zilongwang/ReadingBank huggingface dataset:
What are the course components and grade distribution? 1. Class Participation 10% 2. Group Business Plan Development/Pres. 30% 3. Exams (3) 60% Development/Presentation I do not curve grades in this course. The grade scale is as follows. 90 % and above 80-89 % A B Excellent student work Good student work 70-79 % C Acceptable student work 60-69 % D Poor student work <60 % F Unacceptable student work Class Participation (10%) Active participation in class is the key to learning. Every student is expected to come to class prepared and ready to participate in class discussion. The most successful class contributions take the form of asking and answering questions that are relevant to the discussion at hand and that advance the group’s understanding of the material. Groups for the Business Plan Development/Presentations will be formed and student participation will be key!!! In addition to the assigned material, each of you comes to class with a wealth of previous experience and knowledge. Sharing your experience with the class will help others learn from you and will help you to integrate what you know with what you are learning. I value quality class participation. I routinely cold-call on students whose hands are not raised. Please let me know before the class starts if an emergency has made it impossible for you to prepare for the session. If specific issues that make it difficult for you to actively and consistently participate in class, please discuss these with me in private at the start of the semester. Class participation is a substantial portion of the final grade. To get an A in this course, you have to show consistent and high value participation in the class. Merely showing up to class and sitting without any participation gets you no more than a C for class participation. Group Feasibility Project (30%) You are required to participate in a group and develop a business plan for either a potential new venture, an existing venture model (such a specific franchising opportunity), or a new business opportunity in need of assessment for your current employer.
Department Name: Fire Dept Box Alarm Type: Ambulance / Effective Date: 01/01/2013 MABAS Division: 6 Box Alarm# 1952 Location or Area Within District Chief Local Dispatch Area Alarm Level Engines Tenders Trucks Squads Chiefs Special Equipment Change of Quarters Still General MABAS Box Alarm Alarm Level Engines Tenders Trucks Squads Chiefs Special Equipment Change of Quarters Box Dekalb Dekalb Sycamore Sycamore Dekalb Creston – Engine Shabbona - Ambulance 2nd Creston Shabbona Rochelle Shabbona Creston Lee – Engine GK Rescue – Ambulance 3rd Lee GK Rescue LynnScottRock MCI trailer Dekalb GK Fire – Engine Elburn – Ambulance 4th GK Fire Elburn Waterman GK Fire – Engine - Ambulance 5th Paw Paw Junction Interdivisional Request MABAS 13 MABAS 8 MABAS 16 12/30/12
Department Name: Fire Dept Box Alarm Type: Structure Fire / Non-Hydrant Area Effective Date: 01/01/2013 MABAS Division: 6 Box Alarm# 1953 Location or Area North of Route 38 Chief Local Dispatch Area Alarm Level Engines Tenders Trucks Squads Chiefs Special Equipment Change of Quarters Still General Dekalb Creston Hillcrest Sycamore Sycamore Dekalb Rochelle – Engine GK Rescue – Ambulance MABAS Box Alarm Alarm Level Engines Tenders Trucks Squads / Ambulance Chiefs Special Equipment Change of Quarters Box Rochelle Shabbona GK Fire Waterman GK Rescue Creston Shabbona – Engine Shabbona - Ambulance 2nd Elburn Rochelle Lee - Engine 3rd Lee Kaneville Steward Lee Sycamore air cascade 4th Sugar Grove Somonauk Leland Oregon-Engine 5th Interdivisional Request MABAS 13 MABAS 8 MABAS 16 Rev 12/30/12 Department Name: Box Alarm Type: Effective Date: MABAS Division:
Fire Dept Structure Fire / Non-Hydrant Area 01/01/2013 6 Box Alarm# 1954 Location or Area South of Route 38 Chief Local Dispatch Area Alarm Level Engines Tenders Trucks Squads Chiefs Special Equipment Change of Quarters Still General Dekalb Creston Waterman Shabbona Lee Steward Dekalb Sycamore Sycamore – Engine MABAS Box Alarm Alarm Level Engines Tenders Trucks Squads / Ambulance Chiefs Special Equipment Change of Quarters Box Sycamore Shabbona Shabbona Rochelle – Engine 2nd Rochelle Big Kaneville Rochelle – Engine 3rd Paw Paw Elburn Somonauk Sycamore air cascade 4th Sugar Grove Leland Paw Paw Oregon-Engine 5th Interdivisional Request MABAS 13 MABAS 8 MABAS 16 12/30/12 Department Name: Box Alarm Type: Effective Date: MABAS Division:
Fire Dept Brush Fire 01/01/2013 6 Box Alarm# 1956 Location or Area Entire District Chief Local Dispatch Area Alarm Level Engines Tenders Trucks Squads Chiefs Special Equipment Change of Quarters Still General MABAS Box Alarm Alarm Level Engines Tenders Brush Trucks Squads / Ambulance Chiefs Special Equipment Change of Quarters Box Shabbona Creston Dekalb Creston – Engine 2nd Lee Sycamore Shabbona Shabbona Waterman – Engine 3rd Waterman Hillcrest 4th Kaneville Elburn GK-Engine 5th Interdivisional Request MABAS 13 MABAS 8 MABAS 16 12/30/12 Department Name: Fire Dept Box Alarm Type: Water Rescue Open/Ice Effective Date:01/01/2013 MABAS Division: 6
Unit: Manage Learning and Development In Groups L4 CV6 Ofqual Unit Reference Number: A/502/9550 Unit Review Date: 31/05/2017 LEARNING OUTCOMES ASSESSMENT CRITERIA EVIDENCE LOCATION The learner will: The learner can: Understand the principles and practices of managing learning and development in groups Analyse the characteristics of group environments that foster learning and development Evaluate strategies to manage group behaviour and dynamics Evaluate management techniques which facilitate the delivery of learning and development in groups Analyse ways to involve learners in the management of their own learning and development in groups Analyse risks to be considered when managing learning and development in groups Explain how to manage barriers to individual learning in groups Be able to manage group learning and development environments Facilitate communication, collaboration and learning between group members Use motivational methods to engage the group and its individual members in the learning and development process Consult with group members to adapt their learning and development environments to improve their learning outcomes Manage the risks associated with group learning and development
