zilongwang/ReadingBank huggingface dataset:
withdrawn, depressed) using street/different language or copying the way a new friend may speak talking about new friends who don’t belong to their normal social circle coming home with gifts or money given by the new friends having large amounts of money, which they cannot account for using a new mobile phone (possibly given to them by a new friend), excessively making calls, videos or sending text messages being very secretive about their phone, internet and social media use using drugs (physical evidence includes spoons, aluminum foil, ‘tabs’, ‘rocks’ or pieces of ripped cardboard) assuming a new name, being in possession of false identification, a stolen passport or driver’s licence being picked up by an older person or new friend from home or school, or down the street. Your child may be vulnerable to sexual exploitation if you notice, or they disclose any of the following in their relationship/s: threats to end their relationship if they don’t have sex demands that they have sex with other people expectations to provide sex in return for food, a place to stay, drugs or gifts threats to cease the relationship if sexual ‘dares’ are not carried out receiving money in return for sexual acts requests to provide sexual photos or sharing sexual photos online or via text threats to humiliate or share sexual images of victims if they don’t carry out sexual acts. Sexual exploitation can happen to children of any age, background, socio-economic status, gender, sexual orientation and vulnerability. Offenders can be from any background; they can be women, men or other children. Whilst any child can be victim to sexual abuse, children who are vulnerable, isolated and/or have a disability are much more likely to be victimised and are a significantly over-represented group. DEPARTMENT AND HUMAN SERVICES DEPARTMENT OF EDUCATION AND TRAINING DEPARTMENT OF JUSTICE REGULATION DEPARTMENT OF JUSTICE AND REGULATION ‘FAILURE TO DISCLOSE’ OFFENCE
strips or selectively spot-spray weeds in areas with good native ground cover. Health and safety It is the responsibility of the land manager and any employees or contractors under their direction to ensure that all works are conducted according to safe minimum standards and in accordance with relevant legal obligations. To determine whether there are any underground pipes or cables on your property, you may wish to consider calling 1100 – ‘Dial before you dig’. This is a free referral service from anywhere in Australia. Further information For further information on Coastal Small Grants, please contact the Corangamite CMA on (03) 5232 9100 or visit the Corangamite CMA website at: www.ccma.vic.gov.au. There is a wide variety of sources of information for revegetation techniques available. The following list provides some useful sources: Information notes on the Department of Environment, Land, Water and Planning (DELWP) website: FloraBank: Your local Landcare Coordinator, Local Council or DELWP office. Schedule of Actions* Year 1 Year 2 Remaining period of Management Agreement Fence site (if required) Autumn/winter Pre-planting weed control (planting patches) Spring Autumn Collect seed Spring/summer As necessary if required for additional plantings Prepare planting areas (machine/hand-ripping) Spring/summer On-grow plants Summer-ongoing As necessary if required for additional plantings Rabbit/hare control Autumn Autumn Ongoing Plant out sites (guard plants) or direct seed sites After autumn break Winter/spring As necessary if required for additional plantings Selective weed control post planting Autumn/spring ongoing * Note that this is a guide only. Land managers who sign Coastal Small Grants revegetation agreements will need to demonstrate progress towards plant survival targets in order to qualify for milestone payments. The survival milestones may be achieved through alternative approaches to the Schedule of Actions above. Information sourced directly from the Department of Environment, Land, Water and Planning, October 2015 Information included in this publication is intended to be of assistance to you but the Corangamite CMA and the State of Victoria cannot guarantee that the information is without flaw or is wholly appropriate for all your purposes and therefore disclaims liability for any error, loss or other consequence arising from you relying on this information. © State of Victoria, Corangamite Catchment Management Authority, 2015 This publication is copyright. No part may be reproduced by any process except in accordance with the provisions of the Copyright Act 1968.
In California, from the 2011 California Women Veteran survey, A majority of women do not self-identify as veterans and thus have a higher rate of not utilizing their federal/state benefits or participating in veteran events/organizations In 2012-2013, women veterans comprised only 5% of the total customer population served by County Veteran Service Offices Nationwide, 2 out of 3 VA disability claims involving Post-traumatic Stress Disorder (PTSD) related to Military Sexual Trauma (MST) were rejected 32% of PTSD claims related to MST were approved compared to 54% PTSD claims approved overall Women generally given lower VA claim ratings (10-30%) than men (70-100%). Trauma: There are higher rates of physical/mental health problems,MST, alcohol/drug abuse and relationship difficulties among female veterans that can be linked to an overall increase in unemployment and high rate of homelessness for this population. In California, from the 2011 Women Veterans Survey, findings were: Approximately 1 in 5 reported MST % experienced sexual harassment % experienced sexual assault 44% lower enlisted personnel reported MST, 38% non-commissioned officers reported MST, and % officers reported MST Nationwide, MST has been found to be more traumatic and debilitating than sexual assaults and rapes in the civilian context MST is more likely to lead to PTSD than any other military or civilian traumatic event, including combat exposure 39% of homeless women veterans screened positive for MST Health Care In California, from the 2011 Women Veterans Survey, findings were: 46% self-reported a mental health condition; 37% diagnosed with a mental health condition when they returned from Iraq/Afghanistan 1/3 sought mental health services outside of the VA 71% used VHA or military healthcare, 57% felt they did not receive appropriate services (See Figures 1 and 2) % use civilian health care, % feel they do receive appropriate services More likely to have a service-connected disability than male veterans Nationwide, Higher percentage of female veterans use VA health care only Approx. 55% OEF/OIF/OND women eterans nationwide currently use the VA
A fact is a statement that can be proven ____correctly_______________ or _____incorrectly______________. An opinion is someone’s ___view_____________, ___belief____________, or___way of thinking about something_______________________.
