Resources with a view to commissioning an external investigator. If an external investigator is commissioned, he/she will report to the nominated governor/s that will retain responsibility for the case. This is outside the agreed SLA’s and will be at an additional cost to the school.
Almost Certain The event is expected to occur in most circumstances. (At least 5 times a year) Likely The event will probably occur in most circumstances. (At least twice a year) Possible The event might (or could) occur at some time. (At least once a year) Unlikely The event will probably not occur. (At least once in five years) Rare The event may only occur in exceptional circumstances TABLE 3 Risk Analysis Matrix LIKELIHOOD RATING CONSEQUENCES – what is the maximum reasonable consequence? Insignificant Minor Moderate Major Catastrophic Almost Certain Medium Medium High Extreme Extreme Likely Low Medium Medium High Extreme Possible Low Low Medium High High Unlikely Low Low Low Medium High Rare Low Low Low Low Medium
Contents Page Executive Summary 1 Introduction 1.1 The Advisory Committee 6 1.2 Terms of Reference 6 1.3 Extent of consideration 7 1.4 Consultation 8 1.5 Approach to this report 10 2 Background 11 2.1 Planning policy context 11 2.2 Residential zones background 15 2.3 Current application of zones 20 3 Managing Residential Development Taskforce 23 3.1 Background 23 3.2 State of Play Reports 24 3.3 Potential improvements to Residential Zones 35 Strategic issues 38 4 Managing Growth 39 4.1 Background 39 4.2 Submissions 39 4.3 Discussion 42 4.4 Findings 44 5 Transport and jobs 46 5.1 Background 46 5.2 Submissions 46 5.3 Discussion 48 5.4 Findings 50 6 Housing diversity and affordability 51 6.1 Background 51 6.2 Submissions 52 6.3 Discussion 55 6.4 Findings 57 Implementation and Monitoring Issues 58 7 Process of implementation 59 7.1 Background 59 7.2 Submissions 59 7.3 Discussion 63 7.4 Findings 68
Plant and equipment Working in and around mobile plant e.g. straddle carriers, internal transfer vehicles (ITVs), reach stackers, rubber tyred gantries (RTGs) and forklifts Damaged or poorly maintained equipment like damaged ladders, electrical cables, ropes, stretched chains and defective hooks Crush injuries Disabling injuries Fatalities Working environment Working in extreme weather conditions Working in holds and on deck Working near refrigerated containers Sunburn and skin cancer Heat stress, strains and sprains due to slips and trips Fumes or atmospheric contaminants Electricity Lashing next to refrigerated containers Jump starting vehicles Isolating equipment Electric shock Burns Fatalities (electrocution) Stored energy Pressurised liquids and gases Tensioned cable or ropes Disabling injuries Fatalities Noise Using noisy machinery or power tools Hearing loss Hazardous chemicals including dangerous goods Loading and unloading hazardous cargo Exposure to chemicals used to fumigate ship’s holds Respiratory conditions Burns Skin conditions Fatalities Fire Hot works e.g. welding or oxy-cutting Handling combustible cargo Burns Smoke inhalation Fatalities Lighting Working in inadequate light for instance in holds or at night Slips, trips and falls Failure to follow safety procedures Using incorrect lifting gear Not verifying safe working load Not checking service history where required Crush injuries Fatalities A number of hazards may co-exist in the workplace, for example stevedoring operations may involve being near moving parts and performing hazardous manual tasks in the presence of high noise levels. Hazards may also change as work is carried out, for example entries and exits may become blocked preventing escape in emergencies.
