zilongwang/ReadingBank huggingface dataset:
Organizational Capability Target Associated Critical Tasks Observation Notes and Explanation of Rating Target Rating [Insert Organizational Capability Target 1 from page 1] [Insert Organizational Capability Target 1 Critical Tasks from page 1] [Insert Organizational Capability Target 2 from page 1] [Insert Organizational Capability Target 2 Critical Tasks from page 1] [Insert Organizational Capability Target 3 from page 1] [Insert Organizational Capability Target 3 Critical from page 1] Final Core Capability Rating Ratings Key P – Performed without Challenges S – Performed with Some Challenges M – Performed with Major Challenges U – Unable to be Performed Evaluator Name Evaluator E-mail Phone
Application for Operational Excellence Funding PART 1 OF 3 – BUSINESS PLAN This part of the application is used to summarise the company’s business plan and to give the context for the proposed project. The use of industry specific jargon or acronyms should be kept to a minimum, although you may assume that the reader has a business background. The document is intended as a summary so it is important to be brief. As part of the due diligence process you may be asked to expand on anything that is unclear. Registered Company Name Trading Name if different Company Registration Number Year of incorporation Has the company been generating for at least 5 years before the date of this application? Yes/No Does the company, at the date of application, directly employ 10 or more full-time people in the State? Yes/No Company Business Address Company Web Address Principal Business of the company Contact details Contact Name Contact Job Title Contact Address Contact Phone number Briefly outline company history and summarise your current product/service and key markets. [MAX 20 LINES] Fill in the owenership table below for the applicant company. *For ‘Type’, use one of the following; Promoter, Family/Friends, Domestic VC, Overseas VC, Trade Investor, Business Angel, BES./ EII Fund, BES Individuals or other. Name Type* Share Class % Shareholding Amount Invested
Inspection Ofsted Ofsted (as part of the main school inspection) Ofsted Ratios and qualifications Ratio 1:13 One member of staff must be ‘school teacher’** At least one other member of staff must have L3 Qualifications of additional staff left to provider If no registered pupils are present and QTS, EYPS or EYT or other suitable L6 working directly with children then: ratio 1:13 One member holding relevant L6 At least one other member of staff must have L3 If no listed L6 present, then ratio 1:8 One member holding relevant L3 At half of all other staff must hold relevant L2 If QTS, EYPS or EYT or suitable L6 working directly with children then ratio 1:13 One member holding relevant L6 At least one other member of staff must have L3 If no listed L6 present, then ratio 1:8 One member holding relevant L3 At least half of all other staff must hold relevant L2 Census School census School census - registered pupils Early years census - children who are not registered pupils School census – academies and free schools Early years census – independent school * Some independent schools may have exemptions from some or all of the EYFS Learning and Development (L & D) requirements because of a direction made by the Secretary of State. Providers with exemptions from the L & D requirements should be funded to deliver free places if they meet the quality requirements and any local authority requirements. There are no exemptions from the EYFS welfare requirements. ** Schools may wish to consider dropping to a ratio of 1:8 with at least one member of staff holding a full and relevant level 3 qualification and at least half of all other staff holding a full and relevant level 2 qualification for provision in nursery classes delivered outside the standard two session school day.
Rao and Kelleher Gender Change Matrix The Rao and Kelleher gender change matrix outlines four potential domains of change as seen in Figure 3 below. According to Rao and Kelleher (2005), in order to bring about gender equality change must occur at both the individual and systemic levels, as well as in formal and informal relations. Figure 3. Gender domains of change at individual and systemic levels and across informal and formal relations. This change matrix is used in DFAT’s Gender Equality and Women’s Empowerment Strategy, and is also a basis for the gender performance assessment note (PAN). Annex 3. Analytical questions across pillars of the Strategy The following are analytical questions against the three pillars of the Strategic Framework for Australia’s Aid Investments in the Agriculture, Fisheries and Water Sectors. Objective Examples of analytical questions Tools Pillar 1. Markets To help increase small-scale farmers and fishers’ participation in markets and address constraints to agri-food business, including by leveraging private-sector investment and innovation (with an emphasis on women’s economic empowerment). value chains are women currently participating in, and what are women’s condition and position in these chains? What are the returns they receive? Which value chains are they not participating in, and why? How can women’s condition and position in value chains be improved? How can we improve the market incentives for women to participate, and flourish, in agricultural markets? Pillar 2. Innovating for productivity and sustainable resource use To improve productivity along food and agriculture value chains and promote more efficient and sustainable use of natural resources, using international and Australian research and expertise. Do have equal access to productive resources? How are they restricted from greater access to what they need? Are there ways in which production, processing and marketing systems can be adapted to meet the time and resource constraints women face? How can we ensure greater incomes and social capital for women within farming households? Does agricultural research (including by Australia) adequately address women’s economic empowerment issues? Household economic surveys Pillar 3. Promoting effective policy, governance and reform
