zilongwang/ReadingBank huggingface dataset:
Conflicts of interest In accordance with the Minnesota Office of Grants Management Policy 08-01, the grantee will establish safeguards to prohibit employees from using their positions for a purpose that constitutes or present the appearance of personal or organizational conflicts of interest, or personal gain. Return of funds The grantee must promptly return to the state any funds that have been determined by the state to be ineligible for reimbursement upon review of grant documentation. PROJECT INFORMATION Project Title Please select a project name that distinguishes it from broad activity areas. Identify the primary audience that will be served by the proposed project Use an X to select all that apply to your primary audience. All ages 0-5 years 6-12 years 13-17 years 18-25 years American Indian or Alaska Native Black or African American Hispanic or Latino Native Hawaiian or other Pacific Islander Urban Suburban Rural Intergenerational groups (excluding families) Families Immigrants/refugees Low income Unemployed People with disabilities People with limited functional literacy or informational skills Estimate the number of individuals who will be served How many individuals do you expect will be served by this project (include all beneficiaries, even if they are outside of the primary audience identified in question number two). Describe how you arrived at this number. Grant Specific Information: Use this space for categories specific to the grant program PRIORITY APPLICANTS – 5 Eligible for Priority Points? USE THIS TO AWARD PRIORITY POINTS TO GRANTEES WHO HAVE NOT BEEN RECENT RECIPIENTS OF THIS GRANT. DELETE IF NOT USING. Yes (0 points No (5 points added) Unsure REVIEWED AND SCORED SECTION – 50 POINTS POSSIBLE NARRATIVE – Complete applications must have responses to all numbered questions in this section. Please review the questions and instructions in the instructions document to ensure that you are responding to all elements of each question. Enter your narrative responses within each numbered question below.
3. CO(g) + O2(g) CO2(g) The combustion of carbon monoxide is represented by the equation above. (a) Determine the value of the standard enthalpy change, ∆H˚rxn for the combustion of CO(g) at 298 K using the following information. C(s) + O2(g) CO(g) ∆H˚298 = –110.5 kJ mol-1 C(s) + O2(g) CO2(g) ∆H˚298 = –393.5 kJ mol-1 (b) Determine the value of the standard entropy change, ∆S˚rxn, for the combustion of CO(g) at 298 K using the information in the following table. Substance S˚298 (J mol-1 K-1) CO(g) 197.7 CO2(g) 213.7 O2(g) 205.1 (c) Determine the standard free energy change, ∆G˚rxn, for the reaction at 298 K. Include with your answer. (d) Is the reaction spontaneous under standard conditions at 298 K? Justify your answer. (e) Calculate the value of the equilibrium constant, Keq, for the reaction at 298 K. The initial temperature of your water, the final temperature of your reaction are measured, and ΔT is calculated of reactants are calculated. The specific heat of water is used (4.18 J/mol K) q absorbed by is calculated qsurroundings = negative qsystem is assumed Getting from q to ΔH Convert q Joules into KJ divide by moles of reactant (from molarity(MxL) if solution and grams--> moles if solid )to get ΔH reaction!!!
In this section, you will score your test so you understand the interpretation for you. To find your score on each section, total the questions listed on the left and then find your score in the table on the right of the section. Compassion Satisfaction Scale Copy your rating on each of these questions on to this table and add them up. When you have added then up you can find your score on the table to the right. Burnout Scale On the burnout scale you will need to take an extra step. Starred items are “reverse scored.” If you scored the item 1, write a 5 beside it. The reason we ask you to reverse the scores is because scientifically the measure works better when these questions are asked in a positive way though they can tell us more about their negative form. For example, question 1. “I am happy” tells us more about the effects of helping when you are not happy so you reverse the score 3. 6. 12. 16. 18. 20. 22. 24. 27. 30. T o tal: *1. = *4. = 8. 10. *15. = *17. = 19. 21. 26. *29. = T o tal: Secondary Traumatic Stress Scale Just like you did on Compassion Satisfaction, copy your rating on each of these questions on to this table and add them up. When you have added then up you can find your score on the table to the right. 2. 5. 7. 9. 11. 13. 14. 23. 25. 28. T o tal:
together about how services are designed, commissioned and delivered – it’s not about campaigning Inform parents about the work you’re doing and your successes – what have you been involved in and how have you made a difference – “you said, we did” Have a compliments and complaints policy in place and publicise it Be open about opportunities to get involved and how other parents can make a difference Put on training for parents about participation and co-production or other topics of interest Develop a membership officer role – someone who is friendly and approachable, can spend time listening to parents and informing them about the work of the forum summarise the issues so you’re clear about what is being said If someone is rambling and not being clear then check on facts – what was said – what was done, when, by who Is the issue the forums responsibility to resolve – if not signpost them to the appropriate place or person If it’s about one person in particular then have they spoken to the person directly to try to resolve the issue with them first? If it is related to the forum – what does the person want to change/ have happen – is it realistic or achievable? Are their concerns valid – does the forum need to reflect on what it’s doing, how it’s doing it? Do the issues need to involve other people in creating a solution?
