zilongwang/ReadingBank huggingface dataset:
*BREG Medical Records Technician Occupational Therapy Assistant Pharmacy Technician/Pharmacy Aid Physical Therapy Assistant (PTA) Radiology Technician/Sonography Respiratory Therapist Registered (RN) Surgical Technologist Data Services Information Technology *BREG Computer and Information System Managers (IM System Managers) Cyber Security (Information Security Analysts) Network and Computer System Administrators Software Engineers Software Applications Computer User Support Specialists Oil/Gas/Energy *BREG Chemist Geologist Geophysical Data Technician Industrial Controls Inspection Instrumentation Radiographer Equipment Operator Transportation and Logistics *BREG CDL K-12 CTE All Certifications and Credentials included on the KANSAS SB 155 approved list are included on the Kansas Local Area IV WIA (Adult and Dislocated Worker) Approved Training List Registered Apprenticeship All Occupations and Related Technical Instructions for Apprenticeship Programs that have been registered with the Kansas State Office of Apprenticeship for the South Central Region are included on the Kansas Local Area IV WIOA (Adult and Dislocated Worker) Approved Training. RA’s must also meet Local Area IV wage requirements. List: On-the-Job Training All occupations with demonstrated self-sufficient will be approved for OJT if employer has active contract with the Workforce Alliance Retail For participants in the WIOA Youth program only *BREG = Industry sectors under the Blueprint for Regional Economic Growth which promotes growth of the regional economy, leading to more jobs and better quality of life for citizens. For more information visit www.bregsck.com.
System shall be hosted using HTTPS. High WC_4426 Hosted site should have availability consistent with industry standards. High Aiming to host AWS. Organizational Goals Table : Organizational Goals Organizational Goals OG-1: Improve Analyzed Software – Analyzed software increases in overall quality and value. OG-2: Remedy Software Issues – Provide an opportunity to address issues in software codebase uncovered by using system. OG-3: Understand Investment – Give investors in software a better understanding of their investment. OG-4: Evaluate Development Team – Provide project managers a way to evaluate development team member contributions to software quality. OG-5: Increase System Use – Grow system’s user base. Constraints Table : System Constraints System Constraints CO-1: HTTPS Security – The system must be secured using HTTPS (WC_4426). CO-2: React Front-end – The front-end web framework must be React (WC_4553). CO-3: Node Backend – The backend shall be implemented using Node.js. CO-4: PostgreSQL Database – The database technology must be PostgreSQL. CO-5: Publicly Available – The system shall be available over the internet.
Log into Connexion at: http://connexion.oclc.org/ In Connexion Under the “General Tab” Choose “Preferences” Click “Export Options” Here is the OCL Configuration (2 screenshots to show whole page): “Save My Default” To Export a record, search for the bibliographic record in Connexion. “Action” select “Export Record in Marc”. Go into Alma and search for bibliographic record.
- - $1,000 - $500 - $200 Special Recognition Keynote Sponsor Recognition at Keynote Luncheon X Opportunity to include materials in conference attendees registration packet X Complimentary CFSA Business Membership X Exhibit Space Complimentary Exhibit with prime front-door location x Complimentary Exhibit Space x x x Conference Registration and Complimentary conference registration, light breakfast, and keynote luncheon 4 3 2 1 Additional conference registration, light breakfast, and keynote luncheon $35 $35 $35 $35 Conference and Media Recognition Placement of company logo on promotional emails X X Mention in all media releases X X Listing in CFSA Annual Report X X Logo in video highlight at conference X X X
I have Who has 3 o’clock? I have Who has 12 o’clock? I have Who has 4 I have Who has half past 1? I have Who has 5 o’clock? I have Who has half past 6? I have Who has 7 o’clock? I have Who has half past 9? I have Who has 10 o’clock? I have Who has half past 11?
I have Who has 1 o’clock? I have Who has 2 o’clock? I have Who has 6 o’clock? I have Who has half past 7? I have Who has 8 o’clock? I have Who has half past 2? I have Who has half past 3? I have Who has half past 4? I have Who has 10 o’clock? I have Who has 1 o’clock?
