zilongwang/ReadingBank huggingface dataset:
Ability to travel to meetings (funding for expenses is available, and any travel required to attend group meetings is arranged by the PCW). It is expected that your manager and organisation support your interest in joining the Palliative Care Workstream Allied Health Working Group, and that your involvement is incorporated as part of your regular duties. Timeline EOI published: 11 October 2018 Closing date: 9 November 2018 Acknowledgement of application: Within 5 working days of receipt Notification of outcome: No later than 23 November 2018 Applications will be reviewed by the PCW and the South Island Workforce Development Hub. This call for expressions of interest has been posted on the SI PCW website and distributed to relevant organisations. Any queries, please contact Dr Kate Grundy, Chair, Palliative Care Workstream: To apply, complete the application form and send to
Outright Championship Points Table Points 19 18 17 16 15 14 13 12 11 10 9 8 7 6 5 5 Club, women’s plate and outright championship points will be calculated after the event and the results posted on the club website as soon as they are available. An outright, women’s plate and a club championship ladder will be provided. The final two rounds will be withheld, until the presentation at the annual Christmas party. Competitors who enter the Sports Series and compete in the Club Competition must submit the Vehicle Registration Form (Appendix 2) at the beginning of the competition year, or prior to their first event. Points will not be awarded to competitors who have not submitted this form prior to competing. If any vehicle competing in other than Open class differs from the standard specification of the model designated in its registration form, then such differences must be clearly identified in writing on the registration form or have subsequently been notified in writing to the Sporting Director. The Club Committee will verify eligibility in any class. Any differences may cause the vehicle to be reclassified. In principle improvements to the brakes and suspension that do not modify the attachment points are allowed. Modifications that include modification to the suspension pickup points or geometry may put the car into a higher class. Engine modifications are allowed but BHP gains need to be factored into the power/weight ratio. The Porsche Club of WA strongly recommends the best safety gear/equipment available. As a minimum, you will require non-flammable clothing from ankles to wrists, suitable covered footwear, an "AS1698" approved helmet and in open cars a or goggles. The use of HANS devices while not compulsory, is recommended. Your vehicle must have a securely fastened AS1841 approved 1kg fire extinguisher and a 150mm blue triangle which indicates the position of the battery, as illustrated opposite. The club has the following awards, which are open to all competitors/club members. SERIES 2
Dorian number Manual /Automatic Seat Belt and Hans Device. Does the vehicle have a 4 point or more harness fitted? Yes / No Do you intend to use a HANS device? Yes / No DECLARATION Is the vehicle TOTALLY to the original specifications? Yes / No If “No”. For what was the chassis originally produced? Note: the weight, is Kerb weight for unmodified cars in classes other than Open Pre and Post. If the car has been modified to reduce weight, then list actual weight with all fluids but no driver. This table must be completed for all vehicles except those in open class Please attach additional documentation or pages as required DECLARATION (continued) Is your vehicle road or club registered? Yes / No If “No” the vehicle will be in open class. Otherwise please explain reason why not. Is Bodywork Different from Standard? Yes / No If “Yes” explain details Is the Suspension Different from Standard? Yes / No If “Yes” explain details Is the Braking System Different from Standard? Yes / No If “Yes” explain details
Release Number Date Author Changes 1.0 August 4, 2013 Heermann Langford, PhD, RN Stephen Chu, PhD, MD Enrique Meneses Initial Release 1.1 March 15, 2014 Laura Heermann Langford, PhD, RN Stephen Chu, PhD, MD Enrique Meneses Changes made based on comments received from Sept 2013 ballot.
