zilongwang/ReadingBank huggingface dataset:
were asked to both A and B group. This is to analyze if the daily blog work for them or not, by seeing their level changes from doing the Faking-It method. 3.2 Summary of the results Subjects from Confidence Questionnaire 1 answered several questions about their confidence level. We wanted to know their level of self-esteem as well so that we can see the process of their two levels through the Faking-It method. From the daily blog, there were subjects from Group A who did the Faking-It method through several months, some received compliments from other people saying that she has become more confident, not only the outside, but also by looking at her attitude. When someone noticed and compliment about one’s action, can also make people feel better about themselves. Some have also made their own goals, they have been challenging themselves by doing things that’s hard for them to do whilst doing the Faking-It method. This made them feel more positive and relaxed. Power Posing can also make people relax more, and be calm when they feel negatively in certain occasions. From the Confidence Questionnaire 2, some of the questions were the same questions from Confidence Questionnaire 1 and the rest were about the daily blog questions. This is to see if subjects from Faking-It Method change their confidence level. For subjects, it is to see if they can build up their confidence level and self-esteem level. To see both group’s self-esteem level they were asked about several questions about how they feel about themselves, if they notice their self-worthiness, and analyzed the levels. 3.2 Discussion of the results Confidence Questionnaire 1 Firstly we needed to learn more about subject’s confidence level and some about their self-esteem. If the Faking Method also help self-esteem level. Another questionnaire was made. Results from questionnaire 1they are not confident being in front of many people. There are many reasons why subjects cannot feel confident about
Table 1 Important skills and attitudes required in tourism sector employment. Statement Accommodation Food and Beverage Travel and Attractions Tourism Services Tourism Specific Skills Mean SD Mean SD Mean SD Mean SD Operational skills 3 0 3 0 3 0 3 0 Ability to deal with guests’ complaints effectively 3 0 3 0 3 0 3 0 Knowledge of company’s goals and operational procedures 3 0 2.9 0.3 2.9 0.3 2.8 0.4 Ability to deal with international clientele 3 3 0 2.8 0.4 3 0 Knowledge of the island in terms of history, attractions, geography and complementary services. 2.9 0.3 2.8 0.4 2.8 0.4. 2.8 0.4 Ability to sell the tourism product and facility 2.8 0.4 3 0 3 0 3 0 Knowledge of the tourism industry 2.4 0.5. 3 0 2.8 0.4 3 0 Interpersonal Skills Mean SD Mean SD Mean SD Mean SD Willingness to work as a team member 3 0 3 0 2.9 0.3 2.8 0.4 Ability to make guests feel welcome 3 0 3 0 3 0 3 0 Ability to deal sensitively and affectively with multicultural issues 2.2 0.2 2.5 0.5 2.5 0.5 2.5 0.5 Knowledge of international business etiquette 2 0 2 0 2.1 0.3 2.4 0.5
476). Mahwah, NJ: Lawrence Erlbaum Associates, Inc. Infante, D. A., Rancer, A. S., & Womack, D. F. (1993). Building communication theory (2nd ed.). Prospect Heights, IL: Waveland Press. Infante, D. A., Rancer, A. S., Womack, D. F. (1997). Building communication theory. Prospect Heights, IL: Waveland Press, Inc. Jain, R., Jain, S. M., and Khar, U. (2003). Measuring customer relationship management. Journal of Services Research, 2(2), 97-108. Koh, K. (1995). Designing the four-year tourism management curriculum: a marketing approach. Journal of Travel Research, 34(1), 68-72. Lewis, A. (2006). Stakeholder informed tourism education: Voices from the Caribbean. Journal of Hospitality, Leisure, Sport and Tourism Education, 5(2), 14 - 24. Mayaka, M. A., & King, B. E. M. (2002). Quality asssessment of training and education for Kenya's tour operating sector. Current Issues in Tourism, 5(2), 112 - 133. McCutcheon, G. (1988). Curriculum theory and practice: Considerations for the 1990's and beyond. NASSP Bulletin, 72(509), 33 - 42. McMillian, J. H., & Schumacher, S. (1997). Research in education: A conceptual approach (4th ed.). New York: Longman. Morgan, B. (Ed.) (1999) A Guide to Tourism Careers, Education and Training in the Caribbean. Barbados: Caribbean Turism Organization (CTO). Pfeffer, J., & G. R. Salancik (1978). The External Control of Organizations: A Resource Dependence Perspective. New York, NY:Harper and Row SCANS. (1991) What Work Requires of Schools. A SCANS Report for America 2000. Washington, DC; Secretary’s Commission on achieving Necessary Skills (SCANS), U.S Department of Labour. (Ed 332 054)