CONFIRMATION OF VERIFICATION OF IDENTITY PRIVATE INDIVIDUAL INTRODUCTION BY AN FCA-REGULATED FIRM DETAILS OF INDIVIDUAL (see explanatory notes below) Full name of Customer Current Address Previous address if individual has changed address in the last three months Date of Birth CONFIRMATION I/we confirm that (a) the information in section 1 above was obtained by me/us in relation to the customer; (b) the evidence I/we have obtained to verify the identity of the customer: [tick only one] meets the standard evidence set out within the guidance for the UK Financial Sector issued by JMLSG ; or X exceeds the standard evidence (written details of the further verification evidence taken are attached to this confirmation). Signed: Name: Position: IFA Date: DETAILS OF INTRODUCING FIRM (OR SOLE TRADER) Full Name of Regulated Firm (or Sole Trader): Logic Wealth Planning Ltd FSA Reference Number: 435878
Earnings & Income Client 1 Client 2 Gross Earned Income Basic Salary £ Basic Salary £ Guaranteed Overtime £ Guaranteed Overtime £ Bonus/ Commission £ Bonus/ Commission £ Regular Bonus/ Overtime £ Regular Bonus/ Overtime £ Other £ Other £ Value of Benefits in Kind (company car, private health etc.) - Found on P11D statement £ £ If Self-Employed state Relevant Earnings £ £ Total Monthly Net Income (if known) £ £ Date Commenced Self Employment Accounts Available Y / N Y / N Net Profit Past 3 Years / £ £ / £ £ / £ £ Do you have an Accountant? Y / N If ‘yes’ please add to Contact Details Y / N If ‘yes’ please add to Contact Details Do you expect your employment circumstances to change? Y / N If ‘yes’ please detail in Notes section Y / N If ‘yes’ please detail in Notes section Gross Annual Deposit Income £ £ Gross Annual Investment Income £ £ Gross Annual Pension Income £ £ Other Gross Income (please give details in Notes) £ £ Tax Free Income (please specify) £ £ TOTAL GROSS INCOME £ £ Tax Rate Non / Starting / Basic / Higher / Additional Non / Starting / Basic / Higher / Additional Notes /Soft Facts
Pensions Plans Defined Contribution Plans (Personal Pensions, Auto Enrolment etc) Owner Provider Policy Number Policy Type E.g. PP, SIPP Start Date Individual Contribution / Frequency Employer Contribution/ Frequency Current Value £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ £ Notes /Soft Facts Please provide any additional details about these policies, such as if benefits have been taken, any protected tax free cash/pension age that may be in place, Guaranteed Annuity Rates, Guaranteed Minimum Pension rights, Guaranteed Bonus Rates etc.
Savings & Investments Savings Plans (Deposit Based including Cash ISAs and NSI&I) Owner Account Type Provider Amount Regular Cont & Frequency Maturity Date Notice Penalty Interest Rate Specific Purpose? £ £ % £ £ % £ £ % £ £ % £ £ % £ £ % £ £ % £ £ % £ £ % £ £ % Notes /Soft Facts
Taxation and Investment Allowances Client 1 Client 2 How much of your annual CGT allowance have you utilised this tax year? £ £ Are you planning to utilise your CGT allowance with the disposal of assets in future years? Yes / No If yes, how much? £ Yes / No If yes, how much? £ Do you have any CGT losses from this or previous years? £ £ What ISA allowance have you used this tax year? £ £ Notes /Soft Facts Investment Preferences Client Investment Priorities In terms of your investment strategy, how important would you rate the following? Very important Fairly important Not so important Not important at all Tax Efficiency Cost Ability to access capital Ability to vary income Simplicity of solution Other: Notes /Soft Facts
Calculating the expected values for each cell: Step Cell A Cell B Cell C Cell D Step 1: Find the total of the row containing the cell Step 2: Find the total of the column containing the cell Step 3: Multiply the answer to step 1 by the answer to step 2 Step 4: Find the total of all observations Expected value for cell Step 5: divide the answer to step 3 by the answer to step 4 Observed and expected frequencies Aggressive behaviour Pulled the string to receive a treat Did not pulled the string to receive a treat Did not observe innovator bees before being faced with the string pulling challenge O = .......................... E= .......................... O = .......................... E= .......................... Observed innovator bees before being faced with the string pulling challenge O = .......................... E= .......................... O = .......................... E= .......................... Calculating the Chi Squared observed value X2 = Σ (O-E)2 E
Adolescent Health Transition Project (2011) Children and Youth with Special Health Care Needs. Center on Human Development and Disability Washington State Department of Health. Retrieved from https://depts.washington.edu/healthtr/documents/iep.pdf Bureau of Special Education (2007) Topic: Brief Writing Transition Goals and Objectives Connecticut State Department of Education. Retrieved from http://www.ncset.org/publications/printresource.asp?id=2967 Institute on Community Integration (2002) Parent Brief: IDEA 1997 Transition Issues. National Center on Secondary Education and Transition. Retrieved from http://www.ncset.org/publications/viewdesc.asp?id=423 NCLD Editorial Team (2014) What is an IEP? National Center for Learning Disabilities. Retrieved from http://www.ncld.org/students-disabilities/iep-504-p
