zilongwang/ReadingBank huggingface dataset:
We will continue to commission some long term managed care and support including domiciliary and residential care for those who need it. Whilst there may be a reduction in the care and support needed by individuals because of our earlier interventions and preventative work, we anticipate growing numbers of people with more complex needs such as dementia. 3. Contracting & Procurement Denbighshire has externalised the majority of care and support services for adults to the Independent and Third Sector. Section 7 of the Public Contracts Regulations 2015 deals specifically with Social and Other Specific Services and Item 74 defines that Public Contracts for Social and Other Specific Services listed in Schedule 3 shall be awarded in accordance with this Section. Whilst Social Care and Other Specific Services are generally exempt from the Public Contracts Regulations as they have a higher financial threshold than Goods and Services, Item 76(2) of the regulations seeks to ensure that when awarding contracts, the procedures shall be at least sufficient to ensure compliance with the principles of transparency and equal treatment of economic operators. Denbighshire’s Contract Procedure Rules are based on both EU and UK law and as such procurement staff should comply with any requirements brought about by such legislation in force at the time. Procurement with External Providers Care Homes are required to sign a pre-placement contract with Denbighshire County Council (and Betsi Cadwaladr University Health Board where appropriate). Those homes within Denbighshire are included in the Denbighshire Care Directory on the Denbighshire Web Site. An individual purchase order is required for each individual placement. Community Living Schemes are commissioned externally. Denbighshire tender for the support packages for these schemes. Opportunities, as they arise, are advertised on Buy4Wales/Sell2Wales. Domiciliary Care Providers are required to go through an approval process and sign up to a Domiciliary Care Agreement. The majority of care packages are commissioned individually via a spot purchase arrangement. The care brokerage process appears below/overleaf.
Water register prices Volume weighted average price June quarter 2014 price (Insufficient data for quartiles) $/ML June quarter 2014 sample volume ML June quarter 2014 sample number of transfers June month 2014 $/ML June quarter 2014 $/ML 2013-14 $/ML No trade 2,226 2,215 2,226 972 2 Quarterly volume weighted average price (2009-2014) Water entitlement transfers – volume by price (June quarter 2014) NOTE: A dotted line is shown for quarters where no trade was reported. A single trade was reported for the June quarter 2014. NSW 71Q register data only includes share assignment transfers (71Q). Data on licence transfers (71M) have been excluded due to high variability of data. No 71M trades were reported with price data in the June Quarter 2014. To avoid reporting unrepresentative prices, General Security VWAPs (in the NSW central and northern Basin) exclude transfers at under $100/ML and over $5,000/ML. SOURCE: NSW Water Register, 4th July 2014 at: Water trading exchange prices No trades were reported this quarter on the water exchange
Water register prices Volume weighted average price June quarter 2014 25th and 75th percentile $/ML June quarter 2014 sample volume ML June quarter 2014 sample number of transfers June month 2014 $/ML June quarter 2014 $/ML 2013-14 $/ML 1,769 1,710 1,656 1,500 1,650 12,559 77 Quarterly volume weighted average price (2009-2014) Water entitlement transfers – volume by price (June quarter 2014) NOTE: To avoid reporting unrepresentative prices, High Reliability/Security VWAP calculations exclude transfers at under $500/ML and over $5,000/ML. SOURCE: south Australian Water Register, 1st July 2014 at: Water trading exchange prices Water exchanges June 2014 buyer bid price ($/ML) 1,700 Water exchanges June 2014 seller offer price ($/ML) 1,750 SOURCE: Water exchange data were sourced on the 2nd of July 2014 from Water register prices Water product Volume weighted average price June quarter 2014 25th and 75th percentile $/ML^ June quarter 2014 sample volume ML June quarter 2014 sample number of transfers June month 2014 $/ML June quarter 2014 $/ML 2013-14 $/ML Border Rivers Supplemented 2,175 1,707 1,964 1,000 2,175 2,986 12 Border Rivers Unsupplemented 1,798 1,798 1,833 1,750 1,800 1,361 2 Supplemented 2,000 622 625 1,352 2,000 2,162 12 Balonne
Region Entitlement Type June 2017 VWAP ($/ML) June 2017 Broker buy/sell range ($/ML) 25th percentile ($/ML) 75th percentile ($/ML) Northern Murray-Darling Basin Macquarie General Security 1,250 1,250 1,250 1 100 – 1 300 Namoi General Security - - - 1 850 – 2 200 Gwydir General Security - - - 2 200 – 2 300 NSW Border Rivers General Security 2,917 2,917 2,917 2 000 – 3 250 Barwon Darling Unregulated 1,184 1,175 1,325 1 100 – 1 400 Lachlan General Security 650 650 650 500 – 600 QLD Border Rivers5 Supplemented - - - No listings QLD Border Rivers5 Unsupplemented - - - No listings Condamine Balonne (St George) 5 Supplemented - - - No listings Condamine Balonne (Condamine Balonne Upper Condamine and Lower Balonne) 5 Unsupplemented - - - No listings Upper Condamine Alluvium Groundwater (Sub Areas 1 2 3 and 4) - - - No listings Lower Balonne5 Overland Flow - - - No listings Note: Data in this report is collected from publicly available sources such as water registers and water intermediary website. The data is indicative only and may be incomplete. Marsden Jacob Associates accepts no responsibility for the accuracy of the data or for any use of the data.
