zilongwang/ReadingBank huggingface dataset:
Industrial & Provident Society for the benefit of the community (Community Benefit Society or Bencom) Benefit community other than just own members and have special reason not to be companies. Like Co-op type, but new legislation provides option of more secure form of 'asset lock'. Yes, members liability limited to amount unpaid on shares. Yes but must primarily benefit non-members - 'asset lock' applies. Yes, lock only survives dissolution if new statutory form of asset lock adopted. Yes, if it meets the criteria for being a charity. Scottish Charitable Incorporated Organisation corporate structure specifically designed for charities. Similar to company but with different terminology, eg 'charity trustee' instead of 'director'. Yes, members either have no liability or limited liability. No, members are not permitted to benefit and charity trustees are only able to benefit if constitution, court or Charity Commission give permission. Yes. Yes. It must be a charity, and must meet the criteria for being a charity.
ORGANISATIONAL MEMBERSHIP FORM Organisation Name: Speciality: Delegate’s Name: Mail Address: Phone: e-mail: Fax: Web page: Amount in Euro: For the Year (Membership due is minimum 250 Euros) Payment by VISA or MasterCard Card Holders Name: Card Type: VISA: MASTERCARD: Card Number: Expiration Date: / Card Holder’s Signature: Date: Automatic Renewal of Membership only for payment with credit cards YES NO Please fill out the form, sign it and fax it to Central Office (Fax: +90 212 203 1127) or scan it or convert the doc file to pdf file and send it as e-mail attachment to ansal@boun.edu.tr. Please mail the original signed form to: Prof. Atilla Ansal, President of EAEE , Kandilli Observatory and Earthquake Research Institute Çengelköy, For the payment by bank transfer the account name and related information: Avrupa Deprem Mühendisliği Birliği (European Association for Earthquake Engineering) Garanti Bank, Bogazici University Branch, Istanbul Campus, Branch No: 303, Account No. 9090519 SWIFT – Code: TGBATRIS IBAN No: TR33 0006 2000 3030 0009 0905 19
Policies & Procedures It is important that your organisation has the correct policies in place to ensure you are operating legally and safely. In addition the policies need to be acted on. Question Yes / No Evidence Comment / Action Does your organisation have in place the policies that are necessary for it to operate well, taking in to account the needs of your members/service users and your legal and compliance obligations? Compare existing policies with the list of Policies from Northumberland Factsheet 7. As well as policies, does your organisation have procedures in for complying with what is set out in those policies on a day to day basis? Procedures based on your policies can be evidenced in the day-to-day running of your organisation. Do you have a system in place to assess the risks that your organisation faces and to try to minimise those risks? Risk assessment document that considers both internal and external risks. Funding & Finances It is important that organisations are not only able to understand their financial position now and in the near future but also have a plan in place for the medium to long-term.
Organisational Structure DSS Executive Secretary – Finn Deputy Secretaries reporting to the Secretary Deputy Secretary – Serena Wilson, Social Security Deputy Secretary – Barbara Bennett, Families & Communities Deputy Secretary & Operating Officer – Michael Lye, Corporate & Delivery Deputy Secretary – Felicity Hand, Disabilities & Housing Deputy Secretary Areas of Responsibility Deputy Secretary – Serena Wilson, Social Security Payments Policy – Cath Halbert, Group Manager (Ty Emerson, Acting 6 June to 7 July) Work and Study Payments – Emma Kate McGuirk, Branch Manager Age, Disability & Carer Payments Policy – Russell De Burgh, Branch Manager Family Payments & Child Support Policy – Ty Emerson, Branch Manager (Ian Byron, Acting 6 June to 7 July) Social Security Policy – Paul McBride, Group Manager & Means Testing Policy – Andrew Whitecross, Branch Manager Eligibility & Participation Policy – Mary McLarty, Branch Manager Social Security Performance & Analysis – Murray Kimber, Branch Manager Housing Policy - TBC Policy Office – Sean Innis, Group Manager (Tim Reddel, as of 30 June) Policy Strategy – Phil Brown, Branch Manager Policy Systems – Kathryn Mandla, Branch Manager Policy Evidence – David Dennis, Branch Manager Investment Approach Taskforce – Allyson Essex, Branch Manager Deputy Secretary – Barbara Bennett, Families & Communities Multicultural, Settlement Services & Communities – Evan Lewis, Group Manager Multicultural & Communities – Anne-Louise Dawes, Acting Branch Manager Settlement Policy – Kris Cala, Branch Manager Settlement Support – Leo Kennedy, Branch Manager
Deputy Secretary – Felicity Hand, Disabilities & Housing Housing, Homelessness & Assurance – Iain Scott, Group Manager (until 30 June) NDIS – Margaret McKinnon, Group Manager Market Regulation (Quality & Safeguards) – Bruce Smith, Branch Manager Market Oversight – Alison Smith, Branch Manager Program Transition – John Riley, Branch Manager Disability, Employment & Carers – James Christian, Group Manager Disability Employment Services – Peter Broadhead, Branch Manager Disability & Carer Policy – Sharon Stuart, Branch Manager Supported Employment Policy, Access & Engagement – Lisbeth Kelly, Branch Manager (James Kemp acting until 30 June) DES Quality & Assurance – Helen Board, Branch Manager Mental Health – Russell Ayres, Special Adviser NDIS Transition Oversight – Helen McDevitt, Group Manager Transition Oversight & Governance – Deborah Winkler, Branch Manager NDIS Financial Policy & Performance – Jillian Moses, Branch Manager The Department of Social Services Portfolio Bodies and Statutory Office Holders Agency