A STRONGER FUTURE FOR THE LATROBE VALLEY FACTSHEET The Victorian Government will work with the community to build a stronger Latrobe Valley with a $266 million package to support workers and create local jobs now. Creating Jobs The $50 million Latrobe Valley Economic Growth Zone will create a better business environment for the Latrobe Valley, making it easier, faster and less costly to do business. The Government will provide financial incentives to new and expanding businesses, including reimbursement of a range of state and local government fees and charges and reimbursement on commercial property transactions for new businesses. Businesses will benefit from fast-tracked planning through support for local councils to address the planning backlog. The Red Tape Commissioner will act as a champion for regulatory reform in the Latrobe Valley and actively investigate red tape reduction to lower the cost of doing business. The Economic Growth Zone will be administered by the Latrobe Valley Authority. Supporting the Community $174 million will be directed to the most pressing infrastructure priorities and community development initiatives. This will include essential infrastructure, like road and rail upgrades, and sport and recreation facilities. The Latrobe Valley Authority will work with the community to determine and fund long-term environmental, social and economic priorities. Collectively, these projects will deliver major benefits to the community, making it a highly liveable area and an attractive place to visit, live and work. Long term commitment to the Valley The Victorian Government and the Latrobe Valley Authority will work with the community over the coming weeks and months and beyond. The total support package of $266 million will be used to build a stronger and brighter future for the Latrobe Valley.
Spinal cord injury Multidisciplinary team Neurologist Physiotherapist Occupational Therapist Recreational Therapist Psychologist Psychiatrist Rehabilitation – Spinal cord injury professional Level of lesion, or American spinal injury association impairment scale (ASIA/AIS) World Health Organisation disability assessment schedule (WHODAS) 2.0 (17 years and over) or PEDI-CAT (16 years and under) Stroke Multidisciplinary team Neurologist Modified Rankin Scale (mRS) Vision impairment Ophthalmologist Vision impairment questionnaire (17 years and over) or PEDI-CAT (16 years and under) Other: Visual acuity rating Other Occupational Therapist Speech Therapist Physiotherapist Social Worker World Health Organization disability assessment schedule (WHODAS) 2.0 (17 years and over) PEDI-CAT (16 years and under) For some disabilities, information about impact on functionality may not be required. These disabilities are listed in the on Access on the . Version change control Version No Approved by Brief description of change: Status Date 1.0 TS0036 APPROVED: NAWM Branch Manager (Tori Stevens). 2018-02-23 1.4 TRM341 Modifications to streamline document, incorporating external communications review APPROVED 2018-03-13
Commercial Dog Breeders Domestic Animals Amendment (Puppy Farms and Pet Shops) Act 2017 Background The Domestic Animals Amendment (Puppy Farms and Pet Shops) Act 2017 (PFPS Act) introduced a range of amendments to the Domestic Animals Act 1994 (DA Act). These amendments deliver on the Government’s election commitment to reform the dog breeding and pet shop industries in Victoria and better regulate the sale of dogs and cats. Under the amended DA Act: there are limits on the number of fertile female dogs breeders can keep pet shops can only sell dogs and cats sourced from shelters, pounds or enrolled foster carers a voluntary foster carer scheme is established there are new definitions for ‘recreational breeders’ and ‘microbreeders’ the definition of ‘farm working dogs’ is clarified an animal sale permit system is established traceability of cats and dogs is improved through the establishment of the Pet Exchange Register offences apply for publishing non- compliant pet sale advertisements. What is a commercial dog breeder? Changes introduced through the PFPS Act limit the number of dogs allowed on a single rateable property. Breeders are able to have up to 10 fertile females with council approval alone. To hold 11 to 50 fertile female dogs, breeders must attain approval from the Minister for Agriculture. Businesses with this approval are defined as an ‘approved commercial dog breeder’. How do I become an approved commercial dog breeder? Businesses must first apply to their local council for registration as a Domestic Animal Business (DAB). To be a DAB, a business must: satisfy planning permit requirements and receive a planning permit, if required receive an excess animal permit from their local council, if required register as a DAB with their local council in accordance with the Act and local council requirements comply with the Code of Practice for the Operation of Breeding and Rearing Businesses 2014 (revision 2015). Following registration as a DAB, businesses must apply to the Minister for Agriculture to obtain commercial dog breeding approval.
