zilongwang/ReadingBank huggingface dataset:
“And as soon as I said black, or Negro, she said, ‘Oh wait a minute. I’ll have to call you back,’ ” says Greenfield. “She called me back, and she said, ‘I’m awfully sorry, but he would be so embarrassed to play for all of us white people. It’d be like having my maid in the front row.’ That was the kind of talk.” Greenfield didn’t leave it at that; she called Miami Herald columnist Jack Bell. After he wrote about Ford’s rejection, the woman called again. “She said, ‘All right, let him play,’ ” Greenfield recalls. She still has the program from that day in 1953 — and Ford still remembers some of the sonata he composed. As he demonstrates on Greenfield’s Steinway, she beams. The same year, with help from Ford’s mother and other key figures, Greenfield founded the Fine Arts Conservatory. (Future U.S. Rep. Carrie Meek was a volunteer dance teacher.) The school alternated between black and white neighborhoods, holding classes in private homes, a Masonic lodge, a YMCA — even a funeral parlor in Overtown, in a second-floor space previously occupied by caskets. Greenfield’s oldest son, Charles, an arts reporter and the keeper of many of his mother’s stories, interjects: “I think you should talk about the smell.” “I wasn’t into smells,” she replies, a little wryly. “Formaldehyde!” he exclaims. In 1961, the conservatory raised enough money to buy its own building around 60th Street, a white neighborhood near Liberty City. “It was just a little old cottage with a beautiful tree in the front and a big yard perfect for chicken dinners,” remembers Greenfield. But to her, “that was absolutely Juilliard.” (The conservatory, which closed in 1978, eventually had six branches throughout the city.) Greenfield was increasingly considered a radical. She says she was called a Communist sympathizer and blackballed from nearly every professional music association in Miami. An interracial concert series she hosted in her Palm Island home prompted neighbors to seek a cease-and-desist order, she says. When a Miami Beach
Source: Excerpt from "Miami" The Official Directory of the City of Miami and Nearby Towns, 1904. The Seminole Withdraw to the Everglades There were few Seminole that remained, after most were sent to the reservations in the west. In the 1850s, the U.S. government felt the only way to move the remaining Seminole to the Indian Territory was to force them into battle. On December 18, 1855, a group of white men entered a Seminole camp to try to make the Seminole attack first. The Seminole chief Holata Micco, Billy Bowlegs, led an attack on a U.S. military camp on December 20. This was the beginning of the Third Seminole War. After three years of war, on May 7, 1858, in exchange for money and Seminole land in the Indian Territory, Billy Bowlegs agreed to end the war. Not all of the Seminole moved to the Indian Territory, however. Some still remained in the Everglades. Abiaka (Sam Jones) remained hidden on an island deep in the Everglades and never gave up. He and perhaps 200 Indians remained in Florida to preserve the Seminole culture. It is from this small band of survivors that today’s Seminoles and Miccosukees descend. The Seminole Tribe of Florida is headquartered in Hollywood, Florida. They call themselves the "unconquered" because they never surrendered to the United States government.
Materials Reading Passage: Legacies of Overtown Document 1 – Evangelist Street/Charles Avenue Document 2 –E.W.F. Stirrup House Document 3 –E.W.F. Christ Episcopal Church Document 4 –Lemon City Cemetery Activity Sequence Introduction(3 minutes) Bellringer: Writing prompt, “What makes your community special?”(1 minute) Ask student being a big star but you aren’t allowed to stay on Miami Beach or eat in restaurants downtown regardless of how famous or rich you are. What emotions are you feeling? (1 minute) Introduce the story of Overtown as one of the most important communities in the United States during the first several decades of the 20th century. (1 minute) Activity(10 minutes) Watch video “It’s So Miami: Overtown” (3 minutes) Students will read “Legacies of Overtown”*see below(5 minutes) Teacher will distribute graphic organizer answer sheets and explain today’s Gallery Walk. (2 minutes) Closure(2 minutes) Using evidence from today’s text, write a short passage explaining the historic importance of Overtown. Optional Extension
Evaluation and review This policy will be reviewed in 12 months or whenever required by a significant change to relevant policy, people, process, technology and/or information. Evaluation of the policy will take into account operational learning, feedback from stakeholders and relevant data. Related documents Disability Services Act 1993 and Disability Services Regulations 2004 Code of Practice for the Elimination of Restrictive Practices Terms of Reference for Inter Agency Executive Committee People at Risk policy Family and Domestic Violence Policy Managing Allegations of Ill-treatment or Neglect of a Person with Disability Serious Incident Reporting Guidelines The following Local Coordination and WA NDIS Operational Policies: Plan Development and Plan Changes Funded Supports in a Plan - Reasonable and Necessary Support Needs Assessment Prioritisation of Plans Safeguarding Engagement and Monitoring Review of Plans Document control Publication date July 2017 Review date July 2018 Contact Position Intensive Support Practice Leader Amendments Version Date Author Description 1 July 2017 Senior Project Manager
