zilongwang/ReadingBank huggingface dataset:
Student Loans (advance in the UK) If you left a course of UK Higher Education before last 6 April and received your first UK Student Loan instalment on or after 1 September 1998 and you have not fully repaid your Student Loan, enter 'X' in box D. (Do not enter ‘X’ in box D if you are repaying your UK Student Loan by agreement with the UK Student Loans Company to make monthly payments through your bank or building society account. Agency Details Name of employment agency/company : Agency branch: Telephone No: Fax No: Contact Name(s) at Agency/Company: Start Date: Holiday Pay Please select below how you would like your holiday pay to be received: Included with your pay each week Retained and paid to you when you have a holiday If you do not tick either box we will retain your Holiday Pay and pay it to you when you take holidays.
THIS IS A LEGALLY BINDING DOCUMENT To submit your supporting documentation (such as public liability insurance certificate, proof of ID and P45) please email them as attachments and submit with this form. If you do not have your documentation available, this can be submitted at a later date.
Plain English Summary: Evidence base: Link to application form – Not applicable For further information please contact Date of publication 1st October 2015 Policy review date May 2019 Consultation Consultee Date Clinical Programme Group 30th June 2015 GHNHSFT (via CPG) 30th June 2015 GP Membership (via CCG Live/What’s New This Week) 10th July – 7th August 2015 Has the consultation included patient representatives? Yes (via CPG and ECCP membership) Policy sign off Reviewing Body Date of review Effective Clinical Commissioning Policy Group 3rd August (virtual) Integrated Governance and Quality Committee 20th August 2015 Version Control Version No Type of Change Date Description of Change 1 1.10.2015 2 Date change 3.5.2018 Policy review date changed to May 2019
Sign and date the return in the space provided, including the contact phone number and submit to the nearest branch office of the Directorate of Taxation. Rev. 4 Currency: SSP X USD Tax Type: 11103-BPT 11400-Sales Tax 11403-Excise Tax X 11100-PIT (Withholding) 11102-PIT TIN: 0 0 0 1 0 0 2 9 8 Date: 10 May 2016 Taxpayer Name: Taxpayer A Contact Name: Cash X Box 1: Payment method Contact Tel. No.: Cheque No. Tax Period: 2016 April Account transfer N.B. For Business Profit Tax use last month of period Year Month Total amount of tax payment N.B. Box 2 (right) must be completed for all Excise payments Amount 2,219,800 Bank Charge: 5 Total Amount: 2,219,805 Amount in Words: Two million Two hundred Nineteen thousand Eight Hundred and five only Payer’s Signature Rev. 4 Annex 3 Excise Tax Schedule Harmonised System Number Article Description Original Rate of Excise Duty New Rate of Excise Duty as from 1st May 2013 New Rate as a result of the Finance Act 2014/2015 (Effective from 1 April 2016) 2009 Fruit Juices N/A 5% 5% 2201 Waters, including natural or artificial mineral waters N/A 5% 5% 2202 Soft drinks and other flavoured waters N/A 5% 5%
TOBACCO PRODUCTS The excise duty is payable on cigarettes, cigars, cigarillos and smoking tobacco. The tax base for tobacco products is 1.000 pieces or a kilogram of the product, and the retail price. The excise duty for cigarettes is composed of the fixed amount of the excise duty and the percentage of the retail price. For cigars and cigarillos, the excise duty is defined as the percentage of the retail price. For tobacco, the excise duty is defined as the retail price for a kilogram of the product. All tobacco products that are released for consumption must be marked with tobacco stamps. Additionally excise duty is levied as well on heated tobacco and electronic cigarettes. Special national excise supervision Special national excise supervision applies to the products falling within the tariff sub-headings 2401 10 in 2401 20 (row tobacco) and on heated tobacco and electronic cigarettes. A person who produces, processes, stores and transports products referred above, which falls under special national supervision/control, is obliged to report production, processing, storage and movement of products to the tax authority. They are also obliged to insure that movements are accompanied with a commercial document and that a proper production, storage and movement records are kept. Above-mentioned obligatory reports to the tax authority are considered sufficient when they consist of at least the following data: identification data of the reporting person location and date of commencement of the activity identification data of the carrier, the consignor and the consignee location and date of dispatch, delivery or unloading of the consignment, vehicle registration code, trailer, CMR number and type and technical data of cargo in case of transport of goods trade name, tariff code and EAN product barcode, quantity of product in unit of measure and type of package Report may be submitted on the form that is published on the website of the tax authority and sent to the e-mail address of the tax authority . Tobacco products Specific the excise duty Ad valorem the excise duty Excise for products with low retail price* Cigarettes 71.3238 EUR/1000 pieces 22.6075 % from packet retail price 111 EUR/1000 pieces Cigars and cigarillos 0 EUR/1000 pieces 6,3 % from retail price 42 EUR/1000 pieces Smoking tobacco Fine-cut tobacco 42 EUR/kg 37 % from retail price 92 EUR/kg