Water Entitlement Market Prices across the Murray-Darling Basin Summary Report for November 2017 Marsden Jacob Associates has been engaged by the Australian Government Department of Agriculture and Water Resources to provide market price information on water entitlements in the Murray Darling Basin. The following tables summarise the information in the full market price report, available on the Department’s . Region Entitlement Type November 2017 VWAP ($/ML) November 2017 Broker buy/sell range ($/ML) 25th percentile ($/ML) 75th percentile ($/ML) Southern Murray-Darling Basin SA Murray Class 3a 3,005 2,850 3,075 3,000 – 3,500 VIC Murray above Barmah Choke High Reliability 2,827 2,200 2,900 2,400 – 2,950 VIC Murray above Barmah Choke Low Reliability 335 309 326 260 – 360 Vic Murray below Barmah Choke High Reliability 3,173 3,000 3,250 2,650 – 4,000 Vic Murray below Barmah Choke Low Reliability 384 300 400 300 – 400 Goulburn High Reliability 2,742 2,500 2,747 2,350 – 3,100 Goulburn Low Reliability 340 300 350 250 – 400 Campaspe High Reliability 2,500 2,500 2,500 No listings Loddon High Reliability - - - 2,100 NSW Murray General Security 1,368 1,350 1,405 1,350 – 1,525 NSW Murray High Security 3,643 3,600 3,885 3,500 – 4,100 NSW Murray Irrigation Limited General Security 1,304 1,300 1,313 1,250 – 1,500 Murrumbidgee General Security 1,527 1,525 1,688 1,500 – 2,250 Murrumbidgee High Security 3,610 3,626 3,879 3,500 – 4,120 Lower Darling General Security - - - No listings Lower Darling High Security - - - No listings
Document history Background Aither Pty Ltd was engaged in June 2018 by the Australian Government Department of Agriculture and Water Resources to provide price information on water entitlements across the Murray–Darling Basin. This document provides a summary overview of this data. A more detailed report can be found at the Department’s website (). For information on this report: Please contact: Chris Olszak Email: watermarkets@aither.com.au Revision: Revision no. 1 Author/s Herschell Zang Checked Kai Wakerman Powell Approved Chris Olszak Distribution: Issue date Friday 9 November 2018 Issued to Department of Agriculture and Water Resources Description Final Report Citation: Aither 2018, Murray Darling Basin Water Entitlement Price Summary Report – October 2018, Aither Pty Ltd. © 2018 Aither Pty Ltd. All rights reserved. This document has been prepared on the basis of information available to Aither Pty Ltd at the date of publication. Aither Pty Ltd makes no warranties, expressed or implied, in relation to any information contained in this document. This document does not purport to represent commercial, financial or legal advice, and should not be relied upon as such. Aither Pty Ltd does not accept responsibility or liability for any loss, damage, cost or expense incurred or arising by reason of any party using or relying on information provided in this document. Any party that uses information contained in this document for any purpose does so at its own risk. The information contained in this document is confidential and must not be reproduced, distributed, referred to or used, in whole or in part, for any purpose without the express written permission of Aither Pty Ltd.
NOTE FROM SEVEN STEPS TEAM: SEE “HELPFUL HINTS” AT END OF DOCUMENT Redacted version [Project Name] Market Research Plan Objectives: Conduct market research to determine: 1) the extent to which commercial sources and Government-wide Acquisition Contracts (GWACs) can possibly fulfill [Agency] (ACRONYM) Project Name and related requirements; if prices and rates under the current ACRONYM contract with [company name] (including its option renewal periods) are still fair and reasonable; if new laws, regulations, security conditions, business processes, or other factors necessitate immediate changes in ACRONYM’s service requirements; whether industry trends, market conditions and business issues suggest changes in acquisition approach; if opportunities exist to “unbundle” requirements to enable more contracts or subcontracts to small, small disadvantaged and other socio-economic procurement categories; best practices that can be adopted by ACRONYM, and the timeframes for any new procurement actions, including the time needed for a possible transition from the incumbent contractor to a new contractor. Activity Responsible Office Estimated Timeframe (workdays)* 1. Review current and anticipated requirements, activities, demographics, and program needs Program Office 3 2. Review current contract terms, prices, services and metrics. Program Office, Procurement Office 5 3. Formulate questions and check-lists for market survey initiative Program Office, Procurement Office 1 4. Determine subjects for surveying (e.g., commercial sources, Federal, state agencies, commercial users, etc.) Program Office, Procurement Office 1* 5. Determine methods for conducting surveys/research (e.g., telephone Program Office, 1*
interviews, CIO requests, research tools, etc.) Procurement Office 6. Formulate questions for various target audiences (e.g., GSA FEDCAC, Homeland Security, other large agencies, and commercial providers and users) Program Office, Procurement Office 2 7. Review GWAC’s and Federal Supply Schedule contracts Procurement Office 5 8. Review market research links, technical literature and industry publications Program Office 5 9. Interview Agency experts with large records and disaster recovery programs Program Office 5* 10. Interview Agency contracting officials re. business issues, costs, and performance Procurement Office 5* 11. Classify, rank and analyze responses Program Office, Procurement Office 3 12. Assess results Program Office, Procurement Office 2 Make Determinations: a) Current and future needs Current market conditions Acquisition strategies and timeframes concerning option renewals and re-procurement, if applicable Program Office, Procurement Office 3 Estimated Timeframe 30 - 35 * - Activities that are asterisked can be accomplished concurrently with other activities. HELPFUL HINTS: Pursuant to FAR Part 10, larger, more complex acquisitions may need a project plan for market research. While market research is required for all acquisitions over the simplified acquisition threshold, the level of documentation and actual research should be commensurate with the size of the acquisition.
