zilongwang/ReadingBank huggingface dataset:
Contents 1. Introduction 6 2. Encouraging compliance with New Zealand Emissions Trading Scheme (NZ ETS) requirements 8 3. Disclosure of NZ ETS information 12 4. Transfer of participation for post‐1989 forestry 15 5. Tree weed exemption provisions under the Climate Change Response Act 2002 19 6. The public’s limited access to information about the NZ ETS status of land 22 References 25 Tables Table 1: Submitter positions – Do you encounter challenges when completing NZ ETS requirements, such as meeting your emissions reporting or surrender requirements? 9 Table 2: Submitter positions – Are there options, not already included here, for improving compliance with emissions reporting and surrenders? 11 3: Submitter positions – Does the current level of information available allow you to make informed decisions about your participation in the NZ ETS? 13 Table 4: Submitter positions – Have you undertaken, or expect to undertake in the future, an NZ ETS transfer process? 15 Table 5: Submitter positions – Do you think the NZ ETS transfer requirements should be changed or simplified? 18 Table 6: Submitter positions – Have you encountered any problems with the tree weed exemption process? 19 Table 7: Submitter positions – Do you think the tree weed exemption provisions could be improved? 21 Table 8: Submitter positions – Have you faced any problems in classifying forest land under the NZ ETS or in accessing information on forest land’s NZ ETS status? 23
FULL NAME OF EXPLOYEE: ________________________________________ Surname Christian Names EMPLOYEE NUMBER: __________________ AREA: __________________________________ I hereby authorise the New Zealand Fire Service to make the following deductions from my pay: Date Effective Frequency Deduction Deduction Paid to: Change From Change To Fortnightly Monthly (delete that which does not apply) $20.00 $43.33 (delete that which does not apply New Zealand Fire & Rescue Commanders Association Current subscriptions will be altered annually in line with percentage changes to remuneration. EMPLOYEE TO SIGN: _________________________ DATE: _________________________
3. Taking a system approach to workforce development including governance, leadership and risk management 4. Moving to a national approach to ICT 5. Building a system that encourages innovation- particularly in the community and primary care areas 6. Addressing funding issues to enable the new operating model. We see the New Zealand health system as capable and competent, already beginning to embrace several national initiatives, such as the recent National Telehealth Service. With a strong and unambiguous approach to good health for all being a national imperative, we believe all New Zealanders will be able to enjoy greater access to better care, to live longer, healthier lives. The themes identified from all strands of work were aligned and consistent. The panel unanimously supports the findings and recommendations contained in this report. 30 June 2015 Sue Suckling (Chair) Andrew Connolly
Table 37: Number and percentage of small babies at term (37–42 weeks’ gestation), by DHB of residence, 2016 DHB of residence Babies born at 37–42 weeks’ gestation with birthweight under the 10th centile for their gestation Babies born at 37–42 weeks’ gestation Rate (%) Northland 72 2,112 3.4 Waitemata 218 7,422 2.9 Auckland 198 5,581 3.5 Counties Manukau 233 7,624 3.1 Waikato 176 4,983 3.5 35 1,440 2.4 Bay of Plenty 75 2,640 2.8 Tairāwhiti 26 711 3.7 Hawke’s Bay 57 1,895 3.0 Taranaki 42 1,330 3.2 MidCentral 44 1,883 2.3 Whanganui 15 733 2.0 Capital & Coast 100 3,235 3.1 Hutt Valley 56 1,802 3.1 Wairarapa 9 370 2.4 Nelson Marlborough 36 1,442 2.5 West Coast 4 294 1.4 Canterbury 115 5,856 2.0 South Canterbury 16 596 2.7 Southern 89 3,060 2.9 Unknown 3 286 - New Zealand 1,619 55,295 2.9 Table 38: Number and percentage of small babies at term (37–42 weeks’ gestation), by facility of birth (secondary and tertiary facilities), 2016 Place of birth Babies born at 37–42 weeks’ gestation with birthweight under the 10th centile for their gestation Babies born at 37–42 weeks’ gestation Rate (%) Whangarei 66 1,542 4.3 North Shore 112 3,772 3.0 Waitakere 90 2,748 3.3 Auckland City 241 6,670 3.6 Middlemore 194 5,806 3.3 Waikato 141 3,118 4.5 Rotorua 33 1,225 2.7 Tauranga 44 1,630 2.7 Whakatane 20 544 3.7 Gisborne 24 636 3.8 Hawke’s Bay 54 1,772 3.0
Unknown 8 289 - New Zealand 1,100 55,436 2.0 Table 42: Number and percentage of babies born at 37+ weeks’ gestation requiring respiratory support, by facility of birth (secondary and tertiary facilities), 2016 Place of birth Babies born at 37+ weeks’ gestation requiring over 4 hours of respiratory support Babies born at 37+ weeks’ gestation Rate (%) Whangarei 87 1,544 5.6 North Shore 45 3,772 1.2 Waitakere 51 2,749 1.9 Auckland City 186 6,674 2.8 Middlemore 163 5,812 2.8 Waikato 99 3,128 3.2 Rotorua 15 1,225 1.2 Tauranga 32 1,634 2.0 Whakatane 15 548 2.7 Gisborne 5 636 0.8 Bay 38 1,781 2.1 Taranaki Base 16 1,177 1.4 Palmerston North 25 1,657 1.5 Whanganui 9 631 1.4 Wellington 94 2,918 3.2 Hutt 54 1,749 3.1 Wairarapa 2 390 0.5 Wairau 5 473 1.1 Nelson 8 848 0.9 Grey Base 0 214 0.0 Christchurch 56 4,745 1.2 Timaru 1 564 0.2 Dunedin 25 1,489 1.7 Southland 11 1,112 1.0 All secondary and tertiary facilities 1,042 47,470 2.2 All primary facilities 38 5,668 0.7 All home births 15 1,990 0.8 New Zealand1 1,100 55,436 2.0 1 Includes babies where birth location was unspecified.