FACTSHEET The Latrobe Valley Authority will administer support of up to $1 million for community-led projects that improve the amenity and liveability of the Latrobe Valley region, attracting people and jobs, and improving the life of members of the community. Latrobe Valley Community Facility Fund Strong communities are characterised by high levels of social and economic participation. They are able to make effective decisions, have strong networks and are attractive to people considering moving there to live and work. The Fund will support the Latrobe Valley region to build strong and resilient communities by investing in community-led initiatives and partnerships under the following two streams: Liveable Latrobe Valley; and Active Latrobe Valley. Liveable Latrobe Valley This program stream is for projects that will make the Latrobe Valley a better place to live, attracting new businesses and residents and helping people to make a difference in their own community. Supported projects may include town beautification and streetscape projects, infrastructure that connects communities, heritage and cultural initiatives, public hall upgrades, development and upgrade of community spaces, projects that attract more visitors, and community events. Liveable Latrobe Valley will have three funding levels: Up to $5,000 for community events* Up to $50,000 for community space upgrades Between $50,000 - $999,999 for town infrastructure developments and major upgrades** Active Latrobe Valley This program stream will support projects designed to make Latrobe Valley communities a healthier place to live, concentrating on sport and recreation, including open space improvements for families, residents and visitors to enjoy. Supported projects may include: parks, playgrounds and passive recreational area development; recreational precinct upgrades; sporting facilities and precincts; rail trails and walking tracks; and bicycle paths. Active Latrobe Valley will provide up to $1 million for projects under this stream.
Efficiency through Contestability Programme – The Contestability Framework This fact sheet outlines the framework for assessing government functions in terms of their potential for efficiency and effectiveness improvement through contestability. In the 2014-15 Budget, the Government introduced a Commonwealth-wide Contestability Framework to be applied through the Efficiency through Contestability Programme led by the Department of Finance. Under the Contestability Framework, the Commonwealth public sector is expected to constantly improve its performance and efficiency so it achieves better outcomes for the Australian community. In particular, the Contestability Programme recognises that the public sector must continue to improve the way it designs and delivers policies, programmes and services to simultaneously reduce costs, and meet the Australian community’s demand for better-quality government services. Many people incorrectly presume that contestability and competition equates with outsourcing. However, contestability is based on research which shows that even the credible threat of competition from potential providers is sufficient to motivate public sector providers to perform better, at potentially lower cost. Within contestability there are a range of alternative approaches, including cooperative and competitive arrangements, to consider and pursue. Contestability approaches range from improving internal processes; partnering with, or transferring functions to, other organisations inside or outside of government; through to fundamentally restructuring how the function is achieved. The Contestability Framework The Contestability Framework outlines a process for the systematic assessment of government functions to determine whether particular functions should be open to competition, and if so, how competition should occur. Using contestability to potentially improve the efficient and innovative achievement of an objective requires considering a spectrum of arrangements, both within and beyond the boundary of government. However, where there is another approach or provider – from public, private or not-for-profit sectors – who can potentially offer better, more efficient and more effective ways of delivering a function, then the function should be considered for outsourcing, in part or as a whole. Process Through the application of the Contestability Framework, government entities are asked to consider the range of contestability approaches available to them before deciding on the most appropriate means of improving the way they design and deliver government policy, programmes or services. What is Contestability? The prospect of competition in public sector activities to motivate efficiency and performance improvements in policy, programme and service delivery. An Overview of the Contestability Framework Contestability Assessment
The Reviews will be conducted in a staged process. These are: 1. Scope Select a Review Leader for the entity Confirm Terms of Reference with Finance and the Contestability Programme Steering Committee (CPSC). 2. Analyse Consider and select alternative approaches for the function from the spectrum of contestability. 3. Assess Options Assess the shortlist of viable alternative approaches for contestable provision including: Risks and opportunities Costs and benefits (theoretical and practical) Assess market maturity Consult with stakeholders. 4. Recommend Actions Analyse implementation and management of the recommended alternative approach/es over the short, medium and long term. Identify the best alternative approach/es and make recommendations about potential implementation. 5. Submit Submit a draft report to Finance to confirm it complies with the Terms of Reference and Contestability Framework and is sufficiently rigorous. Submit the final report to the CPSC, and in turn, to the Finance Minister. 6. Implementation Pending approval from the Government, implement the Contestability Review’s recommendations. Conducting a Review does not imply that a function will necessarily be modified or that it will be transferred outside of government. Instead, a Review should consider how the functions can be delivered most efficiently in the future. This will require considering whether functions need to move from within to beyond the boundary of government. Roles and Responsibilities Entities will be responsible for the conduct of Contestability Reviews. A lead entity will be determined where a Review covers multiple entities. Entities are to nominate a Contestability Review Leader, usually a senior executive, to be responsible for the conduct of the Review and for liaison purposes. Finance will provide an assurance and support role to entities conducting Contestability Reviews. Governance for each Contestability Review will be provided by the CPSC. The CPSC consists of First Assistant Secretaries from four departments and is chaired by Finance. The CPSC will assess the Review to ensure it meets the required standards in line with the Terms of Reference, the Contestability Programme Guidelines and its analysis is robust and sound. The Finance Minister and relevant Ministers will receive advice from the CPSC about the Contestability Review and its recommendations. Depending on the Review’s recommendations, subsequent action may be required to agree and implement the recommendations. For more information about the Contestability Programme W: E: T: 02 6215 2991