• shorter hydrocarbon used • volume of hydrocarbon too • started timing late • stopped timing too early / when liquid left in funnel must suggest why the result is than the others. allow the temperature was higher or the students used a wider funnel. 1 (c) (i) flammable 1 (ii) suitable safety precaution 1 reason that the safety precaution to the hazard symbols eg: • wear gloves • (because) it is hazardous to health / harmful / toxic / irritant or • do not pour down sink or dispose of properly • (because) it is harmful to the environment / kills fish or • wear a mask or do it in the fume cupboard or a well-ventilated area • respiratory irritant 1 (d) (i) points plotted correctly (within half small square) all six points correct scores 2 3, 4 or 5 points correct scores 1 2
do not allow ionising 1 (d) (i) ethyl ethanoate 1 (ii) acid allow any strong acid allow correct formulae 1 (iii) evaporates easily / quickly allow low boiling point do not allow flammable 1 [10] Q23. (a) (i) Neutron (top label) 1 Electron (bottom label) 1 (ii) 13 1 (iii) electrons 1 (b) (i) compound 1 hydrogen 1 bond
ignore references to cost 1 no harmful / no or less pollution formed / no global warming / no climate change / no greenhouse gas accept produces (only) / steam accept does not produce sulfur dioxide / carbon dioxide / carbon monoxide / particles / smoke 1 [6] Q35. (a) (i) C2H4 1 (ii) poly(ethene) 1 (b) (i) is not biodegradable 1 (ii) not enough landfill sites / space accept landfill are filling up or plastics remain for years or plastics not broken down ignore cost / waste of resources / not biodegradable / wildlife 1 (iii) recycle / burn accept reduce the amount of packaging used ignore reused 1 [5] Q36. (a) (i) A and 3 accept A and 39 1
Degree or equivalent Application Form/ Certificates 5 GCSEs Grade C or above including English and Mathematics, or equivalent qualifications Application Form/ Certificates Other relevant qualification, e g NVQ/BTEC Application Form/ Certificates Knowledge / Skills / Abilities A good understanding of the role the voluntary sector plays in support Health and Well-Being Application Form / Interview /References Knowledge of how Health and Social Care services are planned and delivered. Application Form/Interview/ References Experience and knowledge of project development and management from project set up through to monitoring and evaluation and reporting Application Form / Interview /References Experience of working alongside and influencing statutory partners Application Form / Interview /References Experience of delivering training and/or facilitating meetings and events Application Form / Interview /References Strong communication skills and the ability to support community and voluntary organisations to work together and with other bodies across the voluntary and statutory sector. Application Form / Interview/ References Experience and knowledge of fundraising including grant funding and bid writing Application Form / Interview/ References Experience and knowledge in good governance practice within the voluntary sector Application Form/Interview Excellent knowledge of current best practice in service delivery, including current strategies and policy at national and local level Application Form / Interview
Strategic thinker able to review activities, assess operating environments/ policies/ strategies and likely impacts and plan accordingly Application form / Interview Communication Able to communicate with partners in a clear, courteous and informative manner Application Form / Interview Able to coordinate events involving a wide variety of partners Application Form / Interview Effective communication skills with a diverse range of people at all levels Application Form / Interview Administrative Good IT skills including the use of Microsoft Office or equivalent Application Form / Interview Ability to work on own initiative Application Form / Interview Experience of using CIVI as a communication and recording tool Application form / Interview Other requirements Able and willing to work outside normal hours on occasion Application Form / Interview Able and willing to travel within the district on occasion Application Form / Interview
must link reason to a correct change in a gas carbon dioxide has decreased due to: accept idea of ‘used’ to indicate a decrease • plants / micro organisms / bacteria / vegetation / trees • photosynthesis ignore respiration • ‘locked up’ in (sedimentary) rocks / carbonates / fossil fuels • dissolved in oceans ignore volcanoes oxygen has increased due to: accept idea of ‘given out / produced’ • plants / bacteria / micro organisms / vegetation / trees • photosynthesis ignore respiration nitrogen increased due to: accept idea of out / produced’ • ammonia reacted with oxygen • bacteria / micro organisms ignore (increase in) use of fossil fuels / deforestation 2 (b) (because methane’s) boiling point is greater than the average / surface temperature or Titan’s (average / surface) temperature is below methane’s boiling point ignore references to nitrogen or water 1 any methane that evaporates will condense accept for evaporates
CF2 = CF2 = 1 mark do not accept structures with more than 2 C atoms 1 (c) any three from: • many monomers / (small) molecules / tetrafluoroethene molecules allow many tetrafluoroethenes many particles is insufficient do not accept many polymers • (monomers, molecules etc.) join / bond / link / combine / attach allow many particles join allow many atoms join do not accept collide / add ignore polymerise do not accept many polymers join • to form one molecule or to form a or to form a large molecule • no other substances are produced / one substance formed (definition of addition) • idea of double bond breaking / opening / opens / bond being used to join to another molecule or the double bond becomes a single bond 3 [6] Q49. Quality of written communication: for correct sequencing or linking of two ideas or two points annotate Q or Q 1