Commuter patterns for case study towns: Town % regular commuters Number of commuters from one LA to another Time to drive to nearest core city Time on train to nearest core city Cost of train to nearest core city National 11,260,336 Berwick upon Tweed 11% 1097 1hr30mins to Newcastle and 1 hr 13mins to Edinburgh 48 mins to Newcastle and 43 mins to Edinburgh £36.20 to Newcastle and £35 to Edinburgh Todmorden 33% 2959 41 mins to Leeds, 42 mins to Manchester 1 hour to Leeds 26 mins to Manchester £10.90 to Leeds, £11.20 to Manchester. Frodsham 74% 5579 42 mins to Manchester and 30 mins to Liverpool 51 mins to Manchester and 1 hr 15 mins to Liverpool £11.80 to Manchester and £8.70 to Liverpool Kendal 18% 3971 Leeds 1:34 Manchester 1:16 Liverpool 1:21 Carlisle 51mins Newcastle 1:46 Leeds 2:39 Manchester 1:37 Liverpool 1:56 Carlisle 57mins Newcastle 2:47 Leeds £44.30 Manchester £19.10 Liverpool £21.60 Carlisle £16.20 Newcastle £46.50 The majority of private sector businesses are not registered for VAT or PAYE. In 2014 there were 2.3 million businesses registered for VAT or PAYE accounting for 43% of the total population with 76% of businesses being non-employers. There was an estimated 3 million unregistered businesses in England at the start of 2014 according to Government figures. London and the South East have the highest business density rates with the North East having the lowest business density rate with 701 businesses per 10,000 adults. On this basis Berwick upon Tweed probably has around 800 businesses. Frodsham’s business database shows around 1200 with over 400 being home based sole traders. Additional data is required for Todmorden and Kendal. According to the 2011 Census data Kendal had above average employment levels, whilst Todmorden had above average self employment levels. In addition, 30% of households in Todmorden did not have a car:
Want to be your own boss? Market trading sounds good? See our other sheets on How to Start Trading for some sound advice Pitch Rents & Rules for a great start-up deal and fill in the Application form or contact the Market Officer How to start trading You would like to be your own boss, and trade in Aylesbury and/or Winslow Market? We would love you to succeed. So if you are not already familiar with them, why not give these suggestions some thought? Plan to sell the right goods Key to your success. What is already on sale? Take a good look in the market(s) and in the shops nearby. What can you bring to ‘fill a gap’ for the people who go there? It might be on our ‘Wanted’ list (see our Welcome sheet). Judge carefully what to stock, and how to sell it so your customers will happily keep coming back. Specific product criteria applies to the Tuesday Vintage & Craft Bazaar.
MEDIUM PROJECT(S) BENEFITS CHALLENGES DIFFICULTY LEVEL WHERE TO START SOCIAL MEDIA Like Facebook page from your personal profile and company page Join group on LinkedIn Post a in your company’s Facebook or LinkedIn update. Share about Challenge Share scorecard results or utility data reductions Share recognition from 2013 Challenge Awards (in March) Engage employees and customers Positive communications Culture building Cost effective Measurable impact Network building Brand recognition Absence of social media presence either personally or for the company Company restrictions on social media Discretion of marketing manager Low Connect with social media or marketing manager Collect scorecard results and data and sent to responsible party Share this document with responsible party EVENTS Attend the on March 11th Attend specific to marketing Awareness Inspiration Education Peer recognition Best practice sharing Time Low RSVP or register for events . Attend event WEBSITE Add Challenge decal and blurb on sustainability page or appropriate webpage Add micro-doc to website Promote goals and results from Challenge Culture building Customer attraction Employee attraction and retention Limited space on website Absence of appropriate webpage Discretion of marketing manager No buy-in from top Low to Medium Connect with responsible party Share this document with them Use boiler plate language below or craft statement from scratch BLOG & Guest blog post from Employee Competing Medium Challenge liaison
NEWSLETTER liaison Recognition from Challenge Awards & results Micro-documentary National Press about Challenge Highlight project and liaison testimonial from recognition Positive story telling Shareability communications Time Discretion of HR and Marketing managers writes blog post Responsible party includes section on the Challenge in newsletter PRESS Add Challenge for Sustainability boiler plate language to any sustainability themed press releases Positive PR value Improved relations and participation in local community Competing communications No buy-in from top Low Share this document with publicist or PR manager EARN POINTS Many environmental, economic and social benefits Points towards scorecard Personal fulfillment Team building Skills development Time Money Human capital No buy-in from top Cross department collaboration Cultural change Securing time off for employee participation Dispersed population Medium to High Convene team of HR, Marketing and Operations’ representatives Decide which project to pursue with a stated goal Produce action plan with deliverables, responsibilities and deadlines Carry out action plan 2013 Events & Award Submissions January June
