zilongwang/ReadingBank huggingface dataset:
NE-CPA-42 Slurry or Sludge Application Field Record 4/01 Farm Owner: Livestock/Poultry Facility: Year: Manure Applicator: Net Load Capacity: gallons Date Field ID Number of Loads Is Storage Agitated During Pump Out? Is Manure Incorporated into Soil? Area Covered Wind from: Set backs Conditions Initials Sample Pivot 1 / / / / / / / / / / / Yes No Yes, days No 8 acre SE 30’ from stream Frozen Snow-covered Wet Moist Dry Yes No Yes, days No later Frozen Snow-covered Wet Moist Dry Yes No Yes, days No later Frozen Snow-covered Wet Dry Yes No Yes, days No later Frozen Snow-covered Wet Moist Dry Yes No Yes, days No later Frozen Snow-covered Wet Dry Yes No Yes, days No later Frozen Snow-covered Wet Moist Dry Yes No Yes, days No later Frozen Snow-covered Wet Moist Dry Yes No Yes, days No Frozen Snow-covered Wet Dry
Yes No Yes, days No later Frozen Snow-covered Wet Dry Yes No Yes, days No later Frozen Snow-covered Wet Moist Dry Yes No Yes, days No later Frozen Snow-covered Wet Moist Dry Yes No Yes, days No later Frozen Snow-covered Wet Moist Dry Yes No Yes, days No later Frozen Snow-covered Wet Moist Dry Yes No Yes, days No later Frozen Snow-covered Wet Dry Yes No Yes, days No later Frozen Snow-covered Wet Moist Dry Yes No Yes, days No later Frozen Snow-covered Wet Dry Yes No Yes, days No Frozen Snow-covered Wet Moist Dry Yes No Yes, days No Frozen Snow-covered Wet Moist Dry Yes No Yes, days No later Frozen Snow-covered Wet Moist Dry
Yes No Yes, days No later Frozen Snow-covered Wet Moist Dry Yes No Yes, days No later Frozen Snow-covered Wet Moist Dry Yes No Yes, days No later Frozen Snow-covered Wet Moist Dry Yes No Yes, days No later Frozen Snow-covered Wet Moist Dry Yes No Yes, days No later Frozen Snow-covered Wet Moist Dry Yes No Yes, days No Frozen Snow-covered Wet Dry The minimum distance between the manure application area and any stream, lake, impounded waters or wetlands was feet.
Comment: Have you done all you can to encourage the young person to inform parents or guardians? Comment: Yes / No Have you determined that the young person’s best interests are served by offering advice or treatment without parental consent? Comment: Yes / No Are you satisfied that the young person is likely to begin or continue injecting without the use of our needle exchange service? Comment: Yes / No Are you satisfied that the young person’s physical or mental health is likely to suffer unless they receive advice or treatment? Comment: Yes / No Is it in the young person’ best interest to give needle exchange advice or service? Comment: Yes / No Is the young person living with parents or others? Comment: Yes / No Are there any specific concerns or issues (e.g. Mental health, self-harm, etc.)? Comment: Yes / No Worker name................................................ Signature.......................................................... Date...................... Client name.................................................. Signature.......................................................... Date......................
Proposed new NEX stock order processing system A set date is agreed for submitting monthly stock audit (3rd Friday of month). A set date is agreed for submitting orders (3rd Friday of the month). This will be the ONLY order date in the month, so NEX providers will need to base their order on the amounts of each item given out in the previous month. The audit/order must be submitted on the excel spreadsheet audit/order form by e-mail to nominated SCC/DACT staff by 12 noon on the 3rd Friday of the month. On receipt of stock audit, Sheffield City Council will review all returns to ensure all pharmacies are compliant with NICE NSP52 guidance in terms of range of stock carried. Needle exchanges may be advised of the need to order additional stock items to be compliant. Sheffield City Council will match stock and orders within 3 working days from receipt and confirm the final order placed and arrangements for collection of non-ordered stock. Sheffield City Council will service standards with the current needle exchange stock supplier for time from order to delivery (aim is stock received by needle exchange 5 working days from order). Consultation on new NEX stock order processing system: There will be a brief (30 day) consultation on this proposed operational change. The consultation will include all current needle and syringe programme providers and the Local Pharmaceutical Committee. The consultation will end on 23rd May 2014. The proposal will be amended following consultation and the new system will be implemented on 2nd June 2014. Implementation and stock audit/order date: Friday 20th June 2014 Subsequent dates: Fridays 18th July, 15th August, 19th September, 17th October. (From October – the new Non-Opiates Provider will assume responsibility for stock control and will liaise directly regarding the system to be used) Consultation Responses by 23rd May 2014 to: Flowchart: Proposed new NEX order processing system
U.S. DEPARTMENT OF AGRICULTURE NATURAL RESOURCES CONSERVATION SERVICE RECORD OF COOPERATOR’S DECISIONS AND PROGRESS IN APPLICATION NRCS-CPA-68 1-82 FIELD NO. PLANNED APPLIED LAND USE AND TREATMENT AMOUNT AND YEAR AMOUNT MONTH AND YEAR Producer Signature Date NRCS Representative Signature Date Conservation District Signature Date COOPERATOR ASSISTED BY DATE