proud Jews; He was giving her hope, and she took hold of it. Her reply revealed that faith had triumphed. She did not deny the special place of the “children” (Jews) in God’s plan, nor did she want to usurp it. All she wanted were a few crumbs of blessing from the table; for, after all, “Salvation is of the Jews” (Joh_4:22). It must have rejoiced His heart when she took His very words and used them as a basis for her plea! She accepted her place, she accepted JESUS… she believed His Word, and she persisted in her plea; and Jesus not only met her need, but commended her for her faith. Great faith is faith that takes God at His Word and will not let go until God meets the need. Great faith can lay hold of even the slightest encouragement and turn it into a fulfilled promise. “Lord, increase our faith.” Stand In Faith Stand in faith Even when you can’t see your way Stand in faith Even when you feel like you can’t face another day Stand in faith Even when the tears want to flow from your eyes Stand in faith Knowing that our God will always provide Stand in faith Even when you feel that all hope is gone Stand in faith Knowing that He is always there for you to lean on Stand in faith
2017 Mario Family Foundation Award Grant Application 1. TITLE OF PROJECT (Do not exceed 81 characters, including spaces and punctuation.) 3. APPLICANT 3a. NAME (Last, first, middle) 3b. DEGREE(S) 3c. FELLOW YEAR (PG) 3d. MAILING ADDRESS OF APPLICANT 3e. DIVISION 3f. TELEPHONE AND FAX (Area code, number and extension) 3g. E-MAIL ADDRESS OF APPLICANT: TEL: FAX: 4. HUMAN SUBJECTS RESEARCH No Yes 4b. Human Subjects Assurance No. 4c. Clinical Trial No Yes 4d. NIH-defined Phase III Clinical Trial No Yes 5. DATES OF PROPOSED PERIOD OF SUPPORT (month, day, year—MM/DD/YYYY) 6. COSTS REQUESTED FOR BUDGET PERIOD From Through 6a. Direct Costs ($) 6b. Total Costs ($) 07/01/2017 6/30/2018 35,000 35,000 7. DIVISION CHIEF Name Address 8. ADMINISTRATIVE OFFICIAL TO BE NOTIFIED IF AWARD IS MADE Name Title Address Tel: FAX: : E-Mail: 9. MENTOR SIGNATURE OF APPLICANT DATE SIGNATURE OF DIVISION CHIEF DATE Face Page Form Page 1 2017 Mario Family Foundation Award
DETAILED BUDGET FOR INITIAL BUDGET PERIOD DIRECT COSTS ONLY FROM THROUGH PERSONNEL (Applicant organization only) % DOLLAR AMOUNT REQUESTED (omit cents) NAME ROLE ON PROJECT TYPE APPT. (months) EFFORT ON PROJ. INST. BASE SALARY SALARY REQUESTED FRINGE BENEFITS TOTAL Principal Investigator SUBTOTALS EQUIPMENT (Itemize) SUPPLIES (Itemize by category) PATIENT CARE COSTS INPATIENT OUTPATIENT OTHER EXPENSES (Itemize by category) TOTAL DIRECT COSTS FOR BUDGET PERIOD $ 35,000 Page Form Page 5
BIOGRAPHICAL SKETCH Provide the following information for the Senior/key personnel and other significant contributors in the order listed on Form Page 2. Follow this format for each person. DO NOT EXCEED FOUR PAGES. NAME POSITION TITLE eRA COMMONS USER NAME (credential, e.g., agency login) EDUCATION/TRAINING (Begin with baccalaureate or other initial professional education, such as nursing, include postdoctoral training and residency training if applicable.) INSTITUTION AND LOCATION DEGREE (if applicable) MM/YY FIELD OF STUDY Please refer to the application instructions in order to complete sections A, B, C, and D of the Biographical Sketch. Page Form Page 6
43 9:30-32 Jesus tells his disciples again that the Son of Man is to be killed and then rise after three days. . Passion Prediction – a cross [Jesus] The Son of Man is to be betrayed into human hands. 44 9:33-37 The disciples argue about which one of them is the greatest. [Jesus] Whoever wants to be first must be last of all and servant of all. [Jesus] Whoever welcomes one such child in my name welcomes me . . . Why do you think the disciples didn’t like Jesus’ answer? What about you? 45 9:38-41 John tells Jesus about someone casting out demons in Jesus’ name. Demons [Jesus] Whoever is not against us is for us. 46 9:42-49 Jesus gives a warning about being a poor example for little ones. [Jesus] If any of you put a stumbling block before one of these little ones who believe, it would be better if a great millstone were hung around your neck and your were thrown into the sea. 47 10:1-12 Jesus answers questions about divorce. ★ The Jewish teachers had different opinions about the proper grounds for divorce. Some said a man could divorce his wife for almost any reason. [Jesus] Whoever divorces and marries another commits adultery. When divorce was too easy, were some women and children left unprotected? In what situations might divorce be a good choice? 48 10:13-16 Jesus blesses some little children. ★ Children were not “coddled” in the ancient world. They had no rights and very little standing. They were vulnerable. [Jesus] Whoever does not receive the kingdom of God as a little child will never enter it. Who are the “little ones” in your life and community? What is it to become like a little child? 49 10:17-31 Jesus tells a rich man what he must do to inherit eternal life. [Jesus] You lack one thing; go, sell what you own, and give the money to the poor, and you will have treasure in heaven; then come, follow me. This man loves his stuff. “Jesus, looking at the him, loved him.” Can you love your stuff and still be faithful? Why does Jesus love this man? What are we called on to leave behind?