to remote programming. Depending on the security situation, such teams can be contracted through LTAs, CICs or ICCs. Third party monitoring Third party monitoring can provide UNICEF with an independent and honest account of progress on programme activities, as the contractors are detached from the project implementation. UNICEF, WFP and UNHCR have been using third party monitoring in a number of contexts, including Afghanistan, Iraq, and Somalia. Provides UNICEF with an independent and critical assessment of the quality of implemented programme activities Is a critical data source, which also can be used to assess beneficiary needs in the operational areas (if combined with other types of data source) If used alone it is neither effective nor efficient High cost implications for utilizing third party monitoring due to reliance on scare and expensive consultants Monitoring typically takes place after the activities have taken place, leaving little or no management influence to correct malpractices Due to the difficulty related to contractual oversight by UNICEF, there is a moral hazard risk involved in third party monitoring Beneficiary/ local community group monitoring/ local government officials UNICEF can through SSFAs or CICs contract a number of local community group or beneficiaries to monitor, in real time, or once the activity has taken place, programme activities. Provides UNICEF with a evidence base of beneficiary perspectives in relation to programme activities Provides UNICEF with local knowledge of the situation on the ground Generates local ownership and accountability of the programme activities Local population can be co-opted by parties to the conflict and hence not provide objective monitoring By involving beneficiaries/local community groups in monitoring, UNICEF can expose them to unwanted risks, e.g. seen as closely affiliated with UNICEF Requires that UNICEF dedicates time and resources to national capacity development Lack of formal technical monitoring expertise Triangulated monitoring In areas where access is impossible for its national and international staff alike, UNICEF and International and National NGOs have used a combination of vendors, local government officials, and community members for programme quality and accountability assurance, wherein all parties have to sign off on each project activity. UNICEF is able to utilise key strengths of monitoring instruments to verify programme activities Provides information on programme implementation from different levels of the operational environment The setup requires that proper oversight mechanisms are in place within UNICEF to guide such a complex monitoring instrument Requires contracting of multiple parties, which can have significant cost implication on the programme budget Exposes UNICEF to a wider range of programme management risks
Minimum System Requirements for online courses To prevent possible problems when viewing course content, your computer must meet the following requirements: PC users Mac users Operating System: Windows 98, Windows 2000 or Windows XP OS 9.2, OS X.1 or OS X.2 Processor: Pentium II or higher Processor speed of 233 MHz or higher. G3 or higher Memory/RAM: Minimum of 64 MB RAM. Display: 800 x 600 pixel resolution @ 256 colors Internet Connection: 56K modem A broadband connection is recommended (DSL, cable, etc.) Web browser: Internet Explorer 5 or higher or Netscape 4.77 or above. (Java and in your browser). Internet Explorer 5 or higher or Netscape 4.77 or above. (Java and in your browser). Other: An e-mail account and a word processing software program. Anti-virus software is highly recommended.
Rice Mill, Flour Mill or Dal Mill 100 114 Rubber & Rubber Products Industry Tyre, Tubes) 100 114 Shops 100 114 Stone Breaking or Stone Crushing 100 114 Straw Board and Paper Board 100 114 Tailoring Industry 100 114 and Leather 100 114 Tin Plate Shaping & Tin Printing 100 114
Almost always Very frequently Somewhat frequently Somewhat infrequently Very infrequently Almost never 1. I be experiencing some emotion and not be conscious of it until some time later. □ □ □ □ □ □ 2. I break or spill things because of carelessness, not paying attention, or thinking of something else. □ □ □ □ □ □ 3. I find it difficult to stay focused on what’s happening in the present. □ □ □ □ □ □ 4. I tend to walk quickly to get where I’m going without paying □ □ □ □ □ □
Factor Services (Land, Labour, Capital and Enterprise) Consumption Expenditure (On and services) Purchase of Goods and Services Differentiate between consumption goods and Capital goods. Consumer or consumption goods Capital goods 1. These are directly used by ultimate consumer household for satisfaction of wants. 1. are fixed assets used by the producers in the production process. 2. These are final goods 2. These are final goods. 3. They are not used in production by producer. 3. They help in production of other goods. 4. They may be changed during use by consumer like tea leaves are used to make tea. 4. They do not change during production process. 5.eg: Durable goods- car, washing machine 5. eg: machines , Plants and equipment used in production process. what is the difference between Final goods and Intermediate Goods? Final goods Intermediate goods 1. These are ready for final use by consumer for consumption or By producer for investment. These are not ready for use; they are for resale or used for further production. 2.These are:- (a)Consumer goods used for satisfaction of wants. They may change during use. (b) Capital goods which help in production process. Thy do not transform during use,; 2. These are purchased by one firm from another for following purpose:- (a) Resale during the year (b) Use as raw material in production process. So they may change during production process 3. Once sold pass out of production boundary. 3. These are inside the production boundary. 4. These are included in national income 4. These are not included in national income. Differentiate between Stocks and Flows variables.