Notifications and what they mean You will receive email notifications regarding your Deals in the Portal. These emails are automatically generated and serve to just let you know that there has been a change to a Deal (that you may or may not have to action). In general, log in to the Portal each day and review your To Do List panel for any Deals requiring action. The matrix below summarises the action required for any of the notification emails: Subject Line includes This means Action required Request Deal to be resubmitted The Category Team have reviewed your proposed Deal and have suggested changes be made Open the existing Deal, update and resubmit Summary of Promotions Under Review This is a report of all Promotions that are currently under review and may or may not have any changes made. There will be a spreadsheet attached to the email. You can open and review the spreadsheet, then log in to the Portal and update any Deals requiring resubmission. Weekly Summary of Promotions Under Review This is a report of all Deals that still require an action from you, or have been actioned by your Category Manager. Those shown as Due or Overdue require you to submit them. shown as Accepted (with a comment of overdue) are for your information only and are a notification that the Category Manager has accepted deals that were "Due" at the time of acceptance. They require no further action from you. There will be a spreadsheet attached to the email. Open and review the spreadsheet, then log in to the Portal. Those Deals listed in the spreadsheet as Due or Overdue will be listed in your To Do List as Due or Overdue. Click the View link next to that entry to see the list of Deals in the Promotions Summary screen. Use the checkbox to select a Deal, then the Open button to access the details. Update and submit/resubmit as required. No action required.
Frequently Asked Questions How can I access the Promotions Portal? For New Zealand Trade Partners, the Promotions Portal will be accessed through PEL Secure, as you did for iPro. Will I receive confirmation of Deals? An email will be sent for all changes made to a Deal Sheet. Daily and Weekly summary reports will also be sent. Will current Deals already be in the new system, or do they need to be Current approved Deals will be migrated to the new system as part of the rollout. You will receive further instruction on this from your Category Manager closer to your rollout date. Will my browser be supported? The PMR Portal is compatible with most web browsers however for optimal experience we recommend the use of Mozilla Firefox (Ver 18+). What training will Trade Partners have on this new system? All Trade Partners will be invited to a group training session, where they will receive a demonstration of the new system and a User Guide. There will also be self-paced eLearning available. Can I request what type of I want for my Promotion? Yes, for all Deal Sheets you can suggest a Single Price or Multibuy. Ultimately it is the decision of your Category Team. My Favourite is slow to open, how can I make this faster? Reducing the number of Articles that are in your Favourite will make the Favourite easier to manage and the Calendar page faster to load. What happens when my Category Manager accepts my Deal Sheet? When a Deal Sheet is accepted, a notification email is sent to you. The slot changes colour in your Calendar, and further improvements can be made to the Deal. When an Offer is created, the Deal Sheet is locked which indicates no further changes can be made without contacting your Category Manager first. Do I need to ask my Category Manager before loading Deal Sheets? It is important to maintain open communication with your Category Manager. It’s good business practice to discuss new promotional activity with your Category Manager before submitting new Deal Sheets. Will I see the Offers that are created for my Deals? No, Trade Partners will only see the Deals that are entered against their articles. Only Category Teams within Countdown will see the Offers loaded.
Role Responsibilities Communicate With Trip Leader and Assistant Trip Leader Implement Emergency Management Procedures Contact general manager and programme manager as soon as is practical Co-ordinate NZAC’s response until relieved Participants Programme Manager General Manager Programme Manager Assure general manager is alerted of situation as soon as possible Co-ordinate NZAC’s response in absence of general manager Trip Leader General Manager General Manager Assume co-ordination of NZAC’s response as soon as is practical Handle communications Trip Leader Programme Manager Instruction Committee NZAC Instruction Committee Give guidance to general manager Analyse emergency response Review Safety Management Systems and update if necessary General Manager
GUEST NAME DIETARYREQUIREMENTS Additional Information QUESTION FOR INCLUSION IN THE CEP CARD? ITEM TO BE DONATED TO THE MEMORIAL AUCTION? Sponsorship If you are interested in sponsoring any of the following items for the conference, please detail below and we will get in touch to discuss. CONTRA SPONSORSHIP – Based on 360 delegates – Numbers to be confirmed May 30th. CONFERENCE BAGS A4 NOTE PADS AND PENS A4 CLIPBOARDS WATER BOTTLES LANYARDS, NAME BADGES & SCANNERS Cost $1500 +GST approx Includes printing costs CASH SPONSORSHIP NETWORKING SESSION BEVERAGES $3,000 + GST CONFERENCE DINNER BEVERAGES $4,000 + GST AUDIOVISUAL EQUIPMENT $4,000 + GST INSERTS IN CONFERENCE BAG $300 + GST CONFERENCE PROGRAMME ADVERTISING $100 + GST (half page) Invoice Summary Please transfer the amounts for each element of your registration below and a tax invoice will be sent to you. A non-refundable deposit of 15% will require payment within 7 days of the issue date to confirm your booking. BOOTH COST CONFERENCE DINNER TICKETS (INC. GUESTS)