OCM BOCES - PBL Coaching TEMPLATE District OCM BOCES School Crossroads Individual Project: Project Developer Grade / Subject Area Team Project: ELA Bob(t) & Patty (no) Math Rosanne Science Clarice (t) & Lisa (no) S.S Ryan Tech Art Music H&C PE/Health Library SPED Other Project Details: Project Name: Onondaga Parkway Bridge Crossroads Projects Subject / Content Area(s) SS,Math,Science,ELA Project Summary / Narrative Students will travel to Onondaga Lake Park Bridge with a police escort to investigate the issue with the OLPB. Students will follow the visit a picnic in the park. For 5 weeks after, student will complete mini-prejects in each of the content areas. There will be a bulletin board that describes the project to passer-bys. The students final project will be an oral presentation that answers the driving questions at the annual Thanksgiving Day Feast of Nov. 26, 2013. 8 Essentials PBL 8 Essentials Pre-Project Planning Coaching/Consulting Planning Conversations During Project Coaching Post Project Reflections Significant Content Standards: CCLS: RI, WI, L&S SS: Current events and primary documents. Summary (Skills based)
Relation to Current System Table 6 Relation to Current System Capabilities Current System New System Roles and Responsibilities Corporations do not involve in current system. Corporations encourage their employees to use cash doc and they benefit from it by reducing costs User Interactions Web based system Mobile app system Infrastructure N/A N/A Stakeholder Essentials and Amenities -Users have to search on website and manually input to share price. -Providers could only update their webpage to promote and advertise. -It is much easier for users to search on smart phones. -Implementing OCR makes it much easier for users to share price. -Notifications make providers easier to advertise themselves. Future Capabilities N/A Providers can push notifications to users. And users can subscribe from providers to keep updating. And users could filter notification. Proposed New Operational Concept Element Relationship Diagram Figure 4 Element Relationship Diagram of Cash Doctor 3.0 Business Workflows Figure 5 Business Workflow Diagram of Cash Doctor 3.0
Organizational and Operational Implications Organizational Transformations The need to hire a maintainer to maintain the mobile system. The need to market target on corporations. Operational Transformations An option is available for healthcare providers to create networks to attract and stay connect with consumers. An option is available for corporations to save costs by encouraging their employees to use cash doctor.
[This template contains limited instructions for properly completing this document. The following table contains the template style conventions and should be deleted during development.] Style Convention Normal text Indicates placeholder text that can be used for any project. [Instructional text in brackets] [Indicates text that is be replaced/edited/deleted by the user] OCM [The OCM Concept Process Phase Checklist is provided in the table below. Enter each document/activity that should be completed during this process phase. Identify the knowledge area, task owner, their role for each document/activity, and provide its completion date.] Knowledge Area Document/Activity Completed Task Owner Name, Role Date OCM Lifecycle Management Completed Environment Readiness Assessment [Identify the person who confirmed completion] [completion date] OCM Lifecycle Management Completed Change Magnitude Assessment [Identify the person who confirmed completion] [completion date] Leadership Support Completed Project Sponsorship Assessment [Identify the person who confirmed completion] [completion date] Leadership Support Identified Project Sponsor [Identify the person who confirmed completion] [completion date] N/A Completed OCM Concept Process Phase Checklist [Identify the person who confirmed completion] [completion date]
[This template contains limited instructions for properly completing this document. The following contains the template style conventions and should be deleted during development.] Convention Normal text Indicates placeholder text that can be used for any project. [Instructional text in brackets] Indicates text that is be replaced/edited/deleted by the user] OCM [The OCM Planning Process Phase Checklist is provided in the table below. Enter each document/activity that should be completed during this process phase. Identify the knowledge area, task owner, their role for each document/activity, and provide its completion date.] Knowledge Area Document/Activity Completed Task Owner Name, Role Date OCM Lifecycle Management Completed OCM Schedule [Identify the person who confirmed completion] [completion date] OCM Lifecycle Management Completed Organizational Change Readiness Assessments [Identify the person who confirmed completion] [completion date] OCM Lifecycle Management Completed OCM Plan [Identify the person who confirmed completion] [completion date] Communication Completed Communication Management Plan [Identify the person who confirmed completion] [completion date] Communication Completed Communication Management Plan Feedback Channels Amendment [Identify the person who confirmed completion] [completion date] Communication Completed Communication Activity Log [Identify the person who confirmed completion] [completion date] Leadership Support Completed Executive Interview Guides [Identify the person who confirmed completion] [completion date] Leadership Support Updated Project Sponsorship Action Register [Identify the person who confirmed completion] [completion date] Leadership Support Completed Leadership Support Activity Log [Identify the person who confirmed completion] [completion date] Team Dynamics Completed Team Guidelines Session [Identify the person who confirmed completion] [completion date] Team Dynamics Completed Team Dynamics Action Log [Identify the person who confirmed completion] [completion date] Training Completed Draft Training Plan Section 2: Approach) [Identify the person who confirmed completion] [completion date]