planning for expected changes in work flow including anticipated peaks and troughs during the year. Environmental conditions Avoid working during periods of extreme temperature or minimise exposure time through job rotation. Provide a cool area where workers can take a rest break and rehydrate in hot work environments. Install ventilation and mechanical cooling devices in hot, small and enclosed spaces such as truck cabins. Provide adequate facilities for rest, sleep, meal breaks, onsite accommodation (if appropriate). Install adjustable, low-vibration seats in machinery and vehicles and provide low vibration hand held equipment. Provide and maintain a workplace which is well lit, safe and secure. Non-work related factors Work and lifestyle often impact each other. For example, if a worker leaves their job tired and exhausted they may be less able to perform out-of-work activities or could be a danger to themselves and others when driving home tired. Likewise, if a worker arrives at work fatigued they may be less productive or could be a danger to themselves and others in the workplace. A person conducting a business or undertaking cannot control what a worker does outside of work. Workers have a duty to take reasonable care for their health and safety and this includes enough sleep so they can arrive at work ready for duty. However controls can be implemented to avoid potential conflicts between personal and work demands, for example: develop a fatigue policy for all workers including managers and supervisors, consult workers about managing fatigue not just when at work, the risks associated with fatigue and how it relates to their health and safety duties. Workplace fatigue policy A fatigue policy is not mandatory but may be an effective way to communicate the organisation’s procedures to workers. Consider including information about: roles and responsibilities of supervisors and workers maximum shift length, average weekly hours and total hours over a three-month period work-related travel control measures for specific tasks, jobs and operations self-assessment checklists procedures for reporting potential hazards and fatigue risks, and procedures for managing fatigued workers, including what will happen if they are too fatigued to continue work (e.g. temporary task re-allocation). A fatigue policy can be included with other work health and safety policies, for example policies on bullying, drugs and alcohol and fitness for work and should be developed in consultation with workers or their health and safety representative.
The University Census dates for the 2016/17academic year are displayed below: Census Programmes to be included Circulated Deadline November All (not inc CPD) 3rd November 2016 16th November 2016 March All (not inc CPD) 16th March 2017 29th March 2017 May All new enrolments after 29th March 2017(not inc CPD) TBC end of June TBC beginning of July It is essential that students’ attendance and engagement is monitored throughout the year and not just at census points. It is evident from data that there are key points within the year when there is a lag in reporting withdrawals, as follows: Attendance up to: Issue: Key time to confirm if students should be WD prior to next Census October/November Tracking / Support mechanisms still in place at November census December December Do not return after Christmas break Late January
Table - Example revenue streams and ranking Potential revenue stream Alignment to strategy (1= low, 2= med, 3= high) Potential revenue (1 = <20% of gap, 2 = of gap, 3 = 50-100% of gap) Risk (1 = high, 2 = med, 3 = low) Rank (Add 3 scores) Securing grants 1 3 3 7 Attracting students from outside the cluster 2 1 3 6 Attracting adult students 3 2 1 6 Designing and delivering training for third parties (e.g. for AGA) 3 1 2 6 Providing training to industry partner employees 2 3 1 6 Allowing RTOs to use the facility (or delivering courses on their behalf) 1 1 3 5 Allowing GTOs to use the facility (or delivering courses on their behalf) 1 1 3 5 Securing sponsorships 1 1 3 5 Allowing private businesses to use the facility (e.g. hire or licence agreement) 1 1 2 4 Hosting one-off or repeat events for community organisations 1 1 2 4 Selling products produced at the TTC 1 1 1 3 Allowing TAFEs to use the facility (or delivering courses on their behalf) 1 1 1 3 Allowing CAEs to use the facility (or delivering courses on their behalf) 1 1 1 3 Note: All scores are examples only Developing a marketing strategy to win revenue streams A revenue target should appear in the TTC strategy along with brief descriptions of the initiatives that will contribute to achieving the target. Initiatives to achieve the revenue target may range from increasing enrolments to establishing completely new revenue streams. All these initiatives will require effort and most of them will require a marketing effort. Marketing is a key tool when pursuing new revenue and is based on two central ideas: 50%