frequently. Based on the findings they refine their vision for market system change, improve their strategies and adjust their intervention portfolio. The aim is to be pragmatic, building on what works and changing what does not so that the program maximises long term results with the time and money available. 1.2 Components of the market system A market system can be broken down as follows: The ‘core’– The central set of exchanges of goods and services between the providers (supply side) and the consumers (demand-side) at the heart of any market. The ‘rules’– These are the regulations, standards, laws and cultural norms and practices that act to shape market outcomes and govern participation and behaviour in markets. Formal providers of rules are commonly governments or membership organisations. Informal rules are generally a product of local culture and value systems and practices. The ‘supporting functions’ – The range of functions that support the core exchange and help the market to develop and grow including, for example, research and development, infrastructure, skills and capacity, and supporting services (financial service providers for example). 1.3 Market Systems Development programs in action This section provides an overview of the implementation processes of an MSD program. As the diagram below indicates, the steps in the cycle are continually revisited and revised as experience grows. Set the strategic framework This is where the broad strategic parameters for the program are established. It is the work done during the design, to be revised and elaborated regularly during implementation. The strategic framework will respond to DFAT’s Aid Investment Plans. At this point the target group will be identified. It will be based on broad analysis of where the poor are, what they do and gender dynamics. Smallholder farmers, factory workers or women in remote areas for example may be target groups. It will at the same time broadly identify where the opportunities in the market lie – for example, through meeting women’s demands for horticultural products through local supply, or employment from a growing manufacturing sector in the economy. This initial analysis and strategy are continuously revised and refined in the lifetime of an MSD program. Understand the market system Once an implementing team is mobilised, the strategic framework is fleshed out and more specific opportunities can be identified. Implementing teams get out and about in the market place getting to know the players, their incentives and the constraints to inclusive and sustainable growth in the chosen sectors.
Strategic Action 6.3 Identify pressure points to enable effective deployment of resources and explore different methods of working and use of resources Strategic Action 6.4 Following a capacity review of service provision ensure there is an ongoing evaluation process in place to ensure optimum use of resources and compliance with the CARE ACT principles
Michael Crilly, Director of Social Inclusion and Participation Mersey Care NHS Foundation Trust The Life Rooms, Evered Avenue, Walton, Liverpool, L9 2AF Tel: 0151 478 6552 Email: If you would like more information or wish to discuss the role informally please contact Michael Crilly using the contact details above. It is intended that a selection process will take place mi-March 2017.
Introduction vi Resolution 14 (IX-RA IV) - RA IV Hurricane Operational Plan vii CHAPTER 1 - GENERAL 1.1 Introduction 1-1 1.2 Terminology used in RA IV 1-1 1.2.1 Standard terminology in RA IV 1-1 1.2.2 Meaning of other terms used 1-3 1.2.3 Equivalent terms 1-3 1.3 The Saffir/Simpson hurricane scale 1-4 Attachment 1 A - RA IV Hurricane Committee Glossary of Storm-Related Terms Attachment 1 B - Guildelines for converting between various wind averaging periods in tropical cyclone conditions CHAPTER 2 - RESPONSIBILITIES OF MEMBERS 2.1 Forecasts and warnings for the general population 2-1 2.2 Forecasts and warnings for the open sea and civil aviation 2-5 2.3 Satellite rainfall estimates 2-5 2.4 Observations 2-5 2.5 Communications 2-5 2.6 Information 2-6 CHAPTER 3 - TROPICAL CYCLONE PRODUCTS OF THE RSMC MIAMI 3.1 Tropical cyclone forecast and advisory products 3-1 3.2 Subtropical cyclone forecast and advisory products 3-5 3.3 Numbering and naming tropical cyclones 3-5 3.4 Numbering advisories and tropical discussions 3-6 3.5 Other products 3-6 3.6 Correction procedures 3-6 Attachment 3 A - Examples of tropical weather products CHAPTER 4 - GROUND RADAR OBSERVATIONS 4.1 General 4-1 4.1.1 Observations 4-1 4.1.2 Special observations 4-1 4.1.3 Radar availability 4-2 4.2 USA coastal radars 4-2 4.3 Panama 4-2 4.4 Bahamian 4-2 4.5 Canadian radars 4-2 4.6 Caribbean Meteorological Organization network of Doppler radars 4-3 4.7 Cuban radars 4-3 4.8 Dominican Republic radar 4-3 4.9 El Salvador radars 4-3 4.10 French radars 4-3 4.11 Mexican radars …4-4 4.12 Curacao and Sint Maarten radars 4-4 4.13 Bermuda radar 4-4 4.14 Venezuela - coastal radars 4-4