Operational Concept Description (OCD) NICE TEAM 7 Lawrence Stratton – Project Manager (PM), Prototyper, UML Modeler Deborah Baker – Assistant PM, QFP (Team & Web Req), IIV & V, Team Website Admin Antonis Papantoniou – Prototyper, Software Architect, Feasibility Analyst Runxuan Wei – Prototyper, Life Cycle Planner Weijiang Dang – Developer, Operational Concept Engineer King Lun Au – Developer, Life Cycle Planner Dhananjay Nakrani – Prototyper, Operational Concept Engineer, Team Website October 15, 2015
Shared Vision Table 1: The Program Model Assumptions People are interested in buying the clients’ products online There is a market for these products – people desire health-related products Vendors are interested in selling Stakeholders Initiatives Value Propositions Beneficiaries Developers Clients Maintainers Customers/Consumers Vendors/Suppliers Design & develop the new system Maintain the system Training, documentation and tutorials Marketing Host a blog with information to educate consumers Connect suppliers with consumers Educate consumers Provide economic development Empower entrepreneurs Provide a platform to purchase herbal & health related products Consumers Vendors/Suppliers Cost (Cost factors) Development costs Maintenance costs Web server hosting, domain name Benefits (Key performance indicators – KPIs) Increase in net income generated from suppliers sales Increase in the number of suppliers, customers and subscribers Legend:
Training Completed Training Plan Section 2: Approach) [Identify the person who confirmed completion] [completion date] Training Completed Training Action Log [Identify the person who confirmed completion] [completion date] N/A Completed OCM Closing Process Phase Checklist [Identify the person who confirmed completion] [completion date]
Status – The following descriptions tell you what Status the message is in at the time you are viewing the report. App Notification Indicates that the recipient received the message via the My Call Now app. Unreached Active Indicates that an attempted delivery to the destination has not place but is scheduled. Reached Person Indicates that the message was delivered to a person. Reached Machine Indicates that the message was delivered to an answering machine or voice mail. Reached Email Indicates that the message was delivered to an email address. Reached by Text Indicates that the message was delivered to the recipient's phone by SMS text. Unreached Disconnected Indicates that the recipient’s phone company has the phone number marked as disconnected. (We cannot determine if the disconnection is temporary or not-or even if phone is actually disconnected since sometimes phone companies return invalid information.) Unreached Busy Indicates that a busy signal was encountered in the last delivery attempt. The message, however, is still active and additional delivery attempts will be made Unreached No Answer Indicates that the phone number was not answered in the last delivery attempt. The message, however, is still active and additional delivery attempts will be made. Unreached Expired Indicates that the destination was not reached before the End Hour was reached. Unreached Cancelled Indicates that message was cancelled before this number was reached. Unreached Bad Destination Indicates the email address used was undeliverable or invalid. Unreachable Requested Removal Indicates that the member has requested to be removed from your calling list. Unreachable Pending Indicates that the message has not yet been delivered to the recipient but we are still attempting to deliver it. Unreachable Indicates that the recipient requested not to be contacted by your group. First Attempt – Date and time the first attempt was made to deliver the message. Email and SMS text messages will show the time the message was initiated. Delivery Time – Date and time the message was successfully delivered. Messages, which are waiting to start, do not display. First Attempt and Delivery Time are local to your Group member based on the area code and exchange. The time zone is indicated in parentheses.
How Callers Heard About the OCO: 1st Quarter January 1 to March 31, 2018 Total 59 OCO Magnet 35 OCO Outreach Events 8 Friends 7 One Care website 5 One Care auto-enrollment letters 4 One Care is available in your area mailing 0 OCO newsletter 0 One Care Plan Care Manager 0 Slide 8 OCO Customer Satisfaction Survey: 1st Quarter January 1 to March 31, 2018 Overall satisfaction with OCO services Member reported being very satisfied to satisfied with OCO services 95% Members rated the OCO as understanding of their problem 95% Members rated the OCO as very knowledgeable to knowledgeable 100% Members reported receiving a response within 1-2 business days 100% Members rated the OCO as very respectful to respectful 100% Note: 19 individuals were called. 72% (11 individuals) agreed to participate in the survey.
If successful in their role, the Orientation Coordinator will execute Orientation Week and Orientation Month activities that facilitate a positive transition for all new Students to Western University. Western’s Orientation Program will welcome all new Students regardless of their gender, culture, sexual orientation, race, faith-based tradition, or any other identity unique to the Western community. SUPERVISION The Orientation Coordinator reports to the USC Student Programs Officer and Director of Residences. The Orientation Coordinator is responsible for fulfilling all job responsibilities, as described above, in addition to supporting the achievement of all programmatic outcomes, as determined by the Orientation Advisory Committee, the Orientation Operations Committee, and Orientation Strategic Plan. The Orientation Coordinator is indirectly supervised by the Coordinator, Orientation Initiatives. TIME COMMITMENT The Orientation Coordinator position has both flexible and fixed hours. November to April: 15-20 hours/week During the first portion of the term, hours are flexible to fit around classes and other commitments. More hours may be required during peak times for training or selections, while fewer hours may be required at times such as the examination period. May to August: 35 hours/week During the summer months, the Orientation Coordinator is expected to maintain a office work week in London. Evening and weekend work will also be required. Orientation Week: 60 hours September to December: 5-10 hours/week RENUMERATION The rate of pay for the Orientation Coordinator position will be $14.00/hour.