BED reserves the right to amend or cancel this RFP at any time if the best interest of BED requires such action. BED also reserves the right to award all or a part of the RFP to any or several contractors or whatever is in the best interest of BED. Proposal Modifications: No additions or changes to any vendor's proposal will be allowed after the proposal due date unless such modification is specifically requested by BED. Proposal Expenses: BED assumes no liability for payment of any expenses incurred by any vendor in responding to this RFP. Acceptance or Rejection of Proposals: BED reserves the right to accept or reject any or all proposals submitted for consideration in whole or in part; and to waive technical defects, irregularities or omissions, if in its sole judgment, the best interests of BED will be served. BED further reserves the right to accept a proposal for a contract other than that with the lowest cost, and to negotiate separately with any source whatsoever in any manner necessary to serve the best interests of BED. BED also reserves the right to award all or partial parts of the RFP to any or several contractors that are in the best interest of BED. Ownership of Proposals: All proposals submitted in response to this RFP shall be become the sole property of BED. Oral Agreements and Arrangements: Any alleged oral agreement or arrangement made by a vendor with BED or any BED employee will be disregarded in any BED proposal evaluation or associated Vendor Presentation of Supporting Evidence/Surety: Vendors must be prepared to provide any evidence of experience, performance ability, and/or financial surety that BED deems necessary to fully establish the performance capabilities represented in their proposals. Vendor Misrepresentation or Default:
2017 NZ Food Award Categories and Criteria The New Zealand Food Awards showcase the innovation and creativity of our high quality food products and businesses, our people and aspiration for excellence. The award categories reflect New Zealand’s ever changing food industry, and meets the demand of our food manufacturers, both large and small. SMALL MANUFACTURER AWARDS These award categories are open to all small New Zealand food manufacturers employing up to 20 FTE staff members with an annual turnover of $3million or less. Food, beverage and ingredient products can be entered into either or both of the following award categories. Products are also eligible for any of the Special Awards. Please refer to entry terms and conditions for further details. Award Categories Artisan Emerging Food Producer Award This will judged by Review Publishing. All entrants will be included in the Supermarket News, Restaurant and Café magazines, the finalists will be included in an editorial feature in these magazines as well as promotion via social media and e-newsletters. The winner will receive $10,000 advertising packaging plus editorial in the above magazines, one day’s production to the value of $3500 at The FoodBowl plus promotion via social media and e-newsletters. Awards Criteria The Artisan Award will be judged by industry experts from The FoodBowl, Supermarket News and Restaurant and Café magazines The judges will assign a score out of 10 for each of 10 criteria – total possible score 100. The criteria are: Taste and Visual Appeal (sensory appeal, attractiveness, presentation) Nutritional (health benefits) Degree of innovation (break through idea, fresh concept, artisanal) Effectiveness (fulfillment of purpose) Practicality and Functionality (usability, performance under real conditions) Commercial success (performance in the market place) Value (what is value to the user) Relevance and satisfaction (need for the product, customer satisfaction surveys) Shelf-life and storage (improvement on shelf-life, easier to store) Distribution and availability (distribution channels used, market extension possibilities) Gourmet Product Award This award is open to any product or high quality ingredient specifically designed and developed for the exclusive, sophisticated, high-added-value segment of the retail food market. Awards Criteria
List of Figures Figure 1: Proportion of households agreeing to first interview, by number of calls, 2014/15 29 Figure 2: Response rates (%) for adults and children, 2011/12–2014/15 29 Figure 3: Coverage (%) for adults and children, 2011/12–2014/15 30 Figure 4: Coverage rates (%) for Māori, Pacific and Asian groups, 2011/12–2014/15 30 Figure 5: Coverage (%) by NZDep2013 quintiles, 2011/12–2014/15 31 Figure 6: Coverage rates (%) for total population, by age group and sex, 2014/15 31 Figure 7: Coverage rates (%) for Māori, by age group and sex, 2014/15 32
1) Add the challenge of real and meaningful actioning of Te Tiriti in the Health system. Currently the different relationships and mechanisms in place to action Te Tiriti in the NZ health system are variable in their effectiveness. As tangata whenua we acknowledge the whole Tiriti document and emphasise the First Tiriti in te reo Maori – preamble and all articles. However we are aware that the Crown does not at this time acknowledge or entertain conversation and exchange on the basis of the full TOW instead has substituted the Principles of the Treaty. As such we will base this submission on the full Tiriti but converse with the MOH using the principles of Te Tiriti. 2) Demonstrate your acknowledgement of Te Tiriti from start to finish within document. This requires that every section and strategy of the document is explicit in providing the tangata whenua viewpoints and themes. This includes specific tangata whenua actions and strong alignment with He Korowai Oranga. 3) Refer to Mäori as tangata whenua within the document. We are ethnically Mäori and from our world view we are tangata whenua. This recognises our unique position as the indigenous people of Aotearoa New Zealand and the partner to Te Tiriti. This document should not replace He Korowai oranga but should aim to improve the conditions within the NZ health Sector so that He Korowai Oranga can be implemented effectively. The future we want The statement on page 8 of I. Future Direction seeks to capture the future we want for our health system: So that all New Zealanders live well, stay well, get well, we will be people-powered, providing services closer to home, designed for value and high performance, and working as one team in a smart system. 2. Does the statement capture what you want from New Zealand’s health system? What would you change or suggest instead? Te Tiriti as found document of Aotearoa is missing The whole person is missing from this direction The whanau is missing from the direction and from the whole document Life Course approach is needed so that all of the attention is not on older people with little flow of resources to young people and prevention.