Equipment Type Size Category Heating Section Type Subcategory or Rating Condition Minimum Efficiency Air conditioners, <65,000 Btu/h All Split system 14.5 SEER and 12 EER (single phase) 14 SEER and 12 EER (three phase) Single package 14 SEER and 11 EER (single phase) 14 SEER and 11 EER (three phase) ≥65,000 Btu/h and <135,000 Btu/h Electric resistance (or none) Split system and single package 11.7 EER and 11.8 IEER All other Split system and single package 11.5 EER and 11.6 IEER ≥135,000 Btu/h and <240,000 Btu/h Electric resistance (or none) Split system and single package 11.7 EER and 11.8 IEER All other Split system and single package 11.5 and 11.6 IEER ≥240,000 Btu/h and <760,000 Btu/ha Electric resistance (or none) Split system and single package 12.4 EER and 13.6 IEER All Split system and single package 12.2 EER and 13.4 IEER ≥760,000 Btu/ha Electric resistance (or none) Split system and single package 12.2 EER and 13.5 IEER All other Split system and single package 12.0 EER and 13.3 IEER a Air conditioners with size equal to or greater than 240,000 Btu/h are not covered by federal purchasing requirements. Minimum efficiency presented is consistent with ASRHAE 90.1-2013. Boilers (Residential) and Boilers (Commercial) Gas- and Oil-Fired Boilers: Minimum Efficiency Requirements Equipment Type Subcategory or Rating Condition Size Category Efficiency Metric Minimum Efficiency Boilers, hot water Gas-fired <300,000 Btu/h AFUE 90% ≥300,000 Btu/h and ≤2,500,000 Btu/h Eta 94% >2,500,000 Btu/h and ≤10,000,000 Btu/h Et 94% >10,000,000 Btu/hb Ec 82% Oil-fired <300,000 Btu/h AFUE 87% ≥300,000 Btu/h and <2,500,000 Btu/h Et 85.5%
Electrically Operated Unitary Air Conditioners: Minimum Efficiency Requirements Equipment Type Size Category Heating Section Type Subcategory or Rating Condition Minimum Efficiency Air conditioners, <65,000 Btu/h All Split system 14.5 SEER and 12 EER (single phase) 14 SEER and 12 EER (three phase) Single package 14 SEER and 11 EER (single phase) 14 SEER and 11 EER (three phase) ≥65,000 Btu/h and <135,000 Btu/h Electric resistance (or none) Split system and single package 11.7 EER and 11.8 IEER All other Split system and single package 11.5 EER and 11.6 IEER ≥135,000 Btu/h and <240,000 Btu/h Electric resistance (or none) Split system and single package 11.7 EER and 11.8 IEER All other Split system and single package 11.5 and 11.6 IEER ≥240,000 Btu/h and <760,000 Btu/ha Electric resistance (or none) system and single package 12.4 EER and 13.6 IEER All other Split system and single package 12.2 EER and 13.4 IEER ≥760,000 Btu/ha Electric resistance (or none) Split system and single package 12.2 EER and 13.5 IEER All other Split system and single package 12.0 EER and 13.3 IEER a Air conditioners with size equal to or greater than 240,000 Btu/h are not covered by federal purchasing requirements. Minimum efficiency presented is consistent with ASRHAE 90.1-2013. Boilers (Residential) and Boilers (Commercial) Gas- and Oil-Fired Boilers: Minimum Efficiency Requirements Equipment Type Subcategory or Rating Condition Size Category (Input) Efficiency Metric Minimum Efficiency Boilers, hot water Gas-fired <300,000 Btu/h AFUE 90% ≥300,000 Btu/h and ≤2,500,000 Btu/h Eta 95% >2,500,000 Btu/h and ≤10,000,000 Btu/h Et 94% >10,000,000 Btu/hb Ec 82% Oil-fired <300,000 Btu/h AFUE 87%
1. Ownership identification with minimum five inch high lettering on the beltline or directly below the windows on each side of the bus. Add Identification D., to page 40 of the National Specifications, to read as follows: D. There shall be a sign located below the rear window of the bus in area(s) visible to the approaching motorist, which reads STOP ON FLASHING RED. "STOP" shall be printed on the rear of the bus in letters at least 8 inches high. "ON FLASHING RED" shall be printed below "STOP," in letters at least 4 ¾ inches high. The sign shall be red letters on white reflective background. Insulation Replace Insulation (Optional), page 42 of the National Specifications, with the following: A. All space between the inner and outer panels in the roof, sidewalls, body posts and roof channel cavities, including front and rear body cavities, shall be filled with fiberglass or other insulating material which will meet Federal Motor Vehicle Safety Standard No. 302 where applicable. The insulation shall be firmly installed so it will retain its original position. and Signals Add to Lamps and Signals A, page 43 of the National Specifications, the following: A.1. A loading light shall be installed, outside and to the rear, or above the service door to illuminate the area in front of the door. The step-well light and loading light shall be illuminated by a service switch, to illuminate only when the service door is open. Replace Lamps and Signals F., page 45 of the National Specifications, with the following: F. Roof Mounted Strobe Light 1. A strobe light shall be mounted on the roof of the school bus, and meet all NSTS&P standards J845, with a 4 inch minimum height. The light shall be located on the center line of the roof no less than four (4) feet from the rear of the bus and not to exceed one third (1/3) the body length forward from the rear of the roof edge. Stirrup Steps Replace Stirrup Steps, page 52 of the National Specifications, with the following: If the windshield and lamps are not easily accessible from the ground, there shall be at least one folding stirrup step or recessed foothold and suitably located handles on each side of the front of the body for easy accessibility for cleaning. Steps are permitted in or on the front bumper
PART C – Where Identify where the resource is located throughout Canada. You will do this by showing a map that identifies where this resource is located. Find the name of that mines your resource. Go to that company’s website to find the name of one mine the company is extracting the natural resource (sometimes called an “operation”). Use Google Earth to locate where the mine is in Canada. Using Google Earth and other images describe the impact the mine is having on the natural environment. Describe how the resource is transported from the mine to other parts of Canada, and other parts of the world. Include images which together will how the natural resource is transported. Which three of the following industry location factors do you think were the most important in determining the location of this company? Explain reasons for your decision. Transportation Political factors Near raw materials Labour supply Special considerations Availability of power Location of final market PART D – Natural Resources and the Canadian Economy Show one direct and one indirect career that exist because of mining this resource?