6.9 Two Grouped Dwellings In Dual Coded Areas Purpose To ensure that when Council approves the development of two grouped dwellings in areas where there is a dual residential code that development proceeds expeditiously. Policy Any planning approval for the development of two grouped dwellings in areas with a dual residential code will be valid for a period of twelve months only. The following conditions will be imposed on any planning approval for two grouped dwellings in a dual coded area: “A building licence must be applied for within 6 months and the building be constructed to at least plate height prior to the expiry of the 12 month planning approval period.” b. “Vacant lot strata is not permitted.” Related Procedure Nil Procedure Amendment Authority Level Not Applicable Related Local Law/Legislation Town Planning and Development Act Related Delegation Adopted/Amended 17 September 1992 (Item 2 Standing Orders Committee) 21st February 1993 (Item 16 F&CS Committee –Council 4th March 1993) Review History 12 February 2002 (Report E14.02) 10 December 2002 (Report E166.02) November 2003 (Report E109.03) October 2004 (Report E130.04)
Related Procedure Nil Procedure Amendment Authority Level Not Applicable Adopted/Amende d 14 September 1999 E166.99 14 December 1999 E271.99 Review History 12 February 2002 (Report E14.02) 10 December 2002 (Report E166.02) November 2003 (Report E109.03) October 2004 (Report E130.04) 22 November 2005 (Report CP35.05) 10 October 2006 (Report D77.06)
Version 1 Version 1 Approving body Insert name of approving body. Date May 2016 Under Review April 2018 Responsible officer Tony Review date May 2018 Location Version History Date Version Author/Editor Comments 16/05/16 V1 - Draft Julie Walsh Initial Draft Comprehensive Impact Assessment Record Date Type of assessment conducted Stage/level completed (where applicable) Summary of actions taken decisions made Completed by Impact Assessment review date Insert Date Initial / Full Complete NFA Insert officer name Insert date Document retention Document retention period 5 years in hard and electronic copies. Statistics: Children in care are 4 x more likely than their peers to have mental health difficulty (Source – office of National Statistics data)
January 1, 2011 to June 30, 2011 (Minus 2 Steps) MAINTENANCE SERVICE WORKERS STEP MSW 1 MSW 2 MSW 3 MSW 4 5 6 7 $12.73 $14.33 $16.12 $18.14 8 $12.98 $14.62 $16.44 $18.50 9 $13.24 $14.91 $16.77 $18.87 10 $13.51 $15.21 $17.10 $19.25 11 $13.78 $15.51 $17.45 $19.63 12 $14.05 $15.82 $17.79 $20.03 13 $14.34 $16.14 $18.15 $20.43 14 $14.62 $16.46 $18.51 $20.84 15 $14.91 $16.79 $18.88 $21.25 16 $15.26 $17.18 $19.36 $21.78 CRAFTS and TRADES STEP CT 1 CT 2 CT 3 5 6 7 $20.42 $22.96 $25.86 8 $20.82 $23.42 $26.38 9 $21.24 $23.89 $26.90 10 $21.67 $24.36 $27.44 11 $22.10 $24.85 $27.99 12 $22.54 $25.35 $28.55 13 $22.99 $25.86 $29.12 14 $23.45 $26.37 $29.70 15 $23.92 $26.90 $30.30 16 $24.55 $27.64 $31.11 July 1, 2011 to June 30, 2012 (1% Increase)
MAINTENANCE SERVICE WORKERS STEP MSW 1 MSW 2 MSW 3 MSW 4 5 6 7 $12.86 $14.47 $16.28 $18.32 8 $13.11 $14.77 $16.60 $18.69 9 $13.37 $15.06 $16.94 $19.06 10 $13.65 $15.36 $17.27 $19.44 11 $13.92 $15.67 $17.62 $19.83 12 $14.19 $15.98 $17.97 $20.23 13 $14.48 $16.30 $18.33 $20.63 14 $14.77 $16.62 $18.70 $21.05 15 $15.06 $16.96 $19.07 $21.46 16 $15.41 $17.35 $19.55 $22.00 CRAFTS and TRADES STEP CT 1 CT 2 CT 3 5 6 7 $20.62 $23.19 $26.12 8 $21.03 $23.65 $26.64 9 $21.45 $24.13 $27.17 10 $21.89 $24.60 $27.71 11 $22.32 $25.10 $28.27 12 $22.77 $25.60 $28.84 13 $23.22 $26.12 $29.41 14 $23.68 $26.63 $30.00 15 $24.16 $27.17 $30.60 16 $24.80 $27.92 $31.42 July 1, 2012 to June 30, 2013 (1.65% Increase) MAINTENANCE SERVICE WORKERS
A Safeguarding Adults and Mental Capacity Act Development Framework is being developed to support practitioners at all levels. This will help increase knowledge, skills and understanding of their roles and responsibilities within Adult Safeguarding, Mental Capacity Act and the Deprivation of Liberty Safeguards. Adult Social Care and Community Wardens are ensuring that victims are supported, furthermore we have in place a range of preventative strategies to try and stop people becoming victims in the first place. Community wardens visited over 1,000 scam victims as part of the ‘Stop the Scammers’ campaign, in order to educate and support the scam victim. Our safeguarding commitments to you: We will ask you at the beginning what you want to happen. We will listen to you. We will be polite and respectful Your privacy will be respected. We will tell you what we are doing and why. We will make enquiries carefully and sensitively We will tell you what our findings are and provide you with the support you require. We will ask for your views again at the end to see if we have met these standards. Safeguarding facts and figures 3273 safeguarding referrals were received during 2014/15 in comparison to 2013/14 when there were 3,176. In addition to this another 3,382 safeguarding contacts were received but did not meet the criteria to be referred for investigation. 34% of those referrals were not evaluated as abuse or discounted. Investigation ceased at individuals request makes other 5% 48% of those referrals had abuse confirmed or partially confirmed. 13% of the referrals investigated had insufficient evidence to confirm or discount them*. This is a decrease from 2013/14 where the percentage was 22%. This does not mean no action was taken, improvement areas may well have been identified and taken forward by the safeguarding teams.