Example: COUNTRY REPORT Country: CUBA Tropical Cyclone: Hurricane MICHELLE Date of data: November 4, 2001 Date of issuance: November 10, 2001 Maximum Sustained Wind Maximum Wind Gust Calm Rainfall Minimum SL Pressure Station Direction (km/h)10 min/1 min Time UTC Direction Veloc (km/h) Time UTC Time UTC (mm) Pressure (hPa) Time UTC 78325 Casablanca NNE 112/xxx 21:00-22:00 NNE 134 21:15 - 44.4 993.4 21:10 78373 Stgo Las Vegas NNE 90 20:00-22:45 NNE 138 20:55 - 57.6 997.8 20:40 Bainoa NE 90 20:00-21:00 NE 140 22:40 - 83.2 996.1 20:45 78374 Tapaste NE 70 19:00- 04:00 (5th) NNE 120 20:00 - 97.6 995.5 20:50 78323 Güines NE 82 20:30- 02:40 (5th) NNE 118 01:25 (5th) - 23.7 993.4 20:30 78375 Melena del Sur N 80 20:00 -02:30 (5th) N 135 22:53 - 60.8 994.8 20:00 78320 Güira de Melena NNE 60 19:00- 03:00 (5th) NNE 103 00:50 (5th) - 78.4 997.7 20:55 78376 Bauta N 90 21:00- 01:00 (5th) N 112 20:50 - 40.3 999.1 20:30 78322 Batabanó NNE 84 21:00- 01:00 (5th) NNE 100 23:10 - 64.3 995.3 19:00 78324 Punta del Este N 128 16:45-17:00 N 160 03:55 (5th) - 304.0 981.4 17:00 78321 La Fe N 100 18:35-19:00 N 112 19:00 - 118.9 991.6 15:00
Eastern Washington Stormwater Effectiveness Studies Detailed Study Design Proposal & Quality Assurance Project Plan (QAPP) Template Study Title Study Classification: (select one) Structural BMP Operational BMP Education & Outreach Study Objective(s): (indicate all that apply) Evaluate Effectiveness Compare Effectiveness Optional: Insert Graphic/Image/Photograph Prepared For: Contact Name Art Jenkins (Proposal Only) Lead Entity Jurisdiction City of Spokane Valley Department Public Works Department Address 11707 East Sprague Avenue, Suite 106 City, Washington, Zip Code Spokane Valley, Washington Phone Number (509)720-5018 Prepared By: Organization Address City, Washington, Zip Code Phone Number Date
QAPP Template References 1. Ecology, Guidelines for Preparing Quality Assurance Project Plans for Environmental Studies. 2004, Washington State Department of Ecology: Olympia, WA. 2. Ecology, Technical Guidance Manual for Evaluationg Emerging Stormwater Treatment Technologies. 2011: Olympia. 3. EPA, Guidance on Systematic Planning the Data Quality Objectives Process. 2006: Washington, D.C. p. 120. 4. Guba, E.G., Criteria for assessing the trustworthiness of naturalistic inquiries. ECTJ, 1981. 29(2): p. 75-91. 5. Erickson, A.J., P.T. and J.S. Gulliver, Optimizing Stormwater Treatment Practices. 6. United States Environmental Protection Agency, E., Guidance for Quality Assurance Project Plans. 2002, United States Environmental Protection Agency: Washington, DC. 7. EPA, EPA Guidance Document for Quality Assurance Project Plans, O.o.E. Information, Editor. 2002, U.S. Environmental Protection Agency: Washington D.C. p. 111. 8. Ecology, Guidance for Evaluating Emerging Stormwater Treatment Technologies - Technology Assessment Protocol - Ecology (TAPE). 2004, Washington State Department of Ecology: Olympia, WA.
overhaul, fabrication of electrical and mechanical components, and integration of systems. Recapitalization programs will involve the rebuild and selective upgrade of currently fielded systems to near zero time/zero mileage systems. May include Generator sets, Mine Resistant Ambush Vehicles, HMMWV, SOCOM Vehicles (Special Operations), Buffalo, Route Clearance Vehicles, Patriot Missile Systems, TOW, Hellfire, Avenger and Ground Mobility Vehicles workload will require restoration and repair of a wide variety of equipment to varying degrees of readiness. May include Generator sets, Mine Resistant Ambush Vehicles, HMMWV, SOCOM Vehicles, Buffalo, Route Clearance Vehicles, Patriot Missile Systems, TOW, Hellfire, Avenger and Ground Mobility Vehicles Maintenance support will be required for all new, existing, and future depot workload platforms to also include any systems not currently supported organically. The contractor shall perform troubleshooting, repair, calibration and alignment tasks on precision test stations, equipment simulators, antenna pattern ranges and test equipment using bench top test procedures and automated test equipment. The contractor shall conduct post-maintenance operational checks and testing of systems such as Generator sets, Mine Resistant Ambush Vehicles, HMMWV, SOCOM Vehicles, Buffalo, Route Clearance Vehicles, Patriot Missile Systems, TOW, Hellfire, Avenger and Ground Mobility Vehicles. The contractor perform clerical functions requiring input and retrieval of data in/from various information technology support systems, including Enterprise Resource Planning/Logistic Modernization Program/Automated Time, Attendance, and Production System systems. Contractor shall also perform technical writing, drafting, provisioning, supply and logistics support, warehousing, inventory, material handling, computer operations, assembly, set-up, testing, identification/verification/sorting activities that support the maintenance mission. The contractor shall perform tasks which include annotating and inputting data utilizing automated data processing equipment; maintaining stock records and posting to appropriate document registers; annotating records as status changes or as orders are received; conducting follow-up; verifying information through administrative manuals and regulations; performing parts research and related functions; performing other mission support. Contractor workers must operate within and support the entire mission support process and will be required to complete LEAD designated mandatory training, attend and