Mt. Skills and Simulation Center Needs Assessment Program Information Frequency: □ 1-Time □ Recurring Request Planning Meeting: □ Yes □ No Request Facility Tour: □ Yes □ No Environment: □ Mt. Sinai Skills and Simulation Center □ On Location (In-Situ)
Simulators & Task Trainers (Please Check All That Apply) Equipment Description Website: Equipment Number Available Number Needed Airway Management/Resuscitation Task Trainers and Equipment □ Airway Management Trainer (Adult) 2 □ Airway Management Trainer (Infant) 2 □ Airway Management Trainer (Pediatric) 1 □ “Airway Larry” Airway Management Trainer (Adult) 2 □ “Little Anne Family” CPR Manikins 2 □ “Little Anne” CPR Training System 1 □ CPR Manikin 4 □ CPR Manikin (Baby) 4 □ “Fat Old Fred” CPR Manikin 2 □ Choking Manikin (Infant) 1 □ Choking Manikin (Adolescent) 1 □ Choking Manikin (Obese) 1 □ Cricothyrotomy Trainer (Adult & Pediatric Insert) 2 □ GlideScope 1 □ Anesthesia Machine 1 High Fidelity Manikins Human Patient Simulators □ “iStan” Simulator 1 □ “Stan” Emergency Care Simulator (ECS) 1 □ “METIman” Simulator 1 □ “Ryan” BabySIM Simulator 1 Surgical Simulators
□ Catherization Trainer (Male) 2 □ Catherization Trainer (Female) 2 □ Prostate Exam Simulator 4 □ Prostate Exam Box Trainer 2 □ Testicular Exam Simulator 2 □ Testicular Exam Model 2 □ Gynecological Pelvic Simulator 3 □ “Eva” Gynecological Simulator 1 □ PROMPT Birthing Simulator With Monitoring 2 □ Fetal Monitoring/Labor Progress Simulator 1 □ Advanced Childbirth Simulator Maternal & Fetal Birthing Torso 1 □ Cervical Dilatation Module 1 Set □ IUD Demonstration Model 5 □ “Susie” Articulating Fetus 1 □ Strap-On Breasts 2 □ ALS Trauma Head 1 □ “Mr. Hurt Head” Trauma Trainer 1 □ Eye Retinopathy Trainer 2 □ Diagnostic Ear Trainer 2 □ “Naso Man” Nasogastric Intubation 1 □ EZ-IO Intraosseous Access Training System (Driver) 2 □ EZ-IO Intraosseous Access Training System (Needle) [15mm] 2 □ EZ-IO Intraosseous Access Training System (Needle) [25mm] 2 □ EZ-IO Intraosseous Access Training System (Needle) [45mm] 2 □ EZ-IO Training Bones - Humeral Head (Adult) 2 □ EZ-IO Training Bones - Distal Right Tibia (Adult) 2 □ EZ-IO Training Bones - Proximal Tibia (Adult) 2 □ EZ-IO Training Bones - Tibia (Pediatric) 2 □ EZ-IO Training Bones - Tibia (Infant) 2 □ Auscultation Trainer and Smartscope 1 □ Lecat’s Ventriloscope 5
Food (not included in Food Stamps) Other Other Other Other Total Expenses $ 0.00 Subtract All Expenses from Income to get the Budget Balance Income Less Expenses Balance 0.00 Income Limits & Fair Market Values Number of People in HH Number of Bedrooms County Limits Actual Rent Actual Yearly income FMV 400% FPL –(yearly) 80 % of median income –(yearly)
Grinder Turbine Centrifugal Multi-stage? Demonstrate Ability to Size Based on the Application Calculating total dynamic head Calculating gallons per minute Siphons Uneven pressure distribution Demonstrate Knowledge of Applications and Design of Pressure Distribution Systems Identify when required Design hydraulic components Acceptable pipe diameter and specifications Lateral spacing, perforation diameter, and perforation spacing Design for pipes at different elevations Goal is even distribution Demonstrate Knowledge of Applications and Design of Systems Identify types of at-grade systems Determine size and linear loading rate (loading rates given soil textures, structures, and percolation rates) Determine geometry (width, height, depth) Location Topography Setbacks Unknown buried items (fuel oil tanks, old drainfields) Distribution media Rock, pipe, and geotextile Chambers Gravelless pipe Other media Distribution methods Parallel Serial Dropboxes Distribution boxes (d-boxes) Distribution valves Gravity Pressure Even
MHA18B Needs assessment and service coordination – Junior medical staff A service by junior medical staff to facilitate the access of adults to a range of community-based resilience, recovery and services. Access to those services is facilitated through the processes of comprehensive support needs assessment and prioritisation of access according to identified needs. FTE As above Sector Services MHA18C assessment and service coordination – Nursing and/or allied health staff A service by nurses and/or allied to facilitate the access of adults to a range of community-based resilience, recovery and services. Access to those services is facilitated through the processes of comprehensive support needs assessment and prioritisation of access according to identified needs. FTE As above Sector Services MHA18D Needs assessment and service coordination – Non-clinical staff A service by non-clinical support staff to facilitate the access of adults to a range of community-based resilience, recovery and services. Access to those services is facilitated through the processes of comprehensive support needs assessment and prioritisation of access according to identified needs. FTE As above Sector Services MHA18E assessment and service coordination – Cultural staff A service by cultural support staff to facilitate the access of adults to a range of community-based resilience, recovery and services. Access to those services is facilitated through the processes of comprehensive support needs assessment and prioritisation of access according to identified needs. FTE As above Sector Services 9.2 Reporting