County/District Operating Unit Update Obj. Key Objective Planned Actions Progress Lead VISION 2018 – To make a positive impact on communities 1.1 Encourage & develop programme activities and service projects which engage our membership in their local & global communities 1.2 Enhance relationships with Public, Private and 3rd Sector organisations and individuals in Lancashire for mutual benefit 1.3 Strengthen the brand and image of West Lancs Scouts to increase our standing within the wider community VISION 2018 – To embrace and contribute to social change 2.1 Encourage a culture of flexible volunteering to enable more adults to engage with Scouting in West Lancashire 2.2 Demonstrate and promote the use of technology, particularly social media, to support all levels of Scouting 2.3 Develop alternative ways of accessing Scouting, both as a young person and as an adult volunteer VISION 2018 – To prepare Young People to be active citizens 3.1 Engage more young people in citizenship activities in the wider community 3.2 Increase the number of Young Leaders by 7.5% each year (41) from 359 in 2012 to 550 in 2018 3.3 Enable more young people to access opportunities as global citizens
VISION – To be enjoyed by more young people and more adult volunteers 4.1 Increase our membership overall across all sections and adults by 4% each year from 10,971 in 2012 to 13,880 in 2018 4.2 To continue to develop resources, facilities and a skills base for young people to access Everyday Adventure 4.3 Provide support to all adults to ensure they are well equipped and valued in their role so they enjoy volunteering with West Lancs Scouts VISION – To be shaped by young people in partnership with adults 5.1 Increase the role and participation of young people in the leadership, management and administration of Scouting 5.2 Encourage the creation and greater participation in meaningful youth forums in our 6-25 programme provision 5.3 Develop the support tools and resources to assist adults to involve young people in opportunities that shape Scouting in West Lancashire VISION 2018 – As diverse as the communities in which we live 6.1 By Interpreting available data, determine the diversity of our community and identify the potential of Scouting within that diversity. 6.2 Where appropriate, create a framework of support to enable Scouting to embrace the diversity of our community. 6.3 Engage with groups that represent the diversity of our community and help understand the opportunities of developing relationships within those diverse groups. VISION 2018 – LOCAL PRIORITIES L.1 L.2
Category of CPD – List 1 National conference Community of Practice development meeting Curriculum development Current Educational Priorities (e.g. Key Skills) Subject Department/ Programme Planning Action research group ICT training Guest lecture/speaker Display/sharing of resources Other – please specify Mode of delivery – List 2: On-line(forum; discussion group; ‘static’) Video conference Lecture/Presentation /Seminar Practical demonstration Field trip Master class Reading/Recital/Performance Discussion Workshop Activity-based Other – please specify TPN initials Community of Practice/ Local Branch Total members as per 15/16 ACTIVITY PROPOSALS SUMMARY DETAILS (Please complete in order of date) Date Category of CPD activity Mode of delivery REFERENCE Number (to be used again in claim) A1 Topic Estimated No. of Participants Purpose/objective of activity Organisations/ Support Services involved Venue Estimated Total Cost Venue Lecturer Other* *Specify Date Category of CPD activity Mode of delivery REFERENCE Number (to be used again in claim) A2 Topic Estimated No. of Participants Purpose/objective of activity Organisations/ Support Services involved Venue Estimated Total Cost Venue Lecturer Other* *Specify Date Category of CPD activity Mode of delivery REFERENCE Number (to be used again in claim) A3 Topic Estimated No. of Participants Purpose/objective of activity Organisations/ Support Services involved Venue Estimated Total Cost Venue Lecturer Other* *Specify
Agency Services Provided Main Contact Website Canadian Mental Health Association Mental Health & Concurrent Disorders Mallory Boileau LGBTQ Lead 613-938-0435 x439 Youth Now Connections Community Supports Kim Hayward 613-938-2799 Carefor Health and Community Services including Elder Abuse Prevention Maria Badek Nancy Galway Eastern Ontario Health Unit Health Unit Linda Lanthier Sexual Assault Support Services Counselling for survivors of sexual assault Public education Angela Vinet Executive Director
Applicants are asked to demonstrate their fulfilment of the essential and desirable criteria outlined in the relevant Position Description by writing a response in boxes below (as a guide your answers should be no more than 300 words) Essential Criteria 1 Ability to provide high-volume quality support and planning facilitation to assist program participants identify and obtain their needs and goals while building capacity. 2 Excellent written and oral communication, interpersonal and negotiation skills, with the ability to communicate sensitively and effectively with all people to establish effective relationships. 3 Demonstrated well-developed organisational, time management and administrative skills with the ability to plan, prioritise and meet deadlines. Proven ability to work autonomously and as part of team and to enhance positive workplace culture. 4 Strong computer literacy skills with the capacity to work with various participant management data portals to create and maintain participant records. 5 Knowledge of community networks, formal and informal supports, and NDIS providers in the region. 6 Demonstrated experience in maintaining professional boundaries while engaging in person- centered work.