Appendix G Definitions & Acronyms: C&A – Certification and Accreditation CoN – Certificate of Networthiness COR - Contracting Officer Representative DIACAP – Defense Information Assurance Certification and Accreditation MACOM/MAJCOM – Major Command AOR – Military Command Area of Responsibility PKI – Public Key Infrastructure MIPR – Military Interdepartmental Purchase Request SAF – Secretary of the Air Force FM – Financial Management FME – Financial Management Executive Services OSD – Office of the Secretary of Defense DIACAP – Defense Information Assurance Certification and Accreditation FMDLC – Financial Management Distribution Learning Center COP – Communities of Practice DCO - Defense Connect Online DFML21 – Developing financial Management Leaders for the 21st Century Program QCP – Quality Control Plan ASMC - American Society of Military Controllers PP- Performance Plan BETC – Business Event Transaction Code PDI- Professional Development Institute E&T- Education and Training
Appendix G Definitions & Acronyms: C&A – Certification and Accreditation CoN – Certificate of Networthiness COR - Contracting Officer Representative DIACAP – Defense Information Assurance Certification and Accreditation – Major Command AOR – Military Command Area of Responsibility PKI – Public Key Infrastructure MIPR – Military Interdepartmental Purchase Request SAF – Secretary of the Air Force FM – Financial Management FME – Financial Management Executive Services OSD – Office of the Secretary of Defense DIACAP – Defense Information Assurance Certification and Accreditation FMDLC – Financial Management Distribution Learning Center COP – Communities of Practice DCO - Defense Connect Online DFML21 – Developing financial Management Leaders for the 21st Century Program QCP – Quality Control Plan ASMC - American Society of Military Controllers PP- Performance Plan BETC – Business Event Transaction Code PDI- Professional Development Institute E&T- Education and Training
Appendix G Definitions & Acronyms: C&A – Certification and Accreditation CoN – Certificate of Networthiness COR - Contracting Officer Representative DIACAP – Defense Information Assurance Certification and Accreditation MACOM/MAJCOM – Major Command AOR – Military Command Area of Responsibility PKI – Public Key Infrastructure MIPR – Military Interdepartmental Purchase Request SAF – Secretary of the Air Force FM – Financial Management FME – Financial Management Executive Services OSD – Office of the Secretary of Defense DIACAP – Defense Information Assurance Certification and Accreditation FMDLC – Financial Management Distribution Learning Center COP – Communities of Practice DCO - Defense Connect Online DFML21 – Developing financial Management Leaders for the 21st Century Program QCP – Quality Control Plan ASMC - American Society of Military Controllers PP- Performance Plan BETC – Business Transaction Code PDI- Professional Development Institute E&T- Education and Training
871-1 Strategic Planning for Technology Programs/ Activities X X 871-2 Concept Development and Requirements Analysis X X 871-3 System Design, Engineering and Integration X X 871-4 Test and Evaluation X X 871-5 Integrated Logistics Support X X 871-6 Acquisition and Life Cycle Management X X 1.3 TASK EXECUTION PLAN (TEP) The contractor shall provide a Task Execution Plan (TEP) in response to this PWS. The effort shall be proposed on a Time-and-Material basis. 1.4 PERIOD OF PERFORMANCE / PLACE OF PERFORMANCE The period of performance be 60 months from date of award, with 5-12-month options. Performance shall take place at contractor’s facility. Places of travel during the course of the order are: , NC
describe transition plans (preschool to third grade) and plans to address the needs of ELLs. [See the as a reference.] Goal 3 Table S.M.A.R.T. Objectives How will you accomplish the goal? Activities / Strategies How will your program address the objectives? Evaluation Method How will you measure progress and success? 3.1: 3.2: Insert additional rows and use additional sheets as needed.
Sample Objectives, Activities/Strategies, Evaluation Methods and Costs for Part II Objective: By October, 2018, at least XX percent of preschool-aged children in the district will be enrolled in the early childhood education program as a result of the implementation of a focused recruitment plan. Activities/Strategies: 1. Advertise the early childhood program in local media (print, radio, television). 2. Conduct a mass mailing to all residents in the district. 3. Publicize the program at public events and meetings. 4. Post advertisements at local businesses, community centers, and other high-traffic areas. 5. Translate all materials into Spanish and Urdu and advertise in Spanish language media. 6. Place announcements on local restaurant place mats. Evaluation Method: Monitor enrollment as a proportion of the universe of eligible children. Part III: Statement of Assurances The Chief School Administrator must sign and date the Statement of Assurances form. The Statement of Assurances must be approved by the Board of Education and certified by the School Business Administrator. Preschool Education Expansion Aid FY19 (PEEA) Part I: PEEA Proposal Title Page Title of Program: Preschool Education Expansion Aid 2018-2019 County/Code: ____________ Office: Early Childhood Education Applicant District /Code Address City State Zip Project Director: _________________________________________________________________
Requirements Summary Requirement Applicable to Timeframe Certification 1 Independent assessment performed by a qualified, registered assessor in line with iRAP or ISO / IEC 27001 Digital Service Provider (DSP) product/service has: Large/high leverage user base, AND DSP service is running in the cloud Commence process by 01 February 2018. 2 Self-assessment performed by a relevant internal representative in line with ISO / IEC 27001 DSP product/service has: DSP service is running in the cloud, AND Commence process by 01 February 2018.