Can the managed move end at any time? Good behaviour and attendance by the child, and good communication between parent/carers and the receiving school will help achieve a successful managed move. However, it is recognised that some managed moves will fail. If the child is in breach of the school’s behaviour policy and does not comply with agreed targets, the head teacher can end the managed move before the end of the managed move period. If this is the case the receiving school will inform the home school in the first instance and advise them of the situation that has led to the head teacher’s decision to end the managed move. The home school will decide on the action required as a consequence of the child’s behaviour whilst on the managed move. Parent/carer and child will then be notified of the reason to end the managed move. The child will be expected to return to his home school with immediate effect. Any disciplinary action taken should be reported to the home school. If an incident warrants an exclusion it is at this stage that a managed move may fail. A managed move can also fail at the 12 week period if the child has not adhered to the targets set at the initial managed move meeting. What happens if the managed move fails? The child will return to their home school. The parent/carer and child will attend a meeting to discuss the child’s future education. Which schools participate in managed moves? Managed moves are not a statutory requirement and therefore those who participate in managed moves do so as a voluntary arrangement. In Sunderland all secondary schools have participated in the last few years. Only a small number of primary schools have participated. Together for Children facilitate managed moves within Sunderland Local Authority only. Discussions are currently ongoing regarding the possibility of cross-border managed moves. Further information If a parent/carer requires further information on the process of a managed move they can contact the local authority representative; Michelle Burlinson, Inclusion & Access Officer, Together for Children. Tel: 0191 561 1442, email: michelle.burlinson@togetherforchildren.org.uk MANAGED MOVES INFORMATION FOR PARENTS/CARERS
SECTION F – BUDGET The bidder shall provide the annual cost of providing services as detailed in the RFP for each year. The year wise annual cost will be shown for each of the years for management of IT Infrastructure as detailed in the RFP: Maintenance of IT infrastructure as detailed in the RFP A detailed breakdown of annual cost will assist us in analyzing the cost structure. Costs could be broke down as follows: Regular Hour Cost Emergency Hour Cost Payment Schedule Provider must include a proposed schedule of payments. The trigger for payment for each cost must be identified (e.g. timing, deliverable). SECTION VI. CRITERIA FOR PROPOSAL EVALUATION & SELECTION 6.1 Scoring of Proposals CCDD will contract with the provider that best demonstrates the ability to meet the requirements as specified in this RFP. Providers submitting a response will be evaluated based on the capacity and experience demonstrated in their proposal. All proposals will be reviewed and scored by a Proposal Review Team (PRT), comprised of employees of the CCDD and/or other CCDD staff or other representatives it may appoint. Providers should not assume that the review team members are familiar with any current or past work activities with CCDD. Proposals containing assumptions, lack of sufficient detail, poor organization, lack of proofreading, and unnecessary use of self-promotional claims will be evaluated accordingly. PRT members will be required to sign disclosure forms to establish that they have no personal or financial interest in the outcome of the proposal review and contractor selection process. Scoring for the proposals: A. Review—Initial Qualifying Criteria: In order to be fully reviewed and scored, proposals submitted must pass the following. Review. Any “no” answer to the questions listed below will eliminate a proposal from further consideration.
PROVISION COMMENTS MASTER AGREEMENT REFERENCE (based on FA MA(17) 10-1-2010) Planning, Research, Development, and Demonstration Projects Patent Rights § 17 Rights in Data and Copyrights § 18 Special Notification Requirements for States Special Notification Requirement for States . § 38 Miscellaneous Special Requirements Energy Conservation § 26 Recycled Products Contracts when procuring $10,000 or more per year of items designated by EPA. § 15.k Conformance with National ITS Architecture Contracts and solicitations for ITS projects. § 15.m ADA Access Contracts for rolling stock or facilities construction/renovation. § 12.g Assignability Clause Procurements through assignments. § 15.a, which incorporates 49 CFR Part18 and 49 CFR Part 19 PROVISIONS, CERTIFICATIONS, REPORTS, FORMS, AND OTHER—MATRICES B. APPLICABILITY OF THIRD PARTY CONTRACT PROVISIONS (excluding micro-purchases, except Davis-Bacon requirements apply to contracts exceeding $2,000) TYPE OF PROCUREMENT PROVISION Professional Services/A&E Operations/ Management Rolling Stock Purchase Construction Materials & Supplies No Federal Government Obligations to Third Parties (by Use of a Disclaimer) All All All All All False Statements or Claims Civil and Criminal Fraud All All All All All Access to Third Party Contract Records All All All All All Changes to Federal Requirements All All All All All Termination >$10,000 if 49 CFR Part 18 applies. >$10,000 if 49 CFR Part 18 applies. >$10,000 if 49 CFR Part 18 applies. >$10,000 if 49 CFR Part 18 applies. >$10,000 if 49 CFR Part 18 applies.