Proclamation 9 of 1938 Native Administration Amendment Proclamation, 1938 The whole Proclamation 30 of 1938 Native Administration Further Amendment Proclamation, 1938 The whole Proclamation 38 of 1941 Native Administration Amendment Proclamation, 1941 The whole Proclamation 6 of 1943 Native Administration Amendment Proclamation, 1943 The whole Proclamation 56 of 1951 Natives (Urban Areas) Proclamation, 1951 The whole Ordinance 24 of 1952 Housing Schemes Loans Ordinance, 1952 The whole Ordinance 21 of 1953 Finance Ordinance, 1953 Section 3 Ordinance 2 of 1954 Natives (Urban Areas) Proclamation Amendment Ordinance, 1954 The whole Ordinance 25 of 1954 Natives (Urban Areas) Proclamation, 1951 Further Amendment Ordinance, 1954 The whole Ordinance 4 of 1955 South West Africa Native Affairs Administration Ordinance, 1955 The whole, in so far as it relates to Proclamation 56 of 1951 in the First Schedule Ordinance 24 of 1960 Native Administration Amendment Ordinance, 1960 The whole Proclamation 335 of 1960 Natives (Urban Areas) Amendment Proclamation, 1960 The whole Proclamation 168 of 1962 Natives (Urban Areas) Amendment Proclamation, 1962 The whole Ordinance 13 of 1963 Municipal Ordinance, 1963 The whole Ordinance 14 of 1963 Village Management Boards Ordinance, 1963 The whole Ordinance 26 of 1963 Local Loans Amendment Ordinance, 1963 The whole Proclamation 47 of 1963 Natives (Urban Areas) Amendment Proclamation, 1963 The whole Ordinance 5 of 1964 Municipal Amendment Ordinance, 1964 The whole Ordinance 29 of 1965 Municipal Amendment Ordinance, 1965 The whole Ordinance 34 of 1965 Establishment of Local Government in Coloured Townships, Ordinance 1965 The whole Ordinance 6 of 1967 Local Loans Amendment Ordinance, 1967 The whole Ordinance 13 of 1967 Municipal Dog Tax Ordinance, 1967 Section 18 Ordinance 37 of 1967 Municipal Amendment Ordinance, 1967 The whole Ordinance 11 of 1968 Municipal Amendment Ordinance, 1968 The whole
Proclamation 38 of 1941 Native Administration Amendment Proclamation, 1941 The whole Proclamation 6 of 1943 Native Administration Amendment Proclamation, 1943 The whole Proclamation 56 of 1951 Natives (Urban Areas) Proclamation, 1951 The whole Ordinance 24 of 1952 Housing Schemes Loans Ordinance, 1952 The whole Ordinance 21 of 1953 Finance Ordinance, 1953 Section 3 Ordinance 2 of 1954 Natives (Urban Areas) Proclamation Amendment Ordinance, 1954 The whole Ordinance 25 of 1954 Natives (Urban Areas) Proclamation, 1951 Further Amendment Ordinance, 1954 The whole Ordinance 4 of 1955 South West Africa Native Affairs Administration Ordinance, 1955 The whole, in so far as it relates to Proclamation 56 of 1951 in the First Schedule Ordinance 24 of 1960 Native Administration Amendment Ordinance, 1960 The whole Proclamation 335 of 1960 Natives (Urban Areas) Amendment Proclamation, 1960 The whole Proclamation 168 of 1962 Natives (Urban Areas) Amendment Proclamation, 1962 The whole Ordinance 13 of 1963 Municipal Ordinance, 1963 The whole Ordinance 14 of 1963 Village Management Boards Ordinance, 1963 The whole Ordinance 26 of 1963 Local Loans Amendment Ordinance, 1963 The whole Proclamation 47 of 1963 Natives (Urban Areas) Amendment Proclamation, 1963 The whole Ordinance 5 of 1964 Municipal Amendment Ordinance, 1964 The whole Ordinance 29 of 1965 Municipal Amendment Ordinance, 1965 The whole Ordinance 34 of 1965 Establishment of Local Government in Coloured Townships, Ordinance 1965 The whole Ordinance 6 of 1967 Local Loans Amendment Ordinance, 1967 The whole Ordinance 13 of 1967 Municipal Dog Tax Ordinance, 1967 Section 18 Ordinance 37 of 1967 Municipal Amendment Ordinance, 1967 The whole Ordinance 11 of 1968 Municipal Amendment Ordinance, 1968 The whole Proclamation 85 of 1968 Natives (Urban Areas) Amendment Proclamation, 1968 The whole Proclamation 194 of 1968 Natives (Urban Areas) Amendment Proclamation, 1968 The whole
Amendment Act, 1985 Act 18 of 1985 Municipal Amendment Act, 1985 The whole Act 25 of 1986 Peri-Urban Development Board Amendment Act, 1986 The whole Act 6 of 1987 Advisory Board Elections Postponement Amendment Act, 1987 The whole Act 13 of 1987 Municipal Amendment Act, 1987 The whole Act 3 of 1988 Municipal Amendment Act, 1988 The whole Act 15 of 1988 Liquor Affairs Amendment Act, 1988 Sections 2 and 3 Act 22 of 1988 Natives (Urban Areas) Proclamation Amendment Act, 1988 The whole Act 23 of 1988 Second Natives (Urban Areas) Amendment Act, 1988 The whole Act 24 of 1988 Peri-Urban Development Board Amendment Act, 1988 The whole Proclamation AG. 26 of 1989 Municipal Councils Vacancies Proclamation, 1989 The whole Proclamation AG. 5 of 1990 Local Authorities Amendment Proclamation, 1990 The whole
Local Authority (LA) Appointed School Governor Vacancies Catwg Primary School Coedffranc Primary School Llangatwg Community School Llangiwg Primary School Rhos Primary School Sandfields Primary School Tonnau Primary Community School Waunceirch Primary School YGG Cwmllynfell