Data Collection Plan/Milestones Target Audience Methodology How Many? Who (responsible party) By When? Training Needed Do you have Instrument? If not, who will develop and by when? Law Enforcement Key Informant Interview 6-one with each police in county or their designee Prevention Director December 15, 2014 No Yes- already developed from CAST Summary of TA/Training needed in to complete data collection: Plan Submitted By: __________________________________________________ Region Capacity Coach (signature): ________________________________________
IC function Setting Aim Oxfordshire Budget 2013/14 Crisis response Community based services provided to service users in their own home/care home Assessment and short term interventions to avoid hospital admission Crisis Response Service £620,000 Home based rehabilitation Community based services provided to service users in their own home/care home Intermediate care assessment and interventions supporting admission avoidance, faster recovery from illness, timely discharge from hospital and maximising independent living Hospital at Home £2,000,000 Bed based Service is provided within an hospital, community hospital, residential care home, nursing home, standalone intermediate care facility, independent sector facility, Local Authority facility or other bed based setting Prevention of unnecessary acute hospital admissions and premature admissions to long term care and/or to receive patients from acute hospital settings for rehabilitation and to support timely discharge from hospital 66 x ICBs in care homes £3,451,485 200 x Community Hospital Beds £19,000,000 Re-ablement Community based services provided to service users in their own home/care home Helping people recover skills and confidence to live at home, maximising level of independence so that their need for on-going home care support can be appropriately minimised Oxfordshire Service £5,000,000 Community Therapy Service £6,400,000 £36,471,485 Investment in intermediate care services and functions, 2013/14
and or for of I. Early Childhood and Early Intervention Content Areas (cont'd) Current Level of Your Knowledge Current Level of Emphasis in the Courses You Teach Current Level of Knowledge of Where to Access Resources Current Level of Comfort with Teaching This Content 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 6.
of of I. Early Childhood and Early Intervention Content Areas (cont'd) Current Level of Your Knowledge Current Level of Emphasis in the Courses You Teach Current Level of Knowledge of Where to Access Resources Current Level of Comfort with Teaching This Content 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 11. data from to to the
with of of I. Early Childhood and Early Intervention Content Areas (cont'd) Current Level of Your Knowledge Current Level of Emphasis in the Courses You Teach Current Level of Knowledge of Where to Access Resources Current Level of Comfort with Teaching This Content 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 16. and from early
To Director / Assistant Director of Children & Families Service From: Name Role CC Head of Service for Partnerships & Quality Assurance Copied to (Y/N) Chair of LSCB Media - name Legal - name HR -name Others Date of Briefing Date of incident For further information contact S/Manager: Subject [Full Name, ICS ID, dob, legal/CP status, ethnicity/nationality, address, alias, role (if staff member)] Background: [The nature of involvement, names/roles of staff involved, place of residence, any previous related incidents, name and address of parents/guardians, siblings names and details, daycare or educational provision, etc.] Concern/Reason for briefing: [Include actions already taken and any outstanding needs or risks] Analysis of current risks [Include risks to individuals, wider family, public and CCC; links to other cases] Planned actions [include any resource or staffing requirements/shortfall] Notification to Ofsted / Secretary of State /LSCB/ YJB Required? Y/N Reason: [see Appendix B of Need to Know procedure] Notified by Date Updates [Further information, action taken, future plans, etc; Add additional rows if required] Completed by Date Completed by Date Completed by Date
Table 17: 2015 Connecticut On-Site Visits Weighting Scheme Tenure and Home Type Households Sample Size Proportionate Weight Sample Error On-Site Visits Only Total 1,355,973 81 n/a 9.6% Owner-Occupied Housing Units 917,074 56 0.97 11.1% Renter-Occupied Housing Units Single Family 87,430 10 0.52 27.4% Multifamily 351,469 15 1.40 22.0% Consumer Survey Total 1,355,973 151 n/a 7.1% Housing Units 917,074 106 0.96 8.0% Renter-Occupied Housing Units Single Family 87,430 20 0.49 18.9% Multifamily 351,469 25 1.57 16.8% Table 18: Connecticut Weighting Schemes 2009-2013 Year Tenure and Home Type Households Sample Size Proportionate Weight Sample Error 2009 Total 1,326,092 95 9.9% Owner-Occupied 917,097 76 0.86 9.5% Renter-Occupied*** Single Family** 76,331 10 0.55 27.4% Multifamily 332,664 9 2.65 29.1% 2012 Total 1,355,973 100 11.5% Owner-Occupied Single Family 821,275 81 0.75 9.2% Multifamily 95,799 6 1.18 36.8% Renter-Occupied Single Family 87,430 7 0.92 33.6% Multifamily 351,469 6 4.32 36.8% 2013 Total 1,355,973 90 9.8% Owner-Occupied Single Family 821,275 34 1.60 14.3% Multifamily 95,799 14 0.45 22.8% Renter-Occupied*** Single Family 87,430 11 0.53 26.0% Multifamily 351,469 31 0.75 15.0% * Includes one “Occupied without payment or rent.” ** Includes one “Don’t know.”