Data and information provision to improve public access to information $19.3 million Reforms to EPA governance and coordination to ensure its independence and accountability $3.6 million Provide more financial certainty for the regulator to meet its obligations in 2016-17 and 2017-18 $24.4 million 2017-18 Total $162.5 million 2016-17 Smoke detection infrastructure as part of the Hazelwood reform package $0.7 million Latrobe Valley Community Air Monitoring and Citizen Science program $3.8 million 2016-17 Total $4.5 million 2015-16 Rapid response air monitoring programs that enable the EPA to undertake comprehensive monitoring of air quality following natural disasters and other major events with a potential air quality impact $5.1 million 2015-16 Total $5.1 million Find out more © The State of Victoria Department of Environment, Land, Water and Planning 2018 This work is licensed under a Creative Commons Attribution 4.0 International licence. To view a copy of this licence, visit http://creativecommons.org/licenses/by/4.0/
Creating a safer fire environment for your horses and livestock By implementing better land management practices and routine property maintenance, you can reduce the overall risk to your property and animals. If you live on smaller rural properties, talk to your neighbours and work together to make your pocket of paradise a safer place to be in summer! Grass and trees Keeping grass height to less than 15cm will usually produce lower intensity fires. Elimination of weeds (especially woody weeds such as gorse and blackberries) improves pasture, decreases fire intensity and vermin. Treed areas create wind breaks which have many benefits such as: reduces the speed of fire; provides shade and shelter for animals; and erosion caused by wind. Shelters in paddocks can provide protection against radiant heat. More trees can also result in more fuel. Some commonly used trees are highly flammable and can provide a refuge for weeds if not maintained. Everything burns but better choices can be made to reduce the risk. If possible, try to avoid the following situations: Eucalypts with loose bark, particularly stringy and ribbon barks Low hanging branches (less than two metres from the ground) Cypress and pines High leaf / branch density (trees that produce a lot of leaves and branches) Trees and shrubs that retain dead branches Leaves with a waxy / oil coating If you already have this type of foliage on your horse property, you can reduce the risk by implementing routine management activities: Remove low hanging branches (any less than two metres above the ground) Remove woody weeds, particularly gorse Remove excess fallen timber Cut grass beneath trees
Functional and Efficiency Review Key Steps 1. Scope An Independent Review Leader is appointed. FERS will consider: the role of the Government entity, its programmes, functions, outcomes and purpose whether current functions performed within the entity align with government forward priorities and policy commitments departmental expenditure ability to achieve results, including optimal management structure, contract management and value for money in consultancies any barriers preventing the entity from achieving its current intended outcomes and, where relevant, propose solutions to address these concerns. 2. Analyse The Independent Review Leader will comprehensively assess the feasibility and efficiency of alternative approaches for addressing government priorities including identifying the benefits, costs, risks and any other relevant considerations (including legal, regulatory and cultural considerations). 3. Assess Alternative Approaches A FER will assess whether a function is being delivered in the most efficient way possible and by the entity most able to do so. In some cases, a FER will look beyond the functions an entity undertakes and assess where similar functions are performed in other entities, and if these functions should be transferred or modified. 4. Recommend Actions Analyse implementation and management of the recommended alternative approach/es over the short, medium and long term. Identify the best approaches and make recommendations about the proposed transition path to implement preferred alternatives, including how performance could be managed, Australian Public Service staffing, capability considerations and potential governance arrangements. 5. Submit Submit a draft report to Finance to confirm the report complies with the Terms of Reference and Contestability Framework and is sufficiently rigorous. Submit the final report to the Contestability Programme Steering Committee (CPSC), and in turn, to the Finance Minister. 6. Implementation The actions resulting from FERs will support Commonwealth Ministers to align public resources to the government’s policy and programme priorities, achieve planned reforms, and address contemporary pressures while ensuring a responsible and streamlined public sector. Roles and Responsibilities Finance and the entity will agree to governance arrangements at the commencement of the Review process. This will include high-level engagement between departments and general oversight by the CPSC, led by Finance. The Independent Review Leader will report regularly on the Review to relevant stakeholders. Regular reporting provides assurance that the FER is progressing as agreed and provides opportunities for feedback and guidance from relevant stakeholders. For more information about the Contestability Programme W: E: T: 02 6215 2991
For the purposes of the Education (General Provisions) Act 2006 and Education (General Provisions) Regulation 2006, the is the Independent Public Schools’ approved principal’s supervisor. Under the Act, students and their parents or someone on their behalf, are able to make a submission to appeal long suspensions, charge-related suspensions, exclusions and cancellations of enrolment decisions. The exception to this is for decisions made in accordance with sections of the Act relating to obligations to report sexual abuse or likely sexual abuse of person under 18 years at State school (ss.365 and 365A) where the principal is responsible for mandatory reporting to the Queensland Police Service. This fact sheet provides an overview of the general principles that will apply to Independent Public Schools when dealing with school disciplinary absences. Progressing an appeal against a school disciplinary absence Submissions against school disciplinary absences for Independent Public Schools should be progressed as follows: For students suspended for between one – ten days - no appeal rights under the Education (General Provisions) Act 2006. For students suspended for 11 – 20 days - an appeal is submitted to the principal’s supervisor, in the case of Independent Public Schools, to the Director-General. For students suspended on a suspension - an appeal is submitted to the principal’s supervisor, in the case of Independent Public Schools, to the Director-General. For students whose enrolment has been cancelled - an appeal is submitted to the principal’s supervisor, in the case of Independent Public Schools, to the Director-General. For students excluded from a school under s.291 - an appeal is submitted to the principal’s supervisor, in the case of Independent Public Schools, to the Director-General. For students excluded from certain state schools or all state schools by the Director-General Education under s.298 – the authority to exclude students from certain state schools or all state schools lies solely with the Director-General under s.298. An appeal is submitted to the Director-General. For further information please contact the State Schools - Operations, Behaviour team on 3513 5954 or 3513 5821.