Preston Watson was the wine and spirit merchants of the town. The premises consisted of a fine three-storey house with shop, a large coach house and two or three other houses on both sides of The Pallant that were used for mineral water production, bottling and storage... these premises were demolished and Waitrose now stands on the site. A Memory of Havant ( Sept 21, 2007.) South Hants Mineral Water Co. seems to have had offices in Fareham, Havant and Chichester and been known by a variety of names including Portsdown and South Hants Mineral Water Co. In his book, ‘Malting and Brewing in Havant’, Steve Jones mentions the Gloyne Brewery and states that the brewery premises were later used by the South Hants Mineral Water Co. among others. From the London Gazette, September 2, 1870 NOTICE is hereby given, that the Partnership heretofore subsisting between Messrs. George White and Alfred Chignell, under the firm of White and Chignell, of Havant, in the county of Southampton, Chemists and Druggists, Soda-water Manufacturers, Printers, Stationers, and Newsagents, has this day been dissolved by mutual consent.—As witness our hands this 24th day of August, 1870. George White. Alfred Chignell. In her talk on ‘My Family and Other Trades’ in 2013, Christine Bury mentioned that ‘In the late 19th century, White & Chignell, Chemists became Havant Mineral Water Co. and we have a bill of goods record (shown here) for South Hants Mineral Water Co.’ Located in West Street. (Thanks to Christine Bury, Chairman of the Havant History Group)
Edna Schaefer, LMHC 2233 Park Avenue, Suite 301 Orange Park, FL 32073, 904/305-8380 CIGNA, AETNA, United, BCBS, TriCare, EAPs Stephanie Vavilala, LMHC 3400 Sutton Park Drive S., Suite 1003 Jacksonville, FL 32224 904/318-6109 Insurance: AETNA, BCBS, TriCare, CIGNA, Horizon, Value Options, Humana Additional Location: 340 Paseo Reyes Drive St. Augustine, FL 32095 *Works w/special needs children *Holistic Therapy www.therapeuticbutterflyeffect.com R. Michael Stapleton, Jr., M.A., LMHC Stapleton Consulting Services 904/502-1952 In home therapy – individual, family, group therapy Saturday hours by appt. only Self Pay – sliding scale fee, will provide invoices for family to get reimbursed by insurance Youth Crisis Center (YCC) 3015 Parental Home Road Jacksonville, FL 32216 904/725-6662 Dr. Townsend & Associates 9 St. Johns Medical Park Drive St. Augustine, FL 32086 904/797-2705 AETNA, BCBS, Medicare, Value Options, TriCare, Humana thru Tricare
Postcode Is the application property currently vacant? Yes No Description of proposed change of use (e.g. from X to Y) On which floor(s) would the proposed use(s) take place? Existing/previous use (description) Proposed use (description) Floor Basement Ground First Second
Key Sectors in the Angus Economy The Angus Economic Profile 2012 identifies the following main sectors of Angus’ economy highlighting tourism and food and drink as Angus’s key sectors: Tourism Food and Drink Retail Manufacturing Renewable Energy Service sector Agriculture Figure 31 - The proportion of working age people (16-64) in employment in Angus who work in each industry sector. (Above) – 2007; (Below) - 2013. Service Sector In terms of the proportion of people working in each industry sector, public sector services is the dominant industry. 34% of all employees are employed in public administration, education and health; 2.8% higher than the Scottish figure. In light of rapid shrinking of the public sector workforce across Scotland, Angus could face significant employment challenges. However, the Angus Economic Strategy 2013-2020 highlights the opportunities for employment, now and in the future, for public, private and third sector in care for the ageing population. In Angus, the service sector as a whole (75.8% of all employees) is relatively small compared to elsewhere in Scotland; overall Scotland has 79.5% of its workforce employed in the service sector. Angus 2006/7 (% of employed working age population) Angus 2012/13 (% of employed working age population) Scotland 2012/13 (% of employed working age population) Agriculture and fishing 3.4 2.5 0.9 Energy and water 3.5 2.6 1.8 Manufacturing 12.3 11.7 9.8 Construction 12.0 6.7 7.1 Distribution, hotels and restaurants 17.2 18.0 18.6 Transport and communications 5.6 5.0 8.9 Banking, finance and insurance 9.1 12.9 16.4 Public admin. education and health 30.5 33.9 30.1 Other services 6.1 6.0 5.4 Total services 68.5 75.8 79.4 Sector Angus 2007 (#) Angus 2013 (#) % Change (but note that survey numbers are estimates) Agriculture and fishing 1,800 1,200 -33%
Project Management – includes the management of equipment, finances, resources, technology, timeframes and people involved in the management of projects. Extends to internal operational projects, business development and external projects such as those undertaken with international partners C 2 L Delays in implementation, cash flow and project overrun problems All projects to PERT systems for monitoring and evaluation of progress on project tasks and activities. All projects over $50,000 in contract value to have Project risk Management Plan. Lack Institution Cooperation: difficulty in working relationships between sub National levels of government caused delays for and other problems with the implementation of projects D 4 H Limited capacity building takes place within provincial and district institutions Introduce programs of change management to make sure public agencies involved with projects fully understand the need for change and how to motivate staff to embrace it. Loss of Productivity and Staff Support: lack of skills, competencies and human capital lead to delays in implementation of projects D 4 H Delays will occur in project implementation Ensure human resource management development programmes public agencies are targeted to meet skills and management deficiencies gaps in public agencies Loss of