Digital High Street Campaign £6000.00 funding has been obtained from Stoke and Staffs LEP to kick start a digital high street campaign for Lichfield. Please see business case for consideration at this meeting. Communications There was a discussion about the success of the first Grub Club event, which was a victim of it’s own success. The traders sold out and with crowds waiting, many turned to local hostelries for food and drink, significantly increasing trade for local businesses too. Newsletter Content It was agreed that the following should be included in the next newsletter – Event Economic Impact including footfall Update on St Mary’s EXPO Marketing Campaign Change of Security company. Up and coming events Behind the Scenes What businesses will miss if there is no BID Lisa Prokopiou kindly said she would contribute to the content. Events Food Festival There is a planned meeting tomorrow with LDC and LCC to discuss some of the outstanding issues with regard to locations etc. Christmas We discussed the proposed business case for Marketing Campaign for Christmas. DT outlined the proposal and explained that it was not set in stone and could be adapted to suit. The call to action for the campaign would be to go to the Visit Lichfield website where numbers can be tracked. Whilst there was broad support there was a desire to see the reach and measures for each element of the campaign. AP18.4.1 DT to pull together this data for the next meeting so the case can be reconsidered. AP18.4.1 DT Any Other Business Digital High Street Campaign (#WDYT) Business Case – the business case was discussed and agreed unanimously. This will now go forward to be voted upon at the next Board Meeting. Lisa Prokopiou advised us that the bunting will be going up shortly at the Three Spires Shopping Centre. There is a Home & Garden Festival Meeting tomorrow evening.
Lichfield BID Marketing & Events Steering Group Meeting 13th February 2018 The George Hotel – Lichfield In Attendance:- Judith Lundie Paul Maddox Simon Warburton Angela Burns Lisa Clemson Leanne Giblin Lizzy Braine Deborah Pease Action Apologies Received from Lisa Prokopiou Minutes from the last meeting Minutes from the previous meeting were agreed Review of Action Points From Previous Meeting AP 12.1- Food festival – there seems to be intermittent problems with on line payment system at car parks in the city. AP12.1 David has spoken with Jon and this issue is now resolved, action point closed. AP18.1.1 Invitation to attend presentation by Front Media extended to BID board members. Closed. AP18.1.2 Meeting with Christmas decorators planned for 21st February. Closed. AP18.1.3 Open Call for Event Funding launched. Closed. AP18.1.4 Supplier of bunting provided. Closed. AP18.1.5 Brain storming meeting planned for 19th February. Closed. AP18.1.6 Communications now added to permanent agenda. Closed. AP12.1 Closed AP18.1.1 Closed AP18.1.2 Closed AP18.1.3 Closed AP18.1.4 Closed AP18.1.5 Closed AP18.1.6 Closed Appointment of New Chair Judith Lundie has now offered to chair this meeting, this was agreed
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New York: Springer-Verlag, 2000. ISBN 0-387-98923-4 Korean Translation, 2002 Strategies and Technologies for Health Care Information: From Theory Into Practice MARION J. BALL, JUDITH V. DOUGLAS AND DAVID E. GARETS, editors This book, a companion volume to Performance Improvement Through Information Management, offers wisdom from twenty-four healthcare practitioners who have worked with information systems in a variety of settings. The book includes: In-depth discussions of technologies like the Internet, data warehouses, and local area and wide area networks Reviews of information management issues like managed care A discussion of performance measurement and general business solutions like outsourcing and healthy vendor relationships A section on maximizing return on investment leaves readers with practical suggestions on how to optimize information technology and ensure value from new systems. This book will help healthcare practitioners recognize the most valuable information technology applications, make sound decisions about management and implementation, and learn how to sidestep disastrous projects. Through the insights and experience of the contributors, they will come to see information technology not as a barrier, but as a bridge to organizational success. New York: Springer-Verlag, 1999. ISBN 0-387-98442-9 Performance Improvement Through Information Management Health Care's Bridge to Success MARION J. BALL AND JUDITH V. DOUGLAS, editors Performance Improvement Through Information Management describes both the strategies and tactics of using information technologies to enhance business and clinical performance in healthcare. Written by a team of experts with demonstrated success in dealing with the most pressing issues in healthcare process improvement and information management today, this book links the healthcare market environment and economic forces to transformational processes and the technologies that enable those transformations. The authors provide busy healthcare executives with the authoritative source of knowledge they need to achieve performance improvement through information management.