Workshop 2: Measuring Performance Example timing Activity Resources 9.30- 9.45am Introduction to the workshop, including any housekeeping information. Emphasis on an interactive approach rather than “chalk and talk”, and an opportunity to reflect and plan individually as managers. Slides 1-4 PowerPoint presentation 9.45- 10.15am The bigger picture A brief reminder of the National Outcomes Framework and National Performance Framework, and the purpose they both play. Short discussion in pairs looking at pre-workshop exercise to consider a national outcome and measures, and how they relate to manager’s areas of responsibility. Slides 5-11 Handout 10.15- 10.35am Moving from national to local A reminder about the relationship between individual and national outcomes, and local service or team objectives. Also a reminder that measures will look different depending on whether they relate to the individual or the more strategic. Exercise to develop a performance measurement approach starting from a national outcome. In small groups choose one of the three suggested outcomes and describe what it means in relation to your chosen service/team – how does it relate to their work and why is it important? Start in pairs (5 mins) and then share with others in the group (15 mins). Slide 12-14 Flipchart and pens 10.35- 10.55am Effective goal setting Remind the group about SMART objectives and then get each group to develop them for their national outcome. Slide 15-16 10.55- 11.15am Measuring performance Briefly talk through the ideas about measuring performance, and then get the groups to consider performance measures for their objectives. Slide 17-19 11.15- 11.30am 11.30- 12.10pm Designing a local response Each group to briefly present to the whole group, with the whole group encouraged to comment and offer ideas or solutions (10 mins per group x 4). Slide 20
Organic Chemistry Unit Vocabulary: Addition rxn Alcohol Aldehyde Alkane Alkene Alkyne Amide Amine Amino acid Esterification Fermentation Functional group Halide (halocarbon) Hydrocarbon Isomer Ketone Monomer Organic acid Organic chemistry Polymer Polymerization Primary Saponification Saturated hydrocarbon Secondary Substitution rxn Tertiary Unsaturated hydrocarbon Dehydration synthesis Ester Unit Objectives: Identify organic compounds versus inorganic compounds on structure, name, or characteristics of an unknown compound Recognize the characteristics of organic compounds Differentiate between aliphatic, aromatic, saturated, and unsaturated compounds Name organic compounds based on IUPAC rules, with the help of table P and Q Draw organic compounds from a IUPAC name Distinguish between alkynes, alkenes, and alkanes Name and identify isomers Identify various functional groups of organic compounds using Table R: Halide (halocarbon) o Organic Acid o Amide o Ketone Alcohol o Ester o Ether o Amine o Aldehyde Categorize various organic reactions properly including addition, substitution, polymerization, esterification, fermentation, saponification, and combustion. Organic Chemistry: the of compounds that contain CARBON and HYDROGEN Why is carbon so special? has 4 VALENCE ELECTRONS  C or C
Examples: Propanal (see R) Click here to watch the vodcast: http://www.youtube.com/watch?v=KCTR4olGwh0&safe=active Ketones = carbonyl (-C=O) located on an INTERIOR CARBON atom (within the chain) “-e” at end of alkane replaced by “–one” must cite the location of the –C=O in the carbon chain often used as solvents Very similar to aldehydes – BEWARE! Examples: 2-pentanone (see R) Organic Acids = carboxyl group found at terminal carbon Hydrocarbon ending “–e” replaced with “–oic” then add “acid” as second word in the name Generate H+ ions in solution ==> ELECTROLYTES Examples:
The Annual General Meeting This meeting must be held year in the life of a Club. Many Clubs arrange a social attraction along with their General Meeting and find this guarantees a good attendance. Suggestions for a notice and an agenda are set out below: A Suggested Notice (Heading and date of issue) 1 Notice is hereby given that the Annual General Meeting of the …. Flower Club be held at ….. (venue) on …(date) at …. (time) to elect the Officers and Committee and to pass the accounts. 2 Elections – insert here the details conforming with the Club’s Constitution. Nominations for …… giving names and addresses, should be in writing and sent to the Secretary not later than …… The consent of the nominees must be obtained before submitting their names 3 Any Committee member wishing to resign, or not seeking re-election, should inform the Secretary in writing. 4 If a Club member wishes to raise any matter, other than the business of the meeting, due notice must be given in writing to the Secretary. Note: The notice and agenda for this meeting should go out at least one month before the actual date of the meeting or at a period of notice laid down in the constitution. Suggested Agenda Name of Club, date, time and venue to be given 1 Apologies for absence 2 Confirmation of the minutes of the Annual General Meeting held on …… This item will not, of course, appear on the first AGM agenda 3 Matters arising 4 Chairman’s report 5 Secretary’s report 6 Treasurer’s report and presentation and adoption of audited accounts 7 Appointment of Auditor 8 Programme Secretary’s report 9 Resignations 10 Election of: Officers Main committee Show committee 11 Constitution - ratification of any amendment 12 Any other business NAFAS Osborne House 12 Devonshire Square London EC2M 4TE Tel: 020 7247 5567 Fax: 020 7247 7232 Email: Website: www.nafas.org.uk ORGANISING A FLOWER CLUB The Inaugural Meeting The First Committee Meeting The Annual General Meeting 2 of 3 The Inaugural Meeting The following steps should be taken: Before the Meeting 1 Book a hall and ascertain whether there are any regulations governing its hire, in particular Health & Safety.