1 Name: Date of birth: 2018 School Year: Child 2 Name: Date of 2018 School Year: Child 3 Name: Date of birth: 2018 School Year: PARENT / GUARDIAN details: Parent / Guardian #1 Name: Daytime contact number: Parent / Guardian #2 Name: Daytime contact number: Are there any court orders or parenting plans in place in relation to: Child 1: Yes No Child 2: Yes No Child 3: Yes No If YES, please provide a copy of the ORDER / PLAN with this form. The service MUST have a copy of the ORDER / PLAN on file, and all staff will be made aware of the existence of such documentation. O’CONNOR Preferred start date: Care Required: Weekly Fortnightly Casual For permanent weekly and fortnightly bookings, please tick the days you like your child to attend the program. Permanent enrolments are ongoing for the school year. We do not swap or suspend permanent bookings. Public Holidays are charged during the school term. Casual before and after school care bookings can be made up to two (2) weeks in advance and are subject to availability. Bookings via email to: . Please note at least 24 hours’ notice is required to cancel a casual booking. BEFORE SCHOOL CARE AFTER SCHOOL CARE Preschool Session PRESCHOOL (Select days & session times) Times: M Tu W Th M Tu W Th M – W Thur Only Child 1 Wk 1 Wk 1 1-3pm 1-6pm 12-3pm 12-6pm Wk 2 Wk 2 1-3pm 1-6pm 12-3pm 12-6pm Child 2 Wk 1 Wk 1 1-3pm 1-6pm 12-3pm 12-6pm Wk 2 Wk 2 1-3pm 1-6pm 12-3pm 12-6pm Child 3 Wk 1 Wk 1 1-3pm 1-6pm 12-3pm 12-6pm Wk 2 Wk 2 1-3pm 1-6pm 12-3pm 12-6pm
Version History Date Author Version Changes made Rationale 10/14/17 Hao-Yun Yang 1.0 First version First version of OCD 10/16/17 Hao-Yun Yang 1.1 Role table on cover Keep consistency 11/17/17 Hao-Yun Yang 1.2 The Program Model Table Fix missing columns 11/24/17 Hao-Yun Yang 1.3 System Boundary and Environment Diagram Benefit Chain Model Fix missing stakeholders Re-draw the model 11/29/17 Hao-Yun Yang 1.4 System Boundary and Environment Diagram Benefit Chain Model Fixed grammatical problems in diagram 11/30/17 Hao-Yun Yang System Boundary and Environment Diagram Benefit Chain Model Fixed diagram with consistence stakeholders 12/01/17 Hao-Yun Yang 1.1 Purpose of OCD Program model 3.4.2 Operational transformations Review and fix documents 12/02/17 ZW 1.6 LOS goals Fix LOS goals to keep consistency 02/09/18 William Goishi 1.7 Shared Visions System Boundary Diagram Organizational Goals Core Capabilities Capability Goals of Service Element Relation Diagram Updates towards extension of system capabilities and goals
Relation to Current System Table 3: Relation to Current System Capabilities Current System New System Roles and Responsibilities Airbnb owner (Own the house) (Manage the house) Airbnb (Own the house) House manager (Help management) User Interactions Change passwords manually Login system website and change passwords remotely Infrastructure Schlage Lock Schlage FE599 Lock, Smart Hub, Internet Stakeholder Essentials and Amenities N/A User hierarchy in management, Tracking lock activities through logs Future Capabilities No generate new lock password current air bnb guest left up for hotel management use Proposed New Operational Concept Element Relationship Diagram Figure 4: Element Relationship Diagram Business Workflows Figure 5: Business Workflows Diagram
5. Sexual Orientation What is your sexual orientation? [ ] bisexual [ ] gay man [ ] heterosexual [ ] lesbian [ ] other [ ] I prefer not to say 6. Religion or belief What is your religion or belief? [ ] Buddhist [ ] Christian [ ] Hindu [ ] Jewish [ ] Muslim [ ] Sikh [ ] Other [ ] No Religion or Atheist [ ] I prefer not to say 7. What is your principal place of residence? Please enter the County or City that you live in along with the first part of your postcode e.g. Dyfed SY23; London SE18 County/City_____________________ Post Code [ ] [ ] [ ] [ ] 8. What is your principal employment, if any? Please describe your main employment and tick the occupational sector box that best describes you: Employment __________________________________________ [ ] Mostly Civil Service [ ] Mostly Private Sector [ ] Mostly Third Sector [ ] Mostly wider Public Sector [ ] Mixed [ ] I prefer not to say Only the information provided in section 9 (Political Activity) below will be made available to the panel if you are called for interview. 9. Do you hold any other public appointments? [ ] 1 [ ] 2 [ ] 3 [ ] 4 [ ] 5-9 [ ] 10 or more [ ] prefer not to say 10. Political Activity Have you undertaken any political activity for a political party in the past five years? [ ] No [ ] If yes, please indicate the activity undertaken and for which party/parties: [ ] held office [ ] public speaking [ ] stood for election [ ] made donations to a party (if so, please say how much _______________) [ ] any other political activity (if so, please specify ______________________) Party/Parties___________________________________________________
Public appointments are made on merit in accordance with the Cabinet Office Governance Code and the Public Appointments Order in Council. By completing the attached diversity monitoring form you will be helping us meet our public sector equality duty under section 149 of the Equality Act 2012. Your personal data will always be treated in confidence and when anonymised with data from other applicants will help compile the Annual Statistical Bulletin of the Commissioner for Public Appointments. Your responses to the questions on this form will never be made available to the panel considering your application. Gender What is your gender? Female Male I prefer to describe myself as: I prefer not to say Disability Do you consider yourself to be disabled? No Yes I prefer not to say Under the Guaranteed Interview Scheme, if you are a disabled applicant (as defined under the Equality Act 2010) and you meet the minimum criteria for the role, you will be selected for interview. Please put a mark [x] below, if you would like to be considered under the Guaranteed Interview Scheme. I would like to be considered under the Guaranteed Interview Scheme Ethnicity Please mark the box that most accurately describes your ethnicity: Asian Black Bangladeshi African Chinese Caribbean
Operational Concept Description (OCD) NICE TEAM 7 Deborah Baker – Assistant PM, QFP (Team & Web Req), IIV & V, Team Website Admin Antonis Papantoniou – Prototyper, Project Manager Runxuan Wei – Prototyper, Life Cycle Planner Weijiang Dang – Developer, Operational Concept Engineer King Lun Au – Developer, Life Cycle Planner Dhananjay Nakrani – Prototyper, Operational Concept Engineer, Team Website Admin October 15, 2015