[6] The first activity was contained in a status report, filed on behalf of the plaintiff, dated the 5th of April 2016. In that status report, the plaintiff recorded, in paragraph 3, that the first and third defendants had not compiled with the court orders to make discovery and to file witness statements by 18 March 2016. [7] In paragraph 4 the plaintiff applied for the first and third defendants’ plea, dated 1 October 2015, to be struck. [8] Interestingly enough, annexed to the plaintiff’s status report, is an email emanating from Mr Kasper, the legal practitioner of record of the first and third defendants, sent to Ms Harases and Mr Strydom, the legal practitioners for plaintiff and second defendant, in which Mr Kasper recorded that ‘ … the same was in order, (referring to the status report as filed on behalf of the plaintiff), … apart from the fact that we would contest the request to have first and third defendants claim dismissed …’. [9] Mr Kasper followed up on this email, again noting the contents of the plaintiff’s status report, by filing his own status report, which is dated the 6th of April 2016. In this report he recorded his admission that the first and third defendants had not complied with the court orders to make discovery and to file witness statements by 18 March 2016. This he did in paragraph 3 of his status report. [10] He again that the plaintiff had applied for the first and third defendants’ pleas, dated 1 October 2015, to be struck and importantly in paragraph 6, he indicated that the first and third defendants would bring a condonation application for their non-compliance with the above Honourable Court’s Case Management Order, in regard to the non- filing of the discovery as well as the witness statements. [11] Paragraph 7 then undertakes that such application be filed on or before 20 April 2016 and that the other party should indicate whether they would intend to oppose such application and that this indication should be given on or before 29 April 2016 in which event opposing affidavits would have to be filed on or before 11 May 2016. trial
Surname: Title: First names: as: Previous names: Contact Details Mailing address: Permanent address: (if different from above) Mobile phone: Home phone: address: Birth and Nationality of birth: Day: Month: Year: Place of birth: (town) (country) Citizenship at birth: Current citizenship: Date of change to NZ citizenship: (if applicable) Date of arrival in NZ: (if applicable) NZ Residency Status: (if not a NZ citizen) Year Granted Dual nationality: (if yes please specify) Yes No Passport number: Country of issue: Driver Licence: Do you hold a drivers licence, permitting you to drive in NZ? Yes No If yes, NZ Driver License number: If yes, please specify: Full Learners For: Car Truck Motorcycle Are you able to drive a manual car? Yes No General Information
Surname: Title: First names: Known as: Previous names: Contact Details Mailing address: Permanent address: (if different from above) Mobile phone: Home phone: Email address: Birth and Nationality of birth: Day: Month: Year: Place of birth: (town) (country) Citizenship at birth: Current citizenship: Date of change to NZ citizenship: (if applicable) Date of arrival in NZ: (if applicable) NZ Residency Status: (if not a NZ citizen) Year Granted Dual nationality: (if yes please specify) Yes No Passport number: Country of issue: Driver Licence: Do you hold a drivers licence, permitting you to drive in NZ? Yes No If yes, NZ Driver License number: If yes, please specify: Full Learners For: Car Motorcycle Are you able to drive a manual car? Yes No General Information
Surname: Title: names: Known as: Previous names: Contact Details Mailing address: Permanent address: (if different from Mobile Home phone: address: Birth and Nationality of birth: Day: Month: Year: Place of birth: (town) (country) Citizenship at birth: Current citizenship: Date of change to NZ citizenship: (if applicable) Date of arrival in NZ: (if applicable) NZ Residency Status: (if not a NZ citizen) Year Granted Dual nationality: (if yes please specify) Yes No Passport number: Country of issue: Driver Licence: Do you hold a drivers licence, permitting you to drive in NZ? Yes No If yes, NZ Driver License number: If yes, please specify: Full Learners For: Car Truck Motorcycle Are you able to a manual car? Yes No General Information
Surname: Title: names: Known as: Previous names: Contact Details Mailing address: Permanent address: (if different from above) Mobile phone: Home phone: Email address: Birth and Nationality of birth: Day: Year: of birth: (town) (country) Citizenship at birth: Current citizenship: Date of change to NZ citizenship: (if applicable) Date of arrival in NZ: (if applicable) NZ Residency Status: (if not a NZ citizen) Year Granted Dual nationality: (if yes please specify) Yes No Passport number: Country of issue: Driver Licence: Do you hold a drivers licence, permitting you to drive in NZ? Yes No If yes, NZ Driver License number: If yes, please specify: Full Learners For: Car Truck Motorcycle Are you able to drive a manual car? Yes No General Information
Family Details If you are a legal adoptee, information is still required. Enter the details of your adoptive parents and state your age when adopted. If brought up by a step-parent(s), guardian or anyone acting as a parent, please attach a separate sheet. If those listed are deceased, information is still required. Father: Surname First names Address Date of birth Nationality at birth Place of birth Present nationality Occupation Mother: Surname First names Address Date of birth Nationality at birth Place of birth Present nationality Occupation Partner (please give details of spouse, de or fiancée): Surname First names Address Date of Nationality at Place of birth Present nationality Occupation Do you have any other immediate family members (not listed above) who reside overseas? Yes No