Species Characters Spine present? Skeleton Type Symmetry # of Appendages Do they create their own body heat? Producer/ Consumer/ Decomposer Cell wall? Body Covering Rarity Diet Cheetah Sargassum Weed Skink Leatherback Sea Turtle Eastern Gorilla Pantropical Spotted Dolphin
hydrocarbons a compound belongs. 2-decene__________________________ 1-pentyne__________________________ _____19. Given the name, I can determine if the hydrocarbon is saturated or unsaturated. Determine if each of the following is a saturated or unsaturated hydrocarbon. decane________________________ ethene___________________________ 1-pentyne__________________________ _____20. the formula, I can determine to which homologous series a hydrocarbon belongs. Determine the homologous series of hydrocarbons to which each of the following belongs: belongs to the _______________________ series. belongs to the ________________________ series. _____21. the formula, I can determine if a hydrocarbon is saturated or unsaturated. Determine if each of the following is a saturated or unsaturated hydrocarbon. C2H2 ___________ CH3CH3 _____________ CH3CH2CH2CH3 _________________ _____23. Given a list of compounds, I can determine which ones are isomers. _____24. Given a structural formula, I can use Reference Table R to identify to which class of organic compounds a substance belongs. _____25. I can use Reference Tables P & Q and IUPAC nomenclature to name simple hydrocarbons. Name the following hydrocarbons. _____26. I can use Reference Tables P & R and IUPAC nomenclature to name simple Name the following organic compounds.
ANNOUNCEMENT OF COMMITTEE MEETING Committee: Organization and Administration Committee Date: Thursday, May 30, 2013 Time: 11:30am Room: Room 1932, Vern Riffe Center, 77 S. High Street, 19th Floor Columbus, Ohio 43215 Cc: Commission Members Speaker’s Office Senate President’s Office Senate Minority Leader’s Office Minority Leader’s Office House & Senate Caucus Staff Clerk & Committee Clerk Senate Clerk House Assistant Majority Floor Leader’s Office Senate Assistant Majority Floor Leader’s Office House & Senate Legislative & Policy Directors Legislative Information Office Press Room Legislative Service Commission
PACK PRODUCT 18ct Baby Broccoli Call 14ct Broccoli Call 45lb Cabbage, Green $41.95 45lb Cabbage, Red $51.95 9ct Cauliflower, White $60.95 24ct Celery Nkd $37.95 18ct Celery Hearts $37.95 30ct Cilantro $42.95 12ct Fennel Call 24ct Kale Black Lacinato $37.95 24ct Kale Green $37.95 24ct Kale red Curly $37.95 12ct Leeks $37.95 24ct Lettuce Green Leaf $33.95 24ct Lettuce Red Leaf $33.95 24ct Lettuce, Romaine Call 48ct Onions Green Iced M $39.95 30ct Parsley, Flat Green Italian $32.95 24ct Parsley, Curly $32.95 24ct Spinach Bunch $53.95 25lb GRN Bell Pepper L $37.95 11lb Bell Pepper - RED CH Call 25lb Bell Pepper - RED CH Call 11lb Bell Pepper Yellow M Call 18lb Zucchini Call 18lb Yellow Squash Call 88ct Oranges CH $49.95 113ct Oranges CH $49.95 27ct Grapefruit Choice Call 40ct Grapefruit Choice Call 18lb Red Seedless Grapes $41.95 18lb Seedless Grapes $41.95 18lb Black Seedless Grapes Call 12/6oz Blueberries Call 12/6oz Raspberries $37.95 12/6oz Blackberries $37.95 8/1lb Strawberries Call 9ct Cantaloupe $28.95 5s Honeydew $30.95 5s Seedless Watermelon $44.95 2/3 BINS 45/60 Seedless Watermelon $275.00 We will need a 7 day lead time. Post Office Box 2778 - Oklahoma City, OK 73101 - 405.272.0339 - Fax 405.236.4066 - www.vinyardinc.com
Advisors are responsible for assisting their respective organizations in understanding and observing good practices relative to program planning, budgeting, keeping records, parliamentary procedures, business procedures, proper use of university facilities and work cooperatively with related offices. Advisors to student organization who sign an “Event-Space Requisition Form” for an activity assume responsibility for seeing that the sponsoring organization plans, conducts, and, where appropriate, follows-up with the activity in keeping with the regulations and standards set by the university. Advisors ensure that the organizations follow the Student Activities and General Assembly requirements including submission of an annual report, attending mandatory Risk Management and Anti-Hazing programming and General Assembly meetings, and sponsoring the required amount and types of activities. When handling problems and internal conflicts the advisor should provide timely, constructive criticism of the organization relative to intended or ongoing activities and member interactions within the organization; be willing to contact the Coordinator of Registered Student Organizations to discuss organizational problems or issues of interest to TSU; and upholding the best interest of the institution at all times. Student organizations must give the following considerations to their advisors: The leaders of the organization are expected to consult advisors well in advance of all activities and obtain their approval before plans are finalized. Advisors may refuse to approve any activity that they believe is not consistent with the university mission, policy, or procedure, or is not in the best interest of the organization and/or its members. The organization is expected to keep the advisor informed of all organization business. It is an expectation that advisors are to be present at meetings and activities and organizations are responsible for giving the advisor sufficient notice about meetings and activities to ensure their advisors’ attendance. Students are expected to recognize the major responsibilities of an advisor and coordinate all activities of the organization with the advisors. The Office of Student Activities reserves the right to remove an advisor from his or her role with a student organization should circumstances require such action. Grounds for removal of an advisor include but may not be limited to: Inappropriate behavior and/or language Behavior that violates University policy and/or procedure Direct knowledge of hazing incidents and/or failure to report such incidents Direct knowledge of, advocacy for, and/or participation in illegal activities and/or behavior Behavior resulting in unreasonable and/or unnecessary risk for students Student organizations may have the right to remove an advisor from his or her role with the group. Should a student organization believe it is in the best interest of the organization to remove an advisor, the following steps should be taken:
The Culture Wars When it comes to corporate culture, Allan Kennedy wrote the book. An interview with the co-author of the widely misunderstood "Corporate Cultures: The Rites and Rituals of Corporate Life." Look back at the people and trends that shaped our world, When it comes to corporate culture, wrote the book. Too bad American managers misread it In 1982, with a small book called Corporate Cultures: The Rites and Rituals of Corporate Life, coauthors , then a professor at , and Allan A. Kennedy, then a consultant at , popularized a phrase and legitimized an idea that has since been used and abused by a generation of company builders and managers. The idea that companies had cultures wasn't itself new. The book's value was to suggest ways that entrepreneurs and managers could evaluate and describe the cultures in their companies, understand how those cultures are created, and appreciate the role cultures play in promoting or inhibiting a company's business success. Predictably, Corporate Cultures sparked a management fad and spawned an industry of "culture consultants." Also predictably, much of what the consultants preached, and what managers did in the name of corporate culture, was not what Deal and Kennedy had intended. Inc. executive editor and former senior writer recently talked with Allan Kennedy. Inc.: For all of what Corporate Cultures told its readers, you never really said what they should do with the information. What did they do with it? Kennedy: Our original purpose in writing the book was to get the subject of culture on the management agenda and to sensitize managers to its importance. Some people, however, only part of what we said, the part about culture being helpful to a company's performance. A lot of managers of companies large and small came to us and said, "We want one of those things." We said, "But you have one." They said, "But we want the kind that produces superior performance." Bizarre. Also, what I call the "culture industry" grew quite large after the book came out. Numerous consulting firms claimed to do cultural as many as claim to do reengineering nowadays. Inc.: And you think that was quackery? almost
foundation of these subcultures, as we attempt to assess Army culture or the culture of any complex organization, we face the requirement to untangle how the subcultures relate to each other and discover how they fit together to form the larger Army culture. Why do subcultures form? Well, people tend to gravitate toward people like themselves; they also tend to become more cohesive with people they interact with more Organizational theorist Mary Jo Hatch asserts that task interdependence, reporting relationships, proximity, design of offices and work stations, and sharing equipment or facilities all bring members of the organization into contact with each other. This dependence and interaction tends to serve as a catalyst to subgroup formation. The Army’s branch schooling system, unit structure, and mission requirements are just a few factors that facilitate the creation of subcultures in the Army. The Army is not unique in the existence of subcultures; looking at things such as task interdependence and proximity it is not hard to discern why the Navy is typically characterized as having three subcultures: aviation, surface, and submarine. Are subcultures bad? Well, it depends. If the subculture enhances the dominant values of the overall culture, it is probably a good thing. If, however, the subculture denies the values of the overall culture, it is something that the organization’s leadership needs to address. Figure 3 is a graphic portrayal of the of relationships of subcultures (the small circles) to the larger Figure 3. Subcultures
GLOBE Dimension Type of Change Embedding Mechanism Reinforcing Mechanism Distance Decrease recruit, select, promote and attrit deliberate role modeling attention, measure, and control physical space design organizational systems and procedures Assertiveness Increase deliberate role modeling allocate rewards reacting to critical incidents recruit, select, promote and attrit stories about important events and people In Collectivism No change for Teamwork Decrease for close-mindedness allocate resources recruit, select, promote, and attrit attention, measure, and control role modeling allocate rewards stories about important people Institutional Collectivism Decrease recruiting, selecting, promoting and attriting organizational systems and procedures Performance Orientation No Change Table 4. Culture Change for the Army
Rope Jumping Rope Long Ropes Chinese Rope Jump Band Lummi Stick Rope Games Load information from Coordinator’s Resource CD onto computer Collect information and create Honor Wall 4) Event Decorations Music Variety of student activities/stations/choices Healthy Snacks Post Totals - $$$ 5) Post-Event Newspaper article with PHOTOGRAPHS Awards Assembly Complete Records and submit order Complete Thank You certificates --- volunteers and students Celebrate your successes!
organizational processes for the first-round of down selection. With Goal 1 use the tools available to develop a prioritization process. Medium Term #5 Prioritize processes for study Work with university leadership and strategic plan oversight committee to determine the first few organizational processes for design and/or implementation improvement. Recommend one business process and one academic process Lead: Renata Engel and Peter Working Group: Business and Academic Organizational Processes Working Group Long Term #6 Revisit and Reassess Employ periodic reassessment Lead: To Be Determined
The Fire Chief shall be voted to this position by a majority vote of all department members with voting rights. There shall be signup sheet posted on the Chief’s information board for ten (10) days prior to the vote. Any applicant with five (5) or more years of fire service and who has attained the Level of Fire Fighter II, Fire Officer I, II, & III, NIMS 100, 200, 700, 300, & 400. Incident Command System Certified Class, Emergency Medical Technician, and all other state and department training certification listed in department training requirements. Article 7 Election of Fire Chief The Clinton Fire Fighter’s Association President, Vice President, Assistant Chief, and (2) two Fire Fighter’s shall collectively conduct the voting process and submit the
Supply Chain Management Six Total Quality Management Balanced Scorecard Continuous Improvement Value Stream Mapping Business Process Reengineering Kanban Lean Organisation Case Studies Constraint Theory 5S Process Mapping Statistical Process Control Zero Defects Control Theories Workplace Organisation Just In Time Kaizen Overall Equipment Effectiveness Single Minute Exchange of Dies (SMED) Waste Elimination Single Flow 882 623 611 365 313 189 109 65 62 43 31 29 27 26 25 22 20 12 5 4 2 1 PMapping is a technique that captures knowledge contained within an organisation (Parry, Mills and Turner, 2010). Vollmer and Phillips (2000) note that process maps enable the organization to “understand where knowledge resides today in an organization… where knowledge is used, how it is dispersed and who uses it” (p130) and, since knowledge requires context or framing to be of use, conclude that “when properly mapped, processes provide the context” (p130). Kesner (2001) even ventures that process mapping forms the first steps in the process of developing a knowledge management system itself. PMapping is “an analytical technique” (Paradiso and Cruickshank, 2007, p32) that graphically depicts how areas of an organization work and is an “effective tool” (p32) for documenting the current-state. Furthermore, this is not merely an approach for recording a snapshot of current-state but “with process mapping, organizations create not only an ‘is’ map…but also a ‘should’ map that tells where you want to go” (HFMA, 2006, p1). Tuggle and Goldfinger (2004) proffer that PMapping is a way of acquiring knowledge about processes and that the knowledge can be extracted from the maps since “there is much valuable tacit knowledge contained in organizational processes” (p12). Paradiso and Cruickshank (2007) further highlight the value of process mapping in protecting organizations from “the risk of losing knowledge capital” (p32) by encapsulating knowledge about processes that could otherwise be lost if individuals leave the company.