Justification for Noncompetitive Awards If Applicable. 49 CFR § 18.36(b)(9) by implication 49 CFR § 19.46(b) No Excessive Bonding Requirements 49 CFR § 18.36(h) 49 CFR § 19.48(c)(5) No Exclusionary Specifications 49 U.S.C. § 5325(h) No Geographic Preferences Except for A&E Services 49 CFR § 18.36(c)(2)
manner as Parliament may prescribe. In so far as it alters any of the provisions of this Constitution other than those specified in sub-articles (2) and (3) of this article, a bill for an Act of Parliament under this article shall not be passed in the House of Representatives unless at the final voting thereon in that House it is supported by the votes of a majority of all the members of the House. An Act of Parliament altering the number of members of the House of Representatives shall not affect the membership of the House before the dissolution of Parliament next following its enactment. In this article - references to any of the provisions of this Constitution or of the Malta Independence Act, 1964 include references to any law that amends or replaces that provision; and references to the alteration of any of the provisions of this Constitution or of the Malta Independence Act, 1964 include references to the amendment, modification or with or without amendment or modification, of that provision, the suspension or repeal of that provision and the making of a different provision in lieu of that provision. 67. (1) Subject to the provisions of this Constitution, the House of Representatives may regulate its own procedure. The House of Representatives may act notwithstanding any vacancy in its membership (including any vacancy not filled when the House first meets on or after the appointed day or after any dissolution of Parliament) and the presence or participation of any person not entitled to be present at or to participate in the proceedings of the House shall not invalidate those proceedings. Any provision made in pursuance of sub-article (1) of this article for setting up Committees of the House to enquire into matters of general public importance shall be designed to secure that, so far as it appears practicable to the House, any such Committee is so composed as fairly to represent the House. 68. No member of the House of Representatives shall be permitted to take part in the proceedings of the House (other than proceedings necessary for the purposes of this article) until he has taken and subscribed before the House the oath of allegiance: Provided that the election of the Speaker and Deputy Speaker may take place before the members of the House have taken and subscribed such oath. 69. (1) There shall preside at any sitting of the House of Representatives - the Speaker; or in the absence of the Speaker, the Deputy Speaker; or
EVALUATING SUCCESS Sustainability, in essence, is about interdependence. Balance in cultural, economic, and ecological relationships is central for maintaining harmony. And hospitality—sharing food, appropriate information, and cultural arts—coming from a genuine respect for tradition, indicates the wise use of resources. Sustainable Tourism Management Assessment Assess the community’s tourism development progress on a scale of 1 to 5, with a 5 as the higher rank. Development Low High Tourism plan completed Clear vision/goals/assessment resources 1 2 3 4 5 Visible point/ intake center for entering the community 1 2 3 4 5 Community welcome visible 1 2 3 4 5 Provide information/ cultural history 1 2 3 4 5 Signage clear 1 2 3 4 5 Environmental impacts assessed 1 2 3 4 5 Consistent with land use plan 1 2 3 4 5 Transportation plan in place 1 2 3 4 5 Micro-loans available 1 2 3 4 5 Product development assistance 1 2 3 4 5 Assistance with tourism business plans 1 2 3 4 5 Management Low High Staff time allocated for managing tourism 1 2 3 4 5 Visitor etiquette readily available 1 2 3 4 5 Visitor’s survey conducted (know interests) 1 2 3 4 5 Method for counting visitors 1 2 3 4 5
Restrooms adequate and clean 1 2 3 4 5 Food service interesting and efficient 1 2 3 4 5 Lodging interesting and reliable 1 2 3 4 5 Community members trained to give directions 1 2 3 4 5 Training available for businesses 1 2 3 4 5 Training available for entrepreneurs 1 2 3 4 5 Tours available 1 2 3 4 5 Community satisfaction assessed annually 1 2 3 4 5 Visitor satisfaction assessed annually 1 2 3 4 5 Adequate water & sewage 1 2 3 4 5 Regular trash collection 1 2 3 4 5 Eco-system restoration 1 2 3 4 5 Improvements made annually/ redirect 1 2 3 4 5 Promotion High Low Maps available of community and businesses 1 2 3 4 5 Vacation itineraries developed, detailing local offerings 1 2 3 4 5 All scales of business - small, entrepreneurial, larger included 1 2 3 4 5 Partnering with other communities for an effective referral network 1 2 3 4 5 Linkages established to surrounding communities 1 2 3 4 5 As an approximate guideline, scores below a 2.5 average indicate a tourism effort in need of redirection, between 2.5 and 3.5 need improvement and re-examination of sustainable strategy; from 3.6 to 4.5 are on the sustainable path and need to keep improving; and above 4.5 are excellent in sustainable implementation. By assessing, evaluating, and redirecting, negative impacts are likely to be reduced and positive benefits increased.