-I want to order a complete kit, color for nosecone wing and vertical tail if glass is chosen : red orange yellow green blue pink white -color top wing normal color top wing reversed -right handed launcher left handed launcher -full carbon tailset(CW16) full carbon horizontal tail & glass vertical tail -with rudder rudderless -no launch blade launch blade+10 euro launch blade +15euro no hardpoint no hardpoint +cnc machined cutout in wing with molded hardpoint -no ballastset ballast set “small” ballastset “big” 20-40-60grams 20-40-60-90-125gram + 20 euro +33 euro -Fuselage standard (100euro) -Nosecone(25 euro) red orange yellow green blue pink white -Wing standard (365euro) color wing: red orange yellow green blue pink white right handed launcher left handed launcher -no launch blade launch blade+10 euro launch blade +15euro no hardpoint no hardpoint +cnc machined cutout in wing with molded hardpoint Tails (35euro/piece) horizontal tail full carbon (CW16) vertical tail full carbon (CW16) with rudder rudderless vertical tail glass with rudder rudderless red orange yellow green blue pink white Ballast: -ballast set “small” =20-40-60gr” 20 euro -ballastset “big” =20-40-60-90-125gr” 33 euro
LTD: Monthly benefit equal to the sum of 70% of the first $2,600.00 of monthly earnings and 50% of monthly earnings above $2,600. Your earnings are now reduced to $1,194.90 monthly. Therefore, if you were to go on LTD your monthly benefit would based on 70% of $1,194.90. However, if you have had a recent LTD claim and you have not completed the associated successive disabilities period, then any successive absences will be paid based on your previous LTD claim rate. Public Service Pension Plan: If you have any questions regarding how this will affect your pension on retirement, please contact them at 1-800-665-3554. Special Leave, Family Illness, and Leave for Medical and Dental Care: The maximum leave entitlement of 70 working hours per calendar year is prorated for part-time employees, i.e. as a percentage of full-time hours. Statutory Holidays: Time off for designated paid holidays is granted at seven hours for full time employees, therefore, would be pro-rated. Pro-ration is based on straight time hours worked in the previous 30 days divided by the straight time hours of work of a full time employee for the same 30 day period multiplied by the hourly rate multiplied by 7. Annual Vacation Entitlement: Your annual vacation entitlement will be pro-rated based on hours paid at straight-time rates as a percentage of full-time hours. Overtime: Overtime payable to part time employees would be subject to Article16.10 of the BCGEU Master Agreement, in that compensation for any overtime worked will be calculated at straight time rate until the total hours worked exceeds the equivalent of full time hours (35 hours per week). Full Time Position: In accepting this part time position, it is understood that you are giving up your regular full time position for part time regular status. If in the future, you wish to return to full time status, you would have to compete for a vacant regular full time position. Service seniority: You will attain one year’s service seniority for every 1827 hours completed Annual Increment (if applicable): Eligibility is based on the acquisition of 1827 hours since last increment A meeting will be scheduled to discuss this part time offer (or this offer to a lower classified position) and to explain the implications to your benefits. To ensure that you have a clear understanding, I highly recommend union representation accompany you during this discussion.
EXCLUSION REASON CODES CODE REASON PP Physical assault against pupil including Fighting Violent behaviour Wounding Obstruction and jostling SM Sexual misconduct including Sexual abuse Sexual assault Sexual harassment Lewd behaviour Sexual bullying Sexual graffiti PA Physical assault against an adult including Violent behaviour Wounding Obstruction and jostling DA Drug and alcohol related including Possession of illegal drugs Inappropriate use of prescribed drugs Drug dealing Smoking Alcoholic abuse Substance abuse VP Verbal abuse/threatening behaviour against a pupil including Threatening violence Aggressive behaviour Swearing Homophobic abuse and harassment Verbal intimidation Carrying an offensive weapon DM Damage including To school or personal property belonging to any member of school community Vandalism Arson Graffiti VA Verbal abuse/threatening behaviour against an adult including Threatening violence Aggressive behaviour Swearing Homophobic abuse and harassment Verbal intimidation Carrying an offensive weapon TH Theft including Stealing school property Stealing personal property (pupil or adult) Stealing from local shops on a school outing Selling and dealing in stolen property BU Bullying including Verbal Physical Homophobic bullying Racist bullying DB Persistent disruptive behaviour including Challenging behaviour Disobedience Persistent violation of school rules RA Racist abuse including Racist taunting and harassment Derogatory racist statements Swearing that can be attributed to racist characteristics Racist bullying Racist graffiti OT Other - this category should be used sparingly Including incidents which are not covered by the categories above
EXCLUSION POLICY POLICY AND PROCEDURES FOR STAFF ON EXCLUSION To be read in conjunction with: Promoting Good Behaviour & Discipline Policy Review Date: January 2018 Version Date Updated By 1.1 July 2013 A.McGregor 1.2 July 2014 A.McGregor 1.3 July 2015 A.McGregor 1.4 September 2017 K.Anson