Improvement Opportunities Community of Practice Planning Two sessions scheduled for May 18th at Centennial Place. Shirley reviewed the agenda. The main focus of the meeting will be reviewing the new Intervention Tool Kit. EAs are asked to forward completed BATs to Shirley for the CoP BSO Updates BSO Semi-annual Action Plan report is due on May 16th. New metrics template was sent out and there were 3 teleconferences held to answer questions on the metrics. An additional teleconference may be scheduled, invitations will go out when confirmed Education sessions are being planned for the fall. When the sessions are confirmed a notice will be sent out Forward Semi-annual Report to Shirley or Robin Shirley to resend the Semi-annual Report template Next Meeting: June 14thvia teleconference 10:30 – 11:30 Next meeting topics Robin Wight …………… Shirley Sabovitch Recorder ……………… Chair Person
3. CLWAuth: Centralized Authentication Application to provide authentication and access control. 4. Medimessage: Centralized Messaging Application to send messages to users and also generate system generated alerts. 5. Medileave: Centralized leave management application which would facilitate users to book leave request, cancel leave request, see their leave status, Summary of leaves, and Reports. Role: Research, Development, Designing, Implementation Company/ Client Oxylabs Networks Pvt Ltd. Team Mafia Resurrection Team. Team Size 10 Platform OpenSocial, Facebook Technologies Python, Google Appengine, Javascript, Jquery, Major Projects: Responsibilities: Add new and interesting functionality for user engagement, enhance existing functionality and bug fixing as required. Modules: 1. Limited Edition War Inventory: Time and number limited edition Inventory. 2. Memcache Locks In Transaction: Fast memcache locks in the application at places where crucial and simultaneous transactions are carried out so that asynchronous url calls are error free. 3. Casino Mini Game: Designing a casino where User can Buy a number of Casino tickets for some amount, which gives them a chance to win a jackpot for earning Prizes. 4. Improving Game economy: By Introducing Business for Users Instead of territories 5. Shared Gifts & Perishable Items: Designing a System through which users can share, with their gang , valuable gifts which get perished by themselves if not availed within a time period. 6. Deathmatch: Mini Game allowing a users to combat real-time among themselves based on LAST MAN STANDING format where the User surviving in declared the Winner. The Winner gains reputation on Interests Photography, Interaction with people, Music and singing Mimicry (Voices and Sounds) Own career blog , providing Btech students with the latest career and job opportunities in the market. I tend to create applications on my own every now and then to be in touch with Python, Django and JavaScript. Some of the major works include where I created my own portfolio and blog. where I created an engine to collect best images around the web and categorize them by Camera brands and Camera models. Created Rest APIs using Django which powers the backend data for the corresponding Android and iOS app “PhotoFacts” Link – iOS: Link – Android : Personal Information Date of Birth: 14th Aug. 1987 Gender: Male Marital Status: Single
NEET PG 2017 NEET for PG (Post Graduate) program is going to be conducted by NBE (National Board of Examinations) for candidates looking to get admission into MS/MD/PG Diploma Courses. The online registration for NEET PG would be in the month of September and the exam would be conducted in the month of December. Exam Summary for NEET Name of Exam National Eligibility cum Entrance Test (NEET) Organized by Central Board of Secondary Education (CBSE) Category Undergraduate Level National Courses Offered NEET UG – MBBS and BDS NEET PG – MS/MD/PG Diploma
Number of Seats Offered 52,305 for MBBS and BDS 23686 seats for MS/MD/PG Diploma Duration of Course MBBS: 4½ years with 1 year compulsory rotating internship BDS: 4 years with 1 year compulsory rotating internship MS: 3 years MD: 3 Exam Duration NEET UG – 3 hours
NEET PG – 3 hours 30 mins Mode of Examination UG – Offline PG – Online Types of Question Multiple Choice Questions with a single correct response. Number of Questions UG -180 PG – 300 Negative Marking UG -Yes PG – No Examination Date UG – 1st week of May, 2017 (Tentative) PG – 5th – 13th Dec 2016 NEET 2017 Application Form Candidates can apply for NEET MBBS Admission 2017 exam through online process only.
NEET 2017 Exam Date Exam Events Important Dates (Tentative) First week of December 2016 (Late) Last date to submit the form (without late fee) Last week of December 2016 Receipt of page in CBSE (without late fee) Second week of January 2017
Last date to submit the form (with late fee) Last week of January 2017 Receipt of page in CBSE (with late fee) First week of February 2017 Admit Card Release Date First week of April 2017 First week of May 2017 Result for First week of June 2017 on
3. SSGG analysis Strengths Prepared the draft amendments according to vocational training law realising law acts and creating the better conditions to realise an apprenticeship as vocational training form and increase practical training in real workplaces. In 2014 developed law acts‘ projects for a high-quality apprenticeship programme and training forms in workplaces seeking to improve an apprenticeship form as vocational training form. It is realised the initiative of guarantees and other complex programmes promoting youth occupation. It is organised and provided professional guidance and motivation services for the people looking for a job. They are provided individually and in groups and it is improved the quality and accessibility for professional guidance services. The majority of unemployed respondents are motivated to work and get wages. Many of them are determined to do physical work, or to change a profession in order to find a job. It is realised policies in national level helping for youth to find a job. It is implemented the increase of apprenticeships as a training form seeking to improve the preparation for practical work of learning It is invested to the improvement of tchnological competences and qualifications of vocational teachers. Weaknesses A lack of workers with the With difficulty youth is identifying the institutions which can help them and provide services for them. The opportunities for youth providing to participate realising important questions for them are not enough effective. and inter-agency cooperation solving complex problems of young people is not effective. Too little attention is paid to business and youth entrepreneurship. It is provided an insufficient vocational guidance services and /or their quality is poor. Lack of proper vocational guidance and initiatives. The problem is not solved how to integrate NEET youth who is not registered to the public employment services. The has difficulties integrating to the labour market. The country has not traditions of apprenticeship training , an apprenticeship law is not enough clear and comprehensive. It is not established the mechanism of financial, informative and organisative support for companies which are implementing an apprenticeship form.A lack of information about apprenticeship advantages and possibilities. Lack of social partners‘ involvement in the educational process, the assurance of qualitative vocational guidance services. A low prestige of vocational training and vocational teachers in a society and among potential learners.