Question 9 (10 marks) Assess how useful and reliable sources C and D would be to the historian studying reasons for the stalemate on the western front. MARKING GUIDELINES Criteria Marks • Provides a clear explanation which demonstrates a breadth of own knowledge combined with specific use of BOTH sources • Demonstrates a sophisticated understanding of the reasons for the stalemate on the Western Front 9–10 • Provides a clear explanation with use of BOTH sources and use of own relevant knowledge. May be uneven in the use of sources • Demonstrates sound knowledge of the reasons for the stalemate on the Western Front 7–8 • Demonstrates relevant knowledge and makes specific reference to at least ONE source OR uses sources only OR uses own knowledge only • Makes generalisations about reasons for the stalemate on the Western Front 5–6 • Demonstrates limited use of knowledge and or sources relying on simple description or narrative about reasons for the stalemate on the Western Front 3–4 • ONE or TWO references to reasons for the Western Front 1–2
Expecting her second child this August, Jorgenson knew she wouldn’t be deployed during her pregnancy. That’s when she decided to enroll in the Community College of the Air Force’s online partnership with Georgia Perimeter College. GPC is one of just a few colleges in the nation selected to provide common core courses for the CCAF. Upon enlistment into the Air Force, airmen are automatically enrolled in CCAF, said Mark Eister, director of GPC’s Military Outreach Center. As they move through their various technical schools relating to their military specialty, their training is applied toward a two-year degree. However, the airmen still must complete a common core of courses that their military training does not cover. Georgia Perimeter provides the common core courses via GPC Online. Upon completion of the courses, the Airmen can receive their CCAF associate degree. Jorgenson, who is an aircraft quality assurance inspector at McGhee Tyson Air National Guard base in Knoxville, Tenn., enrolled in the spring 2014 semester, with the help of GPC’s Military Outreach Center. “Your staff and military student advocate, Chris Noerjadi, made this process very easy for me,” she said. “I had never taken anything online, but I was impressed.” Jorgenson took a math course and an introduction to film course—both were more difficult than she anticipated, she said. But she found she liked the online format. “The instructors were always available, and they always responded quickly. I learned a lot, and it was a lot of fun.” She received A’s in both courses. In May, Jorgenson graduated with an associate degree in Applied Science Avionics Systems. “I have met a goal I have been wanting to reach for a very long time. I only wish I had not waited so long.” Jorgenson is ready to recommend the program to other airmen at her base in Knoxville. But she says she won’t wait so long for her next educational goal. “I want to go for my bachelor’s degree,” she says. ********** Living the Military Experience course on tap for fall by Kysa Anderson Daniels
Managing Formative and Summative Feedback and Grades in studentcentral in ARCH Preparing the Grade Centre for marking If your Grade Centre has too many columns for you to manage here’s how you can maximise the space you have on screen. Hide the module menu Hide columns not in use This will give you more onscreen space for marking and mean less scrolling. NOTE: Preferred Browser for using the Grade Centre is Firefox Providing formative feedback Columns to facilitate the management of feedback should have been set up by the school office so you just need to enter you feedback. Here’s how: Open the module in studentcentral In the control panel go to the Grade Centre>Full Grade Centre NOTE: studio groups may have been set up for you, if so click on the title of your studio group Locate the correct column and student and click and select View Grade Details Enter 1 in the Current Grade Field, and then feedback into the Feedback to Learner section (see screen shot below for details) Providing Summative feedback Repeat steps 1 – 3 In step 4 instead of entering a value of 1 in the Current Grade Field you need to enter their actual grade.
Week Topic Book Chs. Assignments/ Project Due 1 (8/28-) Introduction/Overview of Marketing 1 2 (9/4-) Strategic planning & Environmental Analysis 2&3 Personal Data Sheet Connect assignment 1 3 (9/11-) Marketing Research 4 Connect assignments 2 & 3 Quiz (ch 2 &3) 4 (9/18-) Consumer Behavior & Decision Making 5 Connect assignment 4 Quiz (ch4) 5 (9/25-) EXAM 1 Connect assignment 5 Quiz (ch5) 6 (10/2-) New Product Development 6 Brain storming for final project 7 (10/9-) STP 7 Connect assignments 6 Quiz (ch6) 8 (10/16-) Promotion Strategy 8 Connect assignments 7 Quiz (ch7) 9 (10/23-) EXAM 2 10 (10/30-) SAP Lap Session (RBN 3041) Tentative schedule (will be notified later) Connect assignments 8 Quiz (ch8) 11 (11/6-) Place Strategy Start SAP & Category Management Certificate 12 (11/13-) Price Strategy 9 Connect assignment 9 13 (11/20-) Thanks giving holiday 10 Connect assignment 10 Quiz (ch. 9) SAP Category Management Certificate 14 (11/27-) Branding 11 Quiz (ch. 10) Quiz (ch. 11) Final Project 15 (12/4-) EXAM 3 *Schedules can be changed subjectively.