Efficiency through Contestability Programme – Portfolio Stocktakes This fact sheet describes Portfolio Stocktakes and provides an overview of their purpose and intended impact. In the 2014-15 Budget, the Government introduced a Commonwealth-wide Contestability Framework to be applied through the Efficiency through Contestability Programme (the Programme) led by the Department of Finance (Finance). The Programme aims to simultaneously reduce costs, and meet the Australian community’s increasing demand for better quality government services. To do this, it is important to ensure that government functions are undertaken by the organisations most efficiently and effectively able to do so. In 2015-17, Commonwealth entities will apply contestability and competition in a phased programme of Portfolio Stocktakes, Contestability Reviews and Functional and Efficiency Reviews. Portfolio Stocktakes The Portfolio Stocktake process seeks to assess high-level government functions across a portfolio and identify those with the greatest potential to be delivered through alternative means. A Portfolio Stocktake can be thought of as a service catalogue of entity functions. Information derived from the Portfolio Stocktake, can be applied to inform strategic plans, and can provide benchmarking data for future use to help entities to improve their performance over time. The Portfolio Stocktake, and any subsequent outcomes, is an opportunity for portfolios to consider options for improving existing processes, consider alternative approaches for providing services and outcomes, and explore reasonable ways to increase efficiencies. At its conclusion, the Portfolio Stocktake will provide a shortlist of functions that may benefit from a more in-depth Contestability Review or Functional and Efficiency Review. Portfolio Stocktakes will also enable Finance to identify common functions across entities that could collectively benefit from a Contestability Review. While in some circumstances the contestable provision of a function may not be feasible, it does not mean the function should simply continue to operate as it currently does. Entities are encouraged to take a broad view of how functions could be delivered through alternative means and how the efficiency and effectiveness of a function could be improved. What is a function? According to the , a function is a subgroup of jobs within a Job Family that requires similar skills, capabilities, knowledge and training. E.g. Job Family = Administration; Job Function = Facilities & Property Roles and Responsibilities
MANY THINGS TO SEE & DO Have Fun at Events in Every Season – Community organizations sponsor a variety of cultural and recreational events throughout the year, including Winterfest, Summerfest, The Celtic Festival, Oktoberfest, concert series, craft shows and parades. Shop and Dine – Saline features a growing number of retail and unique specialty shops, from the trusty hardware store, to full-service salons, to boutique stores that add style to customers’ wardrobes and homes. Dining options range from cozy coffee and sandwich shops, to casual family dining, to more upscale establishments. Get Active – The city of Saline and its neighboring Pittsfield Township feature parks on more than 500 acres of land. Saline’s 12 neighborhood and community parks offer open space, as well as play structures, picnic areas, walking trails, and sports fields and courts. The Saline Recreation Center features two indoor pools, exercise and weight rooms, a basketball court, indoor track and a variety of classes, leagues and activities. Step Back in Time – The Saline Area Historical Society and other community members are devoted to the preservation of Saline’s rich history. Visitors can tour a number of points of interest, including The Rentschler Farm Museum, The Depot Museum and The Weber-Blaess School, an 1860s one-room schoolhouse. View Some Art, Do Some Art – The City of Saline features a number of public art sculptures. Among them is the “Seats of Our Heritage” sculpture, located downtown, which pays homage to Saline’s agricultural roots. The 212 Arts Center adds to the cultural life in Saline by offering art classes, programs, performances and exhibits. Learn Something New – Patrons can enjoy local art exhibits and peaceful views at the modern and spacious Saline District Library, a 33,000-square-foot building set on 14 wooded acres. Story hours, book discussion groups, summer reading programs, craft workshops and lectures are available for all ages. Get Involved – Saline relies on the help of many committed volunteers to make its fairs, festivals and other community events a success – or to simply make a difference in the community or in the life of someone in need. Connect with any of the following groups to find out more about volunteering: Saline Area Social Services () City of Saline () – Boards and Commissions Saline Area Chamber of Commerce () – Parades and Events
Saline Main Street () – Downtown Revitalization, Including Seasonal Festivals and Events Saline Parks and Recreation () – Park Clean Up Friends of Saline District Library () – Corner Book Shop Saline Celtic Festival () Saline Historical Society () – Rentschler Farm, Depot Museum Saline Coalition for a Quality Community (CQC) () Saline Area Schools ()