ARTICLE VII. ELECTIONS AND VACANCIES Section I. Nominations: The President, with the approval of the Board of Directors shall appoint a Nominating Committee with a minimum of 3 (three) Active Members. Section II. Voting: Voting shall be by written ballot. The President shall appoint three (3) canvassers who shall tabulate the ballots and certify the election. The election of Officers and Directors shall occur during January of each year. Section III. Installation: Officers and Directors elected by the Membership shall be installed in February of each year. Section IV. Vacancies: In the event of a vacancy of an office or board position the President, with the approval of the Board of Directors, shall fill the vacancy for the remainder of the term through appointment. ARTICLE VIII. DELEGATES TO THE PHARMACISTS ASSOCIATION Delegates to the California Pharmacists Association House of Delegates shall be appointed annually by the President with the approval of the Board of Directors. This shall be in conformance with the procedure established in the California Pharmacists Association Local Association Affiliation Agreement and Constitution and Bylaws of California Pharmacists Association. Delegates shall serve for the term to which they were appointed and may be re-appointed. In the event that a delegate is absent or unable to serve at a California Pharmacists Association House of Delegates Session, the President may appoint an active member to serve as a delegate. At the next Board of Directors meeting, the board shall be advised of such action. ARTICLE IX. MEETINGS Section I. Membership Meetings: There shall be at least six (6) meetings of the membership of the Association each year. The President, with the approval of the Board of Directors, may call special meetings at any time. The membership must be notified of special meetings and the purpose thereof at least seven (7) days prior to the meeting.
Compliance Alignment with standards and best practices – How will the project with documented OCPRC facility standards and professional best practices, i.e. CAPRA accreditation standards? Statement or “Not applicable” Compliance with and Oakland County policies – How does/will the project comply with the policies of OCPRC and Oakland County? Statement or “Not applicable” Compliance with regulations, agreements and restrictions – How does/will the project comply with regulations, agreements – i.e. grant agreements – and restrictions that are currently in place? Will new agreements or legal documents need to be created? Statement or “Not applicable” Sustainability Response to recreational trends – How will the project respond to documented recreational trends? Statement or “Not applicable” Response to external context – How will the project be designed appropriate to its context, including site conditions and historical features Statement or “Not applicable” Attendance and participation – Will the project increase or decrease the number of people who visit the park/facility or participate in events and programs? Statement or “Not applicable” Maintenance, operational, programming and staffing needs – How will the project increase or decrease the need for maintenance, operations and programming? Will staffing needs increase or decrease? Statement or “Not applicable” Public awareness of OCPRC parks and services – Will the project create greater awareness of OCPRC and its parks and services? Does the project identify target markets and respond to market conditions? Statement or “Not applicable” Leveraging of resources – Does the project leverage resources – i.e. grant funds, volunteers, etc. Statement or “Not applicable” Access to Parks and Recreation Compliance with ADA standards – Will the project comply with minimal ADA guidelines? Statement or “Not applicable”
Assumptions: People want to share picture People want download the shared picture People want to upload a lot of pictures People want to download the picture but storage is not enough People want to see high resolution People want to see picture on big screen Stakeholders (Who?) Initiatives (What?) Value Propositions (Why?) Beneficiaries (For Whom?) Developers Client Users Software maintainers Developers develop the system. Maintainers maintain the system. Users test and use the system. Client marketing the system. Increase the efficiency of the app. Increase the size of picture people can upload. Increase the quality of the picture. Increase the set of potential Users Client 2.1 Benefits Chain Figure1: Benefit Diagram
Roles and responsibilities User can create event, upload and download compressed pictures to an event, handle pictures (comment, like, report, delete). User can create event, upload and download one or many high resolution pictures at one time, view picture on big screen, sort pictures based on uploaded time and popularity. User interactions Cannot view high resolution picture. Cannot upload picture in specified format. Cannot download high resolution picture. Can view high resolution picture on big screen. Can upload picture in JPEG, PNG, GIF, RAW, JPG format. Can download one or many high resolution pictures at one time. Infrastructures Mobile application, database, server Online website, database, server Stakeholder Essentials and Amenities Easier way of sharing pictures. Simple and easy way for sharing picture online, attracting more people using both Share mobile version and online version Future Capabilities N/A N/A 3.3 Proposed New Operational Concept 3.3.1 Element Relationship Diagram Figure 5: Element Relationship Diagram
2018-2019 Williams Field High School Schedule A Lunch Regular Bell Schedule B Lunch Regular Bell Schedule *0 Hour – 6:25am-7:20am *0 Hour – 6:25am-7:20am 1st Hour – 7:25am- 8:30am 1st Hour – 7:25am- 8:30am 2nd Hour – 8:35am- 9:33am 2nd Hour – 8:35am- 9:33am 3rd Hour – 9:38am-10:36am 3rd Hour – 9:38am-10:36am A Lunch – 10:36am-11:06am 4th Hour – 10:41am-11:39am 4th Hour – 11:11am-12:09pm B Lunch – 11:39am-12:09pm 5th Hour – 12:14pm-1:12pm 5th Hour – 12:14pm-1:12pm 6th Hour – 1:17pm-2:15pm 6th Hour – 1:17pm-2:15pm *7th Hour – 2:20pm-3:19pm *7th Hour – 2:20pm-3:19pm Early Release Schedule *0 Hour – 6:25am-7:20am 1st Hour – 7:25am- 8:05am 2nd Hour – 8:10am- 8:48am 3rd Hour – 8:53am-9:31am 4th Hour – 9:36am-10:14am 5th Hour – 10:19am-10:57am 6th Hour – 11:03am-10:40am *0 hour and 7th hour are outside of the Regular school day. Please note that No transportation is available. .