Trial Number Number Captured Number Recaptured with mark 1 2 3 4 5 6 7 8 9 10 Total: You will receive a bag that represents your population (beans, pennies, chips, beads) Capture 10 “animals” by removing them randomly from the bag. Place a mark on them using tape or string Return the 10 marked “animals” to the container With your eyes closed, grab a handful of the population. This is the recapture step. Record the number of “animals” recaptured in total and the number that have a mark on them on the data table Return the “animals” to the bag and repeat. Do 10 recaptures. When the ten recaptures are completed, enter the totals on the data table 4. Calculations= Find your population estimate Estimated size = __________ 5. Use the code name on your bag to check the actual number of “animals” in your bag. ACTUAL POPULATION SIZE = _____________ ANALYSIS 6. Compare the actual size to the estimated size. Did you overestimate or underestimate? Trial Number Number Captured Number Recaptured with mark 11 12 13 14
Adjustment Reason Deadline (Ranges) Min $ With/Without Entry Dr /Cr Party who can Make Adj Party to whom Adj Can be made Information Needed Group Adjust Late Return Claim 60 C Federal Reserve minimum W Entry Dr Receiving Party Sending Party MICR Code line Sequence # Item Date Copy of Item No Late Return Claim 61 C – 1 year Federal Reserve minimum W/O Entry Dr Receiving Party Sending Party MICR Code line Sequence # Item Date Copy of Item No Explanation: Item was returned outside applicable return time frames. Late Return Disclaimer 20 B Federal Reserve minimum W Entry Dr Receiving Party Sending Party MICR Code line Sequence # Item Date Copy of Item No Late Return Disclaimer 21 B – 1 year Federal Reserve minimum W/O Entry Dr Receiving Party Sending Party MICR Code line Sequence # Item Date Copy of Item No Explanation: Disclaimer of a late return claim adjustment. Mis-matched MICR 90 C None W Entry Dr/Cr Either Party Either Party MICR Code line Sequence # Item Date Copy of Item Yes* Mis-matched MICR 91 C - 1 year None W/O Entry Dr/Cr Either Party Either Party MICR Code line Sequence # Item Date Copy of Item Yes* Explanation: Item in which the MICR information associated with the item does not match the MICR information reflected on the image of the item. The traditional example is where the full MICR line of one item has been misaligned with the image of another item rather than a misread of a character or characters on the same item. For an encoding error of amount only use Amount Error adjustment reason. This reason can be used when the code line in the Check Detail Record (Type 25) does not exactly match the code line on the original check. This reason is used for any encoding errors other than an error in amount. Non Conforming Image (NCI) Image Missing Ineligible item Invalid RT 20 B None W Entry Dr/Cr Either Party Either Party MICR Code line Sequence # Item Date CL Date Type of NCI Yes*
12 April 2017 Market access update 1 Tomato potato psyllid (TPP) complex The Department of Agriculture and Food, Western Australia (DAFWA) is implementing a national response plan, which includes emergency control and containment measures for and increased surveillance and testing for the associated bacteria Candidatus Liberibacter solanacearum (CLso). Interstate trade and market access New South Wales, South Australia, Victoria, Queensland and the Northern Territory have emergency interstate movement controls in place for TPP and CLso host plants (Solanaceae and Convolvulaceae families), and used equipment and machinery from WA. NSW and Victoria introduced additional restrictions in late March on a much broader range of conditional non-host plants and produce. These additional requirements include numerous other families, including but not limited to Rosaceae (e.g. strawberries, apples, pears); Brassicaceae (eg. broccoli, cabbage, cauliflower); Lamiaceae (herbs such as mint) and Fabaceae (e.g. beans). In response, the department has created a specific and is negotiating reviews of the restricted produce lists, and is reinforcing the need for this process to be handled as a priority given the economic implications for WA producers. Latest changes to Victorian restrictions On 6 April, Victoria amended their restrictions and will now exempt dried plant products; seed; mulch; timber; chaff and hay from treatment and certification for entering Victoria. This change applies to the plant products, not to the plants themselves. The exclusion of seed does not include seed potato tubers and sweet potatoes. For full details about these changes, please visit the . Consultative Committee on Emergency Plant Pests meeting This week, the Department of Agriculture and Food has taken part in a meeting of the national Consultative Committee on Emergency Plant Pests (CCEPP) on 10-11 April to review the current TPP response plan and determine future response and management activities. Market access was a key topic for discussion. DAFWA also tabled its review of Victoria’s host plant list to seek further refinement. Host plant definition