Higher numbers have a greater “weight” (they have a higher priority), and will be processed earlier than lower numbers. The range of GroupTableOrder weight numbers is 0-255. For more information, see “How To: Process databases in a specific order”. DefaultTimeEstimateMins int How long you estimate the operation will take, in minutes. If you want to the operation based off of time (e.g., run for two hours), and the table has never been run before. So, the system has no way to know how long the operation will take. PreferredServer varchar For remote CheckDB runs, the name of the remote server. TableOrderType varchar Order the table using different metrics, such as size, usage, etc. This field is not yet in use. NoIndex bit DBCC CheckTable option NOINDEX. Specifies that intensive checks of nonclustered indexes for user tables should not be performed. RepairOption varchar The repair option to use. This field is not yet in use. Future valid values may include: NULL NONE REPAIR_ALLOW_DATA_LOSS REPAIR_FAST REPAIR_REBUILD RepairOptionAgree bit Signifies that you agree to the repair option specified in the RepairOption column. This is in place because some repair options (i.e., “REPAIR_ALLOW_DATA_LOSS”) can cause you to lose data. This field is not yet in use. AllErrorMsgs bit DBCC CheckTable option ALL_ERRORMSGS. ExtendedLogicalChecks bit DBCC CheckTable option EXTENDED_LOGICAL_CHECKS. NoInfoMsgs bit DBCC CheckTable option NO_INFOMSGS. Suppresses all informational messages. IsTabLock bit DBCC CheckTable option -tablock. Causes DBCC CHECKTABLE to obtain a shared table lock instead of using an internal database snapshot.
If we learnt anything from the so-called Celtic Tiger era, it was that our future does not lie in our people living in one location, and commuting up to 100km away to work, juggling work and family lives and losing the battle to strike a reasonable balance. With less than 1,000 properties available for rent in Dublin and similar low levels in all our other cities, there is not just under-supply, but a gaping hole in the supply of affordable accommodation (and rental accommodation in particular) in the heart of our cities. Turning that tide means we simply have to deliver more apartments in our cities. On Tuesday 26th September the Government published our final consultation draft of the new National Planning Framework Ireland 2040–Our Plan. a lost decade, we can once again set out a vision for what our country should and could look like in the years ahead. Yes we have an immediate housing crisis to face. If we to plan, even for just a moment, we can tackle that crisis but also secure the sustainable development of our country and our communities in to 2040 and beyond. We have to think in decades if one crisis isn’t to simply roll in to another. Over the next number of weeks, the public, including your Institute and its members, will have a chance to make their views known, helping Government finalise the NPF document by the end of this year. Finalisation of the National Planning Framework will coincide with the development of a 10-year Capital Investment Plan, ensuring alignment between planning and investment. Once the Framework and its capital investment are in place, Regional Spatial and Economic Strategies will develop more detailed policies and proposals at regional level. And this work has already begun. So this time, we know it’s real, and not just a false dawn. What does the NPF say to us?
levels from 150 to 450 and 12 to 600 workers respectively. Capacity utilisation has also increased from 28% to 60% for Sensational and 15% to 50% for Blue Track Investments. 3.3.4 Furniture Sector – Improved capacity from 45% to 70%. In one instance, mattresses has increased their capacity utilisation from 70% to 85% (2 700 to 3 500 mattresses per month). The industry has also increased operating hours from 5 days per week to 6 days per week. 3.3.5 Tinned Fruits and Vegetables – Associated Foods in Vumba increased capacity utilisation from 38% to the current level of 80%. The company’s employment also increased by 20% to the current level of 143 workers (98 permanent and 45 contract). 3.3.6 Nestle Zimbabwe – The Company’s Cremora Plant increased capacity utilisation from 30% to 70%. S.I 64 also resulted in the preservation of employment which is around 330 workers. 3.3.7 Fertilizer Industry – The fertilizer industry increased capacity utilisation from 25% in 2016 to the current level of 40%. 3.3.8 Plastic (PVC) – In one instance, capacity utilisation increased from 40% to 51%, sales grew by 13% and there was an additional employment of 27 people. 3.3.9 Chitaitai – S.I 64 of 2016 resulted in the company automating its production and production capacity increased from 2 400 litres of shoe polish per day to 6000 litres per day. 3.3.10 Capacity Utilisation for Downstream Industries Capacity utilisation for downstream industries increased as follows: Industry Before SI 64 of 2016 After SI 64 of 2016 Label Supplies 5% 15% Plastic packaging Supplies 37% 60% Raw Materials 20% 37% 3.4 NEW INVESTMENTS The following companies have invested in new plant and machinery to date: 3.4.1 Arenel (Pvt) Ltd In August 2016, the company commissioned a snack manufacturing plant worth US$750 000. Furthermore, they invested into mayonnaise and bottled water plants at a total cost of about US$2 million. 3.4.2 Kershelmar Dairies (Pvt) Ltd
Short and long term finances The concept of leadership – hierarchical or web – a team gathered based on gifting - rather than competing. Communication Electoral Prayer, prayer Is the process to be transparent e.g. videoed interviews of candidates posted on Diocesan webpage well before Electoral Synod. Synod representatives are there on behalf of the people in the parish. Expect the unexpected – remain open without our own agendas 2nd Group The Diocese Financial support Housing Combination Role i.e. education; ministry-liturgical Location of Diocesan Office Transparent Process – knowing rules for election Communication – website – social media Avoid conflicts of interest Candidates known - CV’s available Prayer base Electoral Synod Potential candidates should show: Spiritual depth Godly leadership Communication – warm – clear Called by God Spiritual gifts – fruit? People person – builds relationships; secular and ecclesiastical Shepherd Cursillo – spiritual direction Prayer Base Proven record Understanding; broad ecclesiastical, theological and liturgical style. 3rd Group Implications: We can’t commit to what we can’t finance The person must be called to work in their gifts There may be a lengthy interregnum Engagement a national level The Diocese How will we fund a Bishop? Where is the Gospel? How do we organise ourselves while we don’t have a bishop? What suitable models of episcopacy are Electoral Synod What process will be used for nomination and election? What is the task for the Bishop? How is a prayerful space to be provided where God can direct the Synod? How do we discern that a person has gifts appropriate to the task?