Role of accredited impairment assessors Information for medical practitioners Whole person impairment assessors are accredited by the Minister for Industrial Relations to conduct assessments that determine the level of whole person impairment that has arisen from a work injury. This fact sheet provides an overview of their role and responsibilities. Role of an accredited assessor A worker with a permanent impairment that has arisen from a work injury may be entitled to receive lump sum payments and/or have access to serious injury support and common law, based on the degree of their whole person impairment. The role of an accredited assessor is to assess injured workers and prepare assessment reports in accordance with the Impairment Assessment Guidelines (the Guidelines) in order to determine: whether the worker’s condition has resulted in impairment whether the condition has reached maximum medical improvement whether the resultant impairment is permanent the degree of whole person impairment resulting from the work injury. In the majority of cases, an accredited assessor in receipt of a permanent impairment assessment request is not to treat or accept the worker as a patient. In some cases, it is not possible for another assessor to receive the request – either due to the nature of the injury or availability of assessors in that body system. In these cases, the worker’s accredited treating practitioner could undertake the assessment and be able to continue treating the worker as a patient. Only medical practitioners who are accredited by the Minister can undertake impairment assessments for the Return to Work scheme in South Australia. The Guidelines Whole person impairment assessments and subsequent reports must be conducted in accordance with and be compliant with the Guidelines. The Guidelines were developed to establish a common set of standards for whole person impairment assessment services across the Return to Work scheme in South Australia. Their purpose is to enable the consistent application of a defined methodology to permanent impairment assessments and reports. The Guidelines are based on the American Medical Association’s Guides to the evaluation of permanent impairment, 5th edition.
Implementation From 2015-17, Commonwealth entities will apply contestability and competition in a phased programme of Portfolio Stocktakes, Contestability Reviews and Functional and Efficiency Reviews. Portfolio Stocktakes – assess government functions across a portfolio at a high level and seek to identify the functions with the greatest potential to be delivered through alternative means. Contestability Reviews – are initiated by the Finance Minister and responsible Minister to consider in detail how identified functions could best be delivered through alternative means. Functional and Efficiency Reviews – are commissioned by the Government to consider the role of the entity and its alignment with Government priorities, its programmes, functions, outcomes, purpose and expenditure to identify operational improvements and other efficiencies. Over the next two years, the results of the Portfolio Stocktakes and Contestability and Functional and Efficiency Reviews will provide the public sector and government with a robust evidence-base to inform and guide its decision making. Outcomes Introducing contestability (and competition) as a core operational principle in the Commonwealth public sector is a means of pursuing three worthwhile benefits: Contestability requires each public sector entity to identify, assess and provide a clear definition of the functions it provides to government Competition creates opportunities for other suppliers to have greater influence and involvement in the design and delivery of government functions Combined, contestability and competition provides a strong incentive to public sector entities to pursue performance improvements through streamlining their operations and adopting productive innovations in the way they work and the role they perform. Over future years the public sector will reduce in size and the Government will increasingly expect the public sector to source the best alternative approaches from external providers. Accordingly, the public sector is in the process of transitioning from its traditional role as the ‘provider’ and ‘owner’ of government functions to more of a ‘co-designer’ and ‘enabler/funder’ of alternative provider models. The goal is to ensure that the public sector is as big as it needs to be, but as small as it can be. Transforming the public sector Currently In future Government chooses solutions Increasingly users will co-design solutions Provider Enabling funder Siloed delivery Collaborative/ networked delivery Contract manager Relationship manager Programme managers focused on outputs Outcome managers This transition enables the Government and public sector to be more nimble in the way public resources are allocated and aligned to meet the current and future needs of the Australian community. For more information about the Contestability Programme W: E: T: 02 6215 2991
Some two years after having filed the above plea, the plea was extensively amended. In regard to paras 1 to 5 of the particulars of claim it was now only admitted that Dr Mulongeni, at the time the Director-General of the NBC, signed the said agreement but it was denied that he had any authority to do so. It was pleaded that Dr Mulongeni had specific instructions not to conclude such agreement without the approval of the NBC Board of Directors (Board). Dr Mulongeni furthermore cancelled the agreement between the NBC and the Harris Corporation for the supply of the equipment notwithstanding specific instructions from the Board to honour such agreement. Because the NBC is an organ of State the terms of the agreement with Factcrown were also against the public interest. The plea continued to state that the said agreement was also not enforceable for the reasons that Factcrown never tendered for the supply and delivery of the equipment; that it never complied with any tender procedures or specifications; that following the tender procedure the NBC Board awarded the tender to the Harris Corporation and entered into an agreement with it; that Mr Benebo was at all times aware that Dr Mulongeni was not entitled to conclude the agreement with Factcrown without the approval of the NBC Board and without following the tender procedures of the NBC. Although the Factcrown agreement recorded that Factcrown would deliver the equipment and services on the same terms as stipulated for in the Harris agreement this was not the case.