A director may call for additional details. ATTACHMENTS required Appendix 1 a complete project budget outlining the portion requested from the CKNW Orphans’ Fund as per Appendix 1 the history of the organization a copy of the most recent annual report with financial statements a list of Board members and their contact numbers FINANCIAL INFORMATION List your sources of funding and state all other funding resources you have approached for this project (sources, amount, rejections/confirmations). How much did you receive through B.C. Gaming Branch licenses last year? Have you applied and received a from the CKNW Orphans' Fund in the past two years? Are you associated with other nonprofits whose fund raising would benefit your organization? Identify them with contact numbers. REQUEST What amount is requested from the CKNW Orphans’ Fund? When would these funds be required? What recognition can you offer the CKNW Orphans' Fund?
Fill in the chart to summarize information on important groups on the periodic table. Name of Group Group # Examples of Elements in this Group (use symbols) Description of Properties and Facts alkali metals alkaline earth metals halogens noble gases transition metals lanthanides
Fill in the chart to summarize information on important groups on the periodic table. Name of Group Group # Examples of Elements in this Group (use symbols) Description of Properties and Facts alkali metals 1 Li, Na, K, Rb, Cs, Fr All soft silvery metals. Most reactive of all the groups of metals. Has one valence electron – loses to form ion in a compound. Get more reactive as you go down the group. Francium is the most reactive in the group. All reactive with so must be stored under mineral oil. alkaline earth metals 2 Be, Mg, Ca, Sr, Ba, Ra These are all silvery metals. Also reactive with water. Has two valence electrons. They get more reactive as you go down the group. The most reactive in this group is Radium. halogens 17 F, Cl, Br, I, At All non-metals. Found in all three states: F & Cl are gases, Br is a liquid and I and As are solids. Has seven valence electrons – gains an electron to form stable ion in a compound. Get more reactive as you go up the group. Fluorine is the most reactive. noble gases 18 He, Ne, Ar, Kr, Xe, Rn All non-metals and gases. Have full outer orbitals unreactive They are non-reactive elements and therefore do not form compounds transition metals 3-12 Zn, Au, Pb, Hg, Ni, Cu These are all metals and solid except for mercury which is a liquid. They have typical metallic properties and many of them are the most commonly known metals e.g. iron, copper, tin, lead, silver, gold etc.
Organic Teaching Labs Fall Semester 2018 Day and time A307 A308 A309 Monday 2 – 5 01B-LAB CHEM 2400 Michael Tarlton Tuesday 8 – 11 51767 01A-LAB Anusha Tuesday 11 – 2 51769 01C-LAB Anusha 51770 01D-LAB Xu Tuesday 2 – 5 51771 01E-LAB Xiyang 51772 01F-LAB Xu Wednesday 11 – 2 56003 01X-LAB Glenn 56002 01W-LAB Ripa Wednesday 2 – 5 51773 01G-LAB Xiyang 51774 01H-LAB Glenn 51780 01A-LAB CHEM 2400 Michael Tarlton Thursday 8 – 11 51775 01J-LAB Laxmi Thursday 11 – 2 55996 01P-LAB Xing 55997 01Q-LAB 51776 01K-LAB Laxmi Thursday 2 – 5 51777 01L-LAB Xing 56000 01U-LAB Tuhin Adhikari, Laxmi (MU-Student) la4f5@mail.missouri.edu Bade, Anusha (MU-Student) ab32b@mizzou.edu Gilyot, Glenn D. (MU-Student) gdg9g6@mail.missouri.edu Guo, Xu (MU-Student) xuguo@mail.missouri.edu Haldar, Tuhin (MU-Student) tshmyh@mail.missouri.edu Li, Xiyang (MU-Student) xlz62@mail.missouri.edu Ripa, Rawshan Ara (MU-Student) rrdqr@mail.missouri.edu Wei, Xing (MU-Student) xw4xf@mail.missouri.edu
Pg. 9 – Graphics and Social Pg. 10 – Informational Palm Card If you are planning an activity on February 5 please let us know! Or for more information, please contact Website: labor4sustainability.org/transitequityday What you can do
Pg. 9 – Graphics and Social Media Pg. 10 – Informational Palm Card If you are planning an activity on February 5 please let us know! Or for more information, please contact Website: labor4sustainability.org/transitequityday What you can do
Dry Matter Intake during Grazing Season: Class or Age Group Approximate Body Weight DMI Demand during Grazing Season DMI Fed during Grazing Season (not pasture) DMI from Grazing Pasture during Grazing Season Calves/Young Stock (Weaned up to 6 months) Lbs. Lbs/day Lbs/day % of total DMI Lbs/day % of total DMI Heifers/Pre Breeding (6 months to breeding) Lbs. Lbs/day Lbs/day % of total DMI Lbs/day % of total DMI Bred Heifers Lbs. Lbs/day Lbs/day % of DMI Lbs/day % of total DMI Lactating Animals Lbs. Lbs/day Lbs/day % of total DMI Lbs/day % of DMI Dry Animals Lbs. Lbs/day Lbs/day % of total DMI Lbs/day % of total DMI Slaughter Stock Lbs. Lbs/day Lbs/day % of total DMI Lbs/day % of total DMI Other: Lbs. Lbs/day Lbs/day % of DMI Lbs/day % of total DMI Other: Lbs. Lbs/day Lbs/day % of total DMI Lbs/day % of DMI APPENDIX II DMI Calculation Worksheets (MDA_DOC 055) must be submitted to show calculations. Feed Rations: Livestock Species and Class Season Daily Ration/ Animal (lbs of each feed and supplements) Example: Lactating Dairy Cows Ex: Fall Example: Corn Silage, 10lbs Haylage, 10 lbs Pasture, 5 lbs Lactation Feed, and Free Choice Dairy Mineral