Priority Area: Health & Housing Program Area: Health & Housing Geographic Priority Additional Information Establish and support partnerships between healthcare facilities and CDC’s/CHDO’s by introducing Enterprise’s programmatic solutions and to promote quality housing development and health outcomes to address social determinates of health. Health and the Built Environment – Improve the stability, affordability, and quality of housing. This work may lower health care costs, improve health outcomes, and reduce health inequities through targeted housing solutions; Collaborating for Healthier Communities - Bridge health, housing, and social services through intentional and lasting partnerships between health care providers, service providers, and organizations; Supportive Housing – Develop permanent supportive housing programs that alleviate chronic homelessness; Aging in Community – Innovative solutions to improving the ability of aging residents to remain in their homes and community. Enterprise seeks to further the success of these approaches by supporting CDCs and CHDOs that are not just testing ideas, but developing sustainable models that promote health and wellness for residents, while making efficient use of public and private resources. Oakland and Wayne County with an emphasis on Northwest Detroit and East Detroit neighborhoods. Focused on projects that support interaction with anchor healthcare institutions. Priority Area: Preserving Affordable Housing Program Area: Affordable Housing Production & Preservation Geographic Priority Additional Criteria The preservation of affordable housing increasingly challenges affordable housing operators nationwide. With an increasing number of projects reaching the end of their initial tax credit cycle (Year 15), as well as aging projects acquired years ago without Housing Credits, CDCs and CHDOs face many issues, including escalating operating costs, deferred maintenance, and formidable capital needs. Enterprise will support projects that are helping to maintain affordable housing along main thoroughfares that is connected to transit and commercial corridors. The projects can have a multi-family or single-family focus with an intent to create a thriving, vibrant community that promotes walkability, access to transit, healthy foods and workforce opportunities. Oakland and Wayne County with an emphasis on Northwest Detroit and East Detroit neighborhoods. Collaborative partnerships that seek to address this issue are encouraged to apply. Webinar Q&A Session Grants & Contracts Management will hold a general information session for applicants on May 10, 2017 from 2:00 – 3:30 p.m. Eastern Time. Please register in advance:
Native Homeownership Program Area: Rural & Native American – Native Homeownership Geographic Priority Additional Criteria Providing decent, affordable housing is one of the most important challenges facing tribal leadership today. Homeownership is not new to tribal environments, but the rate of homeownership on tribal lands lags behind the national average of 63 percent. The advantages of homeownership include the ability to build wealth as equity in the home and secure housing now and for the future at a predictable monthly cost. Enterprise will support organizations to develop or expand homeownership programs that promote responsible homeownership or for participation and development of state or regional tribal homeownership coalitions with the goals of increasing the level of homeownership among Native Americans on and off reservations through Section 184 HUD loans, Section 502 RD loans, VA loans and HFA funding. Common examples, but not an exhaustive list, of activities that Enterprise may fund under this Program Area include: Staff time to implement homebuyer education, credit counseling, homebuyer readiness, pre and post purchase counseling, etc. education and curriculum. Market homeownership opportunities and develop expertise in mortgage finance programs. Mortgage delinquency and default resolution: This includes guidance on restructuring debt and methods to avoid default and mortgage foreclosure. Certification for USDA RD 502 direct underwriting and packaging. Implementation of the HEARTH Act for the tribe. The Rural and Native American Initiative will serve CDCs and CHDOs located across the nation. The Native Homeownership grants are only available to organizations serving Native American Populations with a defined mission that includes affordable housing including Tribes, Tribally Designated Housing Entities (TDHEs) or Tribal Housing Authorities (THAs). Information Sessions: Enterprise Rural and Native American Initiative will hold a Q & A webinar on Thursday, May 11 at 3:00 PM EDT to review program areas. To register, click Grants & Contracts Management will hold a general information session for applicants on May 10, 2017 from 2:00 – 3:30 pm EDT. To register, .
APPENDIX 1 Traffic Control Plan for Cotters Market The following information is provided to inform Stallholders on how to get to the Market, how to ensure a smooth set-up and pack-up of the Market and to advise Stallholders of their responsibilities while loading and unloading and where to park their vehicles during Market Trading Hours. These responsibilities form part of the Market Regulations. 1 Location The Market is held in Flinders St, Townsville, between Stanley St and Denham St 2 Entry The entry point for vehicles is off Stanley St, travelling along Flinders St, and exiting at Denham St 3 Vehicle Passes Stallholders are issued with a Red Vehicle Pass which must be permanently attached to the passenger’s side corner of the windscreen. If they don't have one, casual Stallholders are issued with a Vehicle Pass which must be displayed on the passenger’s side corner of the windscreen A Markets representative will be located from 7.30am onward on the corner of Stokes and Flinders St to allocate Passes to Casual Stallholders Regular Stallholders are entitled to one replacement Vehicle Pass per nominated vehicle per calendar year. Additional Vehicle Passes must be purchased at a cost of $25 4 Vehicle Access Regular Stallholders may access the site from 5.30am NOTE: There is NO vehicle access after 8am and before 1pm