Many countries view foreign investment as a necessity for their economic advancement. These nations encourage foreign investment through tax incentives or providing breaks on infrastructure investment costs. Channel members operating in such nations find it easier to coordinate their exchange relationships. In nations that have a historical basis for distrusting foreign corporations, attempts to restrict or curtail their involvement through regulations, punitive taxes or outright expropriation are often initiated. No matter how large or powerful the channel member is, it cannot always avoid the effects of punitive national politics. Sociocultural Factors The beliefs, values and lifestyles that prevail within a target nation should be evaluated before an international marketing channel is developed. All exchange activity occurs within the boundaries of a social system. That social system reflects the values and norms native to the, marketplace. Thus, all marketing channels are affected by the social system in which they do business. Channel members are wrong in treating an international market as an entity to be conquered. The fact is that virtually all countries’ populations are made up of several different homogenous consumer segments that jointly define the social system of that country. These consumer segments often differ from one another. International marketers must, therefore, deal with the norms and values associated with the different market segments within the countries they pursue. Because of the varying desires of these often different segments, these varying exchange relationships become rather complex. Culture is the shared meaning assigned to the individual’s shared beliefs, values and customs that result from those individual’s interactions with the social system. This shared meaning allows members of the social system to feel unified as part of a larger whole. Culture helps members of any society define the appropriateness of their behaviours. It also simplifies behaviours by telling people what they can and cannot do.
communications mix including writing press releases, dealing with media, new media, print and design and events Experience of working with brand guidelines organisation Familiarity with the Higher Education sector Experience and understanding of student marketing CV/Interview CV/Interview Planning and organising Able to plan and prioritise work activities and work to deadlines Organise internal and external activities/events as requested. CV/Interview CV/Interview Problem solving and initiative Able to use own initiative Able to analyse and resolve problems Able to research and organise material and information and highlight and prioritise any issues for further investigation and preparing reports to support decision making CV/Interview CV/Interview CV/Interview Management and teamwork Must be self-sufficient, capable of organising and planning own work activities Must be a team player able to work collaboratively with others to disseminate and share knowledge and information CV/Interview CV/Interview Communicating and influencing Excellent presentation and interpersonal skills Excellent writing skills with ability to present complex issues in a focused, succinct, professional and persuasive manner Interview CV/Interview Other skills and behaviours Computer literate Knowledge and interest in a broad range of music Spektrik box office system and online booking systems Knowledge of computerised finance systems CV CV/Interview CV
To maintain operational marketing plans and provide accurate information and records to the faculty based Marketing Officer and other managers as required. 5 % To undertake research and perform detailed analysis, manipulation and interpretation of specialised data to create reports and highlight and prioritise issues. 7 % To attend and organise regular marketing meetings in the faculty and within wider communications and marketing department. 3 % To undertake Agresso financial administration processes and provide support to management with budget monitoring processes. 5 % To stay up to date with the latest marketing developments including the use of new technology 2 % Any other duties as allocated by the line manager following consultation with the post holder. 3 % Internal and external relationships Work collaboratively with colleagues within the Faculty, Communications & Marketing and other Professional Services. Liaise with external suppliers such as design agencies, printers, film providers, etc. Special Requirements Occasional flexibility to work unusual hours and to travel PERSON SPECIFICATION Criteria Essential Desirable How to be assessed Qualifications, knowledge and experience Skill level equivalent to achievement of HNC, A-Level, NVQ3 with proven work experience acquired in relevant roles and job-related training. Ability to accurately analyse and interpret quantitative and qualitative data, presenting summary information in a clear and concise format. Ability to make effective use of standard office computer systems including word-processing and spreadsheets. Relevant degree (or equivalent marketing qualification or experience). RSA II word-processing (or equivalent qualification or experience) Financial administration/budget monitoring experience. Understanding of student marketing and the Higher Education sector Understanding of relevant University systems and procedures and procedures, and an awareness of activities in the broader work area Application Planning and organising Able to plan and prioritise a range of one’s own, and the team’s, Application/ interview