(c) As H+ ions don’t feature in the net ionic equation, either as reactants or products, the change in pH must be due to the acids themselves As H3AsO3 solution has a higher pH than H3AsO4 solution it must react to a lesser extent with water so H3AsO3 is a weaker acid than H3AsO4 The precipitation reactions are in the form (where x = 3 or 4) 3Ag+(aq) + AsOx3–(aq) Ag3AsOx(s) On addition of acid AsOx3–(aq) + H3O+ HAsOx2–(aq) + H2O The weaker acid has the stronger base so AsO33– reacts with ethanoic acid sufficiently to lower the concentration of AsO33– to the extent that Ks(Ag3AsO3) is not exceeded. This does not happen with the weaker base (of the stronger acid), AsO43–, and the weak acid and it requires a strong acid to dissolve the precipitate. Part B correct Part C at least one of each type of reaction discussed correctly with E values included. 5 – 6 marks an understanding of principles of chemistry by: Part A Completes (a) and some progress on (b) and (c). Part B correct with one arithmetical error acceptable Part C Shows an understanding of the requirements and at least one equation correct. 1 – 4 marks Shows an understanding of principles of chemistry by: Part A completes (a) but little progress with parts (b) and (c) Part B Correct method but incomplete or incorrect answer. Part C Shows some understanding of what is required Part B 2Al + 3O2 Al2O3 0.70% of 46.0 g Al = 0.322 g (assuming 0.70% by mass) n(Al) = 0.322/27 mol = 0.0119 mol Al Al3+ + 3e n(electrons) = 3 x 0.0119 mol = 0.0358 mol Which is equal to 0.0358 F or 3452 C 3452 = 0.850 x t t = 3452/0.850 = 4061 seconds or 1.13 hours (67.68 min)
perpetrator of gender-based violence. Individuals and small groups in clinical or education settings. Survivors of sexual exploitation and abuse or gender-based violence. Individuals living with HIV/AIDS, TB or other medical conditions. Patients and doctors in clinics, hospitals or care settings. Persons engaged in politically sensitive or socially marginalised activities. Persons located in areas or undertaking activities for which they could reasonably expect privacy e.g washing or cooking, child care. Ethical use of photography Photos used by NZMAT and affiliates in publications and promotional materials must respect human dignity and ensure the rights, safety and well-being of the person or people being portrayed. Ethical use of photos includes ensuring accuracy in captioning, attribution and making sure they are used in the correct context. Any photos of activities or programs carried out by organisations are to be credited to that organisation, even if implementing programs on behalf of NZMAT. The value and importance of using a photo should be weighed against regard for the photographic subjects' privacy, reputation and integrity. Ensure photos and captions used to illustrate or support written materials are factual and in keeping with the context of the story. It is not appropriate to use images in a ‘generic’ fashion to illustrate subject matter when there is no connection between the image and the content of the material illustrated. No of a recognisable individual(s) is to be falsely captioned or used in such a way as to imply information about that person e.g. using a general image of a woman to illustrate an article or report about violence against women. Use disclosures where there is the risk of misunderstanding e.g. "The photos in this material are used for illustrative purposes only; they do not imply X on the part of any person who appears in the photos". Care needs to be taken not to stereotype certain groups e.g. beware of the repeated use of images of particular ethnic groups, nationalities or genders when illustrating particular issues. Photos must not be edited to context. If photos are edited to protect identities, this must be noted and explained. Photos of individuals should illustrate autonomy and dignity of person.
The aftermath of Tropical Cyclone Evan December 2012 which hit Samoa and Fiji with winds of up to 185km/h, leaving a trail of debris behind it. Photos: New Zealand Herald 12 Upcoming Conferences 19th World Congress on Disaster and Emergency Medicine 21st – 24th April 2015 Cape Town, South Africa For further information: http://www.wcdem2015.org/ Disaster Management 2015 4th International Conference on Disaster Management & Human Health: Reducing Risk, Improving Outcomes 20th – 22nd May 2015 Istanbul, Turkey For further information: People in Disasters: Response Recovery Resilience 24th – 26th February 2016 Christchurch, New Zealand For further information: www.peopleindisasters.org.nz The World Conference on Disaster Management 8th – 11th June 2015 Toronto, Canada For further information: http://www.wcdm.org Australian & New Zealand Disaster & Emergency Management Conference 3rd – 5th May 2015 Jupiters Gold Coast, Australia For further information: http://anzdmc.com.au Do you have? Have you got a conference, seminar or teaching session that would be of interest to NZMAT volunteers? If so, send details to the NZMAT Programme Manager for distribution : Judy.Fairgray@middlemore.co.nz