3 352 Princess Highway, 3805 m2 460 4 m2 434 5 Cnr Logan & Kessels Rd Upper Mt Gravatt/ Brisbane, QLD 4122 98,651 m2 420 425 Burwood highway, Wantirna South VIC 3152 m2 415 7 1151 Creek Road, Carindale/ Brisbane QLD 4152 m2 412 8 Cnr Gympie & Hamilton Rds Chermside/ Brisbane 4032 m2 410 9 600 Kingsway Miranda, NSW 2228 m2 396 10 1239 Nepean Hwy, Cheltenham VIC 3192 m2 396 Vincinity: Centre Location m2 stores Logo 1341 Dandenong Road, Chadstone VIC 3148 162645 407 Northland Shopping Centre 2-50 Murray Rd, Preston VIC 3072 97391 313 Stacey St & North Terrace, Bankstown 83,945 290
NSW 2200 Stacey St & North Terrace, Bankstown NSW 2200 87446 263 Stacey St & North Terrace, Bankstown NSW 2200 45341 227 Stacey St & North Terrace, Bankstown NSW 2200 80301 217 345 Victoria Ave, Chatswood NSW 2067 63,713 216 1 Council Ave, Rockingham WA 6168 62338 210 Collier Rd & Walter Road West, Morley WA 6062 80757 209 20 Convention Centre Pl, South Wharf VIC 3006 57046 202 Stockland Centre Address m2 logo 2528 Ground Floor, 211 Lake Entrance Rd, Shellharbour NSW 2529 75696 223 Nowra 32 East St, Nowra NSW 2541 75,000 220 Merrylands McFarlane St, Merrylands NSW 2160 58,339 205 Townsville, QLD 60256 202 Wetherill Park 561-583 Polding St, Wetherill Park NSW 2164 71,689 200 120-331 Yaamba Rd, Rockhampton City QLD 4701 59500 190
Melton West VIC 3337 Claremont Quarter 9 Bay View Terrace, Claremont WA 6010 32,000 147 Grand central Dent St & Margaret Street, Toowoomba City QLD 4350 46,000 136 GPT Centre Location m2 Stores Logo Highpoint 120-200 Rosamond Rd, Maribyrnong VIC 3032 153,100 483 Northland Shopping 2-50 Murray Rd, Preston VIC 3072 97,200 322 Charlestown Square 30 Pearson St, Charlestown NSW 2290 90,200 315 Westfield Penrith 585 High St, Penrith NSW 2750 90,400 313 Macarthur Square 200 Gilchrist Dr, Campbelltown NSW 2560 94,600 303 Melbourne central 211 La Trobe St, Melbourne VIC 3000 54,700 301 Sunshine Plaza 154-164 Horton Parade, Maroochydore QLD 4558 73,400 249 Rouse Hill Town Windsor Rd & White Hart Dr, Rouse Hill NSW 2155 69,700 245 Westfield Woden Keltie St, Woden ACT 2606 74,400 234 Wollongong central 200 Crown St, Wollongong NSW 2500 56,600 230
work experience acquired in relevant roles and job-related training. Understanding of different market research methodologies (quantitative and qualitative), their strengths and weaknesses and appropriate applications. Project design, conducting fieldwork, analysis & reporting results An understanding of how market research and intelligence informs communications and marketing strategies Awareness of ethical considerations when conducting this type of work, and MRS code of conduct Ability to accurately analyse and interpret complex qualitative and quantitative data, presenting summary information in a clear and concise manner Proven experience of ensuring data quality and accuracy Experience of using analysis packages such as Statistical Package for the Social Sciences (SPSS). Ability to apply project management processes. professional qualifications / experience Knowledge of the HE sector Previous experience in a market research or marketing role Experience of designing surveys using online survey packages MRS membership / qualifications / accreditation Application/ interview Application/ interview Application/ interview Application/ interview Application/ interview Application/ interview Planning & organising Strong ‘critical thinking’ and analytical skills Shows initiative and demonstrates a “can do” approach Able to anticipate and deal with problems Able to plan and prioritise a range of standard and nonstandard work activities Ability to successfully plan and deliver projects/activities over a period of several months (e.g. to a research fieldwork) Application/ interview Application/ interview Application/ interview
Chiloquin 230 kV Dixonville 230 kV Meridian 230 kV Reston 230 kV Central Oregon Bend 69 kV Plot Butte 69/230 kV Ponderosa 230 kV Redmond 69 kV Oregon Coast Astoria to Tillamook 115 kV Boyer (Lincoln City) 115 kV Fairview (Coos Bay) 115/230 kV Within the Western Balancing Authority Area – The point of interconnection between the resource, or the electrical system to which the resource is connected, and PacifiCorp’s transmission system. Scheduled to the point(s) of interconnection between PacifiCorp’s western balancing authority area and the Bonneville Power Administration or Portland General Electric such that transfer limitations are not exceeded. If the source located within the Bonneville Power Administration balancing authority area the Bidder must show they have balancing authority area services from the resource to the delivery point. SECTION 2. CREDIT REQUIREMENTS PacifiCorp will not accept collateral thresholds, credit ratings triggers, general adequate assurances language or similar language that might require the Company to provide performance assurance. However, PacifiCorp's credit risk department may require the seller to provide performance assurance in the form of a commitment letter(s) from a proposed guarantor(s) and/or from a financial institution(s) that would be issuing a Letter of Credit. The amount of performance assurances to be provided will be determined based upon: The Credit Rating of the Bidder and the entity(ies) providing credit assurances on behalf of the Bidder, if applicable. The Proposals/Contracts type. The Eligible Online Date. The size of the Proposals/Contracts. In order for PacifiCorp’s credit risk department to conduct a credit evaluation, the Bidder or its Credit Support Provider must provide audited financial statements (including balance sheet, income statement, and cash flow statement) for the three (3) most recent fiscal years.