Version History Date Author Version Changes made Rationale 10/14/17 Hao-Yun Yang 1.0 First version First version of OCD 10/16/17 Hao-Yun Yang 1.1 Role table on cover Keep consistency 11/17/17 Hao-Yun Yang 1.2 The Program Model Table Fix missing columns 11/24/17 Hao-Yun Yang 1.3 System Boundary and Environment Diagram Benefit Chain Model Fix missing stakeholders Re-draw the model 11/29/17 Hao-Yun Yang 1.4 System Boundary and Environment Diagram Benefit Chain Model Fixed grammatical problems in diagram 11/30/17 Hao-Yun Yang System Boundary and Environment Diagram Benefit Chain Model diagram with consistence stakeholders 12/01/17 Hao-Yun Yang 1.1 Purpose of OCD Program model 3.4.2 Operational transformations Review and fix documents 12/02/17 ZW 1.6 LOS goals Fix LOS goals to keep consistency
Some may critique the authorship, purpose and context of the interpretation, but full marks can be awarded without doing this. AO4 Interpretations Paper 2: History Around Us (1 hour) Question Notes on question format Timing Features of strong answers What is being assessed? Qs 1, 2 or 3 Choice from questions Questions reflect the criteria from the site selection [20 marks + 5 for SPAG] Students must answer 2 out of 3 questions. Students will always be asked to use physical feature of site as well as your own knowledge Questions will often combine criteria to prevent rote-learned answers 30 mins Considers the question carefully and addresses it directly. Uses references to specific physical features of the site and its history to support a sustained and convincing explanation. Other supporting sources e.g. documents, artefacts or oral testimony may also be used to support the explanation. Includes clear descriptions of the specific physical features selected using e.g. precise terms, locations and possibly annotated drawings. Gives clear reasons why the specific features selected provide valid evidence in relation to the question. Demonstrates detailed knowledge of the site’s history and its wider context Uses accurate, spelling, grammar and punctuation and a good range of specialist terms. AO1 Knowledge and understanding AO2 Analysing and explaining second-order historical concepts AO3 Sources
Subcontract Request Form Requested by: Email: Phone: Department: PI on Prime Agreement: Email: Phone: Subcontractor Information: Subcontractor Entity Name: Address: Subcontractor PI Name: Address: Phone: Contract negotiator: Email: Phone: Please provide the following documents: a. Copy of Prime Agreement □ b. Statement of Work or Protocol □ c. Draft Budget □ Please email request form to OCR@iu.edu. Thank you University Clinical Affairs
4.2.1(b) (ii) practical investigations collecting random and samples in the 3 1.1.1(a),(b),(c) 1.1.2(b) 1.1.3(b),(c),(d) 6.3.1(d),(e) investigate ecosystems 5.1.1(d) the physiological and behavioural responses involved in temperature control in ectotherms and endotherms 11 1.1.1(a),(b),(c) 1.1.2(b) 1.1.3(b),(c),(d) 5.1.2(b) (ii) the examination and drawing of stained sections to show the histology of liver tissue 1 1.1.2(b), 1.1.3(b),(c) 2.1.1 microscopy 5.1.2(c) (ii) the dissection, examination and drawing of the external and internal structure of the kidney (iii) the examination and drawing of stained sections to show the histology of nephrons 2 1 1.1.2(b), 1.1.3(b),(c) 5.1.2(c)(i), (d), (e) kidney function and malfunction 5.1.2(f) how excretory products can be used in medical diagnosis. 9 1.1.1(a),(b),(c) 1.1.2(b) 1.1.3(b),(c),(d) 2.1.2(q) 5.1.4 (c) (ii) the examination and drawing of stained sections of the pancreas to show the histology of the endocrine tissues 1 1.1.2(b), 1.1.3(b),(c) 2.1.1 microscopy 5.1.5(a) (ii) practical investigations into phototropism and geotropism 11 1.1.1(a),(b),(c) 1.1.2(b) 1.1.3(b),(c),(d)