LOOK UP AND LIVE Exclusion Zones for AUTHORISED/INSTRUCTED PERSON working near OH LINE General work – sign installers, painters VOLTAGE Distance (mm) Low Voltage (LV) (up to 1000vac) No exclusion zone prescribed* Above LV up to 33kV 700 Above 33kV up to 50kV 750 Above 50kV up to 110kV 1000 Above 110kV up to 132kV 1200 Above 132kV up to 220kV 1800 Above 220kV up to 275kV 2300 Above 275kV up to 330kV 3000 Above 330kV up to 4005kV 3300 Above 400kV up to 500kV 3900 * Person can work up to but not touch the line. Operating plant – cranes, earthmoving equipment VOLTAGE Distance (mm) Low Voltage (LV) (up to 1000vac) 1000 Above LV up to 33kV 1200 Above 33kV up to 50kV 1300 Above 50kV up to 66kV 1400 Above 66kV up to 132kV 1800 Above 132kV up to 220kV 2400 Above 220kV up to 275kV 3000 Above 275kV up to 330kV 3700 Above 330kV up to 4005kV 4000 Above 400kV up to 500kV 4600 Vehicles – with a transit height no greater than 4.6m VOLTAGE Distance (mm) Low Voltage (LV) (up to 1000vac) 600 Above LV up to 33kV 700 Above 33kV up to 50kV 750 Above 50kV up to 110kV 1000 Above 110kV up to 132kV 1200 Above 132kV up to 220kV 1800 Above 220kV up to 275kV 2300 Above 275kV up to 330kV 3000 Above 330kV up to 4005kV 3300 Above 400kV up to 500kV 3900 IMPORTANT SAFETY POINT Do not commence work until you have determined the voltage of the line and whether it is insulated or un-insulated. INSULATED
The Role of the Discipline Committee The Discipline Committee will: Review all exclusions in accordance with the legislation Consider any representations from parents. Take the following into account when making a decision about exclusion:- special educational needs disabilities gender cultural differences. Liaison with Parents Every effort will be made to seek parental co-operation at all stages. Permanent Exclusion A pupil may be permanently excluded if: All other strategies have failed and the student continues to be persistently disruptive. The offence was a serious one-off offence such as: serious, actual or threatened, violence against a pupil or a member of the school personnel; sexual abuse or assault; supplying an illegal drug; carrying an offensive weapon; or any other serious offence. Monitoring Annually the Head will report the following to the Governing Body: The number of exclusions The type of exclusions The outcome of each exclusion Effectiveness The effectiveness of this policy will be reviewed in accordance with the school policy review cycle, or when the need arises, and the necessary recommendations for improvement will be
CONTENTS Section 1 Introduction Guiding Principles Page 1 Section 2 School Policies and Practice Positive School Ethos Support Systems Early/Staged Intervention Page 3 Section 3 The Use of Exclusion Special Circumstances Pupils with Additional Support Needs Looked After Children Pupils on the Child Protection Register Pupils living in school residences Page 6 Section 4 Management of Exclusion Procedures Regulations Exclusions of 1-5 days Exclusions of 6-10 days Exclusions of 11-15 days Exclusions of more than 15 days Dealing with Serious Offences Communication with Parents/Carers Unresolved Exclusions Page 9 Section 5 Appeals Procedures Page 13 References Page 13 Appendix 1a, 1b Key considerations before decision to exclude Page 14 Appendix 2 Key considerations once the decision to exclude has been made Page 17 Appendix 3 Pro forma exclusion letter Page 19 Appendix 4 Pro forma letter for pupils Page 20 Appendix 5 Parents/Carers/Pupils Leaflet Page 21
Construction. Both parties contributed equally to the drafting of all parts of this Agreement and agree to all of the terms herein. Both parties reviewed this Agreement thoroughly prior to execution. Notices. All notices, requests, consents, and other communications to be provided under this Agreement must be in writing and will be delivered in person or sent overnight delivery by a nationally recognized courier or by certified or registered mail, return receipt requested, to the addresses provided below, and will be deemed to have been given when hand delivered, one (1) day after mailing when mailed by overnight courier, or five (5) days after mailing by registered or certified mail: If to Licensee, to: ________________________ ________________________ ________________________ If to Foundation, to: <<RF Campus Address>> <<RF Campus Address>> <<RF Campus Address>> Attn: Director No Waiver. No waiver by either party hereto of any breach or default of any of the covenants or agreements herein set forth will be deemed a waiver as to any subsequent or similar breach or default. Patent Marking. As required by law, Licensee will mark, and will cause its Affiliates and Sublicensees to mark, all Licensed Products that are manufactured or sold under this Agreement with: (i) the number of each issued patent under the Patent Rights that applies to such Licensed Product; or (ii) the word ‘patent’ or the abbreviation ‘pat.’ together with an address of a posting on the Internet, accessible to the public without charge for accessing such address, that associates such Licensed Product with the number of the issued patent under the Patent Rights. Independent Parties. This Agreement will not be construed as creating a relationship of employment, agency, partnership, joint venture, or any other form of legal association between Licensee and Foundation. The relationship between the parties shall never be construed to be that of employer-employee. Neither party has any power to bind the other party or to assume or to create any obligation or responsibility on behalf of the other party or in the other party’s name.