Caseworker Leadership Commitments Resources Necessary for Implementation Advocate for resources for self to do job and families to meet needs. Accept feedback, guidance and reinforcement around CPM. Celebrate successes with families, young adults, youth, and children. Support implementation and sustainability of the CPM. Fully engage CPM in training and coaching; Follow CPM; Share skills and abilities within team to facilitate learning of CPM; Be open to CPM and new way of working with families; Participate on implementation teams; Be a CPM champion / early adopter; Mentor new workers in CPM; Give feedback regarding CPM; Use case consultation with supervisor to help follow CPM in practice with families; Participate in the evaluation of the impact of the CPM on outcomes. Tools and technical assistance to gather feedback from parents, young adults, youth, children, caregivers and service providers. Tools, policies, and expectations for use of social media. Time and task management training. Service aids. Tools, training and coaching to develop facilitation skills for teaming. Feedback loop to easily provide input and accept feedback. DIMENSION: ORGANIZATION Organizational Culture and Climate Resources Necessary for Implementation
Or, to see additional subordinate positions in the chart, click the ‘down’ arrow under a supervisor position’s box: Identifying essential positions from the Profile View Clicking the “Profile View” icon while in the “Chart View” will display detailed information regarding the selected employee/position (select an employee/position by clicking on the name, personnel number or position number). The “Essential Pos Task” and “Org 24X7 Ind” fields as well as work address fields are available in the Profile View as indicated in the red boxes on the next page: Identifying essential positions from the Search and List Views Click the “List View” Icon while in the ‘Chart View’ to access both the List and Search Views:
Standard 1.1 The organization demonstrates low-income individuals’ participation in its activities. Unsatisfactory The organization has no low-income participation on the of Directors and has very limited participation in activities Satisfactory The organization demonstrates low income individuals’ participation in its activities Beyond Compliance Look at organizational processes Look to other community organizations Does your agency have a clear strategy for recruiting low-income individuals to the Board? Recruitment strategy Document methods and success Does your agency directly engage the low-income community with opportunities to participate? Relationship building Multi method advertising Does your agency leverage its current programs to encourage customer participation? Provide opportunities to current customers Does your agency offer capacity building support to low-income community members? Build social capital Grow skills, build network Documentation This standard is systematic and ongoing Board recruitment documents, including solicitation materials, and final Board membership list Board minutes documenting conversations about recruitment and the involvement of individuals in activities; Participation group documents, and minutes from agency advisory bodies; Volunteer recruitment materials, and tracking/sign-in documents or accompanying
Establish a system of coaching and mentoring vs. managing and discipline Documentation Physical or electronic copy of evaluation policy/process/procedure, likely found in personnel policies Blank assessment form(s) Standard 7.7 The organization has a whistleblower policy that has been approved by the governing board. Unsatisfactory The organization does not have a whistleblower policy and/or it is not approved by the governing board. Satisfactory The organization has a whistleblower policy that has been approved by the governing board. Beyond Compliance Review discipline warnings and compliance documentation over the past 5 years Conduct a survey or interviews to evaluate the strengths and weaknesses of the personnel policies and related communication Ensure your attorney is qualified and/or credentialed Documentation Physical or electronic copy of the Whistleblower policy Board minutes Board resolutions
Standard 9.3 The department has presented to the tripartite body for review or action, at least within the past 12 months, an analysis of the department’s outcomes and any operational or strategic program adjustments and improvements identified as necessary. Satisfactory The department has presented to the tripartite board/advisory body for review or action, at least within the past 12 months, an analysis of the department’s outcomes and any operational or strategic program adjustments and improvements identified as necessary. Beyond Compliance Does the department have a process for tracking the actions that follow the board review? Is there documentation of reports to the Board on the results of actions taken Does the analysis of outcome data include relationship with demographics and services tracked in 9.1? Is multi-year data included in the analysis? Does the Board refer back to the CNA data to assess if the department is making a difference related to the identified needs? Documentation Strategic plan update/report Other outcome report Notes from staff analysis body minutes body pre-meeting materials/packet