Month 10-13 Organisational Financial Management Financial systems How to control financial systems Budgetary process/ Framework Balance sheets Financial statements Profit and loss accounts Variables between different organisations Budgetary variations Corrective actions Organisational ‘rationing’ Sources of finance Distribution of finance Monitor and control of finances Within monthly Work Based Development coach visits Analysis of own organisation financial information. Create a narrative report why the information will inform decisions Construct a budget Presentation on Budget Month 14-17 Project Development & Control Agree project with Employer & Learner Terms of reference, approach to problem, solution design and implementation Review of progress of project Within monthly Work Based Development coach visits Discussion on project, agree terms of reference Progress review Feedback on project Presentation on Project Month 18-20 Recruitment & Selection Selection process Evaluating methods Records Actual or simulated plan for induction of new staff Legislation requirements Within monthly Work Based Development coach visits Simulation / Observation of selection process & Interview Induction plan for new staff Progress review Professional discussion with assessor coach on topics covered. Review PDP plan / CPD record Mandatory Preparation for End Point Assessment Month 21 Mock Test – Scenario based questions 2 Hours Mandatory Offsite Training Workshop Online Test Month 22 Develop and Deliver a Presentation 1 Day Mandatory Offsite Training Workshop Deliver Presentation Month 22 Professional Discussion Relating to CPD activity 1 Hours Mandatory Offsite Training Workshop Review and Evaluation of CPD Month 23 Competency based Interview Webinar 1 Hour webinar 2 hours Mandatory Offsite Training Workshop Feedback & Self-Evaluation Month 23 Review of Portfolio of evidence 2 Hours Onsite Delivery End Point Assessment Month 24 End Point Assessment 1 Day Independent End Point Assessment – knowledge, interview & presentation, portfolio with professional discussion
DEERE APPRENTICESHIPS TEAM LEADER / SUPERVISOR APPRENTICESHIP STANDARD Deere Apprenticeships can deliver management development programmes bespoke to your organisational needs, developing your Supervisory staff improves overall productivity and provides succession planning for crucial management roles. For first time managers the NEW Team Leader/Supervisor Apprenticeship Standard is ideal, the course has been specifically designed by employers (not academics) to meet your workforce needs. The course offers: The Apprenticeship Standard – with key strands of Leading & Managing People, Building Relationships, Communication, Organisational Performance, Project Management, Finance, Awareness of Self and Decision Making Level 3 Diploma in Management & Leadership – delivery of this qualification using the Key Modules (listed adjacent) provides the necessary skills to develop the next generation of managers and achieve the Apprenticeship Standard English & Maths – those without Level 2 attainment in these areas will be supported to achieve this Employees will be tested through an End Point Assessment – a test of knowledge (using scenarios with questions), a competency based interview, portfolio of evidence and a professional discussion relating to CPD activity. Our unique approach to delivery means we use different training methods to meet individual needs. It is expected candidates will be in training 1 day per month, with additional work based projects. On completion of the programme your employees will receive an overall grade, and can choose to register as Associate members with the Institute of Leadership & Management. Key Modules: Principles of People Management Principles of Business Principles of Leadership and Management Manage Team Performance Manage Personal and Professional Development Why Deere Apprenticeships: All modules are available through a blended learning approach of mandatory training workshops/webinars, work based development, on-line learning resources and e-portfolio evidence Transparency through on-line progress tracking available for all employees Multiple dates for training workshops and webinars Co-funding fee is £500 (includes qualification and end point assessment) or Apprenticeship Levy recovery cost of £5,000
Strong organization and time management skills. Ability to manage multiple deadlines and complete projects on time. Compensation This position offers a competitive salary based on experience. Boys & Girls Clubs of Martin County also offers a comprehensive benefits package including retirement plan options; paid time off, holidays; and health benefits including medical, dental, vision, short-term disability, long-term disability, life insurance, and flexible spending accounts. To Apply: Please take the PI Index assessment (https://assess.predictiveindex.com/oi/boysandgirlsclub) and email your resume and cover letter to .
Do you have any contracts or agreements with specific clients? (if “Yes” – please advise the name(s) of these clients and provide a copy of the contract or agreement) Yes No SECTION 5 – Claims history Have any claims been made against you, or have there been any circumstances likely to give rise to a claim being made against you, in the last 5 years? If “Yes” please give details: Yes No Has any insurer Declined to insure you Yes No Cancelled your insurance Yes No Refused to renew your insurance Yes No Imposed penalties or special terms If “Yes” please give details: Yes No Are you currently insured against the risks covered by ITIC? If “Yes”, with whom? Yes No SECTION 6 – Limits and deductibles Please indicate currency e.g. US$
18) The firm's success depends not only on how well each department performs its work, but also on how well the various departmental activities are coordinated to conduct a. satellite businesses. b. core technologies. c. core values. d. core strategies. e. core business processes. Answer: e Page Reference: 33 19) With respect to core business processes, all the activities involved in gathering market intelligence, disseminating it within the organization, and acting on the information is referred to as the a. market sensing process. b. market research process. c. deployment process. d. market pulse process. e. target marketing process. Answer: a Page Reference: 33 20) With respect to the core business processes, all the activities involved in researching, developing, and launching new high-quality offerings quickly and within budget are referred to as the a. product development process. b. product launch process. c. new offering realization process. d. return on investment process. e. new product process. Answer: c