NEF Ambassadors Application Please ensure you have read the eligibility requirements and criteria for selection. For more information: nef.org/ambassadors. All applications are to be submitted by email to in English or French. Please attach your CV to the end of the application form. The final document should include this application form and CV in ONE file. Applications that do not follow this format and naming convention will not be accepted. The file should be in PDF format and it should be labeled CountryofCitizenship - Lastname, Firstname Middlename. For example, Jane Lyon Doe from Mauritius would label her final PDF file as Mauritius – Doe, Jane Lyon. Deadline: 31 August 2015 at 23:59 Pacific Standard Time Please provide your contact information (all fields mandatory): First name: Last name: Date of birth (YYYY/MM/DD): Nationality: Mailing address: City: State/Province/County (N/A if not applicable): Postal Code (N/A if not applicable): Country: Phone number: Email: We want to get to know you better and to do this we would love to hear you speak to us by video. The video does not have to be professionally done (it can be taken with a camera or phone, for example), but the picture and sound should be clear. In the video, please clearly: Tell us why you want to be a NEF Ambassador? What special skills and contributions would you bring to your role as NEF Ambassador? You can send the video via Google, We Transfer or Dropbox or via Google -please paste the link here (setting must be on public): Answer the following questions in no more than 250 words each in the space provided: What do I want to learn from and share at the NEF Global Gathering?
Stephenville ISD 2017 – 2018 Coaching Handbook TABLE OF CONTENTS Administrative Staff 5 Introduction 6 Statement of 7 University Interscholastic League 7 District 3– AAAA & 8-AAAA 7 Coach Conduct 8 – 12 Form of Address Language Sportsmanship Ejection for a contest You are the coach Never be alone with an athlete Athlete transport Private Training One on one practice Athletes and your residence Hazing Coaches Parking Electronic Media Open Records Requests Off Season Workouts Summer Contact Team Development 13 – 16 Student Athletic Packet
Coaches must comply with all items on checklist as requested by SISD Coaches need to emphasize the importance that all potential team athletes complete the Student Athletic Packet, prior to tryouts or participation in athletic period. Coaches should collect all forms and take them to the athletic training office or campus coordinator prior to allowing that student to participate in any game or workout. Any missing paperwork puts coach, Athletic Department, and SISD at risk for legal action. Turn in Team Summary of rosters to the Athletic Director within one week of first contest. Roster should include every student in program, the team that they will start the season on, and the number of their jersey. Insure that team schedule (including tournaments) has been submitted to the Athletic Director, Principal’s office, and Athletic Training The Coach should schedule both a Pre-season Athlete and Parent Meeting. The Athletic Director and Athletic Trainer should be notified of the dates of these meetings. Know and understand the UIL and By - Laws that pertain to your sport. Use only school approved-transportation to all games and practices. Have Medical Kit (including ice) and Emergency Cards for every player, athletic training student, manager, and statistician at every practice and game. Be concerned and foremost for the health and safety of your athletes. Look, act, and sound like a professional at all times. When in doubt inform the administration of any situation that concerns you. This agreement is to be completed and submitted prior to beginning the sport season. I, _________________________________ have read the Coach Handbook and agree to abide by all contents therein. I also acknowledge and will complete those items noted on the Coach Checklist to include the Athletic Department Document Checklist. _______________________________________________ Signature Printed Name Date
Jenny Mallinson University of Southampton Lucy Sheffield Eastern Solent Coastal Partnership Apologies by Organisation Lymington Harbour Southampton City Council Havant Borough Council DIO Environment Agency New Forest District Council Southern Water New Forest National Park Authority Isle of Wight Council RSPB Isle of Wight Estuaries Beaulieu Harbour Portsmouth Commercial Port ABP Test Valley Borough Council Fareham Borough Council Chichester District Council Appendix A 3: Project Development on Littering in the Solent Actions on SEMS monitored activity and with wider projects Project Scoping Paper 31/10/17 Karen McHugh Background Littering in the Solent is an activity that results in debris left by people on the shoreline and the water. The littering material can vary greatly in type and size, but by far the most damaging to the environment are plastics which will not biodegrade. Small plastic material is more difficult to pick up and may be more likely to be ingested by animals. On a national it is understood that 80% of marine debris is sourced from land, and that 80-90% of it is plastic. Food packaging accounts for 60-70% of marine debris, with food wrappers accounting for around 20%. The Solent have produced this scoping paper on how actions can be taken forward to minimise the local activity of littering, which may be causing damage to the Solent environment and the species that depend on it. The paper does not specifically address the problem of microplastics, released via the drainage system, or industrial by-products , such as nurdles, in the water environment. Microplastics can however arise from littering debris in the environment and this is relevant. Objectives The objective of this is to: Scope projects and project partners, which will minimise shore based and marine littering in the Solent More specifically to: help the Solent Forum Natural Environment Group prioritise and refine 2017 actions identified in the Solent European Marine Sites (SEMS) 2017 Annual Management Report (Appendix A); assist the actions regarding litter put forward by the Environment Agency Southampton trial