Operational Framework Questionnaire The intent of this questionnaire is to develop a base understanding of the Security posture of Digital Service Provider (DSP) products and their supply chain arrangements. Question Applicable to Suitable Evidence AUSkey - Do you have an AUSkey? All SBR Software - Are you currently using SBR software with the ATO or other government departments? All If yes, details to be provided Personnel Security - Can you confirm that all personnel who will have any access to ATO Taxpayer information have satisfied a personnel security integrity check process? (i.e. Police Checks) All Internal policy document Process description System Certification - Can you supply the ATO with current evidentiary documentation (iRAP or conformance with ISO Standard 27001) demonstrating the security posture of your product? All iRAP letter of compliance iRAP assessor engagement details Independently assessed ISO 27001 certification (including Scoping documentation and Certificate of Compliance / Registration or Statement of Applicability with Certificate of Compliance / Registration) Self-prepared / conformance with ISO (including Scoping documentation and Certificate of Compliance / Registration or Statement of Applicability with Certificate of Compliance / Registration) Details of other certification Supply Chain Security - As part of your supply chain, will you be interacting directly with the ATO? All If no - business details required: entity name, ABN, service provider role / function (i.e. sending service provider, gateway) Hosting Environment Security - Can you verify that your software product will use an ASD certified environment? Cloud / Gateway Name of the provider Provider location (onshore / offshore), Redundancy location (Redundancy also onshore) required.
Strategic Priority: Objectives What Actions (How) Detailed description of the key actions to be undertaken to achieve each objective (must be achievable) Priority Low, medium or high (not everything can be high) Time Frame Due date to complete action (not all in first year) Resources Human, material or financial (be realistic) Responsibility Who (allocate to position not person – inform those responsible) Key Performance Indicators (KPIs) Measurement – what methods will be used to measure results (must be specific, measurable and achievable)
Strategic Priority: Objectives What Actions (How) Detailed description of the key actions to be undertaken to achieve each objective (must be achievable) Priority Low, medium or high (not everything can be high) Time Frame Due date to complete action (not all in first year) Resources Human, material or financial (be realistic) Responsibility Who (allocate to position not person – inform those responsible) Key Performance Indicators (KPIs) Measurement – what methods will be used to measure results (must be specific, measurable and achievable)
Strategic Priority: Objectives What Actions (How) Detailed description of the key actions to be undertaken to achieve each objective (must be achievable) Priority Low, medium or high (not everything can be high) Time Frame Due date to complete action (not all in first year) Resources Human, material or financial (be realistic) Responsibility Who (allocate to position not person – inform those responsible) Key Performance Indicators (KPIs) Measurement – what methods will be used to measure results (must be specific, measurable and achievable)
School self-assess using National Quality Standards from K-6. Teachers reflect on practice and set goals for improvement as part of Performance Management process. Staff reflect on their practices in relation to the Aboriginal Cultural Standards Framework Teachers collaborate within the school to improve knowledge and skills Staff build positive and meaningful relationships with parents and each other. review their practices in line with the Aboriginal Cultural Standards Framework Teachers develop analytical and evaluative practices to diagnose the impact of their teaching. Include relief teachers in professional learning opportunities. Australian Teacher Standards Aboriginal Cultural Standards Framework Networks and Webinars NQS and ATS Performance Management plans Connect Communities Improvement Targets Nature of Teaching Culture of Learning Future Success Resources Accountability Effective Leadership All teachers participate in identifying a focus area of improvement including peer observation and coaching conversations, termly. Manage one line budget to meet student Continue to build strong links with the community, increasing communication with parents. Principal to contribute to system development of leaders as assets to the public school system. Explicit link between classroom practice and Business Plan targets. Complies with and reviews the Delivery and Performance Agreement (DPA). annually Promotes a positive culture of challenge and support to develop teacher capacity. High expectations are set across the school for staff, students and parents. Staff have leadership opportunities. The Principal commits to ongoing professional development. The Principal contributes to leadership development in the public school system. All staff complete Performance Management Process School finance is managed Parent Survey has communication as a positive The Principal contributes to the development of school leaders.
