zilongwang/ReadingBank huggingface dataset:
Certified Organic Seed Untreated Treated with approved product Indicate name of seed treatment/ Inoculants Seed Supplier Yes No Organic Certificate on File Yes No Date of Issuance Total Amount (weight) if Conventional Seed List all fields planted with this Conventional Seed Kind and Variety Certified Organic Seed Untreated Treated with approved product Indicate name of seed treatment/ Inoculants Seed Supplier Yes No Organic Certificate on File Yes No Date of Issuance Total Amount (weight) if Conventional Seed List all fields planted with this Conventional Seed Kind and Variety Certified Organic Seed Untreated Treated with approved product Indicate name of seed treatment/ Inoculants Seed Supplier Yes No Organic Certificate on File Yes No Date of Issuance Total Amount (weight) if Conventional Seed List all fields planted with this Conventional Seed PLEASE COMPLETE ADDITIONAL PAGES AS NECESSARY.
Describe your premise maintenance program that removes pest habitat and prevents pest access to handling facilities. What type of pest management system do you use? Name of responsible person Contract pest control service: Name, address, and phone number Are records kept of your pest monitoring activities? Yes No Is commercial pesticide product only used when monitoring records indicate that the preventive measures are not effective? Yes No Use of pest control products: For the use of pest control products inside the processing/storage areas, did you contact CSI and receive approval before using? Yes No Are records kept of all pesticide applications? Yes No Are any of the pest control substances used unlisted in Table 8.2 of CAN/CGSB-32.311? If ‘Yes’, then please answer the following questions: If the practices for pest management as described in the standard are ineffective, and the pest control substances listed in CAN/CGSB-32.311 are ineffective, substances not listed in Table 8.2 of CAN/CGSB-32.311 may be used in accordance with the standard. Why were the substances permitted by CAN/CGSB-32.311 not suitable or ineffective for pest management? How do you avoid contact of organic products with unlisted substances? Document all activities involved in the use, storage, and disposal of unlisted substances. Yes No If unlisted substances were used under the conditions described above, what measures are you taking or planning to take to avoid their use in the future? SECTION 7: STORAGE AND TRANSPORTATION Not Applicable Storage Please describe how ingredients and/or packaged goods are stored, either at your facility or at an off-site location, taking into consideration control of organic integrity, labelling, persons responsible, etc.:
4: Are Any Physical Indicators Present in the flow? Yes No (If No, Skip to Section 5) INDICATOR CHECK if Present RELATIVE SEVERITY INDEX (1-3) Sewage Rancid/sour Petroleum/gas Sulfide Other: 1 – Faint 2 – Easily detected 3 – Noticeable from a distance Color Clear Brown Gray Yellow Green Red Other: 1 – Faint colors in sample bottle 2 – Clearly visible in sample bottle 3 – Clearly visible in outfall flow Turbidity See severity 1 – Slight cloudiness 2 – Cloudy 3 – Opaque Floatables -Does Not Include Trash!! Sewage (Toilet Paper, etc.) Suds Petroleum (oil sheen) Other: 1 – Few/slight; origin not obvious 2 – Some; indications of origin (e.g., possible suds or oil sheen) 3 - Some; origin clear (e.g., obvious oil sheen, suds, or floating sanitary materials) Section 5: Physical Indicators for Both Flowing and Non-Flowing Outfalls Are physical indicators that are not related to flow present? Yes No (If No, Skip to Section 6) INDICATOR CHECK DESCRIPTION COMMENTS Spalling, Cracking or Chipping Peeling Corrosion Oily Flow Line Paint Other: Abnormal Vegetation Excessive Inhibited Poor pool quality Odors Colors Floatables Oil Sheen Suds Excessive Algae Other: Pipe benthic growth Green Other: Section 6: Overall Outfall Characterization Unlikely Potential (presence of two or more indicators) Suspect (one or more indicators with a severity of 3) Obvious Section 7: Data Collection 1. Sample for the lab? Yes No 2. Sterile sample for bacteria analysis? Yes No 3. If yes, collected from: Flow Pool 4. Sample for optical brightener? Yes No 5. Intermittent flow trap set? Yes No If Yes, type: OBM Caulk dam Section 8: Any Non-Illicit Discharge Concerns (e.g., trash or needed infrastructure repairs)?