What is El Nino? It is an abnormal warming of surface ocean waters in the eastern tropical Pacific. It can have profound effects on weather patterns around the world. El Nino tends to happen every three to seven years. Climatologists now that world is facing an unfolding El Nino event. Many climate models are now predicting an El Nino stronger than 1997/8. What does this mean for the Pacific? Drought – extreme drought and food shortages especialy in Samoa, Vanuatu, Tonga, Solomon Islands, New Caledonia, Marshall Islands, Fiji and PNG Cyclones – the cyclone season is likely to be longer with more intense cyclones forming over a area. An elevated likelihood of cyclones particularly in Niue, Samoa & Cook Island (east of Tonga). Rainfall – less rain in Pacific, plunging some countries into drought. More rain in equatorial countries from June – August 2015. If the El Nino is very severe, rainfall may drop steeply from September onwards. Diseases – Increased risk of diseases including diarrhoea, leptospirosis, typhoid and vector borne diseases including dengue, chikungunya and zika virus. For further information visit the OCHA website (United Nations Office for the Coordination of Humanitarian Affairs)
This edition of the NZMAT Newsletter includes articles from two NZMAT volunteers who deployed to the Solomon Islands – Dr Christopher Denny (Clinical Leader – Team Alpha from Auckland DHB) and RN Helen Polley (Team Bravo from Counties Manukau DHB). 5 NZMAT Reference Group The Reference Group is accountable to the Director of Emergency Management, NZ Ministry of Health. The objectives of the NZMAT Reference Group are to advise on: The purpose and function of NZMAT and the scope of its operations The recruitment and selection process and criteria for NZMAT volunteers The development and selection of NZMAT work-stream group members and their work outputs Operational documentation associated with the NZMAT, including standard operating procedures Other existing and potential issues that affect the formation or deployment of a NZMAT Suitable options for managing any issues NZMAT Reference Group Membership includes representatives from Ministry of Health Emergency Management team, Counties Manukau Health, Pasifika Medical Association, NZ Fire Service —Urban Search and Rescue and the NZ Defense Force. Pictures from the Solomon Islands Deployment – / May 2014 Team Alpha arriving in Honiara, Solomon Islands Our AusMAT colleagues (part of Team Dr Sarah Coombes and Dr Andrew Magness at work at the National Referral Hospital, Honiara, Solomon Islands RN Michelle Peperkoorn (Team Alpha) at the triage desk, National Referral Hospital, Honiara, Solomon Islands To be considered for a NZMAT deployment you need: To be registered on the NZMAT Volunteer Database
Describe the common duties undertaken by police officers during first two years of service How would you describe the make-up of the local community (demographics, crime rate, ratio of police to community etc.)? Outline the expectations that are placed on police officers by the local community What behaviours do police officers expect from each other? Summarise some of the challenges by police officers when they first start working in a front line capacity What elements of the police work you experienced would you find the most fulfilling?
This includes hazard management, accident reporting, safety checklists, emergency procedures and accident reporting. The new Act imposes a duty on officers to exercise “due diligence” to ensure that your organisation complies with its duties. Officer is defined and includes Committee members (of incorporated societies) and others who make decisions that affect the whole or a substantial part of the business or undertaking (e.g. Health and Safety Officer, Club Administrators). Whether you are a PCBU or a purely voluntary sporting organisation, there are some fundamental health and safety considerations that you must take. Due diligence is defined and will require officers of the organisation to take reasonable steps to: Understand the PCBU’s operations and associated hazards Ensure that the PCBU has, and implements appropriate health and safety processes Ensure that these processes are sufficiently resourced and that their use is monitored and verified. Therefore it is vital that health and safety becomes part of the ongoing agenda for the Committee and is discussed and reviewed in a systematic way. Practically speaking this may meaning that health and safety issues are discussed at ever Committee meeting. Are there any new hazards? Have there been any incidents, reported or otherwise? What training is required? And a timetable set of full site inspections, hazard register reviews and reviews of this plan for any additions as a result of legislative change. Health and safety must become part of the way rugby clubs operate and act, much the same way the ‘club muster’ rolls around every year. Committees have a responsibility for Health and Safety Governance within their rugby club.
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Communication Accessibility – what’s your place/service like? Think about the questions below. Consider the people, places, processes involved and include consideration of face to face interactions, phone calls, letters etc We encourage you to choose one or more areas to focus on in order to improve the Communication Accessibility of your workplace. Marks out of 5 5 = superb 4 = good 3 = OK 2 = poor 1 = dreadful Ideas that will improve communication access – think both big and small. What would help make communication more accessible and effective? What do your consumers say? 1 How accessible is the first contact people have with you or your service? Think about appointment letters, reception areas, signage, how they are greeted and introduced etc 2 What is your place like as a place to communicate in? Think about seating, layout, noise, light, other people present, how comfortable it is, etc 3 Are people given the time they need to communicate effectively? 4 Is information (verbal and written) provided in ways that are easy to understand?