Corporate Knowledge: officials training to undertake responsibilities to improve the operations and management of infrastructure leave the region for higher pay employment elsewhere E 4 E Underperformance of provincial and district institutions Introduce programs of change management to make sure public agencies involved with projects fully understand the need for change and how to motivate staff to embrace it. Sustainability: many of the program activities fail to generate value adding, improve maintenance and operations and increased livelihoods. D 3 M Project fails to meet its development outcomes Ensure the monitoring and evaluation systems put in place track the performance of projects against desired development outcomes. Safety – including everyone associated with the business: individual, workplace and public safety as well as travel C 3 M Risk to personal safety of staff is high when working in developing countries. Risk to personal health, Kidnapping, and security would affect business operations. Travel will not be undertaken to regions of the country where Department of Foreign Affairs warns it is unsafe for Australians to travel. A travel evacuation plan has been put in place for personal travelling outside Australia
Bedford County Seth Mowles Deputy Chief 1185 Turning Point Road Bedford, VA 24523 540-587-0700 Bedford County Jack Jones Jr. Director Fire-Rescue & Emergency management 1305 Falling Creek Rd Bedford, VA24523 540-587-0700 Bland County Jenna Dunn jdunn@bland.org P.O. Box 510 Bland, VA 24315 276-688-4311 Botetourt County David Firestone 205 North Roanoke Street Suite 1 Fincastle, VA24090 540-928-2201 Botetourt County Jeff Beckner 205 North Roanoke Street Suite 1 Fincastle, VA24090 540-928-2201 Botetourt County Andrew Moore Battalion Chief 205 North Roanoke Street Fincastle, VA24090 540-928-2201 Brunswick County Aubrey W. "Buddy" Hyde, Jr. P.O. Box 203 Alberta, VA 23821 434-532-5994 Buchanan County Rick Bailey P.O. Box 732 Grundy, VA24614 276-935-4610 Buckingham County Kevin Flippen Emergency Management Coordinator virginia.gov P.O. Box 252 13380 W James Anderson Hwy Buckingham, VA23921 434-969-7734 Campbell County Myra M Simpson P.O. Box 500 34 Communications Lane Rustburg, VA, VA24588 434-332-9887 Campbell County Tracy Fairchild Director, Dept. of Public Safety P.O. Box 50 34 Communications Lane Rustburg, VA24588 434-332-9641 Caroline County Jason Loftus Fire - EMS Chief 233 W. Broaddus Ave P.O. Box 1367 Bowling Green,VA 22427 804 633-9831 Carroll County Mike Mock 605-1 Pine Street Hillsville, VA24343 276-730-3012 Charles City County Zach Trogdon EM Coordinator P.O. Box 128 Charles City, VA23030 804-652-4701 Charlotte County Russell B. Clark County Administrator P.O. Box 608 250 LeGrande Avenue, Suite A Charlotte Court House, VA 23923 434-542-5117 Charlotte County Garland H Hamlett, Jr Chairman of the Board P.O. Box 608 250 LeGrande Avenue, Suite A Charlotte Court House, VA 23923 434-542-5117
Energy Demand Methodology In practice, there are two basic methodological approaches used to model the interactions between energy, economy and environment, the top-down approach and the bottom-up approach. The commonality of both of these approaches is their focus on analysing the impact of different policies. The main differences between top-down and bottom-up in essence they “differ mainly with respect to emphasis placed on a detailed, technologically based treatment of the energy system and a theoretically consistent description of the general economy [top-down],” . The top-down approach typically describes the energy system in an aggregated way and as a sub-sector of the entire economy, and the model results are mainly induced by relative price changes. Bottom-up (or systems engineering) models are designed to consider the energy sector in relatively great detail, and they do not include a complete model of economic activity (as is the case in top-down models) The general approach used for this methodology is a combination of the two. The energy demand side utilised a top-down approach and RES generation being a mixture of the two. For demand, it involves taking national energy balance data and to proportion data down, using appropriate ratios, to the regional or local level. In Ireland, the Sustainable Energy Authority of Ireland (SEAI) gathers national energy consumption data for the Department of Communications, Energy and Natural Resources (DCENR). All energy imports are recorded by the state through the ports and the conversion of ‘Primary Energy’ into electricity is obtained from the National Electricity distributor (Electricity Supply Board (ESB) Networks in Ireland), who manage all sources of electricity being supplied into the Irish National Grid. In Ireland, SEAI also gathers data from other Government Departments and Agencies, energy suppliers and distributors. Based on this data they can determine, with some accuracy, the following information: Total Primary Energy Requirement (TPER) Electricity Generated Indigenous fossil fuel production (in Ireland Peat Briquette production) Indigenous renewable energy production Gross Final Consumption (GFC) Total Final Energy Consumption (TFEC) Total Primary Energy Requirement (TPER): This is the total requirement for all uses of energy, including energy used to transform one energy form to another (e.g. burning fossil fuel to generate electricity) and energy used by the final consumer.