Q51 ORIC undertakes investigations of potential breaches of the law, which can lead to prosecutions to address serious cases of poor governance and breaches of duty under the Act. Have you or your corporation been investigated by ORIC? Yes No Don't know If No is selected, then skip to end of If Don't know is selected, then skip to end of Q52 Please describe your on how ORIC undertook this investigation of a potential breach of the law. Q53 How do you ORIC could improve its investigations in the future? Q54 Do you think ORIC should conduct more, less or the same amount of investigations in the future? More Less The same amount Q55 From time to time, problems with the management of a corporation have led ORIC to appoint a suitably qualified, external, independent person as a special administrator to run a corporation on behalf of its members. This regulatory function is referred to as ‘special administration’. Have you or your corporation been subject to special administration by ORIC? Yes No If No is selected, then skip to end of block Q56 Why was your corporation placed under special administration? The board sought assistance ORIC initiated action please specify. Q57 Do you have any comments on how well ORIC has supported a special administration? Q58 How do you think ORIC could improve its support of special administrations in the future? Q59 Do you think ORIC should appoint more, less or the same amount of special administrations in the future? More Less The same amount Q60 Those affected by regulatory decisions made by ORIC can seek an internal merits review by the Registrar. Did you know of the availability of internal merits review, and if so how to access it? Yes, I knew about internal merits review and how to access it Yes, I knew about internal merits review, but not how to access it No, I didn’t know about internal merits review If No is selected, then skip to end of block Q61 Have you or your corporation been involved in any internal merits reviews by ORIC? Yes No If No is selected, then Skip to end of block
Demonstrable commitment to delivering high quality services to students Evidence of successful external networking INTERPRESONAL SKILLS Essential Desirable Ability to work as a member of a team or Ability to relate to students from diverse backgrounds, ages and experience Ability to establish positive and effective working relationships with a range of university external clients Effective oral and written communication skills in both individual and situations Ability to mentor or supporting less experienced colleagues. OTHER REQUIREMENTS Essential Desirable Willingness to undertake professional activities in the evening and at weekends when necessary. Willingness to travel abroad to undertake related professional activities Ability to speak Welsh
2018 4-H Tech Changemakers Orientation National 4-H Center, Chevy Chase MD Orientation Goals: Empower and their adult partners to lead their community’s digital transformation by building on community issues identified and initial ideas on how technology can be part of the solution. Refine the issues and build action plans based on learnings from the Year 1 Cohort and training sessions resources to build skills and a support network among all sites and with Council/coaching team. Build partnership between 4-H and Microsoft to mutually engage in this transformational work. Items requiring preparation Opportunities for youth leadership Saturday, July 14, 2018 Time Activity Objective / Goal 7:30 – 8:15 Breakfast in the Cafe 8:30 – 8:45 Introductions Name games* Setting group norms and goals Learn names and roles Establish goals and agenda for orientation (deepen focus on equity) 8:45-10:15 Sharing Partnership Lightning of current projects (4 minutes max) Microsoft and 4-H Intro New sites will gain ideas from current sites Current sites will model brief impact presentations using a template and adult teams will understand Microsoft and 4-H Council vision for program. 10:15-10:30 Break 10:30-12:00 pm Identifying Issues and Envisioning Change Envisioning Community Change through Storyboarding Each community introduces themselves to the group, including demographics, problems identified in pre-work Introduce each community, build collective understanding, teamwork For continuing sites, clarify how their plans will lead to community-level change. Time Activity Objective / Goal 12:00 pm – 1:00 pm Lunch in the room Mix current and new sites for discussions of successes and challenges 1:00 pm – 2:15 Action Planning New Sites: Focusing (Matt) Needs Assessment* Update action
Decision-making and Setting Priorities Equity and Inclusion Year 2 Sites (Janet) Dig into your problems for Root Causes Impact Evaluation Equity and Inclusion Build awareness of underserved populations Begin linking to digital strategies 2:15-3:30 Digital Strategies self-assessment/checklist, introduce technology supports Topic ideas: Teaching Digital literacy Website development* Movie development App Development Learning Games Lab? Identify digital strategies to advance action plan. Identify technology approaches relevant to their community and goals Identify needs for support Meet tech mentors and learn how to connect with them. 3:30-3:45 3:45-4:30 Nuts & Bolts Adult Time Budget, Reporting, etc. Marketing What worked well/challenges from current sites Youth Time Recruiting and Building your team of youth and adults* (discussion led by current communities) Come back together for Youth/Adult Partnership Activity Bond as youth and adult cohorts Clarify expectations for adults Build understanding of youth and adult roles 4:30-5 Day 1 Closure Team Work Time (if time & energy) Reflection on learning from the day and questions/goals for tomorrow Reflection on learning from the day and questions 5:00 – 5:45 Dinner in the Cafe 6:00 - ? Evening DC Exploration via Metro Give old communities chance to bond with new and show them DC Day 2 Sunday July 15, 2018