Background to the role The Royal Statistical Society (RSS) is a membership organisation with over 6000 members around the world and, through our out-reach work, a much larger non-member audience. We enjoy a high external profile, have diversified our income streams and audience and are realising our vision of a world with data at the heart of understanding and decision-making. We are looking for a generalist Marketing Manager to provide dedicated, operational support across our products to help meet the Society’s growth plans - maintaining the work of our current Director of Marketing and Commercial, who is leaving in August. Your focus will be on maintaining sales of our commercial products: training, conference, events and advertising – areas of the Society which have enjoyed considerable growth over the last 4 years. To do so, you will develop and help implement our current multi-disciplinary marketing strategies for these products. But this is a wide-ranging role, so you will also support the membership team on promoting our professional category of membership (Chartered Statistician and Graduate Statistician) and our University accreditation scheme; plus work with other teams on promoting publications and policy work, for example. Ideally, we are looking for someone who can also help us grow income from sponsorship and fundraising, working closely with the Executive Director. These are areas of work which haven’t had dedicated resource, so there is a lot of opportunity for growth. You will be the only dedicated marketing professional within the organisation, so we are seeking a self-motivated individual who can work with staff to develop and enact marketing activities around their project areas. Reporting to the Head of Training and Commercial, you will also benefit from access to strategic marketing support from a senior level marketing consultant. The work of the RSS centres around and we have an which sets out the detailed work under each of the six goals. Job Description Planning and implementation Develop and implement marketing plans for commercial products and other RSS services Work in collaboration with staff to strengthen existing marketing approaches, and to develop new processes and tools which increase the uptake of our existing products and services Centralise marketing processes and existing knowledge and maintain close liaison with all work areas on implementing marketing activities Research and development relating to marketing and brand strategy Monitor and report on the effectiveness of marketing campaigns for our key products and services Financial management of small, centralised marketing budget Support strategic marketing and branding initiatives Creative and advertising Copywriting/editing of ATL and BTL materials Briefing and managing graphic designers
1.3 Market Segmentation Market segmentation and opportunity rating Existing & Potential market segments Rate the extent to which the segment is already being serviced by competitors Scale 1 -10 Rate your current or potential ability to service this segment Scale 1-10 Estimated growth rate Scale 1-10 Rate your level of priority Scale 1-10 Conclusion:
Product segments by channels of distribution Market segment: Channels of distribution % Product segment Channel 1 e.g. Direct from factory Channel 2 e.g. Retailers category 1 Channel 4 e.g. Retailers category 2 Channel 5 e.g. Retailers category 3 Channel 6 Wholesalers Channel 7 e-Commerce Key Points: 1.5 Competitor analysis Competitor analysis Criteria Our company Competitor 1 Name: Competitor 2 Name: Competitor 3 Name: Competitor 4 Name: Estimated market share Estimated annual sales Reputation in market Price Product quality Product range Service Location Distribution Advertising Innovation Current market segment focus
Business target market characteristics Target market: Product: Business target market characteristics Business type (manufacturer, retail, wholesale, professional, service, etc.) Industry Size of business Financial strength Number of employees Location Employment type Turnover Special requirements 2.3 Target Markets (Business)
4.3.3 Distribution channel partners business maximization Distribution channel partners maximization checklist Product Distribution Channel Proposed Development Strategies 4.3.4. Supply Chain Management Supply Chain Management Checklist Supply chain stage Existing efficiency rating Proposed changes to shorten the chain
Pricing Structure Service Individual Corporate (11+) Membership $300 per year $3000 per year Training Products: Courses Library Resources Webinars Blogs $500 Per Day $80 per webinar 2 free courses per year Unlimited access to Library and Resources 10% training discount Free webinars 20 free courses per year Unlimited access to Library and Resources 10% training discount Free webinars Consulting Services: HR Management Marketing Quality Auditing Small Business $250 per hour 1 free consultation (up to 2 hours) then $200 per hour 5 free consultations (up to 8 hours) then $200 per hour Events and Conferences: Breakfasts Conferences Seminars Awards night Dependent on the event Free award night Event discounts 5 conference delegates free award night and annual conference Event discounts News: Monthly Newsletter Weekly On request Weekly Electronic + 1 printed copy (upon request) Weekly e-Bulletin Electronic + 5 printed copies (upon request) Weekly e-Bulletin (extra upon request) Our customers [Is this still relevant? Need to review for 2015]
Free webinar (promotional costs only) $150 per webinar Increase in new members Increase in participation in future webinars 4% increase in membership sales following webinar No noticeable increase in future participation in webinars Promotional mail out (1 per quarter) Non-member promotions Targetting approx. 2,5000 $1,250 (postage) $1,250 (printing) Increase in new members Average of 8% increase in individual memberships per quarter Free training (promotional costs only) Need attendance of at least 4 non-members to cover running costs $150 per training session Increase in new members Increase in participation in future training 1% increase in membership sales following training 4% increase in participation in future training programs Membership discount for new members (promotional costs only using print and online advertising) $500 Increase in new members 5% increase in corporate memberships 2% increase in individual memberships
Attendance at Small Business Convention $500 per convention Increase in new members Raised awareness of ABMN and our prodcuts and services No noticeable increase in new memberships Increaseed awareness of ABMN products and services Advertising in professional publications (Business Weekly) or newspapers (The Age) $250 per month Increase in new members 7% increase in corporate members