IN WITNESS WHEREOF, this Operating Agreement of [_____________] is executed as of the date first set forth above. company [INSERT: COMPANY] By: Name: Title: Members ________________________________________ [_____________] _________________________________________ [_____________] THE RESEARCH FOUNDATION OF STATE UNIVERSITY OF NEW YORK on behalf of [_____________________________] By: Name: Title:
7. How did you find and select them for this post? 8. Why can’t you appoint someone permanently or on a fixed term on merit on the basis of fair and open competition to fill this role? Why can’t you fill this role with an existing member of staff? 9. Brief description of the person’s proposed role 11. What succession plans are in place for when the exception comes to an end? ------------------------------------------------------------------- Name of departmental contact Telephone Number Email Now please send this form to
unlawful if its purpose or likely effect is to substantially lessen competition in the supplier’s market or the buyer’s market. CASE: ACCC v Fila Sport Ocenia Pty Ltd Outline: Fila is the Australian subsidiary of Fila Holdings Spa, one of the largest sportswear suppliers in the world AFL owned rights to apparel for clubs: On Field – Jumpers etc Off-field – Tracksuits etc Fila had exclusive rights to ‘on-field’ apparel for 5 teams They implemented selective distribution policy Only supply their apparel to stores that didn’t stock ‘Team Spirit’ apparel, who was a competitor. Evidence that ‘Team Spirit’ was severely disadvantaged by this. Decision: Ruled that Fila was fully aware that actions would breach TPA. Fila was warned number of times and only ceased when ACCC stepped in. Fined them $3 Mil. CASE: ACCC v Baxter Healthcare Pty Ltd Outline: Baxter is a manufacturer and supplier of sterile fluids and peritoneal dialysis (‘PD’) products It has dominated market shares for over six years and PD products are highly valuable Baxter’s customers were the various state governments Products were sold individually at very high prices, and lower if brought in groups Purpose of this agreement ‘to prevent rival bidders for PD products from being able to put forward bids that were realistically competitive’. Because of this state governments had incentives to enter into exclusive bundling contracts with Baxter Decision: Baxter was immune because TPA does not cover ‘the crown or government agreements’. Did consider that s46 and s47 had been breached but couldn’t fine them. Important: If the supplier is only supplying one product then there will be no breach of s 47 because: it will not be possible to conclude that the supplier has supplied a product on condition that the buyer not acquire a good or service from a competitor of the supplier a manufacturer of yachts is not breaching s 47 by refusing to supply yachts without masts. Yacht is a composite product made up of the hull, the keel and the mast Minimum quantities agreements Buyer is required to take a minimum quantity of a product. if a supplier requires a buyer to purchase 100 units of a particular product
“Exclusive Pictures” by Steve Turner Give us good pictures of the human torch which show the skin burnt like chicken, bursting like grapes. It will teach us to avoid flames. Give us good film of the lady on the ledge as she leaps open mouthed and hits the streets like a suicide. It will teach us to use stairways. Give us sharp colour coverage of the African troubles. Show us interesting wounds, craters in fat and flesh. It will teach us not to point guns. Give us five page spreads of the airliner that fell like a pigeon to the ground. And make sure you get there before the victims are pulled out. It will teach engines to function. Don't give us any of that shaky hand-held stuff where the trapped children are smoke-like shapes and their screams barely audible beneath the wailing sirens. Get in there with your lenses and your appetite for danger and your hard newshead and give us what we're after. Make us informed. Make us feel we're really there. Provide us with education. Broaden our backgrounds. We live in a democracy and we need to know.
Microsoft Dynamics Customer Solution Case Study Destination Club Generates Rapid ROI, Enhances Services, Takes Control of Business Overview Country or Region: United States Industry: Hospitality Customer Profile Worldwide, Exclusive Resorts, LLC, develops and manages luxury residences where club members can make reservations for vacation stays and receive personal services. Business Situation The company wanted to move from its Oracle business management system to a more flexible, extensible, and solution that would closely fit its complex business model. Solution Exclusive Resorts collaborated with Microsoft Services to implement Microsoft Dynamics AX, integrate the solution with its other key business systems, and tailor it to specific requirements. Benefits Competitive advantage with enhanced member experience ROI in fewer than 12 months Strategic business insight and control Extremely dependable, scalable business infrastructure Powerful technology partner “Due to dramatic cost reductions and efficiencies, we generated a return-on-investment for Microsoft Dynamics AX and first-year licensing in fewer than 12 months.” Charles Livingston, Senior Vice President, Technology, Exclusive Resorts Luxury destination club Exclusive Resorts, LLC, aims to provide the best possible service quality to members who spend time in the company’s hundreds of luxury vacation residences. Exclusive Resorts used Oracle Financial Applications as a hosted solution but needed additional system flexibility to support the company’s complex business model. In addition, Exclusive Resorts aimed to reduce operational cost and enhance the quality of service. Exclusive Resorts decided to make a change and engaged Microsoft Services to implement Microsoft Dynamics AX within an integrated business management infrastructure. Generating a return-on-investment in less than a year, Exclusive Resorts now has a technology solution that closely fits its business. Member services are more responsive, efficient, and competitive, and company leadership can confidently direct the company’s growth. efficient
Excess cholesterol and phospholipids are eliminated in the bile Liver produces bile which contains water, bile salts and bile acids to help emulsify fat Bile is transported in the bile canaliculi to the bile duct Detoxification: DETOXIFICATION: the conversion of toxic molecules to less toxic or non-toxic molecules. The liver is able to detoxify many compounds Some of these compounds, such as hydrogen peroxide, are produced in the body Some compounds, such as alcohol, may be consumed as a part of our diet Others, such as drugs, may be taken for health reasons or recreational purposes Toxins can be rendered harmless by oxidation, reduction, methylation or combined with another products Liver cells contain many enzymes that render toxic molecules less toxic E.g. catalase, which converts hydrogen peroxide to oxygen and water Catalase has a high turnover number – the number of molecules of hydrogen peroxide that one molecule of it can render harmless in one minute – of 5 million. Detoxification of alcohol: Alcohol, or ethanol, is a drug that depresses nerve activity It contains chemical potential energy, which can be used for respiration It is broken down in the hepatocytes by ethanol dehydrogenase The resulting compound is ethanal This is dehydrogenised further by the enzyme ethanal dehydrogenase The final compound produced is ethanoate (acetate), which is combined with coenzyme A to form acetyl coenzyme A, which enters the process of respiration The hydrogen atoms released in this process are combined with another coenzyme called NAD to form NADH NAD is also required to oxidise and breakdown fatty acids for use in respiration If the liver has to detoxify too much alcohol it has insufficient NAD to deal with the fatty acids These fatty acids are then converted back to lipids and are stored in hepatocytes, causing the liver to become enlarged This is a condition known as ‘fatty liver’ which can lead to alcohol related hepatitis or to cirrhosis This is when the cells of the lover die and scar tissue blocks blood flow The Kidney: Describe, with the aid of diagrams and photographs, the histology and gross structure of the kidney. Describe, with the aid of diagrams and photographs, the detailed structure of the nephron and its associated blood vessels.