5:30 – 6:30 pm Buffet Dinner Come dine with your SPH community. We encourage you to meet faculty, staff and alumni but also get a chance to bond with your peers and make new friends. Tent, Talbot Green Friday, August 31 Community and Field Service Day Time Description Location* Various Explore your new neighborhoods and the communities you will serve. Meet your fellow classmates, go on a Toxic Tour, and serve at local community organizations. Information on registering for this Community Day will be available by August 15 and will be sent via email. Various locations. Ongoing Events Time Description Location* Wednesday, 8:30 am – 5 pm Thursday, 8:30 am – 4 pm Hospitality Table Pick up your name badges and Orientation binders. Students and staff will be available to answer your questions throughout the day. Tent, Talbot Green 8:30 am – 4 pm Regular Office Hours: Monday-Thursday, 9 am - 6 pm; Friday, 9 am - 5 pm Graduate Student Life Table Stop by the Graduate Student Life table to see what events and organizations are available to SPH students. Tent, Talbot Green 7 am – 3 pm (Office closed: 9 - 9:15 am and 12 - 12:30 pm) SPH Student ID Card Processing and Pick-up Albany Garage, 710 Albany Street Regular Hours: Monday - Friday 7 am - 5 pm Parking Office If you are planning to bring a car to campus, stop by the Parking Office to get a permit. Please note: parking restrictions by time of day and lot. See the Parking Office for details. Albany Garage, 710 Albany Street Regular Hours: Monday - Friday 9 am - 5 pm Transportation Office Find out here your best transportation route to and from Campus. Albany Garage, 710 Albany Street Regular Monday - Friday 9 am - 5 pm Student Financial Services Open House Stop by the office to meet with financial officers. Please note informational session on Wednesday, 3:30 pm. B-401 Wednesday, 9 am – 5 pm Thursday, 9 am – 5 pm Career Services Open Visit the Office of Career Services learn about the vast resources available to you and assist you in getting started for your next career. Talbot 113 East
May 31-June 2, 2019 Soph Retreat in London August 24, 2019 August 26-30, 2019 August 26-28, 2019 August 27, 2019 August 27-28, 2019 OPass Stuffing Charity Orientation Team “Work Week” Brescia NWeek Training (Full Days) Head Soph Training (Half Day) Rez NWeek Training (Full Days) August 28, 2019 August 29-31, 2019 King’s NWeek Training (Full Days) Huron NWeek Training (Full Days) Faculty & Off Campus NWeek Training (Full Day) All Soph Training (2 Full Days, 1 Half Day) *Faculty Sophs are encouraged to attend safeTALK training on August 27, 2018 **Residence, Faculty & Off Campus Sophs are required to attend monthly “All Soph Meetings” and Team Times during the academic year. Additionally, Sophs may be required to attend trainin
Department Notes and Ideas: Protocols for Emergency Situations and Problematic Student Situations It is essential for departments to keep their part-time faculty informed of upgrades to the emergency system at the University and also to provide information about what to do in the event of an emergency in the classroom. In addition, departments should provide names of contact persons within the department and within the university who should be notified if there is a problematic student situation. Best Practices/Recommendations for Protocols for Emergency Situations Provide a list of emergency protocols, numbers to call, procedures for fire drills, emergency evacuations. Departments should print out the annexed list of Campus Resources and provide copies to part-time faculty In an EMERGENCY, from a campus dial 911; from a non-campus phone dial 518-442-3131 Call 518-442-SNOW to see if classes are in session during snow storms Sign up for NYAlert If it isn’t any emergency but faculty need help with a situation, the following departments listed can provide assistance: Student Success: 518-956-8140 Conflict Resolution: 518-442-5501 Undergraduate Education: 518-442-3950 Graduate Studies: 518-442-3980 Counseling Center (confidential consultations): 518-442-5800 Customer Service (for classroom issues): 518-442-3480 Inform part-time faculty about the resources available for cases of problematic student behaviors (Middle Earth; Counseling Center) Department Notes and Ideas: Appendices Steps for getting a new employee settled Checklist
SKILLS AND QUALITIES: Time Management Respect Proactive Organized Sense of Personal Responsibility Good Judgment Comfortable addressing groups of people (students, parents, faculty and Ability to relate effectively to cultures, backgrounds, lifestyles, and personalities, which may be different from your own Stamina Strong work ethic Team Player Creativity Ability to initiate action Leadership Good interpersonal and communication skills Flexibility Positive Attitude Professionalism Ability to separate personal situations from the work environment Desire to be involved in SAP areas QUALIFICATIONS The Orientation Graduate Assistant must understand and believe in the goals of the University and the Orientation programs. The Orientation Graduate Assistant must be a graduate student and have a 3.0 overall cumulative point average at the time of application, at the end of the fall semester and at the end of the spring semester. Your permanent record will verify this. No one may hold a Orientation Graduate Assistant position while on academic probation. The Orientation Graduate Assistant must not be on disciplinary probation. This will be verified by the Office of Student Rights & Responsibilities. The Graduate Assistant may hold outside jobs as long as it does not interfere with the fulfillment of the requirements of the Orientation Graduate Assistant position. The Orientation Graduate Assistant may not hold another on campus job during the summer. The Orientation Graduate Assistant must work all Orientations and Showcase Saturdays. Check your calendar for weddings, anniversaries, graduations, and other special events that may be important to you to be certain that you can meet ALL of these responsibilities. Absences from training sessions and Orientations are excused ONLY for classes, illness or death in the family. Vacations, conferences, and other jobs are NOT excuses for being absent. Graduate Assistant must reside in Nacogdoches during the summer. As an Orientation Graduate Assistant, I agree to the following terms and conditions:
into groups so collectively your group has to read all the books. To really be an asset to your team though, it is wise to read as many of the books as you can. Please note that these books are outside of the school curriculum. 2 - Attend meetings Meetings are held after school, once per month. (The month of April is the exception to that rule since we will hold the school and district competitions that month.) You do not have to attend all of the after school meetings to participate in Battle of the Books, but teams tend to do better the more they meet together. 3 - Be ready for our school competition on April 11th or 12th (Tentative dates...final date to come!) The district competition is set for 19th and will be held during school hours. It is only for those 2-3 teams that have the most points at the end of the DPMS competition. 4 - You are welcome to form your own team, however, teams might need to be adjusted. Only 3-5 people per team. Pick 1 person to be your Team Lead. Team Leads will need to email Ms. Arbon and let her know the first and last names of the individuals in that group. Share that email with everyone in your group. If you need to join a bigger group-- because you have less than 3 members-- send me an email with your first and last name(s) and I will assign you to a group. 5 - Assign books to group members If you have a group of 5, you can divvy up the books today. If not, you will receive an email from me by Friday, November 2nd @ 5pm letting you know if anyone will be added to your group. Then, you can divide up the book list. 6 - Have fun! Meeting Dates/Times: Thursday, November 15th @ 2:45-3:45 Thursday, December 13th @ 2:45-3:45 Thursday, January 17th @ 2:45-3:45 Thursday, February 7th @ 2:45-3:45 Thursday, March 7th @ 2:45-3:45 Thursday, 11th @ 2:45-3:45 or Friday, April 12th (Times and dates are tentative! Updates coming soon!) Friday, April 19th (District Battle of the Books competition...this will only be for the top scoring 2-3 teams at DPMS)
September 11---September 15 ORIENTATION PROGRAM TO CLINICAL EDUCATION-1st week Monday Tuesday Wednesday Thursday Friday LECTURES Conference Hall MU Hospital 9:00-9:20 Opening ceromony Speeches of Dean and Director of the Hospital 9:20-10:20 Opening lecture 10:20-10:45 Ceromony 10:45-11:00 Break 11:00-12.00 Information about orientation program (Prof. İlker Yağcı) 13.30 -16 00 General information about hospital and hospital visit LECTURES Conference Hall MU Hospital 9:00-11:00 Infection control (Assoc. Prof. Uluhan Sili) 11: 00-11:15 Break 11:30-12:30 Radiology (Assistant Professor Rabia Ergelen 13:30-14:30 Biochemistry (Prof. Dr. Goncagül Haklar/ Prof. Dr. Önder Şirikçi) 14:30-15:30 Microbiology (Ass. Prof Dr. Arzu İlki/Prof. Dr. Nurver Ülger) 16:00-17: 00 Principles of library use Introduction to Clinical Pharmacology and Prescribing Workshops at Başıbüyük Kampüs (09:00-17:00) LECTURES Conference Hall MU Hospital 9:00-11:00 History Taking Prof. Dr. Ali Serdar Fak Serhan Tuğlular 11:00-12 00.Examination of the head and neck Prof. Dr. Işık Kaygusuz/Tayfur Toptaş 13:30-14:30 Examination of the chest and respiratory Look (Deformities) Prof. Dr. Mustafa Yüksel 14:30-16:30 Examination of the chest and respiratory system Assistant Professor Şehnaz Olgun Yıldızeli / Prof. Dr. Sait Karakurt LECTURES Conference Hall MU Hospital 9:00-11:00 Examination of the cardiovascular system and measurement of pressure Prof. Dr. Osman Yeşildağ 11:00-12:00 Examination of the abdomen Prof. Dr. Osman Özdoğan 14:00-15:00 Examination of the extremities Prof. Dr. Haner Direskeneli 15:00-16:30 Neurological examination Assistant Professor Kahraman
(ACPPS072) General Capabilities Personal and Social Capability Critical and Creative Thinking Self-awareness • Recognise personal qualities and achievements • Understand themselves as learners • Develop reflective practice • Recognise emotions Self-management • Express emotions appropriately • Develop self-discipline and set • Work independently and show initiative • Become confident, resilient and adaptable • Express emotions appropriately Social awareness • Appreciate diverse perspectives • Understand relationships Social management • Work collaboratively • Make decisions • Communicate effectively Inquiring – identifying, exploring and organising information and ideas • Identify and clarify information and ideas • Organise and process information • Pose questions Generating ideas, possibilities and actions • Consider alternatives • Seek solutions and put ideas into action • Imagine possibilities and connect ideas Reflecting on thinking and processes • Reflect on processes • Transfer knowledge into new contexts Analysing, synthesising and evaluating reasoning and procedures • Apply logic and reasoning