Center for Eye Care (228) 875-3937 (228) 396-3937 Mississippi Eye Associates (228) 875-2020 Eye Associates of the South (228) 872-4444 (228) 396-5185 Benefield Eye Care (228) 328-0972 Hogan Eye Clinic (228) 896-1120 Gaddy Eye Clinic (228) 539-7762 LOCAL OPTOMETRIST Eyedok (228) 875-3318 Mark Tomsik, O.D. (228) 475-8641 Katie Sanders, O.D. Scott Sanders, O.D. (228) 392-8141 Seaside Optical (228) 875-2088 Gregory Loose, O.D. Dillon Ott, O.D. (601) 947-2913 Walmart Vision Centers
Animals Act 1994 against a defendant and found in favour of Council in a court of law, or where successfully appealed, in the appeal court. Where a group of charges is brought against a defendant, the group should be counted as one prosecution. Notes Calculation of number of days between receipt and first response action for all animal management requests This is calculated by adding together the number of days to action each individual animal request for the year. For example, if there were 4 requests taking 3 days, 7 days, 1 day and 25 days respectively, the number of days would be 36 days. Separation of other service activities In some councils, the animal management service may be part of a larger budget program which includes complementary activities such as local laws and parking enforcement. In these cases, it will be necessary to separate the costs of the various activities in order to calculate the service cost indicator. The following approach is suggested for allocating costs to activities: specific costs – Identify costs which are specific to each activity such as staff, consultants, vehicles and the like and allocate across activities shared costs – For the remaining costs which are shared between activities, these need to be allocated on the basis of an appropriate driver. For example, EFTs can be used as a driver for most shared costs where there is a connection between the cost and the work of the staff. Where staff work across activities, an estimate of the time spent on each activity (expressed as a percentage) will need to be made. This can be done through timesheets either on an ongoing basis or for a temporary time period provided it is representative of actual activity and workload
Introduction Local government in Victoria manages approximately $84.6 billion of community assets and infrastructure and spends around $7.7 billion on the provision of services annually. Local government, in partnership with other levels of government, is responsible for aspects of everyday life that people care about deeply – from vibrant and safe public spaces, to accessible libraries, to strong local business and employment opportunities. Effective planning and reporting by councils is essential for ensuring transparency and accountability to the community and other levels of government as to how public money is being spent and the quality of services delivered. The Local Government Act 1989 The Local Government Act 1989 (the Act) states that the primary objective of a council is to endeavour to achieve the best outcomes for the local community having regard to the long-term and cumulative effects of decisions. The Act sets out that local government in Victoria: is a distinct and essential tier of government must provide governance and leadership for the local community through advocacy, decision making and action must be accountable to their local communities in the performance of functions and the exercise of powers and the use of resources. It is a statutory requirement that councils prepare and report on medium and plans in order to discharge their duties of accountability and transparency to their communities. About this guide This guide has been developed to assist local government in meeting the statutory requirements in regard to the preparation of a strategic resource plan. The guide is presented in five sections: Planning and accountability framework: provides an overview of the relationship between the key planning and reporting documents in the Act Strategic resource plan (overview): provides an overview of the statutory requirements and better practice guidance for preparing a strategic resource plan Strategic resource plan (guidance): provides detailed guidance on the preparation of the strategic resource plan, including the process for identifying, collecting, modelling and reporting forecast information Strategic resource plan (model): provides a model strategic resource plan prepared in accordance with the Act and regulations for inclusion in the council plan Strategic resource plan (alternative format): provides a model strategic resource plan prepared in line with better practice guidance. This guide is intended for use by specialists in the field of local government planning and reporting. It will also be instructive for senior officers including chief executive officers (CEOs) and councillors. Each council retains the responsibility for preparing their strategic resource plan, term
Types of Allegations Table 2: Allegations Closed between 1 July 2014 and 30 June 2015 (contained within 31 Minor Breach Complaints) For Minor Official Conduct Projects Breach of Meeting Procedures Local Law (Standing Orders) Gifts Unauthorised disclosure of information Misuse of local government resources of interest adverse to impartiality Prohibition against involvement in administration Relations with local government employees Securing personal advantage or disadvantaging others Total Breach - Complaint Dismissed 2 2 No Breach 1 3 1 4 3 6 15 33 No Jurisdiction 1 2 1 1 1 6 Breach - Public Apology 1 2 2 1 6 Non-Complying Complaint 2 2 No Longer An Elected Member – Matter Suspended 4 1 5 Total 4 2 7 1 11 3 8 18 54
Contents Abbreviations and Acronyms LGV – Local Government Victoria CRB – Councils Reforming Business LGRF – Local Government Reform Fund LGPro – Local Government Professional Association MAV – Municipal Association of Victoria RPEN – Regional Procurement Excellence Network DPCD – Department of Planning and Community Development DELWP – Department of Environment, Land, Water and Planning VAGO – Victorian Auditor General’s Office
Table 4-5 Summary of selected waste and recycling data collected and made available to the public NSW VIC QLD SA WA TAS NT Collection services offered Data collected Data available Collection frequencies Data collected Data available Bin sizes/ types Data collected Data available Waste generation (tonnes) Data collected Data available Recycling (tonnes) Data collected Data available Organics (tonnes) Data collected Data available Waste to landfill (tonnes) Data collected Data available Waste management infrastructure Data collected Data available Waste management costs/ expenditure Data collected Data available Contractor information Data collected Data available Waste management charges Data collected Data available Hard waste services Data collected Data available Litter/ illegal dumping Data collected Data available Public Place Collections Data collected Data available Commercial & Industrial Services Data collected Data available Other Waste data (ie. Tyres, Batteries, Electronic Waste etc) Data collected Data available Waste Audit Data Data collected Data available Notes: The data collected by government bodies in each jurisdiction was assessed against the amount of data which is made available to the public. For the purposes of this summary, the following assessment criteria were used = Data collected. / Data available for more than 85% of councils. = Some data collected. / Data available for 50 – 85% of councils. = Data not collected. / Data available for less than 50% of councils.