Executive Summary 3 Introduction 5 The Process of Data Collection 5 Demography 6 Table 1: Renal Service demographics 2011 7 Figure 1: Dialysis & Transplant Prevalence (dialysis and transplant) in NZ 8 Figure 2: Dialysis & Transplant Prevalence by service 2007 – 2011 8 Dialysis Modality 9 Figure 3: Incident Modality 2007 – 2011 9 Figure 4: Prevalent Modality 2007 – 2011 9 Vascular Access for Haemodialysis 10 Figure 5: Prevalent HD access 2007 – 2011 10 Figure 6: Incident HD access 2007 – 2011 11 Figure 7: Incident HD access (non-late start) 2007 – 2011 11 Figure 8: Catheter associated bloodstream infection rates 2007 – 2011 12 Peritoneal Dialysis 12 Figure 9: Peritonitis 2007 – 2011 12 Haemodialysis Adequacy, Frequency and Duration of Treatment 13 Figure 10: HD session length 2007 – 2011 13 Figure 11: HD session frequency 2007 – 2011 13 Figure 12: HD adequacy 2007 – 2011 14 Anaemia Management 14 Figure 13: Haemoglobin concentrations 2007 – 2011 14 Figure 14: Haemoglobin concentration < 100g/L 2007 – 2011 15 Figure 15: Haemoglobin concentration > 130g/L 2007 – 2011 15 Transplantation Rates 16 Figure 16: Transplantation rates per million population 2007 – 2011 16 Figure 17: Transplantation rates per 100 dialysis patients 2007 – 2011 16 Figure 18: Deceased donor transplantation rates per 100 waitlisted patients 2007 – 2011 17 Acknowledgements 18 Circulation List 18
Name of Nursing Informatics Advisory Committee (formerly HED Advisory Committee) Date / Time / Location: October 18, 2012, 2-3pm, 5053/5-54, MCE, North Tower Next Meeting: November 1, 2012, 2-3pm, 5053/5-54, MCE, North Tower Chair: Sara Turcotte and Nancy Rudge for Karen Hughart & Vickie Thompson Recorder: Elma Bunch Attending: Arlene Boudreaux, Elma Bunch, Heather Campbell, Paula Case, Jennifer Erickson, Sheree Foster, Heather Freeman, Anisha Fuller, Jill Gaddes, Aaron Hirsch, Gwen Holder, Manda Mitchell, Michael Norris, Shelly Padgett, Bill Raines, Nancy Rudge, Sara Turcotte, Cheri Wood Meeting Objectives: Information sharing on new features & training and implementation plans if applicable Decision making on new enhancements to identify significant enhancements needed (for future prioritization). AGENDA MINUTES Who/Time Topic Summary / Decision Next Steps Sheree Foster 15 minutes Discussion and feedback needed for new accudose override reasons. Please see attached document Accepted by the committee. Changes to occur approximately December 1, 2012 Announcement of the coming changes will be posted on the accudose machines and newsletters. The changes will also be sent out to the Managers and Educators. R0018695 Special Neuro Nancy Rudge 5 minutes Special Neuro changes initiated by Arlene Boudreaux Accepted by the committee. It was recommended that there be a space for noting pupil changes Arlene will look into making the recommended changes R0023786 Sarah Shoop 6A myelo suppression 5 minutes There is nowhere to enter the flu vaccine expiration date into HED. The lot number is there to enter and gets transferred into star browser but per CDC and drug company guidelines the expiration date must also be recorded. There shold be a slot to enter that info so it gets transferred to the patients record in starbrowser. CLINICAL POLICY MANUAL VACCINATIONS V. Documentation: A. Document vaccination history in StarPanel. Discussion needed regarding VUMC policy and compliance No changes required. The pharmacy logs the lot number and the expiration date. If there is ever a NA
prevent pressure ulcers. R0009981 Michael Jorden Inpatient Administration 10 minutes Nurses are being asked to document what pathway a patient is put on in both HED and Starpanel. Is there a reason we are asking nurses to document in both places. This was discussed at the last meeting and needs further discussion. CRC will need education for using e-docs, and revisit the ability to remove the free text pathway field in HED. Policy for plan of care inpatient (as reference) please note definitions and difference between plan of care and pathway Need discussion Suggestions Save pathway to StarPanel Remove Pathway heading in HED Next to Plan of Care add “see StarPanel for pathway” Need more feedback Items to Pain committee Deborah Ariosto 15 minutes Deborah went over the results from the Pain Committee No Action Required All Updates and announcements
14 2.3.10.2 A summary of how the human-in-the-loop usability evaluations for human-system interfaces and integrated human-system performance evaluation results (to date) were used to influence the system design. I U 15 2.3.10.3 A summary of how the integrated performance test results were used to validate the system design and provide access to the detailed test plans and results. X 16 2.3.11.2 A summary of how the error analysis (to date) was used to: Understand and manage potential catastrophic hazards could be caused by human errors Understand the relative risks and uncertainties within the system design Influence decisions related to the system design, operational use, and application of testing I U U Verifying and Validating the System Capabilities and Performance 17 2.4.1 A description of how the implementation of the technical requirements in Chapter 3 will be verified and validated (with rationale). I U U U 18 2.4.2 A description of how the implementation of survival capabilities will be verified and validated (with rationale). X 19 2.4.3 A description of how the critical system and subsystem performance will be verified and validated (with rationale). X 20 2.4.4 A description of how critical system and subsystem performance will be verified and validated at the integrated system level to ensure that (sub)system interactions will not cause a catastrophic hazard (with rationale). X
lost an election that was fully backed by Oligarchs, such as television magnate Vladimir Gusinsky. Only months later, in July, the Yeltsin family picked Vladimir Putin to become the president (Khrushchev, 9-12) The August 1998 financial collapse, Yeltsin’s last couple years spent physically incapacitated, and the upcoming new appointment of Yeltsin’s successor caste shadows on the future of the infant democratic market-economy of Russia. Would the Oligarchies continue to reign? Would Putin come down with new economic reforms? Soon after Putin’s appointment, it was clear that changes were about to occur. Vladimir Putin and Mikhail Khodorkovsky Under control of President Vladimir Putin, there were some key turning points in reasserting control of Russian industry. On October 2003, the richest man in Russia, Mikhail Khodorkovsky, head of the Russia’s largest oil company, Yukos, was arrested and subsequently sentenced to eight years in jail for tax evasion (Wegren and Herspring, 161). Khodorkovsky was one of the leading figures from the very beginning but now, Putin saw Khodorkovsky as a political threat. Khodorkovsky’s and verdict verified Putin’s power and raised new questions about the relationship between the Russian state and the Oligarchs and the fate of democracy and capitalism in Russia. On the night of December 31st, when Putin was appointed Prime Minister, he left a hopeful impression on the people of Russia. He gave an address that focused on a new type of society that would address Russia’s social and economic problems such as ending corruption and creating a stronger state. He discussed the lack of capital investments and the fact that at Russia was very far behind world production and innovation of goods, Russia accounted for less than 1% of world’s commodities at that time. In Putin’s address, he urged the need for market reform