Formal physical therapy is prescribed beginning with the time that a removable device is used. The physical therapy will emphasize maximizing residual motion, strengthening the lower extremity, and in the later phases of physical therapy, emphasis will be placed on developing maximum smoothness of walking (gait). SKIN Skin care is to begin when a removable device is used. At that time, soften the skin with Vaseline, vitamin E ointment, or a thick hand lotion like Curel. When using Vaseline, cover the whole foot with a light amount of Vaseline and wipe away any excess. Do 2 or 3 times a day. Panorama Orthopedics & Spine Center Contact Information Dr. Roger Murken *This form will help to get you in contact with the correct person/department to help expedite getting your taken care of. Please refer to the numbers/contacts below to determine who best could help you with your specific need/question. Department Reasons to call Contact Information Triage (7am-5pm M-F) *Excluding Holidays Medical questions or concerns that require immediate attention Call: 303-233-1223 Ask operator to transfer you to Triage Department Pharmacy Technician (9am-5pm M-F) *Excluding Holidays Refills for prescriptions New prescriptions Questions about meds Call: 720-497-6662 Appointment Scheduling (9am-5pm M-F) *Excluding Holidays Schedule follow up appointments and office visits Answers questions regarding patient appointments Call: 303-233-1223 Request Appointment scheduling or request ext 6060 Disability Coordinator (9am-5pm M-F) *Excluding Holidays Questions and concerns regarding disability/time off work and FMLA paperwork Call: 720-497-6116 Fax: 720-497-6716 Pre-Authorizations (9am-4:30pm M-F) *Excluding Holidays Insurance authorization questions and concerns regarding surgery, bracing, injections and imaging ordered by physician (MRI, CT, ultrasounds, EMG’s). If you haven’t yet been contacted to schedule your procedure, call this line. Call: 303-233-1223 Request Pre-Authorizations or request ext 7331 Panorama Physical Therapy Schedule physical therapy appointments Questions or concerns for your therapist Golden: 720-497-6616 (7am-7pm M-F) Westminster: 720-497-6666 (7am-6pm M-F)
ORIF (Open Reduction Internal Fixation) Wrist Fracture Dr. Roger E. Murken Financial Obligation for Your Surgeon’s Services Thank you for choosing Panorama Orthopedics and Spine Center (POSC) for your Orthopedic Care. We understand that surgery is a big decision and we would like you to understand your financial obligations prior to scheduling your surgery. This estimate does not include any charges that you will with the Hospital, Surgery Center (Golden Ridge Surgery Center) and/or other Professional entities such as the Anesthesiologist or Pathologist as needed. POSC will bill Your Insurance Company as a courtesy service to you for your surgeon’s services.
Name___________________________Origin Myth – Creative Writing Assignment Part One: Brainstorm ten possible phenomenon to explain 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Part Two: Research – record findings here – include descriptive language 1. 2. 3. 4. 5. Part - Your Creation Myth – The what if??? What Natural phenomenon is your myth explaining? Non-Human Characters with descriptions Human Characters with descriptions
The following charts summarize the various ways that reproductive isolation is maintained. Explain and give an example of each type of isolating mechanism. Prezygotic Reproductive Barriers Explanation Example Habitat isolation Temporal isolation Behavioral isolation Mechanical isolation Gametic isolation Postzygotic Reproductive Barriers Explanation Example Reduced hybrid viability Reduced hybrid fertility Hybrid breakdown
INCENTIVE STRUCTURE FOR ORIGINAL MISSION POSSIBLE SCHOOLS Add it up: Incentive Principals Secondary Math EC: OCS or Adaptive, 6-8 Science, Physics, Chemistry 3-5 Classroom Teachers, 6-8 LA, English I, US History, Civics & Economics, Biology All Other Licensed Faculty Classified Staff Recruitment Incentives with High VAD Recruitment Incentive $5,000 $5,000 + Hard-to-Staff Position Incentive $5,000 $5,000 $5,000 $2,500 Individual VAD Performance Incentives (You must have VAD to qualify) + Level 4 VAD $4,000 $2,000 or + Level 5 VAD $12,000 $6,000 School-wide VAD Performance Incentive + Above (Coded in Green) $15,000 $1,500 $1,500 $1,500 $1,500 $750 Total Incentives = Minimum Incentives $5,000 $5,000 $5,000 $2,500 $0 $0 = Maximum Incentives $20,000 $23,500 $6,500 $15,000 $1,500 $750
a process which would, in turn, support or create employment and income in the area. As on the labour market link, the survey evidence supports the view that this is a significant and substantial link. An almost identical proportion of the general population and the sampled business community (65%/66%) hold the view that Gaelic arts have a positive or very positive impact on the attractiveness of the area to tourists. Those in the business community supporting this proposition are much more likely to operate in the Western Isles (75% positive or very positive) than in Skye and Lochalsh (50% positive or very positive). These positive responses are also significantly higher amongst both businesses in the hotel and catering sector, and amongst the 17% of surveyed individuals who report their main economic activity is tourist related. The significant variable on this issue is age. Individuals aged 30 or under are much more likely to report positive or very positive impacts than others. The frequently occurring split in the sample between Gaelic speakers of any competence and non-speakers also occurs on this issue but the differences in perceptions between these two groups is less than occurs across the other main impact issues. As previously noted, the ways Gaelic artistic and cultural products and services influence tourism is both by raising awareness and appreciation of the area amongst potential visitors, mainly via Gaelic television and products such as CDs, poetry books etc, and by enhancing the quality of the tourist experience when the visit occurs, a process that relies heavily on the range of activities categorised as ‘live events’. There is no way of establishing the relative contribution of these various activities on the basis of the data available in this exercise.