David Dockery, ed., The Challenge of Postmodernism: An Evangelical Engagement, (Grand Rapids: Baker Book House, 2001). William Edgar, The Face of Truth: Lifting the Veil, (Phillipsburg, NJ: P&R Publishing, 2001). --- You Asked: Your Questions. God’s Answers., (Geanies House, Fearn, Ross Shire, Great Britain: Christian Focus Publications, 2013). Millard J. Erickson, Truth or Consequence: The Promise and Peril of Postmodernism (Downers Grove: IVP, 2001). Millard J. Erickson, Paul Kjoss Helseth, and Justin Taylor, eds., Reclaiming the Center: Confronting Evangelical Accommodation in Postmodern Times, (Wheaton: Crossway, 2004). Frame, John M., A History of Western Philosophy and Theology, (Phillipsburg, NJ: P&R Publishing, 2015). David B. Garner, ed., Did God Really Say: Affirming the Truthfulness and Trustworthiness of Scripture, (Phillipsburg, NJ: P&R Publishing, 2012). David & Jonathan Gibson, eds., From Heaven He Came and Sought Her: Definite Atonement in Historical, Biblical, Theological, and Pastoral Perspective, (Wheaton: Crossway, 2013). Andrew W. Hoffecker, ed., Revolutions in Worldview: Understanding the Flow of Western Thought, (Phillipsburg, NJ: P&R Publishing, 2007). Gabe Lyons, The Next Christians: The Good News about the End of Christian America (New York: Doubleday, 2010). Stephen J, Nichols and Eric T. Brandt, Ancient Word, Changing Worlds: The Doctrine of Scripture in a Modern Age, (Wheaton: Crossway). K. Scott Oliphint, The Battle Belongs to the Lord: The Power of Scripture for Defending Our Faith, (Phillipsburg, NJ: P&R Publishing, 2003). B. Penner, ed., Christianity and the Postmodern Turn: Six Views (Grand Rapids: Brazos, 2005). Vern Sheridan Poythress, In the Beginning Was the Word: Language – A God-Centered Approach, (Wheaton, Crossway, 2009). David Robertson, The Dawkins Letters: Challenging Atheist Myths, (Geanies House, Fearn, Ross Shire, Great Britain: Christian Focus Publications, 2007).
ST. ANTHONY PARISH MINISTRY INDEX I. Liturgy/Sacraments Altar Servers Altar Society Eucharistic Ministers to the Homebound First Friday Communion Calls Extra-ordinary Ministers of Holy Communion Eucharistic Adoration Liturgical Environment Ministry Ministers of Hospitality (Ushers/Greeters) Money Counters Music Ministry Cantors Choir – Parish Choir – Contemporary – Youth ALIVE! Choir – Children’s Organists Nursing Home Mass Readers Rosary Leaders Sacramental Preparation Baptism Funeral Mass Marriage Sacristans II. Evangelization/Formation Bible Studies/Faith Fellowship Groups Koinonia Ladies Out Married & Engaged Couple Date Nights Neocatechumenal Way Parish Mission/Retreats Faith Formation – Elementary/ Secondary R.C.I.A. – Adult Confirmation Totus Tuus Vocations Committee Youth Ministry/Youth Group III. Mission/Apostleship Assumption Group Breakfasts Catholics Returning Home Church Basement Ladies Council of Catholic Women Discipleship/Evangelization Team Divine Mercy Sunday Garden Ministry Gift Tree (ECR Christmas Project) Helpline Knights of Columbus Lazarus Ministry New Member Welcome Newsletter Prayer Chain Pro-Life Ministry Social Events (Mardi Gras, Parish Dinners, Parish Picnic)
Nicole Paynter Accounts Payable Clerk 3334 Lisa Butterfield Accounts Payable Clerk 3335 Lisa Caines Accounts Receivable Clerk 3337 Karen Beach Salaries supervisor 3366/67 FACILITIES Cleun Gaiton Facilities Manager 3345 599-8332 Bray Saltus Labour, Safety and Transportation Officer 3351 532-4567 Ingrid Botelho Secretary 3368 INFORMATION TECHNOLOGY Michael Lee Manager of IT Support 3359 505-6367 Blenn Bean Computer Services Officer 3358 536-1164 MOED Helpdesk 3395 278-3395 I.T.O Helpdesk 297-7832 ATTENDANCE Michael Smith Attendance Coordinator 3307 505-1395 Ardyne Smith Attendance Officer 704-0062 Jonathan Eve Attendance Officer 705-0052 Milton Stephens Attendance Officer (CBA) 296-5665 799-0047 Prinzine Bailey Attendance Officer (BI) 292-4752 799-0057 STORES Tel.: 293-5704 • Fax:- 293-5701 David Peniston Stores Manager 3342 504-3414 Ronald Wolffe Truck Driver 799-3320 Ricky Pimentel Truck Driver 536-4634 MEETING/TRAINING ROOM EXTENSIONS Dr. Mansfield Brock Boardroom (Main Boardroom – upper) 3340 Dr. Marion Robinson Training Room (Lower) 3391 Dean Furbert Training Room (Upper – West Wing) 3393 J. Sinclair Richards Meeting Room (Lower – beside front desk) n/a
Let us pray. O Sovereign Lord, deliver your servant, N., from all evil, and set him free from every bond; that he may rest with all your saints in the eternal habitations; where with the Father and the Holy Spirit you live and reign, one God, for ever and ever. Amen. The Officiant may invite those present to offer words of thanksgiving, reconciliation, or farewell. The Officiant may conclude with words of comfort. Commendation at the Time of Death Here a priest or other authorized person may anoint the dying person with oil. Depart, O Christian soul, out of this In the Name of God the Father Almighty who created you; In the Name of Jesus Christ who redeemed you; In the Name of the Holy Spirit who sanctifies you. May your rest be this day in peace, and your dwelling place in the Paradise of God. A Commendatory Prayer Into your hands, O merciful Savior, we commend your servant N. Acknowledge, we humbly beseech you, a sheep of your own fold, a lamb of your own flock, a sinner of your own redeeming. Receive him into the arms of your mercy, into the blessed rest of everlasting peace, and into the glorious company of the saints in light. Amen. The Officiant and people may say Nunc dimittis The Song of Simeon Luke 2:29-32 Lord, now let your servant depart in peace, according to your word. For my eyes have seen your salvation, which you have prepared before the face of all people; to be a light to lighten the Gentiles, and to be the glory of your people Israel. Glory to the Father, and to the Son, and to the Holy Spirit; as it was in the beginning, is now, and ever shall be, world without end. Amen. Closing Prayer The officiant prays May his soul and the souls of all the faithful departed, through the mercy of God, rest in peace. Amen. Additional Directions This rite is designed to be flexible in length. It may be adjusted according to the circumstances and