Features Telstra Business Systems Care Priority Telstra Business Systems Care Priority Plus Telstra Business Systems Care Pay As You Go Agreed Service Targets Yes Yes No Priority Incident Management Yes Yes No Replacement parts Yes Yes Yes – chargeable Service Labour Remote Yes Yes Yes – chargeable Onsite Yes Yes Yes – chargeable Performance Reporting Yes Yes No Problem Management Yes Yes No Change Management Yes Yes No Software Assurance Software Support Yes Yes Yes – chargeable Software Support & Upgrades Yes – chargeable Yes – chargeable No Back Up Services No Available - chargeable No On Site resources No Available - chargeable No Service Delivery Manager (SDM) No Available - chargeable No Release Management No Available - chargeable No Enhanced Performance Reporting No Available - chargeable No Availability Management No Available - chargeable No Capacity Management No Available - chargeable No Configuration Management No Available - chargeable No
All District Health Boards ADDICTION SERVICES - MANAGED WITHDRAWAL - INPATIENT SERVICE MENTAL HEALTH AND ADDICTION SERVICES TIER THREE SERVICE SPECIFICATION STATUS: These service specifications may be amended to meet local agreement needs. NON-MANDATORY Review History Date First published on NSFL January 2010 Amended: clarified reporting requirements February 2013 Amended: removed standard provider monitoring reporting tables. Minor editing. April 2017 Consideration for next Service Specification Review Within five years Note: Contact the Service Specification Programme Manager, Service Commissioning, Ministry of Health to discuss proposed amendments to the service specifications and guidance in developing new or updating and revising existing service specifications. Nationwide Service Framework Library web site ADDICTION SERVICES - MANAGED WITHDRAWAL - INPATIENT SERVICE MENTAL HEALTH AND ADDICTION SERVICES TIER THREE SERVICE SPECIFICATION MHD77 The tier three service specification for Managed Withdrawal - Inpatient Service (the Service) must be used in conjunction with the tier one Mental Health and Addiction Services and tier
E-doc Organization / Accounting Reviewer according to R amounts (approval hierarchy) Account Supervisor Status Disbursement Voucher X Approve Prepayment Disbursement Voucher X Approve Distribution of Income & Expense X FYI General Error Correction X FYI Internal Billing X FYI Transfer of Funds X FYI Requisition X Approve Store Requisition X Approve Reimbursement Voucher X Approve Non-check Disbursement Voucher X Approve E-doc Organization / Accounting Reviewer according to R amounts (approval hierarchy) Account Supervisor Status Journal Voucher X FYI Service Billing X FYI Bursary Transfer X FYI Account X FYI Year End Distribution of Income & Expense X FYI Year End General Error Correction X FYI Year End Transfer of Funds X FYI Login into KFS The Kuali Financial System is accessed by simply typing the URL address into your browser’s address bar. Figure 1
2. The button is in the middle of the Action List Tool bar. 3. Click on the button. General data box The General Data box provides options to control your Action List. Figure 4 1. The “Automatic Refresh Rate” field determines how often your action list will be automatically refreshed in whole minutes. Caution: A time of 0 is for no automatic refresh. If you choose 0 you must refresh your action list manually by clicking the refresh button on the action list page. 2. The Action List Page Size field determines the maximum number of rows that display on each page of your action list. 3. The Delegator Filter field is used by Secondary Delegates to select whether action list items for which they are a Delegate will display on his/her action list page amongst their own items, or use the filter option to search for the delegate action items. Secondary Delegators on Action List Page – This is the default selection. This selection will provide a drop-down list box on the action list page, but it is only available when there are pending action as a Secondary Delegate. 4. Primary Delegate Filter field determine whether the Primary Delegators are visible on your Action List page or not. Fields Displayed in Action List The Fields Displayed in Action List data box lists all the columns that are available to display on your action list. To remove or add a column, click on the related Check Box” to add or remove the check. A check in the box will display the column on your action list. Figure 5
1 Recommend approach to maximising competitive advantage. 12 Identify factors to be considered in determining the optimal pricing strategy. 12 1 25 2 Evaluate need to account for a business contact as a related party 12 Evaluate proposed change to distribution model for specific products 11 2 25 3 Recommend response to managers who believe that their budgeted targets should not be enforced 12 Advise on the relevance of the finance director’s opinion on a marketing matter 12 1 25 4 Evaluate impact on accounting ratios and on interpretation of segmental analysis 11 Identify the business risks associated with grey imports 6 Identify the business risks associated with grey imports 6 2 25 35 23 18 18 6 100
1 Apply Big Data analytics to gathering useful information on the uses of phone cameras. 12 Discuss the competitive advantage that might be obtained from collaboration on a new product. 12 1 25 2 Advise on the use of life-cycle costing. 12 Identify the impact of a new arrangement for accounting ratios. 11 2 25 3 Advise on the accounting issues associated with issuing stock options. 11 Identify the problems associated with measuring the performance of individual design engineers. 6 Identify the problems associated with measuring the performance of the design engineering department. 6 2 25 4 Discuss the relevance of internal rate of return when selecting between mutually exclusive projects. 12 Recommend negotiating strategy for dealing with a customer. 12 1 25 35 24 18 17 6 100
Section Technical Skills Business skills People Skills Leadership Skills Integration Total 1 Recommend accounting treatment 12 Discuss profitability of new distribution arrangement 11 2 25 2 Discuss product bundling strategies 12 Discuss implications of consignment inventory proposal 12 1 25 3 Discuss operational risks 12 Discuss change management 12 1 25 4 Discuss budgetary control and cost of equity 12 Discuss the benefits associated with integration between sales and finance 6 Discuss management by objectives 5 2 25 36 23 18 17 6 100