Annual retention fee for the community pharmacy (includes review of SOPs, staff update, training session) £175 Supply of Ulipristal Acetate is reimbursed at Chemist & ruggist cost price plus VAT DT price & VAT Supply of levonorgestrel is reimbursed at Chemist & Druggist cost price plus VAT DT price & VAT Supply of domperidone is reimbursed plus VAT DT price & VAT Provision of EHC service paid per intervention working under PGD, and 100% offer of Chlamydia screen £10.25* Reward payment when 40% of EHC clients return a Chlamydia screen (annually). £1.75* per client Supply of pregnancy test is reimbursed C&D & VAT Chlamydia treatment consultation fee (inc VAT) £15 per treatment Azithromycin reimbursement at drug tariff price plus VAT DT price + Vat Fee for each completed Chlamydia test received by laboratory £5 per return test Supply of C-Card condoms per issue £1.75 * Where 40% of EHC clients are screened for Chlamydia the consultation will effectively be reimbursed at £12 at year end, and Chlamydia screen at £5. Contractors will be paid the Start Up and Annual Retention fee at the end of quarter 1 whilst those signing up to the scheme part way through the year will receive a pro rata payment of the annual retention fee as follows: - Sign up in quarter 1 – 100% Sign up in quarter 2 – 75% Sign up in quarter 3 – 50% Sign up in quarter 4 – 25% Start up fee will only be made for pharmacies who have not previously offered this service. Payment for Chlamydia screens returned will be paid monthly in arrears by Public Health, based on the lab screening data. Contract Period This is a one year Local Enhanced Service which will run from 1st April 2014 to 31st March 2015. Public Health will review the SLA during the first 6 months and notify pharmacies accordingly. Should either party wish to cease providing/commissioning this service they will give three months notice in writing. Notice in year will result in appropriate return of annual fees. Queries regarding this service should be made to: Karen Pitney Public Health Outcome Manager Gloucestershire County Council Shire Hall Westgate Street Gloucester
Please indicate your level of agreement with the following statements by placing an X in the appropriate column to the right of each item. STRONGLY AGREE AGREE STRONGLY DISAGREE Creating original mathematics problems helps me understand mathematics concepts more effectively than solving assigned problems. □5 □4 □3 □2 □1 Creating original mathematics problems enhances my confidence in mathematics more generally. □5 □4 □3 □2 □1 I am more engaged and interested in mathematics when I am allowed to create my own problems. □5 □4 □3 □2 □1 Creating original mathematics problems is more satisfying than answering problems posed by the instructor. □5 □4 □3 □2 □1 Creating original problems causes me to think about my own thinking (metacognition) more. □5 □4 □3 □2 □1 The problems I choose to create I select because they are concepts I have difficulty with and want to understand better. □5 □4 □3 □2 □1 The problems I choose to create I select because they are related to concepts I enjoy. □5 □4 □3 □2 □1 The problems I choose to create I select because they are related to concepts I have not been able to explore enough in class. □5 □4 □3 □2 □1 I find creating problems more challenging than answering problems by the instructor. □5 □4 □3 □2 □1 The exercise of creating problems would have been valuable earlier on in my IMSA mathematics experience (e.g., during an MI course.) □5 □4 □3 □2 □1 I find myself thinking about my original problems outside of class. □5 □4 □3 □2 □1 OVER- Has the exercise of creating original mathematics problems enhanced your motivation in math class? If so, in what ways?