Proposed team (names and/or areas which you will need assistance – please attach list if needed and areas/functions) – What would a ministry organization chart look like? Ministry Proposal – Part C Please elaborate further on the ministry you’re proposing. Provide any additional information that may be valuable for understanding the vision (purpose and mission) of the ministry. Ministry Proposal – Part D Processes and Procedure(s) Please attach a proposed agenda, meeting schedule, books/tools you will use and the (leadership) support/team you will need or have
Ministry Areas in Monmouth Diocese Introduction Monmouth Diocese is increasingly seeing itself as living in Ministry Areas. How did that come about and what are they? Origins concern - - In the mid noughties, a new Continuing Ministry Development (CMD) Officer became increasingly concerned for the welfare of the stipended clergy of the Diocese. Clergy were asked to oversee the life of more and more church communities. The model for doing this was still the and it was being stretched to the point where clergy were becoming seriously overburdened and discouraged. pressure - - A search began for a CMD programme, which would equip clergy with more effective skills in ministry, to enable them better to fulfil their ever widening role. Financial constraints loomed and it was realised that the process of creating ever larger benefices was going to accelerate. new thinking - - Different skills were not going to be an adequate answer. Leadership in the church had long been defined as Episcope. Earlier research by the present Bishop of Oxford, The Rt Revd. Dr Steven Croft, was used to define a new local oversight role. The name ‘Ministry Area Leadership’ was given to it. A ‘Ministry Area’ is simply the area over which a Ministry Area Leader would have oversight. new training - - To enable clergy to make the transition to this new role, a formational training programme was needed. It has been designed to enable clergy to enter into both a new understanding and a new practice of ministry. It began in 2013 and continues. The Ministry Area Leader A Ministry Area Leader has episcopal priorities in ministry which are to: Enable others guard and build missionary communities Locate, represent and connect with wider society all in the context of watching over their personal spiritual health. A Ministry Area parish
If the land is within a GAIC contribution area, a standard levy or a supplementary levy must not be imposed to fund transport construction on an existing declared State road. This does not include the construction of road intersections required to connect a new or upgraded council road to a declared State road. Table 3 lists the allowable items for transport construction that may be funded by a standard levy. The column in the Table headed ‘Standard of provision’ describes the standard or scope of construction that a standard levy would normally be expected to fund. Table 3: Transport construction standard levy allowable items Standard levy allowable item Standard of provision Council arterial roads This includes: upgrades to existing local roads to council arterial road standards; and new council arterial Arterial road spacing Based on a typical 1.6 km arterial road grid network with alternating primary (six lane) and secondary (four lane) arterial roads. Arterial road design Designed to generally accommodate the forecast ultimate traffic volumes generated by the new development. Arterial road lanes Construction of one through lane in each direction. Walking and cycling infrastructure On both sides of the arterial road as specified in the Precinct Structure Plan or equivalent structure plan. Signalised pedestrian crossings As specified in the Precinct Structure Plan or equivalent structure plan. Intersections (traffic signals or roundabouts) with council or declared State arterial roads This includes: arterial and arterial road intersections; and arterial and connector road intersections. Intersection spacing Based on a typical 800 metre spacing within the standard 1.6 km arterial road grid network. Through lanes at intersection approach One through lane plus one short through lane in each direction. Left turn lane/slip lane One left turn lane/slip lane where required in ultimate design. Right turn lane As specified in the Precinct Structure Plan or equivalent structure plan. Traffic signals Signals to be located at the ultimate intersection position. Walking and cycling infrastructure As specified in the Precinct Structure Plan or equivalent structure plan. Table 4 lists the allowable items for transport construction that may be funded by a supplementary levy. Any criteria in the Table for applying a supplementary levy must be met.