Which is not a reason humans need to stay hydrated? Removal of liquid waste Maintain a steady temperature Lubricate joints Provide Vitamin C to the body Someone who has dark yellow or brown urine most likely has this problem. Liver cancer disease Not well hydrated Nerve damage ©KeslerScience.com ©KeslerScience.com Which is the most reasonable amount of water you should drink each day? 1, 8-oz glass 2, 8-oz glasses 6-8, 8-oz glasses More than 12, 8-oz glasses ©KeslerScience.com Why are sports drinks not always the best substitute for water? Only athletes need them They have less nutrients than water They can contain excess amounts of sodium and sugar Sports drinks make you go to the
Which is not a part of the excretory system? Large Intestine Ureter Urethra Which of these activities is not related to the excretory system? Filtering the blood to remove unwanted waste Moving of urine from the kidneys to the bladder Creating urine within the small intestine ©KeslerScience.com and moving it to the large intestine D. Removing urine from the bladder out the urethra ©KeslerScience.com What is the function of the bladder in the excretory system? To filter blood and remove waste To store urine prior to removal To transport urine from the kidneys ©KeslerScience.com The excretory system Kidney
Simpsons Gap Tjoritja / West MacDonnell National Park Locality Map To Halls Creek (WA) Mt Zeil Redbank Gorge Mt Razorback Mt Sonder Tjoritja / West MacDonnell National Park Mt Giles Serpentine Chalet Mt Sonder Tylers Pass Lookout Lookout Serpentine Gorge Glen Helen 2 Mile 4WD Ochre Pits Camping Ellery Creek Big Hole Tnorala (Gosse Bluff) Reserve Hermannsburg To Watarrka via Larapinta Drive (Red Centre Way) Palm Valley Finke Gorge National Park To Darwin Alice Springs Simpsons Gap Telegraph Bicycle Path Station Reserve Simpsons Gap Hamilton Downs Youth Camp Hugh Gorge Stanley Chasm Alice Mt Springs Birthday Gillen Waterhole John Flynn's Alice Springs Grave Desert Park Simpsons Gap Historical Ranger Office Reserve Owen Springs Ranger Station Owen Springs Reserve To Adelaide On Park Locality 4WD Road Information Gas BBQs Lookouts Meals Simpsons Gap Ranger Office On Park Facilities Swimming Drinks Bicycle Path Accommodation Standley Chasm Off Park Facilities Wheelchair Access Caravan Sites Privately operated Fuel Medical Clinic 0 10 20 Kilometres Off Park Locality Larapinta Trail Ranger Station Wood BBQs Parking Areas No Fires Mountain Bicycle Path Sealed Road Tjoritja / West MacDonnell National Park Toilets Picnic Facilities Camping Short Walks Unsealed Road Park Boundary Drinking Water Overnight Walks
INFORMATION TO SUPPORT YOUR EXCURSION: Site description 2 Contacts 2 Safety and comfort 3 Facilities 3 Please remember 3 Locality map 4 What’s it all about? 5 Excursion themes 5 Supporting materials 6 Educational activities 7 Walks and experiences 7 Need more help? 8 QUICK VIEW... Getting there Located 85 km east of Alice Springs, the park is accessible to all vehicles via the Ross Highway. There is a 9 km drive into Trephina Gorge, from the Ross HWY, the last 5 km into the park is an unsealed road. The John Hayes Rock hole track is high clearance 4WD access only. Contact Trephina Gorge Ranger Station (08) 8956 9765 PWCNT Head Office (08) 8951 8250 Our Parks and Reserves as a resource for your excursion Inspire your students! From a day trip to an overnight or week long stay, excursions camps and field trips are a great way for teachers to present hands-on learning experiences and share knowledge in a unique way. Parks and Wildlife Commission NT Parks and Reserves are ideal locations to enhance any education program, whether the visit be related to culture, history, science, outdoor education, or creative arts. This guide contains information to support excursions to Trephina Gorge Nature Park. The park is jointly managed by the Parks and Wildlife Commission of the Northern Territory and the Eastern Arrernte Traditional Owners. We hope to see you out there! Provide your feedback! We would love to receive your feedback and comments on this excursion guide, contact the PWCNT Community Engagement Officer in Alice Springs on (08) 8951 8247. Trephina Gorge Nature Park Situated in the East MacDonnell Ranges, Trephina Gorge is known for its sheer quartzite cliffs and River Red Gum-lined watercourses. The Park contains two gorges, Trephina and John Hayes; the latter can only be reached by high clearance 4WD. The Park can be used as a base to visit N’Dhala Gorge, Arltunga and Ruby Gap. Walks cater for all fitness levels, traversing across habitats typical of the MacDonnell Ranges. A stop in at the biggest Ghost Gum in Australia should be part of any park visit. Swimming is permitted, however the rock holes can dry up. The cooler months (April to September) are the most pleasant times to visit the park.