Veronica Mora, Assistant CRA Los Angeles (213) 213-8174 Email: Supervised by Tim Poe Additional Advocates: Stephen Zollman – CRA for Community Santa Rosa Integration/DCs (916) 504-5851 Email: Supervised by Jennifer Alfaro Jennifer Alfaro – CRA for Community Cerritos Integration/DCs (213) 213-8172 Email: Supervised by Tim Poe Scott Barron - Peer Advocate Cerritos (213) 213-8178 Email: Supervised by Eva Casas-Sarmiento Brennen Wheeler – Peer Advocate Modesto (916) 504-5989 Email: Supervised by Christine Hager ALPHABETICAL OCRA STAFF LISTING - BY LAST NAME AND OFFICE LOCATION (INCLUDING VOLUNTEERS AND TEMPORARY STAFF)
OCRID ANNUAL BUSINESS MEETING COLUMBUS, OHIO MAY 18, 2013 1. Meeting Called to Order at 1:00 pm. 2. Recognition of Parliamentarian, Judith Carson 3. Establishment of a Quorum, quorum established. 4. Approval of the Standing Rules (Bill Maier/Ben Hall) motion passes 5. Approval of the 2012 Business Meeting as previously distributed • Corrections none • Approval Minutes approved as submitted 6. Officer Reports • Jill Josselson, President Thanks to our sponsors: KSU sponsored the Jimmy Beldon and the CDI Track, Hallenross for coordinating all of the interpreters, Sorensen donated to have 2 registrations paid in full, Andrea’s time for registration, a vendor table and an ad in the program book. Thanks to all our vendors. They are a huge support, and give us something to talk about between workshops. Thanks for all the people who donated to Silent Auction. We are attempting to have 3 workshops/ year; this year we had one in in Nov., and one in Cincinnati in February and we have one planned for Sept 28th at KSU – Carolyn Ressler, from Galluadet will be presenting a voicing workshop. We will also plan one for February 2014 as well, and next May will be our next conference. • Shanna Cullins, Vice President Big you for support staff and Amy for coordinating; and Austin, the poster session was a hit. Andrea, thanks for the smooth registration. Next year May conference will be May 16-18, and if you are interested in serving on a committee, please contact me. • Tom Berry, Treasurer
EXHIBITOR APPLICATION FORM DUE DATE: OCTOBER 15, 2018 1. CONTACT INFORMATION – PLEASE PRINT IN ALL CAPITAL LETTERS a) Company or Organization: Company Web Address: Main Contact / Company Official Staffing the Booth: Staff Title: Company Address: Dietary Needs: City: Prov.: P-Code: Phone (with area code): b) Name of 2nd at booth*: Dietary Needs: Title: Staff Email: c) Name of 3rd staff at booth*: Dietary Needs: Staff Title: Staff Email: WE to abide by the rules, conditions and regulations adopted by the Symposium Committee. Signed: ______________________________________________ Date: ___________________________ * Please see below for additional staff at booth costs 2. BOOTH / ADDITIONAL STAFF / ELECTRICAL / INTERNET ITEM(S) / DETAILS TOTALS SUB-TOTAL HST TOTAL a) = (1) skirted Table with table cloth and (1) Chair per staff member $530.00 = 469.03 + 60.97 (HST) (fee includes Sunday Dinner, all nutrition breaks and lunch on Monday for 1 (one) staff at booth) 1 469.03 60.97 $ 530.00 b) *ADDITIONAL STAFF AT BOOTH $197.00 = 174.34 + 22.66 (HST) *for EACH ADDITIONAL staff member (fee includes Sunday Dinner, all nutrition breaks and lunch on Monday) 174.34 22.66 $ OCEA HST/GST # R126141092 TOTAL AMOUNT DUE: Please see page 2 of this application if you wish to be invoiced. $ c) The following will be provided at no additional cost at your ELECTRICITY (Exhibitors are required to their own extension cords) WIRELESS INTERNET (if you require hard-wired internet there will be an extra cost to exhibitor – see the “Trade Show Services Order Form”).