In the second stage, Microsoft SharePoint Server 2010 will be deployed to give employees a gateway for the unified communications solution, access to ministry information, and as an extranet for patient support groups. Employees log on to the portal just once to access all their communications tools. Benefits The ministry’s unified communications platform will connect every member of the health community in Saudi Arabia. It will improve patient care, while doctors, nurses, and clinicians can save time and avoid unnecessary travel by using a virtual environment for meetings and communication. Dr. Alyemeni says: “Our aim is to get all health professionals—including administrators—on one unified communications platform.” Enhances patient-centric care in Saudi Arabia. “We’re increasing the precision of patient care in every corner of Saudi Arabia,” says Dr. Alyemeni. “Patient services will improve through the patients’ portal, which involves patients in a supportive e-network, resulting in better outcomes.” Offers health professionals multiple collaboration channels. The Microsoft unified communications solution offers the health community presence awareness, instant messaging, and audio and videoconferencing with single saving time and boosting productivity. Helps monitor public services. By having a central repository in which to store information, administrators can better manage hospital and primary care provider performance. Reduces need for business travel. The virtual communications environment allows communication and collaboration between specialists and partner organisations through instant messaging and audio and videoconferencing, with less need for expensive business travel. Eases deployment and training timetable. The ministry chose Microsoft technology because it’s faster to deploy than other vendor systems. Dr. Alyemeni says: “Integration, familiarity, and speed of deployment were key factors in our choice. We’re starting with 100-plus health professionals, who will then train other users.”
Ministry actions following the National Review of Cold Chain Management Practices Actions Stakeholders Status Completion Development of IMAC Interim Guidelines for Purchase of Chilly Bins for off-site immunisations Ministry of Health, PHARMAC, DHBs, IMAC, School Based Immunisation Programmes, immunisation providers Completed Dec 15 Interim review and update of the Cold Chain Accreditation documentation Ministry of Health, PHARMAC, DHBs, IMAC, immunisation providers Completed Feb 16 Review and implement changes to the National Cold Chain Audit monitoring processes Ministry of Health, PHARMAC, DHBs, IMAC, vaccine distributors, immunisation providers Completed Sept 16 Review and update the National Guidelines for Vaccine Storage and Distribution 2012 Ministry of Health, PHARMAC, DHBs, IMAC, vaccine distributors, immunisation providers Completed Feb 17 Release the National Standards for Vaccine Storage and Transportation for Immunisation Providers 2017 Ministry of Health, PHARMAC, DHBs, IMAC, vaccine distributors, immunisation providers Completed Feb 17 Review and update the immunisation providers cold chain policy template to align with the National Standards for Vaccine Storage and Transportation for Immunisation Providers 2017 Ministry of Health, PHARMAC, DHBs, IMAC, immunisation providers Completed Feb 17 Review and update the cold chain accreditation documentation to align with the National Standards for Vaccine Storage and Transportation for Immunisation Providers 2017 Ministry of Health, PHARMAC, DHBs, IMAC, immunisation providers Completed Feb 17 Review the Annual Cold Chain Management Guide and Record Ministry of Health, PHARMAC, DHBs, IMAC, vaccine distributers, immunisation providers Underway March 17 Review and test off-site vaccine transportation and temperature monitoring processes and equipment Ministry of Health, PHARMAC, DHBs, IMAC, School Based Immunisation Programmes, immunisation providers Underway June 17
CHURCH MISSION, VISION, VALUES, & GOALS MISSION: Be Disciples, Make Disciples! VISION: We see God moving His disciples to continuously nurture spiritual, church, and community health. VALUES: L: Loving P: Proclaiming B: Building C: Connecting 2018 GOALS: Regular Attendance 250 Breakthrough 300 Plan Dual Services Church Devotion Plan Spiritual Gift Inventory Outreach Plan Giving Plan 2018 TOP PRIORITIES FOR THIS YEAR: 3 MINISTRY EVENTS MINISTRY PEOPLE
Mini BOB LIST (I don’t know what cover we’ll get!) Vacationing in a seaside village in Cornwall, children stumble upon a brittle old map showing the location of a magical relic of King Arthur’s days, leading them into a dangerous quest that traps them in the battle between the forces of the Light and the Dark. (Series starter) In this prequel to Newbery Medal winner The Crossover, Chuck Bell takes center stage, as readers get a glimpse of his childhood and how he became the jazz music loving basketball star his sons look up to. A novel in verse with all the impact and rhythm readers have come to expect from Kwame Alexander. Nathan Hale brings readers back to the world of the American Revolution for the first time since One Dead Spy—but this time, he’s following the Marquis de Lafayette into battle. An orphan who became a French nobleman, Lafayette was a major figure in the American Revolution who fought alongside iconic figures like George Washington and Alexander Hamilton. (Young Reader’s Edition) As the United States raced against Russia to put a man in space, NASA found untapped talent in a group of African-American female mathematicians that served as the brains behind one of the greatest operations in U.S. history. Dorothy Vaughan, Mary Jackson, and Katherine Johnson crossed all gender, race, and professional lines while their brilliance and desire to dream big, beyond anything ever accomplished before by the human race, firmly cemented them in U.S. history as true American heroes.