The connection of Arrernte people to the land is strong across central Australia and recognised by the joint management of this Park. To increase your understanding joint management and these special places, include an interaction with a Traditional Owner of the region. A fee for service will apply.
Base Camping 1:10 Residential; canvas 1:15 Study: residential Scuba Diving 1:8 Pool training 1:4 Diving, 2 buddy systems NOTE: 2 qualified staff Board Sailing 1:3 Beginners 1:5 Novice; intermediate; advanced 2 Experienced sailors Shooting 1:1 New or inexperienced 1:5 On the track or mound 1:15 Observers or waiting Boats, Small Sailing - (Dinghies, Catamarans) 1:8 Enclosed Waters 1:6 Open Waters 1:4 Open Waters, Adverse Snorkeling 1:8 Closed water: pool 1:4 Open water NOTE: 2 qualified staff Bushwalking 1:5 Overnight 1:10 Day Snow Activities 1:8 Alpine, Nordic – overnight 1:10 Alpine, Nordic – day 1:10 Non-skiing Canoeing 1:6 2 Staff members Surf Activities 1:10 Beach 1:8 Surf NOTE: 1 teacher/instructor in water and NOTE 1 teacher/ instructor on beach Cycling 1:10 Swimming 1:20 Enclosed pools 1:10 Open water Horse Riding 1:1 Basics 1:5 Beginners 1:8 Semi-experienced Riding School: 1 Experienced teacher with instructor 2 Experienced teachers if no instructor or group exceeds 10 Water Skiing 1:20 Shore 1 Student on two at any one time; if highly experienced two may be taken together 2 People in boat – driver and observer; one must be staff member Orienteering 1:10 Bush Pupil/Teacher Ratios: APPROVAL APPLICATION To be submitted to School Council or the school for approval as required by DEECD. EXCURSION: …………………………………………………………..
back and the procedure is canceled. Provided the PIN is valid, the ATM prompts the customer to enter the amount to be withdrawn. The customer enters the desired amount. The balance checking involves again the customer’s bank. If the balance is sufficient, the ATM disburses cash, returns the card, and prints the receipt. If the balance is insufficient, the customer may decide to continue by entering the amount again or not to continue. In the latter case, the ATM returns the card, and prints the receipt. 4. Job Search Process (open-ended) Create an activity diagram for a job search process. You can make any assumptions you deem appropriate. Your diagram can include job search in different advertising venues, resume and application creation and submission, interviewing… all the way to a hiring decision. Keep it simple, and start with a list of key activities. Who performs those activities? Then, expand analysis asking if there are any decisions, parallel activities, loops, and any other component? Once you have components identified, focus on their order. Note that a challenge may be to keep at the same level of analysis without frilling down into some steps that may be sub-processes on their own. 5. Analyze functionality of some social medium you are familiar with and depict one function via an activity diagram. Fore example, there may be a login step, performed by the user and supported by the social medium system; then, there may be steps for displaying the content, reading it, uploading a new content, etc.
When aspect is from 315 degrees to 45 degrees (i.e., from NW to NE), we will assume that this is generally a North facing slope (value =1). When aspect is from 135 degrees to 225 degrees (i.e., from NW to NE), we will assume that this is usually a South facing slope (value =3). Use the reclassify tool and click on “Classify” button. This will allow us to convert the aspect ranges to 1 for North-northeast, 2 for East, 3 for South, 4 for West and 5 for North-northwest, so that we have 5 values (see below for the break values). Enter the break values on the right side of the window. Call the result Aspect_5 class. Note that we have to ‘split’ North into two categories, since North covers two aspect ranges and 315 to 360). The resulting reclassification will produce the following raster.
academies and representative groups. Fellowship of the Higher Education Academy A record of supervising PhD students to completion as second supervisor. Professorial title or equivalent Experience A record in successfully building, developing and sustaining collaborative and effective teams Successful management within an HE setting Successful leadership of learning, teaching and assessment activity Peer esteem in the academic community evidenced by invited keynote presentations, roles on editorial boards, conference committees and review bodies. A successful record of achievement in roles requiring senior leadership, strategic development and change management in higher education. An established record of achievement in implementing innovative and creative solutions to challenges in and HE environment. Knowledge and Skills Research active in a relevant field Outstanding interpersonal skills Excellent communication skills, including listening Excellent time management and organisational abilities Significant understanding and awareness of national and In-depth understanding of policy issues relating to the distinctive subject areas of the University with insight into how learning, teaching and assessment is developed and conducted across these subject areas.