North East Professional Exchange – Workshop Topics Date Title of Workshop Venue Content Champion Support QA Mode of Delivery Functional Skills – English, Maths & ICT Why should we embed Functional Skills? Embedding Functional Skills in the workplace Contextualising Functional Skills Mastering the skills for everyday use (test) June Burton Workshop Activities Participation Q&A Mindset/Emotional Intelligence Developing Emotional Resilience and 'Mind Sets’ Focussing learners and staff on what they can do Learning from the experience of other organisations Simone Collpitts or Judy Hunter Workshop Participation Q&A British Values/Prevent Prevent Duty What do you need to know What are your responsibilities as a tutor/teacher/manager Embedding British Values into the curriculum Recognising radicalisation and extremism Identifying and challenging behaviours Reporting behaviours Workshop Participation Q&A Apprenticeship Reform Explore some of the key changes within Apprenticeship Reform and the Levy Consider and explore how these changes will impact on the workforce David Gallagher Petrina Lynn Q&A
2014 NDTAC National Conference State Title I, Part D (TIPD) Logic Model Template: NEGLECT institutions Inputs State Education Agency Processes and Technical Assistance Activities Outputs/ Metrics Short-Term Outcomes Intermediate Outcomes Long-Term/ System Change ED PLANNING & FUNDING PLANNING & FUNDING TIPD Goal 1: Meet challenging State academic content and achievement standards TIPD Goal 1: Meet challenging State academic content and achievement standards TIPD Goal 1: Meet challenging State academic content and achievement standards Youth are involved and engaged in all aspects of their education and educational planning and are empowered to be advocates for their educational needs and pursuits have an adult who is invested in his or her education during and after his or her time in out-of home-care. MONITORING & COMPLIANCE Federal Monitoring MONITORING & COMPLIANCE Federal Monitoring OTHER FEDERAL Subgrantee Monitoring Subgrantee Monitoring TIPD Goal 2: Successful transitions TIPD Goal 2: Successful transitions TIPD Goal 2: Successful transitions Youth are guaranteed seamless transitions between schools and school districts when moves occur Youth have an adult who is invested in his or her education during and after his or her time in out-of home-care STATE LOCAL REPORTING & EVALUATION REPORTING & EVALUATION TIPD Goal 3: Prevent dropout TIPD Goal 3: Prevent dropout TIPD Goal 3: Prevent dropout Youth have the opportunity and support to fully participate in all aspects of the school experience Youth have supports to prevent school dropout, truancy, and disciplinary actions OTHER OTHER Potential Leading Indicators Potential Lagging Indicators
REPUBLIC OF NAMIBIA HIGH COURT OF NAMIBIA, MAIN DIVISION, WINDHOEK RULING ON AMENDMENT Case no: In the matter between: TOBIAS NEGONGA APPLICANT/PLAINTIFF and NAMPOST LIMITED RESPONDENT/DEFENDANT Neutral citation: Negonga v Nampost Limited (HC-MD-CIV-ACT-OTH-2017/01174) [2018] NAHCMD 60 (19 March 2018) CORAM: PRINSLOO J 09 March 2018 Delivered: 15 March 2018 Reasons delivered: 19 March 2018
The Negotiating Styles and How to Effectively Adapt to Each One Style on the Other Side Characteristics Adaptations The Skeptic Uses skepticism in an effort to create leverage Questions service quality, pricing, your commitment Trying to make you defensive Don’t buy in! Believe in what you do Own the issues Have corrective action if necessary Have the facts Don’t get defensive The Aggressor Warlike! Threats Verbal attacks Also trying to make you defensive Don’t be intimidated! Try to forecast where they will go. What are the hot button issues? Be prepared to refute with facts Strive for win/win The Litigator Focused on terms & conditions Common style in new deals Heavy emphasis on risk, liability, privacy, security Know your legalese The Litigator style negotiators are almost always lawyers; they respect knowledge. Know your bottom line on contentious clauses before you go in to the negotiation! The Statistician Well prepared Know exactly what they want Have researched the market Can accurately evaluate your pricing Firm, fair and very effective It’s simple – take a page from their book! Be as well prepared or better prepared than they are – you’ll have a great session!
The Apologist Invokes the mysterious “they” “Wish I could help you” “They told me to tell you ….” “Out of my hands” Not a true decision maker Get past them! Diplomatically, pull in the true decision maker and negotiate with that person directly The Corporate Sloth Evasive and slow! Can’t get anything done Not clear on goals Cancels meetings; doesn’t show up for meetings Negotiation drags on and on YOU have to pick up some of work! Manage their schedule Hold them accountable Do some of the legwork and data gathering for them Drive the process yourself – the Sloth will not get it done! ©Alan Wheelock River Consulting alan@jonesriverconsulting.com 781-588-7537 Building the market value of your business
Rule #28: Get the other side to state what they want at the beginning, and tell them what your issues are. Get everything on the table. Open Open first? Rule #29: Open first to set an anchor, except when you don’t know the other side. Open optimistically or realistically? Rule #30: When in doubt, open optimistically and have room to come down. Rule #31: You never get anything you don’t ask for, so ask for more than you hope to get. Rule #32: When you know the buyers well, open realistically. Also open realistically when you have no leverage, when in a tacit coordination situation, and when people say they will not negotiate and mean it. Rule #33: Get the bad news out of the way early. Rule #34 : Don’t include most of the other side’s requests in your initial offer. Frames Rule #35: Always frame all of your offers appropriately. Signaling Leverage Rule #36: Confidence is everything; whoever blinks first, loses. Making Concessions Rule #37: Never begin with a major concession. Rule #38: Don’t just concede, try to trade; if you give up something, always try to get something in return. Rule #39: Give the first concession on an unimportant issue, and then get a concession from the other side. Rule #40: Make small concessions and give them slowly.