chaired contracted consolidated coordinated delegated developed directed evaluated executed hired improved increased intervened judged organized oversaw planned presided prioritized produced recommended reviewed scheduled selected strengthened supervised terminated articulated authored composed contacted convinced corresponded debated described developed directed discussed drafted edited enlisted expressed formulated influenced interpreted lectured mediated moderated motivated negotiated persuaded presented promoted publicized reconciled recruited responded solicited spoke translated examined explored evaluated explored investigated measured observed probed projected reported studied surveyed coded collected compiled completed controlled dispatched drew executed generated implemented incorporated inspected monitored operated organized prepared organized prepared processed purchased recorded rectified retrieved routed screened specified supplied synthesized systematized tabulated validated verified Sample Past Tense Action Verbs (continued)
Research skills Technical skills Problem Solving skills Teaching skills clarified collected critiqued diagnosed evaluated examined extracted identified inspected interpreted interviewed investigated organized reviewed searched summarized surveyed systematized assembled built calculated computed converted debugged designed devised engineered fabricated installed maintained operated overhauled programmed regulated remodeled repair restored solved trained upgraded achieved adjusted applied consulted corrected customized defined drew experimented mediated prevented rectified reduced reorganized repaired replaced resolved simplified solved spearheaded tested updated adapted advised clarified coached communicated coordinated developed enabled encouraged evaluated explained facilitated guided informed initiated instructed modeled persuaded reinforced set goals stimulated Financial skills Creative skills Teamwork skills Helping skills
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Big 8 districts can only use these funds for major renovations and repairs of school facilities. Funds are allocated to the school districts on a per-pupil basis, based on the total average daily membership of a base fiscal year. To be eligible to receive these funds, each school district must provide a 100 per cent match (i.e., the school district provides 50% of the total project cost) * from funds the Ohio School Facilities Commission approves and develop and submit a capital renovations plan for the use of state and local funds subject to approval by the Ohio School Facilities Commission. To account for grant and matching money received under this provision, recipient school districts should establish a School Building Assistance Limited Fund. This fund should be classified as a governmental fund type, capital projects fund. The fund code within the Uniform School Accounting System is 496. A special cost center should be used for each separate grant or award of money. * Except, for the following four city school districts, the state/local split should be as follows: Cleveland: 68%state/32% local Akron 59% state/41% local Dayton 61% state/39% local Toledo 77% state/23% local. In determining how the government ensures compliance, consider the following: What control procedures address the compliance requirement? W/P Ref. Policies and Procedures Manuals Knowledge and Training of personnel Tickler Legislative and Management Monitoring Management’s identification of changes in laws and regulations Management’s communication of changes in laws and regulations to employees Suggested Audit Procedures - Compliance (Substantive) Tests: Vouch a representative number of expenditures from fund 496 for allowable cost as defined above. (If the District did not account for the related activity in fund 496 select the transactions from the applicable fund.) Read the minutes of the Board of Education and trace the required match into fund 496. Audit implications (adequacy of the system and controls, and the direct and material effects of non-compliance, effects on the audit opinions and/or footnote disclosures, significant deficiencies/material weaknesses, and management letter comments):
Otherwise, our review of systems documentation or the permanent file should fulfill the requirements of steps 1--3. We can apply step 4 by scanning a limited number of transactions. We do not require a high level of assurance from these procedures. Scanning a small number of reimbursements for reasonableness and evidence of reviews and documented approvals should be sufficient. 1. Do you adhere to the Ethics Commission Advisory Opinion or do you have a formal policy governing the accumulation and use of “frequent flyer” miles earned on official travel by officials, officers or employees of your government? (For entities other than the state government and departments: in the absence of such a policy, we should recommend the government establish a policy that (1) prohibits the accumulation of “frequent flyer” miles by officials, officers or employees of the government earned on official travel which is paid for or reimbursed by the government; or (2) requires the officials, officers or employees of the government to use such miles earned for future official travel for that employee or another employee of the government, or to forfeit such miles. State government and departments should follow Ohio Ethics Commission Advisory Opinion No. 91-010.) 2. Obtain copies of existing policies for travel reimbursement. Who established these rules and regulations? Who is responsible for approving and monitoring reimbursement requests? 3. If the policies were established by the legislative body, obtain a copy of the resolution or ordinance. Review the established policies. Include copies of the applicable policies in the working papers (Permanent File). 4. Scan a few reimbursement requests, noting any unusual reimbursement requests. Consider focusing on key elected and appointed officials for this scanning. Determine the adequacy of supporting documentation and whether the travel is for a valid governmental purpose and was properly authorized. 5. Any exceptions to the established policies should be communicated to management and to the legislative body. If a policy does not or there are weaknesses in the policy, make appropriate recommendations to management and to the legislative body. Government Personnel Interviewed and Dates: Conclusion: (effects on the audit opinions and/or footnote disclosures, significant deficiencies/material weaknesses, and management letter comments): trial
The second element was well answered by those that knew and could explain the stages in a Human Resource Plan. Many demonstrated an excellent knowledge of the data provided in the preseen and used this to illustrate and explain the stages and scored well. Less good answers focused on the individuals’ needs for training and development rather than the organisation’s needs, but earned some credit nonetheless. Variant 4 Designed to test ability to: Competency being tested: Syllabus component learning outcome: Task 1 Explain how the expenditure on a development project will be treated in the financial statements. Technical skills F1 – B2(b) – Apply the rules contained in IFRS to generate appropriate accounting entries in respect of reporting performance, accounting for taxation, employee benefits, non-current assets, accounting for government grants, impairment, inventories and events after the reporting period. Explain how a feedforward control approach differs from a feedback control system and the benefits of using a feedforward control approach. Technical skills Leadership skills P1 – B4(a) – Discuss the concept of the budget as a control system and the use of responsibility accounting and its importance in the construction of functional budgets that support the overall master budget. Task 2 Interpret the meaning of variances in an operating statement and gives reasons for why they have arisen. Technical skills P1 – A1(d) – Interpret material, labour, variable overhead, fixed overhead and sales variances Explain how an MRP system may benefit the business in the future. Business skills E1 – D2(b) – Explain how relationships within the supply chain can be managed. Task 3 Explain probability tables and the limitations of using expected value to make a decision. Technical skills P1 – D1(b) – analyse risk using sensitivity analysis, expected values, standard deviations and probability tables Explain ways of promoting a new product using a limited budget. People skills E1 – E2(a) – Apply the main techniques of marketing Task 4 Explain a multi-product breakeven chart and its usefulness to the business. Technical skills People skills P1 – C2(b) – apply breakeven analysis in multiple product contexts