Professorial title or equivalent Experience A successful record of achievement in building, developing and sustaining collaborative and effective teams Successful record of achievement in management within an HE setting Successful record of achievement in HE innovation and knowledge exchange Successful record of achievement in stakeholder engagement Successful leadership of research and scholarship activity Peer esteem in the research community evidenced by invited keynote presentations, roles on editorial boards, conference committees and review bodies. Successful record of achievement in UK and international partnership development A successful record of achievement in roles requiring senior leadership, strategic development and change management in higher education. Significant understanding and awareness of national and international research, scholarship and innovation and knowledge exchange policies, agendas and challenges. An established track record of implementing innovative and creative solutions to challenges in and HE environment. Knowledge and Skills Research active in a relevant field Significant understanding and awareness of national and international research funding policies, agendas and challenges. Outstanding interpersonal skills Excellent communication skills, including listening Excellent time management and organisational abilities Significant understanding and awareness of policies, agendas and challenges in international activity In-depth understanding of policy issues relating to the distinctive subject areas of the University with insight into how research is developed and conducted across these subject areas. Personal attributes The ability to work, lead and secure the respect of academic communities including academic staff, An empowering management style
Work across the organisation and with key partners to drive forward the focus on prevention, independence, and early intervention throughout the system to improve the health, social care, and education outcomes for our residents and communities. Lead the development of strategic commissioning capabilities across the department and with our key partnerships, promoting long term strategic innovation, whole system thinking, and partnership working. With significant weight on: Strategic Impact (externally) – taking into account the extent to which the post holder contributes and enables the strategic outcomes of liveability, growth and independence, the relative importance of the outcome and political context Strategic Impact (internally) – taking into account the extent to which the post holder controls or influences the internal strategic direction; post holder has a Council-wide impact Reputational Impact – the degree to which the Council’s reputation is impacted by extreme positive or negative performance of the service and the influence of the post holder Decision Making - and the extent to which the post holder makes decisions without further authority Service Complexity – and strategic impact of the internal and external environment within which the post holder operates and the complexity of partnership working Financial Impact – taking into account the financial accountability, the magnitude of budget and the level of direct or indirect impact Risk Management - taking into account the degree of uncertainty, resource implications and strategic consequence for the organisation Management Arrangements The Executive Director reports to the Chief Executive and will line manage the Directors of Education and Skills, Family Services and Adult Services. Key Stakeholder Relationships External: CCGs, Districts and Boroughs, Government Departments, National Consultation Groups, Strategic Partners, Other Local Authorities, Trade Unions, MPs, Partner Organisations, Professional Bodies and Voluntary Groups. Internal: Councillors, Executive Leadership Team (ELT), Corporate Leadership Team (CLT), and Heads of Service (CMG) right across the organisation. Political Restrictions
Introduction to Budgeting Breakeven Analysis and Flex Budgets 9/11 Teams Assigned for Case Introductions and Final Project Recitation 1 – 9/13 Topics: Class Review and Individual Assignment, Case Memo Topics https://zoom.us/j/422948984 (same link for all recitations) Deliverable – 9/15 Individual assignment #1 (budgeting and breakeven analysis) Deliverable – 9/20 Case Memo and case introduction slides - Textbooks for Change Class 2 – 9/22 Topics: Accounting Rules for Nonprofit Organizations Breakeven Analysis and Flex Budgets Case - Textbooks for Change (Introduced by Team 1) Costing – Direct and Indirect Cost Allocations Control Systems and Variance Analysis Recitation 2 – 9/27 Topics: Class Review, Individual Assignment, Case Memo Topics Deliverable – 9/29 Individual assignment #2 (variances) Deliverable – 10/4 Case memos and case introduction slides – ETM (A) Class 3 – 10/6 Topics: Working Capital Management and the Cash Conversion Cycle Long-term Financing Cost Allocations Case – Education Through Music (A) (Introduced by Team 2) Midterm posted after class Recitation 3 – 10/11 Topics: Class Review, Individual Assignment, Case Memo Topics Deliverable – 10/13 Individual assignment #3 (capital investment analysis) Final Team Project Organization Choice (by email) Class 4 – 10/20 Topics: Financial Statement Analysis Part 1 Working Capital Management Case – Gone Rural (introduced by Team 3) Social Impact Metrics (guest – Scott Taitel) Benchmarking Recitation 4 – 1025 Class Review, Case Memo Topics (no review of Individual Assignment 4)