Department representatives provide program input to contract back-up to chief negotiator liaison to program re contract negotiations lead on sub-team Up to 100% From Notice of Intent to Enter Contract Negotiations until the end of Contract Negotiations Project Leader Procurement Official monitor negotiation process act as liaison with DGS guide final CSE contract through review and approval process Up to 75% From Notice of Intent to Contract Negotiations until the end of Contract Negotiations DCG - Project Representative provide project related input to contract back-up to chief negotiator liaison to project re contract negotiations lead on rider sub-team Up to 100% From Notice of Intent to Enter Contract Negotiations until the end of Contract Negotiations Legal Representative Keeps the Negotiation Team on schedule and on task draft terms and conditions prepare contract negotiation plan provide legal advice Up to 50% through contract award Executive Management Team attend daily executive briefing sessions resolve escalated issues review and conditions as needed provide direction at go/no/go decision points approve actions taken by the Negotiation Team Up to 15% From Notice of Intent to Enter Contract Negotiations until the end of Contract Negotiations Department Representatives monitor contract status attend daily Executive Briefing Sessions act as consultant for members of the Executive Management Team act as liaison between their agency and department and the members of the Executive Management Team Up to 10% from Notice of Intent to Enter Contract Negotiations until the end of Contract Negotiations Subject Matter Experts draft subject matter specific attachments Up to 50% until the end of Contract Negotiations Legal Support Team Provide research, analytical, and clerical support for contract negotiation Gap analysis Assist in preparation of Contract Negotiation Briefing Binder Act as additional liaison with Executive Management Team as necessary Up to 75% From receipt of final proposal until the end of Contract Negotiations DGS or Office of Legal Services
Wellness Articles Attached are weekly health and wellness articles provided by Alberta Health Services. As a way to help all Albertans live a healthy life, we welcome and encourage weekly newspapers, community newsletters and other publications to reproduce this information free of charge. Credit to Alberta Health Services or the identified content provider would be appreciated. If you would like to be added to the distribution list for these articles, please email: . You will receive a monthly email containing articles for the upcoming four weeks. An archive of past wellness articles is available at Proposed publication date: July 11, 2016 Content provided by: Alberta Health Services Fight the bite this summer Warm summer weather brings mosquitoes... and with them, the risk of West Nile virus. Alberta Health Services (AHS) reminds you to make a summer habit of protecting yourself and your loved ones from mosquito bites, and their potentially severe health consequences. “With exposure to mosquitoes comes risk of West Nile virus,” says Dr. Gerry Predy, Senior Medical Officer of Health, AHS. “Because some mosquitoes carry West Nile virus, it’s important to avoid being bitten at all.” Whenever engaging in outdoor activities this summer, all Albertans should take simple steps to prevent bites and protect themselves from West Nile virus: Wear a long-sleeved, light-colored shirt, pants, and a hat. Use insect repellent with DEET. Consider staying indoors at dawn and dusk, when mosquitoes are most active. steps can make it harder for mosquitoes to find you, and remember: if mosquitoes can’t find you, they can’t bite you,” says Predy. After being bitten by a mosquito carrying West Nile virus, humans can develop West Nile Non-Neurological Syndrome (formerly known as West Nile fever) or the more serious West Nile Neurological Syndrome. Symptoms of Non-Neurological Syndrome can be uncomfortable, including chills, nausea, vomiting, fatigue, skin rash, swollen glands and headache. For those individuals who do develop Neurological Syndrome, symptoms can be much more
person specification - Neighbourhood ADVISOR Directorate Neighbourhood Services Post Number Team Neighbourhood Team Grade Criteria Essential / Desirable Method of assessment Qualifications Appropriate housing qualification Good level of numeracy and literacy equivalent to GCSE at level C. D E Production of certificate Production of certificate Knowledge and experience Experience of working in a social housing or customer services environment, with a proven track record of delivering excellent customer services. Experience of dealing with tenancy matters, lettings, neighbourhood issues and taking enforcement action. A working knowledge of housing and welfare benefits, including providing advice and assistance to customers and liaising with partner agencies. A working knowledge and application of relevant legislation relating to housing and tenancy enforcement. Experience of networking, motivating and empowering others to get desired outcomes. Ability to work alone, with experience of making informed decisions, without reference to others. Ability to prioritise and focus on what’s important, assessing what is needed to achieve goals and resolve competing priorities, in a timely manner. Ability to identify and manage potential risks, when working alone. E D D D E E E E Application form / interview / Assessment Application form / interview / Assessment Application form / interview / Assessment Application form / interview / Assessment Application form / interview / Assessment Application form / interview / Assessment Application form / interview / Assessment Interview / Assessment Skills and abilities