Organisational Structure DSS Executive Secretary – Kathryn Campbell Executives reporting to the Secretary Deputy Secretary – Serena Wilson, Social Security Deputy Secretary – Barbara Bennett, Families & Communities Deputy Secretary – Felicity Hand, Business Services (Iain Scott Acting) Deputy Secretary – Michael Lye, Disability & Carers Chief Legal Counsel – Janean Richards, Group Manager, Corporate Services Chief Finance Officer – Scott Dilley, Group Manager, Finance and Services Executive of Responsibility Deputy Secretary – Serena Wilson, Social Security Payments Policy – Cath Halbert, Group Manager Work & Study Payments – Emma Kate McGuirk, Branch Manager Families & Pensions – Matthew Hardy, Branch Manager Payability & Integrity – Anita Davis, Branch Manager Welfare & Housing Policy – Paul McBride, Group Manager Payment Conditionality Design & Policy – Allyson Essex, Branch Manager Payment Structures – Mary McLarty, Branch Manager Housing Policy – Sidesh Naikar, Branch Manager Policy Office – Tim Reddel, Group Manager Policy Capability & Evaluation – Murray Kimber, Branch Manager Policy Analysis & Reporting– Jillian Branch Manager Policy Strategy & Investment – Phil Brown, Branch Manager Data Strategy & Development – David Dennis, Branch Manager Deputy Secretary – Barbara Bennett, Families & Communities Multicultural, Settlement Services & Communities – Evan Lewis, Group Manager Multicultural & Communities – Yvette Sims, Branch Manager Settlement Policy – Sharon Bailey, Branch Manager Settlement Support – Leo Kennedy, Branch Manager
Disability & Carer Policy – Sharon Stuart, Branch Manager Supported Employment Policy, Access & Engagement – Chris D’Souza, Acting Branch Manager NDIS Transition Oversight – Helen McDevitt, Group Manager Transition Oversight & Governance – Julie Yeend, Branch Manager NDIS Financial Policy & Performance – Christian Callisen, Branch Manager Integration & Support - Tracey Carroll, Branch Manager Corporate Services – Janean Richards, Chief Legal Counsel & Group Manager Assurance & Performance – Matthew Roper, Head of Internal Audit & Branch Manager Services – Alan Grinsell-Jones, Branch Manager Communication Services – Tracey Bell, Branch Manager Government & Executive Services – Jason Stott, Branch Manager People Services – Tiffany Blight, Branch Manager Organisation Strategy Services – Lara Branch Manager Finance & Services – Scott Dilley, Chief Finance Officer & Group Manager Budget Development – Russell de Burgh, Branch Manager Financial Accounting – Stephen Sheehan, Branch Manager Financial Management & Procurement – Hobden, Branch Manager Property, Security & Business Continuity – Lyn Murphy, Branch Manager The Department of Social Services Portfolio Bodies & Statutory Office Holders - https://aifs.gov.au/ Agency - https://www.ndis.gov.au/
Section 2 (continuation page) Field Number(s) Crop(s) Organic (O) Transitional (T) Conventional (C) Acres New (N) Previously Certified (PC) Address or Farm Location Rented (R) or Owned (O) Example - 1a Peas, Sweet Corn, Greens O 3.5 PC 123 My Road, Anywhere, KY O
PARALLEL PRODUCTION Do you grow the SAME crop organically, as well as in transition, and/or conventionally (parallel production)? Yes No Not applicable If Yes, complete the remaining tables on this page. CONVENTIONAL CROP/VARIETY TRANSITIONAL OR CONVENTIONAL (T) or (C) CHECK IF GMO ( ) NUMBER SIMILAR/SAME ORGANIC CROP/VARIETY FIELD NUMBER PLANNED USE OF CROP (SALE, NON-ORGANIC LIVESTOCK FEED, ETC) PROHIBITED SOIL AMENDMENTS USED ON CONVENTIONAL CROPS (SYNTHETIC FERTILIZERS, ETC.): PRODUCT NAME WHO APPLIES? SELF (S) CUSTOM(C) FIELD NOS. WHERE APPLIED WHERE STORED? (ON-FARM OR OFF-FARM; WHERE ON FARM?) PROHIBITED HERBICIDES/PESTICIDES USED ON CONVENTIONAL CROPS: PRODUCT NAME WHO APPLIES? SELF (S) CUSTOM(C) FIELD NOS. WHERE APPLIED WHERE STORED? (ON-FARM OR OFF-FARM; WHERE ON FARM?) EQUIPMENT:
Product labelling The certification status of product shipped from the farm is indicated by: labels attached to product Transaction Certificates Bills of Lading (BOLs) certificates issued by the organic certification body Do you use the CSI seal on organic product labels, BOLs or invoices? Yes No Do you use the seal of the organic standard on organic product labels, BOLs or invoices? Yes No If yes, which standards? CDN NOP EU JAS (Attach copies of all organic product labels.) Who is in charge of labelling? C. OFF-FARM Transportation: Not applicable Who is responsible for arranging transportation of organic products: self buyer Describe how organic products are transported: Organic integrity is maintained during transportation by which of the following: dedicated organic only cleaning transport units prior to loading inspecting transport units prior to loading letter/contract with transport company stating organic requirements use of Clean Truck Affidavits other You may use the CSI Organic Clean Transport Affidavit (ORG_04_Clean Transport) to record your verification of your transport vehicles in maintaining organic integrity. SECTION 9: RECORD KEEPING SYSTEM Organic products must be traceable back to the field/location where they were produced or harvested, including written records of all inputs and production activities. Records must be maintained for a minimum of five years, or according to the requirements of the relevant scheme.