Deliverable – 10/27 Individual assignment #4 (Identify the Nonprofit) Deliverable – 11/1 Case memos and case introduction slides – Carleton Fire Department Class 5 Topics: Financial Statement Analysis Part 2 Benchmarking Case – Carleton Fire Department (introduced by Team 4) Financial Analysis and Strategy Dashboards and Data Visualizations Deliverable – 11/5 Individual Midterm Assignment due Recitation 5 – 11/8 Topics: Class Review, Case Memo Topics Deliverable – 11/15 Case Memos – SCI Ontario & ETM (C) Class 6 – 11/17 Topics: Dashboard case – SCI Ontario (Introduced by Team 5) Double Bottom Line and Impact Maps Financial Analysis and Strategy Case – ETM (C) (introduced by Team 6) (guests: Kathy Damkohler and Penny Swift) Deliverable – 11/20 Team Final Project Outline Team Interim Peer Review Deliverable – 11/30 Individual Assignment 5 (AACI impact map) Deliverable – 12/5 Final Team Presentation Slides Deliverable – 12/6 Case memos and case introduction slides – DePaul Industries Class 7 – 12/8 Topics: Financial Analysis and Strategy Case – DePaul Industries (introduced by Team 7) Final Team Presentations Wrap-Up Deliverables – 12/21 Team Final Project Team Peer Reviews
WEEK 7: WHAT’S THE VALUE OF A LIFE? COST BENEFIT ANALYSIS 1. “As U.S. Agencies Put More Value on a Life, Businesses Fret, New York Times [NYU Classes] 2. Cass Sunstein, Simpler, selections 3. Matthew Hutson, “Calculating the Value of a Life,” New Yorker, October, 2013 Susan Rose- Ackerman, 2011, Putting Cost-Benefit Analysis in Its Place: Rethinking Regulatory Review [NYU Classes] Stuart Shapiro, “Better Policy Analysis Makes for a Better World” https://www.theregreview.org/2016/03/14/shapiro-better-policy-analysis/ For further reading Lisa Heinzerling, Frank Ackerman, Rachel Massey, 2005, Applying Cost-Benefit to Past Decisions: Was Environmental Protection Ever a Good Idea? Stuart Shapiro, 2010, The Evolution of Cost-Benefit Analysis in U.S. Regulatory Decisionmaking Cost-Benefit Analysis, Cost benefit analysis can help or hinder good policy, WEEK 8: SIMULATION (More details to follow) WEEK 9: IMPLEMENTATION 1. Michael Lipsky, 2010, Street-Level Bureaucracy: Dilemmas of the Individual in Public Services, New York: Russell Sage Foundation, selections [NYU Classes] 2. Charles F. Sabel and William H. Simon, “Due Process of Administration: The Problem of Police Accountability,”manuscript, 2014, selections TBD. 3. Judith Tendler and Sara Freedheim, “Trust in a Rent-Seeking World: health and government transformed in Northeast Brazil. World Development 1994 22(12):1771–1791 4. Paul Smoke, “Recentralization in developing countries: Forms, Motivations, Consequences,” [NYU Classes] For further reading: Peter McGraw, Alexander Todorov, and Howard Kunreuther, 2011, “A policy maker’s dilemma: Preventing terrorism or preventing blame,” Organizational Behavior and Human Decision Processes 115: 25-34. Charles Sabel, 2013, “Rethinking the Street-Level Bureaucrat: Tacit and Deliberate Ways Organizations Can Learn,” in Economy in Society: Essays in Honor of Michael J. Piore, edited by Paul Osterman, Cambridge, MA: MIT Press, 113-142.
Reflective journal essay on course and life experiences and readings related to negotiation (maximum 3 pp., 10-pt. font, double-spaced, 1” margins) – see course requirements on page 1 of the syllabus. Submit by email by Sunday March 12. Prepare Dance Innovation case materials – the general information and the role you will be assigned. Readings: Center for Understanding in Conflict, excerpt from February 2014 Newsletter Moore, The Mediation Process, 2d Ed., pp. 68-69, 148-152, 209-211, 280-299; San Francisco, CA: Jossey Bass, ‘96 Goldberg, “The Secrets of Successful Mediators,” Negotiation Journal, July 2005, pp. 365-376 Isenhart & Spangle, Chapter 4, “Mediation,” pp. 71-83, 85-88; Collaborative Approaches to Resolving Conflict; Thousand Oaks, CA: Sage Publications, 2000 Session 5 – Saturday, April 29 – 9:00-10:40am Mediation, part 2 – mediating Dance Innovation Assignments for Session 5: Review the Dance Innovation case materials. Readings: Honeyman, Five Elements of Mediation, Negotiation Journal, 4:149, 1988, excerpted in Goldberg, Sander & Rogers, eds., Dispute Resolution: Negotiation, Mediation & Other Processes, pp. 113-115; Boston, MA: Little, Brown, 1992 ABA Section of Dispute Resolution’s Task Force on Improving Mediation Quality,” Section II, Final Report; Washington, D.C.: American Bar Association Section of Dispute Resolution, 2008 Green, adapted by Zerkin, “Transformative Tools: A toolkit for transformative mediation” (unpublished) Sessions 6 and 7 - Saturday, May 13 – 9:00am-12:40pm Mediation, part 3 – finishing the mediation of Dance Innovation; watch video Assignment for Session 6: Review Dance Innovation case materials and think about options for the various issues and packages you would accept as a negotiated settlement Reading: Aune, B., et al, pp. 1-11, “Teaching About the Mediation of Values-Based and Identity-Based Disputes;” Cambridge, MA: Program on Negotiation at Harvard Law School; 2010
Assignment: Submit brand refinement worksheet for your selected organization. You should also review the brand experience/architecture of the organization you are studying and come to class ready to discuss it. Due 10:45am on Saturday, October 20. Session 5: November 3 Topic: Making real-life brand and communications decisions Required Reading: In our second session, we will pick two case studies to purchase and read (from the five below). You will read both and then submit answers to a set of questions for one of them. I will provide a link you can use to purchase them. “Denver Museum of Nature & Science – setting a digital strategy” by Jill Avery, Jim Rosenberg (2016) “DonorsChoose.Org: Refining A Successful Brand” by Allison Johnson, Emily Chen Bendle (2015) “Social Media and the Planned Parenthood/ Susan G. Komen for the Cure Controversy” by Laura Winig, Archon Fung (2012) “Repositioning CARE USA” by V. Kasturi Rangan, Katharine Lee (2012) “Marketing New York City” by V. Kasturi Rangan, Anita Elberse (2008) Assignment: submit the case study worksheet for one of the cases and come to class ready to discuss both case studies. Due 10:45am on Saturday, November 3. Session 6: November 17 Topic: Using campaigns and social media to attract supporters Required Reading: “” by Sarah Durham and Lila Tublin (2017) “” by Ann Christiano and Annie Neimand (2017) https://ssir.org/articles/entry/stop_raising_awareness_already “” by Sarah Durham (2017) “” by Lisa Benenson (2016) https://ssir.org/articles/entry/the_power_of_simple “ by Carter Roberts & Steve Ertel (2016) http://ssir.org/case_for_communications/entry/a_chorus_for_wildlife