Section Technical Skills Business skills People Skills Leadership Skills Integration Total 1 Discuss lifecycle costing 12 Discuss interpretation of segmental information 11 2 25 2 Discuss competitive advantage 12 Discuss pricing strategy 12 1 25 3 Discuss application of sensitivity analysis 12 Discuss negotiation strategy 12 1 25 4 Discuss benchmarking 11 Discuss issue of bonds 6 Discuss issue of bonds 6 2 25 35 24 18 17 6 100
MANAGEMENT DEVELOPMENT CRJ offers eligible employees the opportunity to develop their management competencies through on-going coaching and a more formal training approach as noted below. Each employee's Individual Development Plan includes short and long term training goals. Eligibility is based on high performance in service excellence, modeling CRJ's values and treatment philosophy, and mentoring other employees on "best practices." Basic Leadership Programs Mid-Manager Programs Senior Manager Programs Emerging Leaders Program (see detail below) Supervision Leadership (6 sessions over several months - ½ days) Supervisors Leadership Academy (SLA) -12 days over 6 to 8 months Certificate in Management - 1 year (Emerging Leaders - high potential) Advance Leadership Program Certificate in Management (1 year) Facilitative Leadership (3 days) Mentoring (needs design & development) Courses Courses Courses Performance Evaluation Process Overview of Hiring Process Overview of HR General Policies - Payroll, FMLA, Leaves, etc. Basic Accounting & Policies Basic Coaching, Feedback and Documentation Interview & Selection Predictive Index Training Coaching, Feedback & Documentation Performance Management System Progressive Disciplinary Process & Termination Intermediate Finance Investigation Process Relations & Workers Comp Project Management Workforce Planning Process Coaching & Feedback - (advance) Performance Management System Finance Management Individual Development Plan Individual Development Plan Individual Development Plan Above Programs/Courses, Outside Courses Above Programs/Courses, Outside Courses Above Programs/Courses, Outside Courses
Variant 3 Designed to test ability to: Competency being tested: Syllabus lead learning outcome: Task 1 Apply Big Data analytics to gathering useful information on the uses of phone cameras. Technical skills P2 D2b - discuss the risks associated with the collection and use of information. Discuss the competitive advantage that might be obtained from collaboration on a new product. People skills E2 A1c - explain the approaches to achieving sustainable competitive advantage Task 2 Advise on the use of life-cycle costing. Business skills P2 A1c - discuss techniques for enhancing long-term profits Identify the impact of a new arrangement for accounting ratios. People skills F2 C2a - discuss the limitations of ratio analysis based on financial statements … Task 3 Identify the problems associated with measuring the performance of the design engineering department and of individual design engineers. Leadership skills and People skills P2 B2a - prepare performance reports for the evaluation of projected and actual performance and E2 B1b - discuss HRM approaches for managing and controlling individual's performance Advise on the accounting issues associated with issuing stock options. Technical skills F2 B1c - discuss the provisions of relevant international accounting standards in respect of the recognition and measurement of revenue, leases, financial instruments, share-based payments and deferred taxation Task 4 Discuss the relevance of internal rate of return when selecting between mutually exclusive projects. Technical skills P2 C1c - evaluate investment appraisal techniques and explain their results
Variant 4 Designed to test ability to: Competency being tested: Syllabus lead learning outcome: Task 1 Discuss profitability of new distribution arrangement Business skills P2 A1a - evaluate activity-based management Recommend accounting treatment Technical skills F2 B1c - discuss the provisions of … Task 2 Discuss product bundling strategies Technical skills P2 C2a - discuss pricing strategies and their consequences Discuss implications of consignment inventory proposal Business skills F2 C1b - evaluate the financial performance ... and E2(A1a - discuss the concept of strategy … Task 3 Discuss operational risks People skills P2 D2a - discuss risk management Discuss change management Leadership skills E2 D1b - recommend techniques to manage resistance to change Task 4 Discuss management by objectives and the benefits associated with integration between sales and finance Leadership skills and People skills E2 B2a - discuss behavioural aspects of management control and E2 C1b - discuss the effectiveness of handling relationships between the finance function and other parts of the organisation Discuss budgetary control and cost of equity Technical skills P2 B2c - discuss the criticisms and behavioural aspects of budgeting in responsibility centres and F2 A2a - calculate the cost of equity for an incorporated entity using the dividend valuation model
Charleville School of Distance Education Management Committee Minutes of Meeting Date: 30 January 2017 Attendees: Jenny Swadling, Sarah Norquay, Sam Owczarek, Zoe Farrer, Ann-Marie Flynn, Helen Cook, Alison Todd, Natalie Pampling, Christie Bredhauer, Rebecca Washbrook, Tam Jenyns, Katie Allen Apology: Jody Tully Time: 12.30pm Location: Charleville SDE Resource Centre Item No. Agenda Item Responsible Officer Discussion Action Due Date 1 Welcome and Apologies Terms of Reference Jenny Jenny went through the Terms of Reference for the Committee. P&C AGM in March – P&C President to be representative on the committee. Discussion: strategic and operational issues. Not about specific teachers, home tutors etc. This is a general, whole school forum. Communication charter, Complaint procedures will be reviewed by the Committee at the next meeting to be then shared with whole school community. 2 Elect Chairperson Elect Secretary Jenny Zoey was nominated as chair. Seconded. All in favour. Sarah nominated as Secretary by Jenny, seconded by Helen. All in favour. 3 Agenda check Chair No amendments. No further agenda items. All in favour. 4 Confirmation of Minutes from Previous Meeting (attached) All Helen motioned to accept the minutes. Anne-Marie Seconded. 5 Business Arising from Previous Minutes All LOTE – students can do LOTE at other schools. Yr 5 and 6. LOTE or cultural studies. Can choose another language e.g. French, Spanish at another school. Japanese Cultural class, but students can still be exempted. Give students’ parents choices to help prepare for boarding school. Letter went to all year 4 and 5 students at the end of 2016 explaining the change.