“Children learning to speak English as an additional language is not a special educational need. Practitioners should assess the development of children who speak English as an additional language in their home language as well as in English, where possible. While the children’s skills in communication, language and literacy must be assessed in relation to their competency in English, the remaining areas of learning may be assessed in any language”. Please refer to ‘The EYFS Profile Handbook 2014’ for more details. The booklet ‘Identifying Children who are Learning English As An Additional Language and who may also have Learning Difficulties and/or Disabilities’ provides templates for tracking children’s language development over time. This can be downloaded from: Responding to data analysis After entering and recording data, at each given review point, practitioners should ensure that actions are planned in response to trends identified e.g. intervention groups such as ‘spirals’ for children who are working below their typical level of development in communication and language. A template for recording this can be found on: . Analysing EYFS Profile data In 2013, the percentage of children in Oxfordshire attaining a Good Level of Development was 48% and the national figure was 52%. Co-ordinators should analyse EYFSP data each year. Suggestions for analysis of EYFS Profile: A Good Level of Development: How many children attained a GLD? What is this as a percentage? How many of these children were boys, girls, autumn/spring/summer born, EAL, SEND, Pupil Premium, FSM, GRT, LAC, forces families; consider children’s starting points e.g. did they attend an on-site nursery or start through the Reception year? Were there any children who would have attained a GLD had it not been for one or two ELGs? What were these ELGs? Is there a pattern? How does the number of children attaining a GLD in your school compare to county and national figures? The supporting measure: This is the average point score for a cohort across all ELGs. The average point score is the total number of points achieved for the cohort divided by the number of children. The national measure will be the average of every child’s total point score. What is the supporting measure for the cohort? How does this compare to the county and national measure? Areas of Development and the ELGs:
cultural values and personal experiences of money - weddings Information Blog piece on Irish spending on weddings. Gives survey results in percentages, along with humorous graphics. Light-hearted insight into the cultural norm of the wedding-gift. cultural values and personal experiences of money - Information Census information on family spending, detailing trends in proportional spending on housing/ accommodation, food, energy, alcohol/ cigarettes, entertainment. It will give a good opening position for a discussion on the priorities in one’s own household. Thejournal.ie personal budgeting information Explains the benefits of actively managing your money, under the headings: Complete a financial health check Identify your goals Make a budget and stick to it Shop around, switch and save Use of clear language and explanations. Competition and Consumer protection commission Personal budgeting Videos / interactive worksheets 1-7 Short videos on each of the following: personal budgeting Managing money Banking Loans Insurance Debt Tax NALA http://www.makingcents.ie/
Phrasing Expression Reading fluency (including accuracy, automaticity, and prosody). ML → TNC M2 → Oral Running Record Fluency Rubric (Rasinski) expression, phrasing, rate, accuracy benchmarks within levels Accuracy and Words Correct Per Minute calculations Observation Opportunities During conferring During guided reading Listen in during pair-and-share Benchmarks 3rd Grade: Creates meaning while reading more and more smoothly; Goal: 80-110 wpm. 2nd Grade: Creates meaning while reading more and more smoothly; Goal: 70-100 wpm. 1st Grade: Creates meaning while reading more and more smoothly; Goal: 30-60 wpm. Kindergarten: Applies sight words and Fry Instant Fluency Phrases. Pre-Kindergarten: Pretends to read using some of the language from the text; describes action and uses pictures to order events. Retelling Why: Retelling stories is part of a typical progression children go through as they learn to read. They progress from talking about pictures to connecting ideas across pages using “book language.” Eventually, they will begin to use a variety of strategies including knowledge of letters and sounds or picture cues to comprehend texts (Sulzby, 1985). Retelling stories helps children develop understandings of both story structure and language which ultimately contributes to understanding text (Morrow, 1985). Retelling will prompt growth in the following areas: Knowledge of text forms Knowledge of text conventions Conscious awareness of processes involved in text construction Range and variety of text forms and conventions being employed in other writing tasks Control of vocabulary
LiverpoolSU Emergency Leave Table Circumstances Conditions Type of Leave Length Paid or Unpaid Authorised by: Bereavement or Critical Illness Death or critical illness of: Husband/Wife/Partner Immediate blood relative ( I.e. Parent, sibling, child, grandparent, etc) Partners immediate family A 'dependent' who relies on employee to deal with administrative matters relating to the death More distant relative if constitutes a 'special relationship' (E.g. Someone who acted as a guardian or performed the role of one of the relatives above) Compassionate Leave Upto5 Days Further Leave Paid Unpaid or taken as Annual Leave Chief Executive Management team Other Bereavement Death of: Distant relative Friend or acquaintance Annual Leave/Lieu Discretion of Chief Executive Annual Leave/Lieu Chief Executive Time off for dependents Leave can be taken in the following circumstances: If a dependent falls ill or has been injured or assaulted When a dependent is having a baby To make longer term care arrangements for a dependent who is ill or injured To deal with an unexpected disruption or breakdown of care arrangements for a dependent Emergency Leave 1 day per incident Further leave Paid Unpaid/ Annual Leave/Lieu Line Manager Chief Executive