3. Excellence in product and service delivery. Continually improve products and services to meet changing business needs. Marketing Products & Services Develop a knowledgeable and highly-skilled staff. ALL Produce a profitable range of products and services. Marketing New Ventures SWOT. Analysis Strengths One-stop shop One of the largest professional networks in Australia Reputable and trusted Offer range of specialist services Multiple marketing channels (online, f2f, email, web, print) Wealth of knowledge and experience in HR, Marketing and Small Business Innovative and responsive Low overheads Membership features (unique) Value for money Loyal membership base Traditional/solid/respectable image Sustainable work practices Weaknesses Average customer service Lack of gravitas Lack of knowledge in international business Lack of market research / information Ad-hoc approach to marketing Internal systems and processes Lack of integration between departments Outsourcing of services Lack of customer perception High staff turnover Technology-dependant Limited membership types Ineffective website Lack of promotion / reliance on word of mouth, networking events to obtain new members Opportunities Innovation Expanding NBN Potential markets: International business Expanding NBN Threats Competitors Economic downturn Staff turnover Change in client preferences (self-learners) Decrease in consumer demand
Business planning Marketing and sales Bookkeeping and financial management Recruiting and managing staff Website and promotions Legal. Pricing Structure Service Non-Members Individual Corporate (11+) Membership $300 per year $3000 per year Training Products: Courses Library Resources Webinars Blogs $500 Per Day $80 per webinar 2 free courses per year Unlimited access to Library and Resources 10% training discount Free webinars 20 free courses per year Unlimited access to Library and Resources 10% training discount Free webinars Consulting Services: HR Management Marketing Quality Auditing Small Business $250 per hour 1 free consultation (up to 2 hours) then $200 per hour 5 free consultations (up to 8 hours) then $200 per hour Events and Conferences: Breakfasts Conferences Seminars Awards night Dependent on the event Free award night Event discounts 5 conference delegates free award night and annual conference Event discounts News: Monthly Newsletter Weekly e-Bulletin On request Weekly e-Bulletin Electronic + 1 printed copy (upon request) Weekly e-Bulletin Electronic + 5 printed copies (upon request) Weekly e-Bulletin (extra upon request)
Page Reference: 54 33) According to the BCG growth-market share matrix, ________ are strategic business units with products that have a dominant market share in a low-growth market. a. dogs b. exclamation points c. cash cows d. stars e. question marks Answer: c 34) According to the BCG growth-market share matrix, ________ are strategic business units with products that have low market shares in fast-growth markets. a. dogs b. exclamation points c. cash cows d. stars e. question marks Answer: e 35) According to the BCG growth-market share matrix, ________ are strategic business units with products that have a small share of a slow-growth market. a. dogs b. exclamation points c. cash cows d. stars e. question marks Answer: a
e. Boom times Answer: c Page Reference: 71 Objective: 2-3 Marketing mix decisions in International Markets 85) In choosing a proper marketing mix strategy for international markets, the most crucial decision a firm will have to make will concern ________. a. modifying the packaging to suit local requirements b. adapting radio or TV advertising c. standardization versus localization of the marketing mix d. modifying the pricing strategy to remain competitive e. Modifying the product Answer: c Page Reference: 70 Objective: 2-3 Marketing mix decisions in International Markets 86) Intermediaries a firm uses to represent it in other countries are called a. Jobbers b. Export Merchants c. Shippers d. Loaders e. Book keepers Answer: b Page Reference: 72 Objective: 2-3 Marketing mix decisions in International Markets 87) An agreement in which one firm gives another firm the right to produce and market its product in a specific country or region in return for royalties is called__________ a. Trade agreement b. Import agreement c. Export agreement d. Licensing agreement e. No agreement Answer: d Page Reference: 72 Topic: Contractual Agreements
2.2 What is your company’s annual turnover (excluding VAT)? * <R20k >R20k <R0.3m >R0.3m <R1m >R1m <R5m >R6m <R10m >R11m <R15m >R16m <R25m >R26m <R30m >R31m <R34m >R35m 2.3 Where are your operating/distribution centres situated * 3. VENDOR OWNERSHIP DETAIL (Please tick as applicable) (* - Minimum requirements) 3.1 Did the firm previously operate under another name? * YES NO 3.2 If Yes state its previous name:* Registered Name Trading Name 3.3 Who were its previous owners / partners / directors?* SURNAME & INITIALS ID NUMBERS 3.4 List Details of current partners, proprietors and shareholders by name, identity number, citizenship, status and ownership as relevant: * SURNAME & INITIALS IDENTITY NUMBER CITI- ZENSHIP HDI DIS GENDER DATE OF OWNERSHIP % OWNED % VOTING 3.5 List details of current directors, officers, chairman, secretary etc. of the firm: * SURNAME & INITIALS IDENTITY NUMBER TITLE DIS GENDER % OF TIME DEVOTED TO THE FIRM CONTACT NUMBER 3.6 List details of firms personnel who have an ownership interest in another firm: *
Unit/ Topic Course Activities Assessments/Assignments Month/ Timeframe Career Research Project Library research using Coin3.com Class work, Homework, Tests, Projects 1st quarter College Research Project Library research using Coin3.com Class work, Homework, Tests, Projects 1st quarter Typed Cover Letter Word Processed Class work, Homework, Tests, Projects 1st quarter Typed Resume Word Processed Class work, Homework, Tests, Projects 1st quarter Three Professional references Word Processed Class work, Homework, Tests, Projects 1st quarter Typed Thank You letter Word Processed Class work, Homework, Tests, Projects 2nd quarter Short Term Goals Word Processed Class work, Homework, Tests, Projects 2nd quarter Long Term Goals Word Processed Class work, Homework, Tests, Projects 2nd quarter Discover Entrepreneurship skills Research and Word Processed Class work, Homework, Tests, Projects 2nd quarter Chapter Test for each Chapter covered Chapter Walk through, Terms, Questions and Answers, Outline, Packets Class work, Homework, Tests, Projects 1st and 2nd quarter Homework and classwork will be done in class Terms, Questions and Answers Class work, Homework, Tests, Projects 1st and 2nd quarter Projects will be done at home and in the school library Final Portfolio all 8 Projects Complete Class work, Homework, Tests, Projects 1st and 2nd quarter General Information Student Signature: ____________________________ Parent Signatures: ___________________________