MANAGEMENT OF NIGERIAN COPYRIGHT LAW AND THE OPEN ACCESS INITIATIVE: A BRIDGE TO ATTAINING INFORMATION FOR ALL IN NIGERIA. BY CHIMEZIE .P. UZUEGBU DIGITAL LIBRARIAN, UNIVERSITY LIBRARY, MICHAEL OKPARA UNIVERSITY OF AGRICULTURE, UMUDIKE, ABIA STATE. ABSTRACT This paper examines the Nigerian copyright law as it affects the open access to knowledge initiative. The researcher analyzed the success of open access to information and knowledge in Asian countries, particularly India, and considered the adoption of same in Nigeria. The paper suggests guidelines to compacting the copyright law and open access initiative towards achieving information for all and enhancing national development of Nigeria. Keywords: Copyright Law, Open Access, Nigeria, India
Files in this Management Pack The Management Pack for Defender 2016 includes the following files: Windows Defender Management Pack Management Pack Purpose In this section:   For details on the discoveries, rules, monitors, views, and reports contained in this Management pack, see . Monitoring Scenarios The Windows Defender Management Pack monitor a few key components that are important to Windows Defender health. Monitoring scenario Description Associated rules and monitors Realtime Protection(RTPStatus) This scenario checks to see if real-time protection is turned on. Realtime protection constantly monitors the agent for malicious activity (non-alerting rule) Real-time protection on (Error alerting rule) protection off Antimalware Status (AMStatus) This scenario checks to see if the antimalware service is running. (non-alerting rule) AM service is running (Error alerting rule) AM service is not Antimalware Definitions Status (AntimalwareDefinitions) This scenario will monitor the age of the antimalware definitions to see how up to date they are. (non-alerting rule) Antimalware definitions aren’t older than 3 days (warning alerting rule) Antimalware definitions are older than 3 days (critical alerting rule) Antimalware definitions are older than 7 days Note:Days are user Antimalware Scan Status (AntimalwareScan) This scenario will monitor how long ago a scan occurred. This will monitor the (non-alerting rule) Quick scan has happened within 3 days
Current Conditions Post-Project (if applicable) Baseline Area-Weighted Average Habitat Function (%) Baseline Area-Weighted Average Habitat Function (%) Current Area-Weighted Average Habitat Function (%) Projected Post-Project Area-Weighted Average Habitat Function (%) Current Functional Acres Above Baseline (f-acres) Projected Post-Project Functional Acres Above Baseline (f-acres) Current Area-Weighted Average Mitigation Ratio (multiplier) Projected Post-Project Area-Weighted Average Mitigation Ratio (multiplier) Current Credits Generated (total credits) Projected Credits Generated (total credits) Current Reserve Account Contribution (reserve account credits) Projected Post-Project Reserve Account Contribution (reserve account credits) Current Credits for Sale (sellable credits) Projected Credits for Sale (sellable credits) 6.2 Provide the Administrator approved sellable credits for the project (total generated credits minus the reserve account contribution). The sellable credits listed below are the final estimates that will not change following the signing of this management plan. Projected (Post-Project) sellable credit estimates are estimates only and may change depending on implementation outcomes of proposed management activities. All subsequent HQT re-verifications (Field and GIS Desktop analyses) are subject to using the HQT Version identified in the following table and will determine amount of projected sellable credits.
The key question to be answered in the Service Alignment Management Review is whether the services are providing expected business value and, if not, what needs to change in service management or in business processes that use the services. The review presents the opportunity to identify barriers that decrease alignment or inhibit innovation to the degree that business value is negatively affected; it also lets decision makers identify other opportunities to innovate and improve services. Key Terms Table 4 defines key terms used in this management review. Table 4. Key Terms Term Definition Benefit management A process that identifies the benefits of a service—their definition, monitoring, and realization as a result of a business change. This process ensures that a business change achieves its desired outcomes, such as cost reduction or improved performance. Demand management The process of aligning an organization’s supply of resources to meet service demands forecasted by the business. For example, shifting servers from one service to another as business priorities change. Term Definition Alignment A state that occurs when the technical and business goals and strategies of the service organization match the goals and strategies of the overall business. IT service strategy The plan that aligns an organization’s objectives, policies, and procedures into a cohesive approach to deliver services that support business strategy. Service catalog A comprehensive list of services, including priorities of the business and corresponding SLAs. Service level agreement (SLA) A written agreement documenting the required levels of service. The SLA is agreed on by the service provider and the business, or by the service provider and a third-party provider. SLAs should list the metrics and measures that both sides use to define success. Service level management The process of defining and managing performance through monitoring, reporting, and reviewing the required, agreed-upon level of service. Value realization The identification of target benefits, their definition, monitoring, and realization as a result of a business change. If You Are New to Service Alignment The Service Alignment Management Review focuses on the impact of services to the business. If service alignment is a new role for you, the following activities will help orient you to this task: Identify the key contributors and decision makers in services and users of services within the business.