The goods / Stores / articles offered under the rate contract shall be of the best quality and workmanship and their supply be strictly in accordance with the technical specifications and particulars as detailed in the quotation and also certificate of quality control system attached. The information furnished by us in the quotation are true and correct to the best of our knowledge and belief. We have read and understood the rules, regulations, terms and conditions of rate contract as applicable from time to time and agree to abide by them. Authorized Signatory (Seal) Appendix 'D' SCHEDULE OF REQUIREMENT OF GENERAL &COMPUTER STATIONERY & Paper S.N NAME OF THE ITEMS SPECIFICATION RATE REMARKS SCHEDULE - A 1. Ruled Registers (cover of the registers should be printed as per samples to be provided by the university) 17cms X 27.5 cms 1 Qr. ( 96 pages) (55-60 GSM) 2 Qr. (192 Pages) 3 Qr (288 Pages) 4 Qr. (384 SCHEDULE - B 2. File Board (90 gSM) X 36cms on 20-Oz board pasted with Bamboo paper on both sides, bamboo paper ( 90 GSM) flap with cloth lining.the effective length of each flap should be 8cms-10cms. The length of the strip(cotton) should be 100 cms and its breadth should be 0.5cms and should be of good strength. 3. File 22.5 cms X 35 cms printed Banaras Hindu University with Department and subject column in middle on front top with eyelet on left hand top corner good quality.weight NOT LESS THaN 80 KG For 1000 FILE COVER. SCHEDULE - C Envelopes MADE OF White paper (57-60 GSM) 7” X 5 “ Plain Window 10” X 4 1/2” 11” X 5” 9” X 4”
4. 6” X 3 ½” Envelopes MADE OF paper (90 GSM) 16 “X 12”( 3” Flap) 13” X 7” ( Flap 1 ½”) 11” X 5” (Flap 1 ½ “) 10” X 12” (Flap 2”) 13” X 7” (Flap 2 ½ “) Envelopes Kraft Golden thick paper (pLASTIC cOATED , 80 GSM) 9” X 4” 10 X 4 1/2” 11” X 5” Envelopes Pink cloth lined ( 54 -60 GSM) 14”X11” with 2” thickness 3” flap without printing 14”X11” with 2” thickness 3 .5” flap plain without printing Envelopes Yellow lined ( 54-60 GSM) 12” X 10” with 3” Flap abd with 1.5 thickness plain without printing 14” X 10.5” with 2” Flap Envelopes Buff Paper (100 GSM) 27cmsX 15 cms 35 cms X 25cms 16X12X3 5000 39KG BROWN 14X10X3 5000 39KG YELLOW CLOTH 14X11X3 7000 39KG YELLOW FOLDER CLOTH 14X11X3 4000 39KG PINK COLOUR FOLDER CLOTH 14X11X3 3000 39KG BROWN CLOTH 13X7X3 60000 39KG 13X7X3 39KG SCHEDULE - D eraser – whitner with diluter -- ( 15 ml ) FAX ROLL 30 meter length SCHEDULE - E gems clip, 30MM, 100 CLIPS, & 35 MM, 10 CLIPS pin – paper 10 GM punching machine 10 & 25 SHEETS glue stick 15 GM, 20 GM gum bottel 300 ML kobra file Ball pen blue, black, red pen – gel blue, red
Events are probabilistic. According to one tradition, events in the world were seen to be deterministic, in the sense that if we had complete information about all the variables in the present system state then we would be able to predict the future exactly. Now it is widely recognized that there is an irreducible randomness about events; even if knowledge were perfect still randomness would kick in, and we would be surprised; our predictions would be unfounded. Experts, who might be researchers, business or economic forecasters, psephologists predicting elections, physicists the position and momentum of particles, marketers predicting demand for their products, or medical researchers predicting the success of certain drugs or surgical procedures, assign probabilities to possible futures, using bell shaped (normal or Gaussian) distributions, not to make exact predictions, but to predict a range of possibilities, often accurately and sometimes not. The point to remember is that great statistical accuracy can be attached to events in aggregate, but not to individual events. Events in aggregate may fall within very specific range but individual events may fall anywhere within the range. Figure 3 Slide 4 talks about evolution and change. Evolution is different from change in the sense that evolution depends on the process of natural selection (Darwinian natural selection) plus random mutations. Those are the primary sources of evolution, randomness mutations and natural selection. The idea of natural selection has been carried over I think falsely, into social systems. Figure 4 Natural selection didn’t mean survival of the fittest when Darwin talked about it. Natural selection led to more successful production by species that were fitted to the environment than those species that were not fitted to the environment. And this idea of survival of the fittest which I think is a false idea, has been carried over to the idea that competition in itself make things better and the idea that should pursue competitive advantage. People seem to take that for granted in business courses. Change simply means that one system state is different from another and also I outlined in Slide 4 is different types of systems.