Vendor Name Location Point of Contact Capability MindFinders, Inc. Contract: Small Disadvantaged Business Washington, D.C. Name: Tim Booker Phone: Email: Capable of providing all services required for this need. Vendor has limited labor categories, which might prove problematic as the requirement is refined and broader staff requirements are identified. CPARS access requested to determine if vendor has past performance information available to determine if the level of risk to the Government is significant if this vendor performs the service. ECOMPEX, Inc. Contract: Small Disadvantaged Business Reston, VA. Name: Hubin Jiang Phone: Email: Vendor has a much broader list of labor categories, which might prove helpful if the requirement is refined and additional or substitute positions are required. Project management position (technical support manager) is more closely aligned with the requirement than MindFinders, Inc. CPARS access requested to determine if vendor has past performance information available to determine if the level of risk to the Government is significant if this vendor performs the service. Astor & Sanders Contract: Disadvantaged, Woman-Owned Small Business Rockville, MD. Name: Sadhna Agrawal Phone: Email: Vendor labor categories are very narrow in depth but broad in scope. While the existing labor categories appear to match well with the requirement, if further refinement is necessary and additional positions are identified, it might be difficult for the vendor to be competitive for this action. CPARS access requested to determine if vendor has past performance information
Larrabee Westbrook ME 04092 Built: 1988 Manager: Brent Wilson 207-854-6829 62+ years community Two-bedrooms Attached one-car garage Washer/dryer hookups Smoke-free Two-bedrooms: $975 Utilities: not included Income maximum (for 2): $49,200-$64,400 Mill Brook Estates Westbrook ME 04092 Built: 1991 Manager: Joyce Goff 207-854-6828 55+ years community One-bedroom On-site parking Washers/dryers on site Smoke-free One-bedroom: $875 Utilities: included FAMILY/HOUSEHOLD COMPOSITION List ALL persons who will live in the apartment beginning with the applicant’s name. If you need more space, please use a separate sheet of paper. Name M/F Birthdate Place of Birth Social Security # You: 2. 3. Accommodation? If you or anyone in your family is a person with disabilities who requires a specific accommodation in order to fully utilize our programs and services, please explain below. INCOME 1. What is your annual gross income: $ 2. Do you anticipate any changes in this income in the near future? YES NO If yes, please explain: 3. Do you have a rental-assistance voucher (Section 8/HCV, BRAP, VASH, etc.)? YES NO If YES, which voucher do you have? F. ReferRals
Market Assessment Table Tool WHO should use it WHEN to use it WHY For what purpose HOW long it will take WHAT resources are needed Notes QUACK Supply chain, logistics, markets staff; First responders As soon as you arrive in country (Day 1 to Day 7) To determine if cash, in-kind, or a mix is appropriate in the early stages of a response; to plan for if/ when an in-kind distribution should shift to cash 2-3 days 1-2 staff, a vehicle, translator Can be combined with initial needs assessment RAM (Rapid Analysis of Markets) Supply chain, logistics, markets staff Any time from Day 3 to Week 3 To determine appropriate responses (cash, vouchers, market support) 4-5 days 1-4 staff; vehicles; translators A standard tool across agencies; Can be used on shared digital devices; Can be modified as needed RAM for sectors Supply chain, logistics, markets, sectoral staff (i.e. shelter or WASH staff) Any time from Day 3 to Week 3 To determine if cash or in-kind is appropriate for sectoral goods and services 4-5 days 1-4 staff; vehicles; translators Can be combined with sectoral needs assessments Generic CRS rapid market assessment Supply chain, logistics, markets, sectoral staff Any time from Day 3 to Month 3 To determine appropriate responses (cash, vouchers, market support) 4-5 days to 2 weeks 1-4 staff; survey teams (if using HH survey); vehicles; translators Templates for adapting to any context; For use after initial needs assessments are completed market assessment Supply chain, logistics, markets staff Any time from Day 3 to Month 3 Particularly useful if cash is likely an option; includes more detail than RAM; similar to CRS assessment 4-5 days to 2 weeks 1-4 staff; vehicles; translators Includes guidance on analysis EMMA Supply chain, logistics, markets, trained sectoral staff Usually after Week 3 Maps market systems to determine appropriate responses after the life-saving stage 10 days to 2 weeks 1-2 leads; survey teams (if using HH survey); vehicles; translators A standard tool across agencies; Useful when specific market systems are a focus
C D Step 3: Consider the Likelihood and Preparedness Rank each of the scenarios (each of the four quadrants) in the following way: Likelihood: You have a total of 100 points. Divide the 100 points across the scenarios based on your view how likely it is that each scenario in fact will play out by 20XX. Place this in the “ ______%” section. Preparedness: On a scale from 1-7, where by 1 is not prepared and 7 is fully prepared, rank the preparedness of Microsoft and SMSG as is today in respect to each of the scenarios. Template 2: Likelihood & Preparedness A _____% _____ B _____% C _____% _____ D _____%
of the needs of their older residents when planning new homes in their area. The need for bungalows has been identified through liaison with local estate agents who have advised that there is a demand for these, particularly from people who are downsizing. In recent times the number of bungalows built as a proportion of all houses constructed has fallen significantly. Market Drayton Town Council is conscious of the need to address the range of housing related challenges expressed in the Shropshire and Herefordshire Joint Housing Strategy which identifies not just an expanding population but one that includes significantly rising numbers of older people. It also notes that Herefordshire Council, which is a partner to this strategy, has included a policy in its Local Plan Core Strategy explicitly requiring housing developments on sites providing more than 50 dwellings to contain bungalow accommodation, in line with the Housing Minister’s advice. Shropshire Local Plan Core Strategy was adopted before this advice was issued and it is to be hoped that its review will address this matter. 4.29 Of particular note is the area defined as local green space (see policy S.M9 below) along the line of the former railway through the town lying along the southern end of sites MD010 and MD028 defined in Shropshire SAMDev Plan. The enhancement of this local greenspace as a footpath and cycle link as an area of open space contributing to the Town’s Green Infrastructure Network and as an ecological corridor is highlighted in SAMDev Plan policy S11.1a. This NDP policy emphasises the need for measures aimed at enhancing the land’s potential in these regards and the fact that it may be utilised as such in contributing towards meeting Shropshire Council’s Open Space Planning Guidance. Market Drayton’s Open Space and Green Infrastructure Network 4.30 Market Drayton is encircled by a green infrastructure network, much of which also comprises an ecological network. This comprises a corridor of green space associated with the A53 to its north, the River Tern and its associated river and bankside habitat to its south, and a series of smaller areas of open space forming stepping stones and short corridors through its urban area along a north east-south west axis. This broad characterisation and the need to enhance the network should inform the provision of open space in association with any new development. Market Drayton Community-Led Town Plan strongly supports the promotion of walking trails, regard for biodiversity and the town’s natural environment. Policy S.M6 - Green Infrastructure Network