6. Having airline representatives apologize for service difficulties is efficient, but it's not effective when customers are angry and less inclined to continue doing business. TRUE Airlines handle service complaints by routinely saying "I'm sorry," which may be efficient for the airlines—even when the apologies are accompanied by gift cards, credits, and loyalty it's a lot cheaper than, say, adding more reservation agents, flight crews, baggage handlers, and, of course, airplanes. But it's not effective if it leaves customers fuming and less inclined to continue doing business. AACSB: Analytical Thinking Accessibility: Keyboard Navigation Blooms: Understand Difficulty: 2 Medium Learning Objective: 01-01 What are the rewards of being an exceptional manager? Topic: Management 7. Good managers create value. TRUE Good managers create value. The reason is that in being a manager, they have a multiplier effect: their influence on the organization is multiplied far beyond the results that can be achieved by just one person acting alone. AACSB: Analytical Thinking Accessibility: Keyboard Navigation Blooms: Understand Difficulty: 2 Medium Learning Objective: 01-01 What are the rewards of being an exceptional manager? Topic: Management since
Blooms: Understand Difficulty: 2 Medium Learning Objective: 01-01 What are the rewards of being an exceptional manager? Topic: Management 78. Two of the primary challenges facing managers today are ____. Seven challenges face any manager. You need to manage for competitive advantage. You need to manage for diversity in race, ethnicity, gender, and so on. You need to manage for the effects of globalization and of information technology. You need to manage to maintain ethical standards, and manage for sustainability. Finally, you need to manage for the achievement for your own happiness and life goals. AACSB: Analytical Thinking Accessibility: Keyboard Navigation Blooms: Understand Difficulty: 2 Medium Learning Objective: 01-03 Challenges can make one feel alive. What are seven challenges I could look forward to as a manager? Topic: Competitive Advantage
10 Proven ability of approaching tasks in a methodical way, problem solving where appropriate and identifying areas for change. X 11 Proven ability in working independently, managing time effectively and prioritising key tasks. X 12 Excellent communication (written and verbal) skills, demonstrable negotiation and training skills with proven ability to adapt communication style to suit audience X 13 Experience of working for a charity in a financial role X 14 Excellent IT skills, in particular Microsoft Word, Excel and Outlook. X Dementia UK Competencies, Skills & Abilities Self-Management Taking responsibility for own actions, behaviours and outcomes Learning Taking responsibility for own learning and fostering growth and development in others Relationship Building Creating and maintaining harmonious and constructive working relationships with others internally and/or externally Planning and Organising Ensuring that time and resources are utilised to best effect for the achievement of the Dementia UK’s goals and our mission and that others are committed to agreed courses of action Effective Decision Making Making clear, informed and timely decisions that lead to effective outcomes in line with the Dementia UK’s mission. Change and Improvement Seeking out and developing new ideas and approaches, responding positively and constructively to change and fostering a culture of continuous improvement Collaboration and Cooperation
Job Description: Post: MANAGEMENT ACCOUNTANT Place of work: South Downs site (primarily) Salary Grade: Grade 5 (£28,890 - £35,110) - with some study support Responsible to: VP FINANCE & FACILITIES Responsible for: Developing bespoke financial management reports to drive improved financial analysis, awareness, decision making and business performance. Key Purpose: 1 To provide support to the VP Finance & Facilities and Finance Manager in all aspects of financial, management and cost accounting. 2 To assist in matters of financial analysis and modelling regarding future strategic collaborations, estates refurbs and property plans. 3 To develop partnership relationships with curriculum and support managers in interpreting, reviewing and challenging financials. 4 To work with all Finance colleagues to support monthly management accountants and year end processes. 5 To develop with MIS, BDU and Curriculum Directors course contribution analysis models to inform curriculum strategies. Key Responsibilities and Accountabilities: A To support in the preparation of annual budget timetable, data and reports to drive robust budget planning. B To work with Finance Manager in meeting budget holders, setting and collating annual budgets. C To work with MIS & HR in building the staffing budgets from the Curriculum Plan and HR staffing contracts. D To hold monthly performance review meetings with budget holders, identifying actual trends, risks and re-forecasting. E To assist in course fee setting and communication. F To support any financial modelling in relation to estate refurb projects, emerging property strategy, future merger or collaboration plans of HSDC. G To ensure College has a clear track of all financial obligations on fixed and recurring non pay contracts such as licences, buildings & IT leases, subscriptions, site wide maintenance agreements etc. H To assist in the preparation of annual Insurance declaration requirements I To assist and perform aspects of the monthly Management Accounts and in the preparation of year end schedules to support Financial Statements external audit. J To work closely with the Finance Manager and team to be able to cover key financial processes ensuring integrity of operations and business continuity.