Locate the country of origin listed in the left-most column of the table that you want to use for your map. Click the “Estimate” link for any state. A box appears to show what your choice is. Click “show map.” The map will load. Be patient! The map can be modified using the menus to the left. In order to print, save or share, click “DOWNLOAD.” Select “PDF”, click “OK.” Another window will load that reads, “Your file is complete.” Click “DOWNLOAD” then “OPEN.”
PCMH 6F- Report Performance PCMH 6A-Measure Clinical Quality Performance PCMH 6B-Measure Resource Use and Care Coordination PCMH 6C-Measure Patient/Family Experience For each factor, the practice must report performance data using at least one measure from each of Elements A, B and C. Practices are not required to report all measures from each to meet requirement
Note. Entries on the main diagonal are Cronbach’s alpha. WAQ, Workaholism Analysis Questionnaire; WART, Work Addiction Risk Test; AC, Affective Commitment; CC, Continuance Commitment; NC, Normative Commitment; OCPD, Obsessive-Compulsive Personality Disorder. *p < .05 ** p < .001. |g1| < .41 and |g2| < .79 for all variables. , August, 2017.
19. 16x2 – 4 20. 14x2 – 7 21. 25x2 – 50 22. 12x2 – 27 23. 25x2 – 10 24. 15x2 + 30 25. 3x2 – 9 26. 3x2 – 75 27. 14x2 – 14
13. n2 49=0 14. 2x2 50=0 15. The area of a rectangular field is x2 x 72 m2. The length of the field is x + 8 m. What is the width of the field in meters? 16. The product of two integers is w2 3w 40, where w is a whole number. Write expressions for each of the two integers in terms of w. 17. John is j years old. The product of his younger brother’s and older sister’s ages is j2 2j 15. How old are John’s brother and sister in terms of John’s age? Solve each equation by factoring. Check your answers. 18. x2 – 2x – 24 = 0 19. 3x2 = x + 4 20. x2 – 6x + 9 = 0 21. 3x2 + 45 = 24x Solve each equation using tables. Give each answer to at most two decimal places. 22. 5x2 + 7x – 6 = 0 23. x2 – 2x = 1 Solve each equation by graphing. Give each answer to at most two decimal places. 24. 10x2 = 4 – 3x 25. 3x2 + 2x = 2 26. A woman drops a front door key to her husband from their apartment window several stories above the ground. The function h = –16t2 + 64 gives the height h of the key in feet, t seconds after she releases it. a. How long does it take the key to reach the ground? b. What are the reasonable domain and range for the function h? 27. You use a rectangular piece of cardboard measuring 20 in. by 30 in. to construct a box. You cut squares with sides x in. from each corner of the piece of cardboard and then fold up the sides to form the bottom. a. Write a function A representing the area of the base of the box in terms of x. b. What is a reasonable domain for the function A? sc. Write an equation if the area of the base must be 416 in.2.
Algebra 2/Trig Factoring Quadratics Practice Worksheet Factor each expression completely. 3x2 + 18x + 27 20x2 + 7x – 6 6x2 + 7x – 3 18x2 + 33x – 216 -8x4 – 10x3 -5x3 – 15x2 + 140x -3x(x + 2) – 8(x + 2) x4 – 16
Algebra 1 Name________________ Date_________________ For 1-6, factor by pulling out the GCF. Circle your final answer 1. 3x + 18 2. 5x – 10x2 3. d4 – d3 – d2 4. 6x3 – 2x2 + 2x 5. 3m5 – 12m2 6. 4y2 + 4y + 8 For 7-12, factor by using the Difference of Squares. Circle your final answer. 7. x2 – 81 8. m2 – 49 9. x2 – y2 10. 4x2 – 1 11. 25y2 – 9 12. 100a2 – 16 For 13-18, factor by using the Box Method. Circle your final answer. 13. x2 – 5x – 14 14. x2 + x – 42 15. x2 + 8x + 15
For 29-49, factor completely. Circle your final answer. Remember the steps for factoring: 29. 24x2 + 18x 30. 2x2 + 14x + 24 31. x2 – 12x – 45 32. x2 – 25 33. 48x3 – 24x2 + 4x – 2 34. 3x2 – 24x + 36 35. 3x2 – 27 36. 12x3 + 18x2 + 6x + 9 37. 12x2 + 10x – 8
38. 2x2 – 6 39. x3 + 5x2 + 6x + 30 40. x2 – 11x + 18 41. 2x2 – 72 42. 3x3 – 9x2 + 18x – 6 43. 15x2 – 7x – 4 44. 20x2 + 80x 45. 5x2 + 45x + 70 46. x2 – 44x – 45 47. 3x2 – 6x – 6 48. 16x2 – 1 49. 25x2 – 49