OF CONTENTS – SIDE BY SIDE COMPARISON – SECOND EDITION EDITION I. Persuasion, Attitudes, and Actions The Concept of Persuasion About Definitions Fuzzy Edges and Paradigm Cases The Common Features of Paradigm Cases of Persuasion A Definition After All? The Concept of Attitude Attitude Measurement Techniques Direct Techniques Techniques Indirect Techniques Summary Attitudes and Behaviors The General Relationship Moderating Factors Encouraging Attitude-Consistent Behavior Assessing Persuasive Effects 23 Attitude Change 23 Beyond Attitude 23 Perceived and Expected Persuasive Effects 25 Conclusion 26 1 Persuasion, Attitudes, and Actions 1 The Concept of Persuasion 2 About Definitions: Fuzzy Edges and Paradigm Cases 2 Five Common Features of Paradigm Cases of Persuasion 2 A Definition After All? 4 The Concept of Attitude 4 Attitude Measurement Techniques 5 Explicit Measures 5 Semantic Differential Evaluative Scales 5 Single-Item Attitude Measures 6 Features of Explicit Measures 6 Quasi-Explicit Measures 7 Implicit Measures 8 Summary 9 Attitudes and Behaviors 9 The General Relationship 9 Moderating Factors 10 Correspondence of Measures 10 Direct Experience 11 Summary 12 Encouraging Attitude-Consistent Behavior 12 Enhance Perceived Relevance 12 Induce Feelings of Hypocrisy 13 Encourage Anticipation of Feelings 13 Summary 14 Assessing Persuasive Effects 14 Attitude Change 14 Beyond Attitude Change 14 Conclusion 16 FOR REVIEW 16 NOTES 17 2 Social Judgment Theory 19 Judgments of Alternative Positions on an Issue 20 The Ordered Alternatives Questionnaire 20 The Concept of Ego-Involvement 22 Ego-Involvement and the Latitudes 22 Measures of Ego-Involvement 23 Size of the Ordered Alternatives Latitude of Rejection 23 Own Categories Procedure 23 Reactions to Communications 24 Assimilation and Contrast Effects 24 Attitude Change Effects 25 Assimilation and Contrast Effects Reconsidered 26 The Impact of Assimilation and Contrast Effects on Persuasion 27 Ambiguity in Political Campaigns 27 Adapting Persuasive Messages to Recipients Using Social Judgment Theory 28 Critical Assessment 29 The Confounding of Involvement With Other Variables 29 The Concept of Ego-Involvement 30 The Measures of Ego-Involvement 31 Conclusion 31 FOR REVIEW 32
Expectation 6: Insist on Results Improve effectiveness of 3 Tiered Accountability Model (Data Team Process) Instructional Data Team (IDT) School Data Team (SDT) Building Based Improve proficiency of school and instructional data team as measured by the rubric. School Performance Review Tool Data Collected from Data Team Efficiency Rubric Listing of Core Work Completed SIP Progress Reporting- Dec/ Feb/ Maintain accountability model that capitalizes on the information sharing between IDT—SDT—DDT Implement a standardized reporting form to communicate school-wide progress to the district. Reinforce a results based culture focused around weekly data team meetings to analyze classroom, district, and state assessments. Administer Summative Assessments for all IB Units Listing of Core Work Completed Incorporate a system of assessment at all levels of academic work to develop a school wide accountability process: Assessment Mapping Universal Screens Curriculum Assessments (CFA) Annual Assessments (CMT/CAPT) Review all assessments to ensure they add value to teaching and learning process. School Assessment Map
Force. As such, DJFHQ problem framing and planning relied on the communication of information from the ground up. DJFHQ also enabled observation for civil-military engagement and interagency decision-making requirements due to the participation of Department of Foreign Affairs and Trade, Australian Agency for International Development and Australian Federal Police at this level. This step ends with the requirements, values and barriers of thinking models. Case Study. The third step, corresponding to Chapter 5, is an historical investigation of barriers, values and mitigating strategies for the use of the MAP in an operational context. It nuances the theoretical assumptions and model requirements against their practical realities. The RTF was selected as the main case study due its population mission using tasks within a conflict environment. Other and follow-on rotations of Australian forces in Afghanistan including the Special Operations Task Group, Mentoring and Reconstruction Task Force (2008-2010), Mentoring Task Force (2010-2012) and Advisor Task Force had a focus on security and kinetic action. The RTF also worked under conditions where the United Nations, aid agencies and other government agencies were unable to work in Uruzgan Province due to the security situation. This meant that there was direct interaction between the military force and the local population without third party involvement. Information about the RTF has also been published in books making the information releasable at an unclassified level. The data was collected through a series of personal interviews with junior commanders from the RTF and their immediate higher chain of command. The interview questions focused on their personal experience and strategies they practically implemented at the individual level for the MAP. This historical analysis tested and adjusted the assumptions from the theoretical analysis and model requirement steps. Part II - Model Development Part II develops and refines the model through a further two steps. Develop the Model. The fourth step, corresponding to Chapter 6, develops the initial modifications for the MAP. Firstly, the MAP is examined against the baseline requirements determined in Part I with modifications proposed where disparities exist through a qualitative process. Secondly, a side-by-side analysis with existing models including the DSF and ICAF, is conducted for cross-sectoral learning. This step ends with the proposed modifications to the MAP with the value identified for each modification.