To deal with an unexpected incident involving a 'dependent' child during school hours Domestic Incident The following circumstances give an indication of when emergency leave will be granted: Fire, flood, theft or any other crisis at home that requires your immediate attention Emergencies which could affect the safety or security of the employee, their family, property or assets Emergency Leave 1 day per incident Further leave Paid Paid/Unpaid/ Annual Leave Line Manager Chief Executive
the current behaviour is not acceptable, and if changes do not occur, then further consequences will be inevitable. Review It is also worthwhile for you to review how you dealt with this situation so that you can learn from the experience and build your learning about handling similar situations in the future. Finally, there may be occasions when you will come across people who demonstrate difficult and dysfunctional behaviour that constantly infects everyone around them, and eventually creates a toxic environment. When confronted, this type of person is often unwilling or possibly unable to change, especially if their behaviour is entrenched. If you are unlucky enough to come across such a person, then you must have a strategy to cope. Sometimes it is as simple as parting company, or if this is not possible, then find a way to reduce the negative effect the behaviour has on the *earn. For instance, you as team leader may have to intervene early when you notice things are going off track. Working as part of a team is not for everyone and sometimes your role as a leader is about diagnosing and recognizing where your people can best be deployed to add value. Recognizing that an individual is more of an independent operator, who, given the opportunity could contribute more working on their own is a legitimate part of your role. Be aware that just because someone is causing challenges in a team, it does not mean that they will automatically cause less challenge as an independent worker. The goal is to work with the individual to find out their true motivators, and set goals for achievement — including interpersonal ones. If they can channel their energy and capabilities to achieving, then you have a win-win situation for everyone. Remember that in the long run, keeping someone around who may affect you and your team in a negative way is pointless
Slide 60 SEE THE CSI SYSTEM DOCUMENTATION FOR SYSTEM DATABASE DETAILS AND REPORTING TIPS Slide 61 SEE THE CSI SYSTEM DOCUMENTATION FOR SYSTEM DATABASE DETAILS AND REPORTING TIPS V7109 (DSM-IV-TR) > No Diagnosis or Condition on Axis I or No Diagnosis or Condition on Axis II NOTE: Only one diagnosis, either the Axis I Diagnosis or the Axis II Diagnosis, can be designated as the primary mental health diagnosis. Slide 62
impact of change on families and communities • family and community wellbeing • roles individuals adopt • environmental • legislation • technology • explore examples of change within • families and communities and determine: – the nature of the change – the impact of the change The nature of change can impact positively or negatively on the FAMILIES wellbeing. Complete the table below by discussing the impact of each situation: Note: Impact on roles individuals adopt refers to how roles will change within the family, once the “change has occurred”. Scenario Nature of change Positive impact on WB Negative impact on WB Impact roles individuals adopt. A father of a family dies in a motor vehicle accident. Sarah and John have decided that they are going to have a baby through IVF. Olivia and Mark have three children and have just given birth to a child who is downs syndrome. If the change is related to the COMMUNITY, it can also impact both positively and negatively on them: Scenario Nature of Change Positive impact on WB Negative impact on WB A teenage boy (Thomas Kelly) was killed as a result of alcohol related violence in Kings Cross. A new housing estate has been built in what used to be bushland.
Practice Question 1 Now let’s attempt a simple T- Account question in our copies for the Smith Family for the week 14th -21st of October 2016. 14/10 Cash on Hand €300 (Balance b/d from last month) 15/10 Received Wages €1200 16/10 Paid for Insurance €100 17/10 Paid Groceries €100 17/10 Child Benefit €150 18/10 Childcare €140 20/10 Wages 600 21/10 Car Repayments €550 *Remember to use appropriate headings and columns What does the final balance figure tell us? Practice Question 2 The Leary Family have a weekly income of €200. For the 7 days ending 7 June 2016 their expenditure was as follows June 1 Groceries €23 June 2 Rent €55 June 4 Groceries €15 June 6 Entertainment €20 June 6 Bought Skirt in TopShop €20 June 6 New pair of Kicks €50 *Remember to use appropriate headings and columns What does the final balance figure tell us?