Types of enquiries or risk assessment Agency responsible Criminal (including assault, theft, fraud, hate crime, domestic violence and abuse or wilful neglect of a person lacking capacity) Police Serious risk of harm from domestic abuse Multi-Agency Risk Assessment Conference (MARAC) in high risk cases. Also domestic violence teams /organisations, police Fitness of registered service provider Care Quality Commission (CQC) Unresolved serious complaint in healthcare setting CQC, Health Service Ombudsman Breach of rights of person detained under the Mental Capacity Act 2005 Deprivation of Liberty Safeguards (DoLS) Care Quality Commission, Local Authority, CCG, OPG/Court of Protection. Breach of terms of employment/disciplinary procedures Employer Breach of professional code of conduct Professional regulatory body Breach of health and safety legislation and regulations Health and Safety Executive (HSE) Complaint regarding failure of service provision Manager/proprietor of service/complaints Department. Ombudsman (if unresolved through complaints procedure) Breach of contract to provide care and support Service commissioner (e.g. social services, clinical commissioning groups) Assessment of need for care and support needs (service users and unpaid carers) Social Services/CCG/community mental health team/care trust Access to health and social care services to reduce the risk of abuse/neglect Social services/CCG/community mental health team/care trust Incident investigation, including cause analysis Service providers, including hospitals and health services Misuse of enduring or lasting power of attorney or misconduct of a deputy Office of the Public Guardian/Court of Protection/Police Decision making that may not be in the best Office of the Public of Protection
A B C D Standard of work How does your standard of work compare with the job requirements? Exceptionally high Above average Needs more support/training Insufficient – Improvement needed Job Knowledge Do you have the knowledge to do the job? Exceptionally thorough knowledge of own and related work Good knowledge of own job and related work aspect Lack of job knowledge sometimes hinders progress Inadequate knowledge of own work Safety Awareness Consider in regard to safe working practices Highly motivated towards safety. Always insists on safe working practices A good attitude to safety and encourages others likewise Sometimes has to be reminded of safety precautions at work Disregards basic safety precautions Dependability How well do you follow procedures? Always thoroughly reliable Little supervision required Requires more frequent checks than normal Requires constant supervision Teamwork How well do you work with others extremely well with others and responds enthusiastically to new challenges Co-operative and flexible Usually gets Along reasonable well but occasionally unhelpful Un co-operative resists change Absence What is your pattern of absence? Rarely absent Absence levels are acceptable. Absence levels are higher than average Frequently absent. Punctuality What is your pattern of punctuality? Exceptionally punctual. Rarely late Lateness levels are higher than average Frequently late Customer Service How effective are you at verbal and written communication? Exceptionally effective in all written and verbal communication Written and verbal communication meet the required standard Some difficulties with written and/or verbal communication Does not communicate effectively Professional Review: 2018/2019 Name: Staff Number: Department/Job Role: Date of Review: Before your review could you please reflect on your Job Performance and tick box A, B, C or D for each statement and be prepared to give examples at your review. Please also complete the box headed ‘Your thoughts/ Comments’.
Review of Agreed Actions Action Achieved/Not Achieved/No Longer Applicable Further Training/Support needed to achieve these Actions Are there any further/new actions required? Your Thoughts/Comments/Suggestions. Summary Reviewer’s Comments Agreed Date for Annual Review:………………………………………………. Member of Staff................................ Reviewer.....................................
documenting issue resolution, and coordinating activities and communication for issue resolution. (Assists) in the review and evaluation of the operational management deliverables of the Systems Integrator and provides findings and recommendations to project management on acceptance. (Plans) for system sizing based on capacity requirements and (monitors) system capacity needs and system performance. (Reviews) and (provides) input regarding proposed technical service level agreements or objectives (e.g. reliability and availability). (Monitors), (measures), and (provides) regular reports to projects management regarding system availability and reliability. (Advises) the Project Manager on operational management issues and risks related to the Solution. (Monitors) contractor management of operations and resolution of operations support problems, where applicable. COMMON RESPONSIBILITY STATEMENTS MANAGER/SUPERVISOR: Procurements (Participates) in project procurement activities including development and maintenance of contract requirements, and development of proposal evaluation plans. (Reviews) and (approves) responses to bidder questions about the solicitations and prepares solicitation addenda. (Participates) in the evaluation of draft and final proposals. (Participates) in confidential discussions as requested by executive staff. Contractor Performance (Oversees) the subsequent activities and products of the systems integrator to ensure business needs are met. (Monitors) contractor performance to ensure the contractor maintains quality control. (Monitors) resolutions to ensure mitigation strategies are effective. (Facilitates), (schedules), and (participates) in meetings as needed with project staff, project sponsor, and other internal and external stakeholders to maintain project scope, costs, schedule and customer satisfaction. (Plans) and (prepares) for working with and overseeing the systems integrator.