Waste Management Initiatives Department of Local Government and Planning(DLGP Annual data collection instrument Total waste collection costs ($000) Total waste collection costs ($000) Queensland local government comparative information annual report (latest available 2008-09) Total number of residential properties serviced Total number of residential properties serviced Total number of bins serviced Total number of bins serviced Total tonnage of domestic waste collected Total tonnage of domestic waste collected Number of services provided per property per week Number of services provided per property per week Waste bin type (split / non-split / galvanised) Waste bin type (split / non-split / galvanised) Waste bin size (litres) Waste bin size (litres) South Australia Government Body Reporting format Data gathered Council specific data available to public Information incorporated in Local Government Association of South Australia (LGASA) Annual “General Information Return” Number of properties serviced Waste Management Expenditure ($000's) Local Government Association of South Australia, Performance Measurement Data (available online) Services offered to residential properties Waste to landfill (tones) Services offered to commercial/industrial properties Community satisfaction with provision of waste Amount of waste/ recycling/ organics/ hard waste/ hazardous waste collected annually (tonnes) Collection routes (distance and average pick-ups per hour) Contractor information Amount of waste landfilled (tonnes)
Jones, Ruth Ann. 2005. “Empowerment for Digitization: Lessons learned from the Making of Modern Michigan.” Library Hi Tech 23 no.2 (2005): 205-219. doi: 10.1108/07378830510605160. Library of Congress. Chronicling America. Accessed February 11, 2010. . Library of Congress. American Memory. Accessed February 11, 2010. . McClelland, Arthur G. W. “Routes to Roots: Acquiring Genealogical and Local History Materials in a Large Canadian Public Library.” The Acquisitions Librarian. 16 (February 2004): 67-75. McClure, Charles R., Bertot, John Carlos. “Public Library Use In Pennsylvania: Identifying Uses,Benefits, And Impacts. Final Report.” Harrisburg, PA.: Pennsylvania Department of Education, Office of the Commonwealth Libraries, 1998. ERIC:ED419548. Null, David G. “Genealogy and Family History in the Academic Library.” The Journal of Academic Librarianship 11 (March 1985): 29-33. Pennsylvania Department of Education. Library Service and Technology Act. 2010 http://www.state.pa.us/portal/server.pt/community/library_services___technology_act/8738 Phillips, Faye. Local History Collections in Libraries. Englewood, CO: Libraries Unlimited, 1995. Robb, Evan. 2010. “Gleaning Local History: Community-based Digitization Experiences in Rural Washington.” Microform and Imaging Review 39 (March 2007):12-17. Roncevic, Mirela, and Barb Kundanis. "E-Reference Ratings." Library Journal. 134, no. 5 (March 15, 2009): 126-127. Ross, Seamus, and Margaret Hedstrom. “Preservation Research and Sustainable Digital Libraries.” International Journal on Digital Libraries 5 (January 2005): 317-24. Schlumpf, Kay, and Rob Zschernitz. “Weaving the Past into the Future by Digitizing Local History.” Computers in Libraries 27 (March 2007): 10-15. Stephenson, Linda Rutledge. The Complete Idiot's Guide to Writing your Family History. Indianapolis, IN: Alpha Books, 2000.
Turner, Adrian. (2006). “Committing to Memory: A Project to Publish and Preserve California Local History Digital Resources.” Journal of Archival Organization 4(1/2): 11-27. Doi10.1300/J201v04n01_02 Thompson, Enid. Local History Collections: A Manual for Librarians. Nashville,TN: American Association for State and Local History, 1978
Capital grant funding of £116,000 from Welsh Government for the development of a domestic abuse one stop shop located within the Civic Offices. £27m of Social Housing Grant (SHG), including an additional £1.1 million to deliver smaller social housing properties, to negate the effects of the welfare reforms. Opened Ty Ogwr which provides 16 units of supported temporary accommodation and support and training opportunities for single homeless persons. Opened the Kerrigan Project to provide 5 units of supported accommodation for persons who are vulnerable and need a high level of support. Recommissioned Supporting People services including the provision of a holistic domestic abuse service and the learning disability service, which account for almost half of the Supporting People budget. 6.0 Our vision and key housing priorities Our vision is: “To ensure that Bridgend County is a place that people want to live in, where there is a choice of good quality, affordable, and sustainable housing, appropriate to the needs of each household”. Taking reasonable steps to help prevent homelessness is fundamental to the housing vision, especially in light of the Housing (Wales) Act 2014. The housing vision for Bridgend will be delivered through five housing priorities. Setting out the housing priorities allows resources and work streams to be directed towards these priorities and enable the Council to focus work with partners in the public, private and voluntary sector to achieve them. Our Priorities Priority 1 Take reasonable steps to help prevent homelessness Priority 2 Make the best use of existing homes Priority 3 Work with partners to deliver the right type of new housing Priority 4 Help vulnerable people stay as independent, safe and secure as possible in accommodation that meets their needs Priority 5 Create sustainable town centres through housing led regeneration
Welcome Introduce new employee to School/Directorate staff and relevant others Tour of campus and School/Directorate General information about the area Structure and reporting relationships Operating procedures – general Meetings to be attended Internal and external mail procedures Toilets Tearoom/lunch facilities Lunch/starting and finishing times Photocopier codes Local sustainability processes (recycling, etc.) Position/duties Discussion of duties and expectations (based on position description) Probation – process, timeframes, objectives to be achieved Workstation Computer network and e-mail system FedNews (i.e. local process) Intranet Protective clothing/equipment (where relevant) Telephone operation/contacts Training Inform continuing and fixed-term staff they are required to complete three online training courses: Child Safe Standards Prevent Discrimination and Harassment Prevent Workplace Bullying New staff will be emailed a link to the training within two weeks of commencement. Enrol staff member in ESOS/Quality training (if applicable) Attendance and Leave Attendance/hours of work Illness – reporting in sick Applying for leave Other Quality procedures Printing/photocopying, stationery and stores Procedures for copyright compliance Use of equipment, including audio-visual Keys and security Academic regulations (for academic staff) Procedures to obtain teaching materials Travel to other campuses Access to vehicles The OHS Induction Checklist has been completed and returned to Human Resources Staff Card has been obtained Policies and Procedures () Equal Opportunity (Discrimination and Harassment) Rights and Responsibilities Bullying Prevention and Management Staff Code of Conduct Information Privacy Policy and Procedure () Records Management Policy and Procedure () For casual or sessional employees this form is to be completed, signed, and retained by the School/Directorate. For continuing or fixed-term appointments this form is to be completed, signed, and forwarded to Human Resources for inclusion in the Personnel file. Acknowledgement New employee (please print) Signature Date Supervisor/Manager (please print) Signature Date Warning: uncontrolled when printed. Authorised by: Director, Human Resources Original Issue: 15/06/2011 Document owner: HR Business Partner Current Version: 19/03/2019