the world. And this rather puzzling ‘G’ equals the union of ‘GI’ in red really says that grammar composes of all these things and the ‘I’ bit says it’s various aspects of grammar, Figure 12 ‘I’ standing for formal, personal, conceptual, unconscious, internal, tacit and so on. And ‘U’ is the, of course, the union set and maybe that is a bit pretentious, I don’t know. But anyway, when we move to Slide 13 and 12, I don’t know why I put them in that order; really summarize the idea of grammar which is a quite complex one. When we move to Slide 13, we have got the idea of strategy; I call it the strategic decision process, as a process of searching for the right strategy and implementing the strategy and adapting the strategy when one inevitably gets things wrong, because things change. Dynamics of the system change as we make them as time passes. Figure 13 Now this idea of a in figure 13 captures the idea of strategy made up of concepts that are turned into actions once choices are made and implemented and adapted as circumstances change. What we should notice is that any organization, many decisions are taking place at the same time. So we have parallel decision making in organizations. Figure 14 looks at things linearly; dividing strategic processes into search, making choices, implementing those choices and adapting them as circumstances change. Risk and uncertainty emerges as concepts turn into action. Figure 14 Figure 15 sets out the full enneagram picture, relating system states and processes. The system state is made up of outer dynamics, inner dynamics and payoffs. Processes are a succession of states; vision and intentions, values, choosing among alternatives or scenarios, committing to a choice attempting to implement it choice, evaluating the outcome and adapting continuously.
The term meta is used because each of the models embraces many sub models some of which you may be familiar with and some not. The meta model consists of four categories used to describe the system state of an organisation. It partitions organizations into; 3. inner dynamics, 6. outer dynamics, 9. payoffs (to stakeholders) and grammar. The enneagram is a way of describing a strategy: either linearly as a roadmap, one step following another that begins and ends as follows; 1. organisational vision and 2. values, 4. envisioning future scenarios (priorities, impact and likelihood), 5. deciding upon strategy (strategies), 7. implementation and 8. monitoring and control of organisational performance. What is an organisation? What is an organisation? It is a system that is organized for a purpose (or purposes). In what follows organization may refer to small or large businesses, institutions such as governments, universities, religious institutions, governments and international institutions, the United Nations, the World Bank, the IMF, OECD, NATO. Alternatively, organization refers to subsets of all of the above; functional areas (marketing, finance, operations, resources), business units and departments within businesses, projects and project teams. Organizations are hierarchical systems Any organization is made up of subsets of itself. They are hierarchical systems. Large corporations for example are organized regionally, and each region may be organized into national entities, and national entities into business units and business units organized into functions, projects and within them teams of individuals. Such is the formal organization; systems within systems within systems; systems each consisting of connected subsystems. Large corporations are connected to others via alliances, partnerships, off-shoring, outsourcing, or be connected by mergers and acquisitions. They are also connected to governments and international institutions. Complex systems there are many many examples of complex systems; the universe, the climate system, the autonomic nervous system in mammals, the human brain, or indeed the brains of all living things, ecosystems, societies, cities, international relations and the European Union which as negotiators of Brexit are finding, much more complex than they imagined. The global
Libby T, Salterio SE, Webb A. 2004. The Balanced Scorecard: The Effects of Assurance and Process Accountability on Managerial Judgment. The Accounting Review 79 (4): 1075-1094. Lipe MG, Salterio SE. 2000. The Balanced Scorecard: Judgmental Effects of Common and Unique Performance Measures. The Accounting Review 75 (3): 283-298. Mary A. Malina and Frank H. Selto. 2001. Communicating and Controlling Strategy: An Empirical Study of the Effectiveness of the Balanced Scorecard. Journal of Management Accounting Research: December 2001, Vol. 13, No. 1, pp. 47-90. Tapinos E, Dyson RG, Meadows M. 2011. Does the Balanced Scorecard make a difference to the strategy development process? The Journal of the Operational Research Society 62 (5): 888-899. Tayler WB. 2010. The Balanced Scorecard as a Strategy-Evaluation Tool: The Effects of Implementation Involvement and a Causal-Chain Focus. The Accounting Review 85 (3): 1095-1117. Wisniewski M, Dickson A. 2001. Measuring Performance in Dumfries and Galloway Constabulary with the Balanced Scorecard. The Journal of the Operational Research Society 52 (10): 1057-1066.
Amendment History Version Date Author(s) Role Comments / Changes 0.1 03/04/2017 J Bulmer / G Walton Senior Business Analyst (NECS) Draft Released for Comment 0.2 04/04/2017 G Walton Senior Business Analyst (NECS) Updated following Review by GP Connect Team 0.3 05/04/2017 G Walton Senior Business Analyst (NECS) Addition of Enclosures Document Approval Role Name Date of Approval Enterprise Business Architect NHS England Mike Smith Document Distribution Name Role Organisation Date Issued Version