Dear Applicant Thank you for your interest in becoming a Trustee for the British Library. In 2023, the British Library will mark its 50th anniversary as the national library for the United Kingdom. Major developments underway include projects to digitise and make globally available its most important historic collections; to refresh and transform its service to researchers, online and on-site; to widen its reach and presence for people across the UK, including new partnerships with public libraries; to extend and enhance its Grade 1 listed building in St Pancras, London, as part of a major development partnership; and – over the longer term – to renew and improve its 43-acre campus at Boston Spa in Yorkshire, where the majority of the collection is now held. The British Library is an equal opportunities employer. It wishes to reflect the diversity of contemporary UK society and is therefore actively seeking to recruit members from all age groups and cultural and ethnic backgrounds. Applications will be especially welcomed from individuals who are able to demonstrate a deep understanding of how digital technologies are transforming research and the creation of knowledge, and individuals with Board-level experience of businesses and enterprises in the private sector. This is an extraordinary opportunity for an individual who is passionate about the success of British Library. If you believe you have the experience and qualities we are seeking to help lead this important organisation, we very much look forward to hearing from you. The Rt Hon Jeremy Wright QC MP Secretary of State for Digital, Culture, Media and Sport
Application Guidelines for projects to be completed during FY2014 (October 1, 2013 – September 30, 2014) The Mississippi Council on Developmental Disabilities (MSCDD) promotes advocacy, systems change, and capacity building activities to empower people with developmental disabilities (DD) to achieve their maximum potential for self-determination, integration, and inclusion into their communities. Advocacy is the pursuit of influencing policymakers or governmental entities on issues that directly affect the lives of people with DD. Systems change focuses on improving or restructuring the policies or processes of government or agencies to better the lives of people with DD. Capacity building is the process of equipping individuals with DD with the information, knowledge, skills, or training that enables them to live and perform effectively. Opportunity: MSCDD is accepting Mini-Grant Applications for FY2014 (October 1, 2013 – September 30, 2014). Projects may be short-term such as a few days or may occur over several months depending on the time necessary to complete the project. For this announcement, all projects must be completed by September 30, 2014. activities must support advocacy, systems change, and/or capacity building for at least one of the following DD Act Areas of Emphasis. Care – Activities that support children with DD and families in child care services and programs whether before-school, after-school and out-of-school. Community Supports (Formal/Informal) – Activities that support individuals with DD accessing services available or offered in a community, including formal and informal community supports affecting their quality of life. Education and Early Intervention – Activities that maximize educational and student life supports for people with DD and their families over the life span. Employment – Activities that support employment in the community. Health – Activities that promote health and wellness of individuals with DD. Housing – Activities that support people with DD living in their community. Quality Assurance – Activities that focus on self-advocacy, leadership development, interagency improvements in quality of services, or making communities safe from abuse or neglect and accessible for individuals with DD. Recreation – Activities that support inclusive recreation, leisure, or community events. Transportation – Activities that support accessible community transportation. 1
MINI-GRANT APPLICATION ($1,000 maximum) Application window opens September 1st, with November 1st deadline Grants are restricted to nonprofit organizations that have 501(c)(3) tax exempt status; educational, schools and religious organizations (for non-sectarian projects open to the community) and governmental agencies. If you are not a 501(c)(3) we suggest you use the fiscal agent option below that qualifies PROJECT/ORGANIZATION INFORMATION Project Title: Submittal Date: Geographic Area Served: Applicant Organization Name: Address: City: State: MN Zip: Contact Person: Telephone Number: E-Mail Address: Is your organization an IRS 501 (c) (3) nonprofit? yes no Tax ID# If no, complete the following section FISCAL AGENT FOR PROPOSED PROJECT (If other than applicant): Organization: Address: City: State: MN Zip: Contact Person: Title: Telephone Number: E-Mail Address: BUDGET AND INFORMATION Cost of this Proposed Project: $ Amount Requested from Five Star Community Foundation for this Project: $ Amount Obtained from other Sources/Organizations: School: Non-profit Organization: Support Club: Grant: Fundraiser: Other: ***On a separate attachment, please provide the following*** Narrative of the project: (describe the project include purpose and objectives. Why the project is needed in the community and the estimated number of community residents who will benefit. Provide qualifications of all staff/volunteers assigned to the project as it relates to their experience in relation to the project. Project timelines. Provide a statement on how the project will be evaluated on it its effectiveness of the agreed upon purpose of the project. Budget summary: (detailed budget showing ie salary expense, equipment cost, marketing costs, etc) Previous receipt of Five Star Community Foundation monies? Yes No Amount: When?