Appendix 3: Application of HVHR Project Assurance Framework Market-led Proposals Guideline HVHR Project Assurance Framework Gateway review process* Government decision Stage one – Preliminary assessment of proposals Stage two – Due diligence and strategic assessment HVHR classification· At the end of Stage 2, DTF will advise the Government whether the proposal should be classified as HVHR. Seek Government approval of strategic assessment including HVHR classification and the Project Assurance Plan. Government proceeds Stage three – Procurement preparation Business case approval DTF will apply elements of a Business Case Deliverability Assessment including assessment of ability to deliver on budget, on time and achieve stated benefits, risk management approach, project management strategies as well as procurement approach and documentation. Project tendering Consistent with the HVHR framework, DTF will assess and seek Treasurer approval of relevant procurement documentation, the preferred bid and contracts prior to finalisation. Gate 1 – Concept and Feasibility Seek Government approval of procurement approach and funding availability including HVHR elements and any red flags arising from Gateway Reviews. Government proceeds Gate 2 – Business Case Gate 3 – Readiness for market Stage four – Exclusive negotiations or limited competitive process Gate 4 – Tender decision Seek Government approval of final binding offer, funding requirement and contract including any red flags arising from Gateway Reviews. Government proceeds Stage five – Contract award Project implementation· DTF will monitor projects and report to Government consistent with existing quarterly reporting processes.· DTF will seek Treasurer approval prior to any material contract variations consistent with the HVHR Framework. Gate 5 – Readiness for service Seek Government approval for any material contract variations. Gate 6 – Benefits realisation * The application of the Gateway review process to market-led proposals will be tailored and gates combined as appropriate.
Additional guidance material Gateway – dtf.vic.gov.au Government’s priority areas for market-led proposals – dtf.vic.gov.au Investment Lifecycle and HVHR Guidelines – dtf.vic.gov.au Major Projects Skills Guarantee – jobs.vic.gov.au/about-jobs-victoria/major- projects-skills-guarantee Market-led Proposals Guideline – dtf.vic.gov.au Market-led proposals information – dtf.vic.gov.au Market-led proposals project summary template – dtf.vic.gov.au Office of Housing – housing.vic.gov.au Value Capture and Creation Framework – dpc.vic.gov.au/index.php/news-publications/value- Victorian Government Purchasing Board – procurement.vic.gov.au/Home Victorian Government Tenders – tenders.vic.gov.au Victorian Industry Participation Policy – economicdevelopment.vic.gov.au/victorian-
This guideline defines a market-led proposal as one made by the private sector to government to build infrastructure and/or provide services. It originates within the private sector and involves proponents developing a project or service specification and then approaching Government for approval and support of the proposal. While market-led proposals are covered under this guideline and are therefore separate from other government procurement practices, there are many complementary principles from the Government’s Investment Lifecycle and High Value High Risk (HVHR) Guidelines and procurement practices that are relevant to these proposals. Exclusions from the guideline Types of proposals that will generally not be considered under the guideline include those that: cover procuring goods and services as detailed in Part 7A of the Financial Management Act 1994, including state purchase contracts, consultancy services, panel arrangements and standard tendering processes; seek to circumvent existing government approval processes; seek to obtain industry assistance and other grants currently available and considered through existing programs; relate to a project that Government has already decided and/or announced will be released to the market; have a combined scope, value and risk profile that does not warrant consideration in accordance with this framework; or seek to directly acquire, lease or licence a government land parcel or Crown Land without the proposal having unique characteristics supporting further consideration. Types of proposals that will not be considered under the guideline are those that relate to social housing. Any such proposal should be directed to the Office of Housing to be considered through a separate process.
Listed below is the summary description of changes for the proposed amended “acceptable operational reason” definition. Please place your comments/reasons for position underneath (if any). Definitions – Amended Existing Proposed Current ISO Rules that contain definition Market Participant Comments and/or Alternate Proposal “acceptable operational reason” means, any one (1) or more of the following: (i) a circumstance related to the operation of a generating source asset which if it operated could reasonably be expected to affect the safety of the source asset, the environment, personnel working at the source asset or the public; (ii) re-positioning a generating source asset assets, within the energy market due to the need to meet a dispatch given to that source asset from the ISO to serve the stand-by operating reserves market; (iii) re-positioning a generating source asset within the energy by “acceptable operational reason” means, any one (1) or more of the following: (i) a circumstance related to the operation of a generating source asset which if it operated could reasonably be expected to affect the safety of the source asset, the environment, personnel working at the source asset or the public; (ii) re-positioning a generating source asset assets, within the energy market due to the need to meet a dispatch given to that source asset from the ISO to serve the operating reserves market; (iii) re-positioning a generating source asset within the energy Section 201.4, Submission Methods and Coordination of Submissions; Section 202.4, Managing Long Lead Time Assets; Section 203.1, Offers and Bids for Energy; Section 203.3, Energy Restatements; Section 203.6; Available Transfer Capability and Transfer Path Management; and Section 204.3, Dispatch Down Service Restatements Comment # 1: Insert Comments / Reason for Position (if any)