Planning your next steps Use this space to plan your next steps. You may need to spend a year or so gaining experiences and skills to help you to reach your goal. Remember that there are many ways of gaining experience, such as voluntary work, travelling and getting involved in the community. Below is an example of an action plan for a new graduate. Complete yours overleaf. To find work as an HR Adviser In order to do this I need to: By when: Find out more about different careers and training in H.R Look at Prospects and CIPD websites September 2018 Gain some administrative or office experience Look for vacancies online, recruitment agencies, and company web pages. November 2018 Get some work experience or work shadowing in H.R Contact local companies, local council, universities and colleges to ask about work shadowing December 2018 Get to know some people working in H.R, so can find out more about the jobs and when vacancies might come up Follow up contacts from work shadowing Work on my LinkedIn profile, join relevant groups. Create a CV tailored towards HR June 2019 Apply for HR Assistant jobs with potential for development and CIPD training Online vacancy sites, speculative enquiries to recommended companies and contacts July 2019 Apply and secure HR Adviser jobs Be at least part of way through CIPD, have gained experience in HR, gained experience in different HR roles Summer 2020
Management Committee 2016/17 Mrs L Hall – LASGB Mrs L Hall – Training Link Mrs A Stobbs – SEN Mr D Birtles – Child Protection/Safeguarding Mrs J Panteli – Behaviour and Safety Ms K Pugh – Leadership and Management Mr D Birtles – Teaching and Learning Oswaldtwistle School Management Committee Meetings 2016/17 Autumn term 2016 Standards and Effectiveness – Monday 10 October 2016 at 3.15pm Finance and Resources – Thursday 13 October 2016 at 3.15pm Full committee – Monday 14 November 2016 at 4pm Spring term 2017 Standards and Effectiveness – Monday 6 February 2017 at 3.15pm Finance and Resources – Thursday 9 February 2017 at 3.15pm Full committee – Monday 6 March 2017 at 4pm Summer term 2017 Finance and Resources – Thursday 11 May 2017 at 3.15pm Standards and Effectiveness – Monday 22 May 2017 at 3.15pm Full committee – Monday 26 June 2017 at 4pm
Please find below local sight seeing locations and distance wise from our hotel. Local Sight Seeing Points S.No From To Distance (KM) 1 (Route A) Hotel Nehru Kund 7 KM 2 (Route A) Hotel Solang Valley 18 KM 3 (Route A) Hotel Kothi 17 KM 4 (Route A) Hotel Gulaba Camp 22 KM 5 (Route A) Hotel Rahla Fall 29 KM 6 (Route A) Hotel Marhi 37 KM 7 (Route A) Hotel Rani Nala 48 KM 8 (Route A) Hotel Rohtang Pass 52 KM 9 (Route B) Hotel Vaishno Temple 40 KM 10 (Route B) Hotel Angora Rabbit Farm 45 KM 11 (Route B) Hotel Kasol Valley 70 KM 12 (Route B) Hotel Manikaran Sahib 85 KM 13 (Route C) Hotel Jagatsukh Temple 10 KM 14 (Route C) Hotel Naggar Castle 25 KM 15 (Route C) Hotel Roerich Art Gallery 25 KM 16 (Route D) Hotel Jana Water Falls 30 KM 17 (Route D) Hotel Dagpo Shedrupling Monastery Kais 30 KM 18 (Route E) Hotel Hadimba Temple 7 KM 19 (Route E) Hotel Club House 7 KM 20 (Route E) Hotel Siyali Mahadev Temple 5 KM 21 (Route E) Hotel Vashisht Temple 8 KM 22 (Route E) Hotel Tibetan Monastery 5 KM 23 (Route F) Hotel Bijli Mahadev 55 KM
APPENDIX B BSCB Contacts Key Agency Role Contact LADO Paula Williams LADO Child Protection Bolton Safeguarding Children Board 01204 337474 Bolton Referral and Assessment Teams 01204 331500 Bolton Children’s Services Head of Service Child Protection Unit 01204 337470 Bolton MASS Duty Team Castle Hill Centre, Castleton Street, Bolton 01204 337408 01204 331505 Bolton Council of Mosques- Bolton Together 07341089467 Greater Manchester Police Public Protection and Investigations Unit (PPIU) 0161 8567949
Category Recorded HR/ Personnel Files References LADO/CPU Files Sanctions which can be applied to student Substantiated A clear and comprehensive summary of the allegation, how this was followed up and resolved, what action was taken and how this was resolved Should appear All allegations should be recorded and retained for 25 years Unsubstantiated Should not appear Unfounded Should not appear False Should not appear Malicious Should not appear Should not appear May consider whether disciplinary action is appropriate (if this appears in Behaviour Policy) Agencies may need to look at underlying reasons for malicious allegations Record Keeping All allegations should be recorded and retained for 25 years