Total menu items count for this menu is: 16 Appetizers Calamari 1 $8.00 Fresh, tender squid lightly floured then deep fried, served with lemon wedges and homemade marinara sauce. Spinach and Artichoke Dip 2 $7.50 Warm blend of creamy spinach, tender artichokes, and melted Asiago and Parmesan cheeses. Served with tortilla chips. Salads House 3 $6.50 Spring greens, avocado, roasted peppers, onions, shredded carrots, tomatoes & balsamic dressing Crazy 4 $8.50 Chicken breast, goat cheese, spring greens, crushed walnuts, bacon, roasted peppers, onions & balsamic dressing Wild Alaska Salmon 5 $10.50 Alaska salmon, spring greens, tomatoes, sliced lemon & balsamic dressing Sandwiches Available with your choice of potato, pasta or green salad Best Burger 6 $8.50 ¼ lb. beef patty, pickle, tomatoes, sautéed onions, spring greens, cheddar cheese Best Chicken 7 $8.00 Chicken breast, spring greens, tomatoes, onions & basil mayo Garden Burger 8 $7.00 Veggie patty, sun-dried tomato pesto, spring greens, avocado, tomatoes, onions, shredded carrot & basil mayo Entrees Pot Roast Dinner 9 $15.75 Piled high with cipollini onions, carrots & mushrooms over mashed potatoes, served au jus Chili Glazed Salmon 10 $16.50 Served over a roasted vegetable & quinoa pilaf finished with micro greens Chicken Pot Pie 11 $13.00 Roasted chicken in an herbed cream sauce with leeks & carrots under a pastry crust Desserts Cake of the day 12 $4.00 Ice Cream Sundae 13 $3.50 Choice of chocolate or caramel sauce Beverages Soda 14 $2.00 House made Lemonade 15 $2.50 Brewed Coffee, Regular or Decaf 16 $1.50 Exhibit G – Management Recipe Example
Vanilla Latte 3.4512 4.1513 4.4514 Brewed Coffee 1.9515 2.4516 2.9517 Iced Coffee 2.1518 2.6519 3.1520 On the sample menu below, there are examples of how to count menu items. Each Appetizer and Salad counts as one menu item Each Sandwich counts as one menu item, the costing for each item would include the costliest of the side choices Each Dinner item counts as one menu item, costing would include all sides and sauces Each Dessert is one item, Each Beverage is one item Total menu items count for this menu is: 16 Appetizers Calamari 1 $8.00 Fresh, tender squid lightly floured then deep fried, served with lemon wedges and homemade marinara sauce. Spinach and Artichoke Dip 2 $7.50 Warm blend of creamy spinach, tender artichokes, and melted Asiago and Parmesan cheeses. Served with tortilla chips. Salads House 3 $6.50 Spring greens, avocado, roasted peppers, onions, shredded carrots, tomatoes & balsamic dressing Crazy 4 $8.50 Chicken breast, goat cheese, spring greens, crushed walnuts, bacon, roasted peppers, onions & balsamic dressing Wild Alaska Salmon 5 $10.50 Alaska salmon, spring greens, tomatoes, sliced lemon & balsamic dressing Sandwiches Available with your choice of potato, pasta or green salad Best Burger 6 $8.50 ¼ lb. beef patty, pickle, tomatoes, sautéed onions, spring greens, cheddar cheese Best Chicken 7 $8.00 Chicken breast, spring greens, tomatoes, onions & basil mayo Garden Burger 8 $7.00 Veggie patty, sun-dried tomato pesto, spring greens, avocado, tomatoes, onions, shredded carrot & basil mayo Entrees Pot Roast Dinner 9 $15.75 Piled high with cipollini onions, carrots & mushrooms over mashed potatoes, served au jus Chili Glazed Salmon 10 $16.50 Served over a roasted vegetable & quinoa pilaf finished with micro greens Chicken Pot Pie 11 $13.00 Roasted chicken in an herbed cream sauce with leeks & carrots under a pastry crust Desserts Beverages
Management Consulting Journal – Submission Template Title This should be no longer than 15 words, and give a good idea of the subject. Author(s) Name Organisation Main author contact details Name Email and phone number Is this a full paper (2,500-4,000 words) or a Consulting Short (1,000-1,500 words)? Full paper Consulting Short Date submitted:
Table 1 – Advertising, assessment and maximum engagement periods for temporary employment Initial vacancy Type of engagement Advertising Assessment Maximum period If advertised in the Gazette and there is a competitive selection process* Maximum period If not advertised in the Gazette and there is no competitive selection process.* More than 18 months Specified Public Service Gazette (APSJobs) Competitive selection process* Up to a total maximum period of three years N/A Specified Public Service Gazette (APSJobs) Competitive selection process* N/A N/A Specified Public Service Gazette (APSJobs) Competitive selection process* Up to a total maximum period of five years N/A 18 months or less** Specified Bring vacancy to the attention of the community Satisfied that person meets the job requirements Up to a total maximum period of three years Up to a total maximum period of three years Specified Bring vacancy to the attention of the community Satisfied that person meets the job requirements To allow completion of the task Up to a total maximum period of three years Specified Bring vacancy to the attention of the community Satisfied that person meets the job requirements Up to a total maximum period of five years Up to a total maximum period of three years Casual Irregular or intermittent Bring vacancy to the attention of the community Satisfied that person meets the job requirements N/A N/A * A competitive selection process must meet the requirements of merit, see **Where there is a possibility that an engagement may be extended beyond 18 months, it should be advertised in the Gazette and follow a competitive selection process.
6. Review rights There is no right of appeal or review under the PS Act or the PS Regulations in relation to a decision to terminate the employment of an ongoing or APS employee. The Fair Work Act contains protections against unfair dismissal and dismissal in breach of the General Protections APS employees may also be able to apply for judicial review of termination on the ground of failure to comply with the requirements of administrative law, including procedural fairness and the requirement to follow agency procedures PS Act 33(1) Fair Work Act - Part 3-2- unfair dismissal Part 3-1- general protections claims This document was created on 24 November 2017. For current information go to