Person Specification Job Title Operations Engineering Manager Job Holder VACANT Reports To Head of Engineering Date July 2017 Essential Desirable Method of Assessment E1 Educational Attainment Engineering Degree – Mechanical or Chemical Engineering X Application form/Certificate E2 E3 D1 E4 E5 Work Experience A minimum of eight years’ experience in an operational asset environment Experience of managing statutory and regulatory compliance on industrial assets Experience working in a GMP environment with a track record of delivering compliance Developing and implementing technical & reliability policies and processes Managing engineering budgets upto £2 million per annum X X X X X Application form Application form/Interview Application form/Interview Application form/Interview Application form/Interview E6 E7 E8 E9 E10 E11 E12 E13 Knowledge/Skills/Aptitude Manage a team of engineering personnel to achieve stated site growth objectives Excellent written and verbal communication skills Ability to influence, negotiate and persuade Ability to reach decisions on staff issues objectively, consistently and fairly, using discretion where appropriate Ability to handle emotionally charged situation with a high level of tact, diplomacy and sensitivity and advocacy. Ability to present complex information in a clear and concise manner Ability to work without supervision yet able to judge when advice and support is required Ability to effectively prioritise X X X X X X X X Application form/Interview Application Form Interview Interview/Assessment Interview Interview/Assessment Interview Assessment E14 E15 Circumstances CEng Chartered Engineer – ImechE or IChemE X X Application Form Application Form
Office of the Director The NPHA identifies and defines population health problems and maintains active surveillance of diseases through epidemiologic and laboratory investigations, data collection, analysis, and distribution; conducts operational research aimed at effective disease prevention and control; develops and implements a program to sustain a strong national workforce in disease prevention and control; and conducts a national program for improving the performance of public health reference laboratories. It serves as the Ministry of Health and Sanitation’s lead public health agency in developing and implementing programs addressing the Nation’s public health demands. This ambitious role will be overseen by an office of the Director of the NPHA. Whilst not a Public Health function, the management, oversight and strategic direction of the Director and his/her team is crucial in ensuring that the Agency delivers on its desired public health outcomes. Its functions will be to: Manage and direct the operations of people, places, and things Guide the development of Agency goals and objectives Provide leadership, coordination, and assessment of administrative management activities Provide leadership for related to disease prevention and control and public health reference laboratory Provide overall direction and coordination to the epidemiologic and surveillance activities including response to health emergencies Cooperate with the districts and facilities providing overall direction to, and coordination of, the functional areas Advise the Chief Medical Officer in the Ministry of Health and Sanitation on policy matters Coordinate and assure coordination with the appropriate MoHS staff offices on administrative and program matters Provide liaison with other governmental agencies, international organizations including the World Health Organization, learning institutions, and other outside groups Monitoring and Evaluation framework Timely and reliable monitoring and evaluation (M&E) is important for improving performance and achieving results. An effective M&E system will ensure informed decision-making and support accountability. NPHA will conduct M&E activities to monitor progress, assess its impact, and highlight the agency’s accomplishments and achievements. NPHA’s M&E activities will include: Routine monitoring of inputs, outputs and outcomes to provide NPHA management and key stakeholders with early indications of progress. Periodic reviews to assess progress and identify challenges and lessons learned in implementing the NPHA’s operational plan. Evaluations to systematically and objectively assess progress towards the NPHA’s desired outcomes. Conducting such evaluations could provide accountability and demonstrate the agency’s impact.
JOB DESCRIPTION JOB TITLE: Period of Employment: Operations Manager Full time. Permanent BASED AT: Bridge Community Church, Leeds SALARY: Up to £35K pa dependant on qualifications and experience REPORTING TO: Senior Minister MAIN PURPOSE OF JOB To manage the day to day Operations of the Church and to give full support to all the ministries of the Church, providing the practical framework to enable the church to fulfil the vision to “Go: Grow: Glorify”. KEY RESPONSIBILITIES The successful applicant will be employed by Bridge Community Church but will work across four Charities/Companies Bridge Street Pentecostal Church Ltd operating as Bridge Community Church (BCC) BCC Leeds Trading Ltd (BCCLT) BSPC Trading Ltd (BSPCT) Life Connections (LC) The Operations of the Church are covered by several Departments. To fulfil the legal duties and responsibilities of the Company Secretary for all Companies/Charities. To line manage the senior member of each department who will in turn manage the rest of the staff. ADMINISTRATION Staffing – Senior Administrator, Administrator, Receptionist, Reception Assistant Oversee the running of the department Help make the executive decisions to help set the structure, processes and direction for the department HUMAN RESOURCES Prepare and submit the monthly salary and pension schedules Work with our HR Consultancy Company to ensure all requirements are in place and being followed Oversee the appointment procedures for all new staff Oversee the appraisal process for all FINANCE Staffing – Financial Assistant
See also: Annual Pledge Campaign Planning Schedule Annual Pledge Campaign Planning Schedule Note: This schedule is to be a general guide for planning future pledge campaigns and includes responsibilities of certain persons or groups. Stewardship Committee, 2016 November/December Pledge Campaign Committee campaign: Theme Focus Major event schedule of dates: Congregational Informational Meeting – January – Date to be determined Pledge Campaign Dinner – March – Date TBD Pledge Kick-off Sunday – March – Date TBD Input from QUUF Board re: major focus of campaign Input from Finance Committee re: preliminary budget Volunteer Coordinator Recruits volunteers to help with pledge campaign as may be needed by Pledge Campaign Committee. January QUUF Board Congregational Informational Meeting – Date TBD - Pledge Campaign Committee and others support Board as needed. January/February Pledge Campaign meets with QUUF Board as needed Pledge Campaign Committee Writes major parts of campaign communications E-Newsletter Charts for Display Brochure materials Weekly Update materials QUUF Board & Finance Committee Provides final version of preliminary budget Dinner Team Uses theme to plan & advertise dinner Webmaster Updates appropriate material on QUUF Website for members’ reference February Pledge Campaign Committee Produces packets: cover letter, pledge cards & brochure Pledge Campaign Committee produces charts & advertising materials Pledge Campaign Committee posts charts & advertising materials in foyer & fellowship hall