Neighbourhood Officer Person Specification 1 Education and Qualification Essential Desirable 1.1 5 GCSE’s, Grades A-C, including English & Maths 2 Knowledge and Experience 2.1 At least 2 years’ experience working in a public sector or commercial setting. 2.2 Experience of managing neighbourhoods, tenancies, leases and undertaking enforcement actions. 2.3 Experience of leading, involving residents and managing an Estate or Neighbourhood. 2.3 Knowledge of Housing and associated legislation including health and safety and Welfare Reform 2.4 Experience of working with a diverse customer base and addressing individual need. 2.5 Experience of managing low level and complex ASB cases. 2.6 Experience of investigating and recovering properties subject to tenancy fraud. 3 Skills and Ability 3.1 Ability to plan, organise and prioritise workload. 3.2 Excellent communication skills (verbal and written) 3.3 Ability to build effective relationships internally and externally 3.4 Ability to understand /follow policies, processes and procedures 3.5 Aptitude for IT and in particular Word, Excel and Housing Management software. 4 Behavioural Competencies 4.1 Awareness of the impact and appropriateness of own personal communication style 4.2 Passionate about service delivery 4.3 Deadline focused 4.4 Flexible and adaptable with positive ‘can do’ attitude 4.5 Open and honest, with a strong sense of integrity 4.6 Self-motivated, with high levels of energy and drive 4.7 A team player 5 Commitment / Other 5.1 The post holder must demonstrate commitment to Mount Green’s values and show willingness to go the extra mile when needed. 5.2 The post holder must be able to work outside of normal working hours on some occasions 5.3 The post holder must at all time operate within Mount Green’s policies and take responsibility for health & safety, equality, diversity & inclusion and data protection within their area.
to demonstrate compliance with this performance outcome. Lot reconfiguration PO7 Reconfiguration of land: (a) results in a layout and size of lots that reinforces a fine grain of development with rectangular shaped lots and narrow frontages; (b) ensures that new lots contain sufficient area to accommodate uses that are consistent with the purpose and overall outcomes of the zone. Note – Planning scheme policy – Centres and centre activities provides further guidance. AO7.1 No acceptable outcomes are provided.
D The Service Provider will provide the Services subject to the and conditions set out in this Agreement. Date of Agreement See signing page General Terms Definitions and Interpretation Definitions In this Agreement unless the contrary intention is expressed: Accounting Standards has the same meaning as it has in Sections 9 and 334 of the Corporations Act 2001, and refers to the accounting standards of the Australian Accounting Standards Activities means those activities set out in Schedule 2; Agreement this agreement, its Schedules, appendices, annexures and attachments and includes any variation, Deed of Variation, or replacement of any of it; Annual Grant Financial Accountability Report means the report required by the Crown pursuant to clause 14.1(h) in the form and format required by the Department from time to time;
1.7 Commencement Date 1 July 2015 1.8 Completion Date 30 June 2018 1.9a Professional Indemnity Insurance Cover $10 000 000 per claim 1.9b Public Liability Insurance Cover $20 000 000 per claim 1.10 Specified Personnel Not Applicable Schedule 2 – Services and Performance Standards Neighbourhood House Category B 2.1 Service Specifications Service Provider Neighbourhood House Inc Program Community Support Program (CSP) Service Type Neighbourhood House Service Name Neighbourhood House Category AIHW Service Classification(s) A07.2.02 Community/community centre development and support AIHW Delivery Setting(s) S1.2.01 Non-residential centre-based community services setting Service Location(s) Service Neighbourhood House Outlet Name Address
Plan for Smaller Communities producing a NDP The table below sets out the steps that your group will need to take to produce a neighbourhood plan. With the help of the Neighbourhood Planning Team, we are confident that you can produce a draft plan to be submitted to Cornwall Council within 12 months. This is an ambitious target and you will need to ensure that you have a committed and well-organised steering group and, particularly someone with great organisational skills to drive the group to meet these targets. We also recognise that other groups may have fewer resources or more complex issues and so may take longer to complete this process. Stage Description Reason / Explanation Time taken 1 Initial discussions, presentation by Local Authority Officer. Decision by Town or PC to pursue NDP Parish Councils can take a long time to decide whether or not to pursue a Neighbourhood Development Plan (NDP); it is a long and involved process and it is important that you give due consideration as to whether it is the correct approach for your area. is lots of information online and your Local Planning Authority ( LPA) can give initial information, to try to help you to decide whether it is the right tool to meet the ambitions of your community. Variable 2 Designation of Neighbourhood Plan Area This is the first formal step in the NDP process whereby the Parish Council or Neighbourhood Forum requests that the area is designated – where the neighbourhood plan area is the same as the parish boundary, this designation will happen immediately. In cases where the boundary is different, or includes multiple parishes or covers an unparished area, this process will take longer. Other activities can continue whilst the designation request trundles through the process. 0 - 6 weeks 3. Set up a steering group This may initially be quite small but is likely to grow as the community engagement strategy takes hold and more members of the community get involved. The Steering Group must have a chair and will be the body responsible for overseeing the development of the plan. The SG will report to the Parish Council or Neighbourhood Forum (the Qualifying Body) Happens alongside the designation process 4. Initial Community consultation This will be the first stage in your engagement with your community and your opportunity to tell them about the NDP process and get their 6 weeks (4 weeks to