Conduct business analysis into the Region’s range of trading and operational activities. Manage resourcing and project planning and administration. Ensure all internal policies and corresponding external policies are pursued and upheld. ________________________________________________________________________________ Commercial Manager – context and positioning within structure Built Heritage within the National Trust for Scotland is characterised by visitor services, commercial services and trading, conservation and learning activities, and museums This relates to a range of income generating activities such as admissions and membership sales, retail trading, foods services and hospitality trading, events, holidays and lettings. The structure in Figure 1 illustrates the leadership profile of a typical leadership structure for Built Heritage and Natural Heritage. Figure 1 Built Heritage operating structure (x6) A Natural Heritage division covers all of Scotland and includes landscape-based properties, islands, estates and communities (crofting, farming). It covers almost 200,000 ha and includes significant ecological and environmental designations e.g. Special Sites of Scientific Interest (SSSI), Special Protection Areas for habitat conservation (SPA) and Special Areas of Conservation (SAC). Supporting each business unit is the technical and functional resource, Consultancy Services. This includes technical, academic and professional disciplines: curators, conservators, surveyors (buildings, estates and rural), education/learning, archaeology, commercial services, merchandising, nature conservation, hospitality and travel trade, and health & safety (Figure 2). Figure 2 Consultancy Services organisational structure The Regions and Natural Heritage, and Consultancy Services are within the overall operations structure of the NTS. Other central directorates include: Finance & Business Services, Customer & Cause (marketing and fundraising) and Conservation & Policy (Figure 3). Figure 3 Corporate Structure
Figure 1 Regional management structure _____________________________________________________________________________________ Terms & Conditions Role: Catering & Hospitality Manager Ayrshire & Arran Based: Culzean Business Area: Operations – Built Heritage portfolios Reports to: General Manager – Built Heritage Region Pay Band/Starting Salary: Ayrshire & Arran – Band H, starting £48,435 Terms and conditions The post is subject to the NTS standard terms and conditions _____________________________________________________________________________________ of role and responsibilities Property Planning The Catering & Hospitality Manager is responsible for the processes of catering and hospitality planning – operationally and strategically – which feed into the wider property planning process. They will play an active part in the ongoing development of properties business plans as well as business development initiatives and promotional activity. S/he will work cross-functionally with Regional management colleagues and with respective Operations/Property Managers to ensure catering services and hospitality is featured within the visitor and financial outcomes for NTS properties (Figure 1). [The Business Manager is the coordinator of planning outputs, with Operations/Property Managers overall accountable for the delivery of all services, standards and initiatives within the heritage property]. Foods offer through properties The Catering & Hospitality Manager provides the direction for the Region. S/he will develop and continuously improve the menu for day visitors to heritage properties, utilising sound customer insight and local market characteristics.
Figure 1 Regional management structure _____________________________________________________________________________________ Terms & Conditions Role: Catering & Hospitality Manager North-East Based: Crathes Business Area: Operations – Built Heritage portfolios Reports to: General Manager – Heritage Region Pay Band/Starting Salary: North-East – Band G, starting £39,848 Terms and conditions The post is subject to the NTS standard terms and conditions _____________________________________________________________________________________ Scope of role and responsibilities Property Planning The Catering & Hospitality Manager is responsible for the processes of catering and hospitality planning – operationally and strategically – which feed into the wider property planning process. They will play an active part in the ongoing development of properties business plans as well as business development initiatives and promotional activity. S/he will work cross-functionally with Regional management colleagues and with respective Operations/Property Managers to ensure catering services and hospitality is featured within the visitor and financial outcomes for NTS properties (Figure 1). [The Business Manager is the coordinator of planning outputs, with Operations/Property Managers overall accountable for the delivery of all services, standards and initiatives within the heritage property]. Foods offer through properties The Catering & Hospitality Manager provides the direction for the Region. S/he will develop and continuously improve the menu for day visitors to heritage properties, utilising sound customer insight and local market characteristics.
Job Description & Person Specification Manager (Holiday Accommodation) Fixed Term Contract _____________________________________________________________________________________ Purpose The role’s purpose is to lead the sales and marketing activity on behalf of NTS properties in relation to Holidays Accommodation. As such, the purpose and value of the role covers the following key areas and aims:
Job Description Post: Operations Assistant – Activities Location: Lorne House Reports to: Operations Manager Responsible to: Executive Manager Hours: 35 hours per week Salary Scale: NJC Points 14-17 (£16,231-£17,372) To provide a full customer services function to both internal and external users of Girlguiding Ulster and provide administrative support for Girlguiding Ulster staff and Committees. To promote Lorne effectively with new and existing customers with the aim of maximising Estate usage. To ensure that all who contact and/or use the facilities of Girlguiding Ulster are provided with a personal “customer focused” service To operate a computerised booking system and a web-based events system.