Ray Simkus Dave Stumpf, MD Iona Thraen, MSW HL7 Service Oriented Architecture Workgroup IHE Patient Care Coordination Technical Committee ONC Standards & Interoperability Framework Longitudinal Coordination of Care Initiative National Quality Forum Project Sponsor HL7 Patient Care Work Group
Care team communications or communication threads may relate to any part of the plan. These associations capture possible subjects of communications for Health Concerns, Health Risks, Health Goals, Activities, Care Barrier, Patient Preferences and Observations. Communication/Thread HealthGoal 0..* Communication/Thread Activity 0..* Communication/Thread CareBarrier 0..* Communication/Thread Observation 0..* Communication/Thread PatientPreference 0..* Externalizing Business Rules and Decision Points As mentioned in earlier sections the Care Plan is agnostic to organizational policies and business rules. The model makes use of Decision and Criterion concepts to represent functional logic based on policies, organization decisions and business rules. For example, activities of the Plan may be conditionally executed based on decision points and they may also declare pre-conditions which use the care planning Context to determine applicability of an action and modify behavior. Figure Decision Points and Criteria in Care Plan
models parameterizations operate, satellite simulators greatly increase the credibility of climate model-observation comparisons. On a more pragmatic note, the availability of gridded datasets in a commonly used format with appropriate metadata (e.g., netcdf) will greatly facilitate the use of any dataset in the climate model evaluation context, a point also emphasized by Massonnet and Jahn 2012. b. Different uses, different needs: from the "process scale" to the "climate scale" Climate modelers use observations in different ways and for different purposes. Here, we distinguish between the use of "process scale" and "climate scale" observations recognizing that these definitions are somewhat loose (see Table 1). We also discuss if observations are "climate representative", i.e., if the observations can be used to evaluate a long-term average state of a climate model or the climatic significance of a process. Temporal resolutions Spatial coverage/ resolution Primary use Examples "process scale" observations seconds, minutes, hours, daily adequate to capture process under consideration parameterization development SHEBA, MPACE "climate observations Hourly, daily, monthly, seasonal, annual means based on at least 10 years of data (preferably more, note: the number of years needed to be “climate representative” is something we could use CESM to help quantify) regional to global. For evaluation of spatial variability these data are preferably gridded at least 5x5 degrees. evaluation of the mean state, temporal, and spatial variability CERES-EBAF fluxes (Loeb et al. 2009) Table 1. Observations used by climate modelers Equations representing physical processes and observations are both key ingredients for parameterization development. Improving the representation of key physical processes in climate models requires that observations address key uncertainties in existing parameterizations (e.g., in process in functional dependencies) or help identify important processes that are not considered (e.g., biogeochemical processes in sea ice, clouds not forming from aerosols, ridging of sea ice). Many flavors of observations can be useful for physical parameterization development, including data from individual field campaigns and laboratory experiments. "Process scale" observations provide detailed information about these process rates and key relationships. "Process scale" observations are also critical for identifying processes that may be missing from a climate model. As a atmosphere
Book NAV/share (INR) 57.2 61.3 93.6 98.9 FDEPS (INR) 10.2 8.1 9.0 10.7 CEPS (INR) 13.9 11.3 15.0 17.2 CFPS (INR) 10.5 11.4 11.2 11.8 DPS (INR) 3.6 3.6 4.6 5.4 Return ratios Return on assets (%) 13.5 10.2 11.9 10.5 Return on equity (%) 17.9 13.3 9.6 10.8 Return on capital employed (%) 15.6 11.8 13.7 11.9 Turnover ratios Asset turnover (x) 1.4 1.3 1.7 1.3 Sales/Total assets (x) 0.8 0.7 1.1 0.9 Sales/Net FA (x) 1.5 1.3 1.7 1.4 Working capital/Sales (x) 0.1 (0.0) 0.1 0.1 Working capital days 19.4 (11.2) 21.9 33.2 Liquidity ratios Current ratio (x) 2.7 2.2 1.6 2.0 Quick ratio (x) 2.1 1.6 0.9 1.1 Interest cover (x) 23.6 16.1 14.7 11.5 Dividend (x) 2.8 2.3 2.0 2.0 debt/Equity (%) 0.6 0.5 19.5 12.7 Net debt/Equity (%) (43.2) (42.0) (8.6) (13.7)
Staff Member Refer to: Everyone Staff Policies Refers to the policies and topics included in the Insert which documents or sections of document this Terms & Definitions addendum applies to. It may be your Staff Policies Manual, or the Staff Policies section of your Employee Handbook or Employee Manual that all Staff must adhere to as a signed condition of Engagement if contractually obliged to do so by the Company. Technology Tools Refers to the Company's computers, storage, networking and other physical devices, infrastructure and processes that create, process, store, secure and exchange the Company's electronic data. Technology Tools include, without limitation, the following: Computers and related hardware Removable drives, webcams and microphones Mobile Devices Email system Networks Servers Databases External file sharing services based services Company Social Media accounts Internet connection Wifi domain FTP Website hosting Printers Software
Social Media Social is defined as a subset of Electronic Communication, but has a specific and more complex definition that requires additional detail. The Company’s use of the term ‘Social Media’ includes, without limitation, the following: Social networking sites including but not limited to: Facebook Twitter YouTube Google+ SnapChat Instagram Pinterest The Company's corporate LinkedIn pages Video and photo sharing sites Blogging, including but not limited to: The Company’s blog(s) Your personal blog(s) Any external blog posts or comments Forum, chat, and discussion groups, such as Skype chat Online wiki sites such as Wikipedia Online classified sites including but not limited to Craigslist Other websites that allow for comments to be posted Other social, interactive, collaborating or networking sites that are accessible by other individuals with a browser regardless of the requirement of a login or password Staff Refer to: Everyone Member to: Everyone
Clinical Genomics – Laura CIC – Jay CQI – Russ Stephen CBCC – Jean Laura Emergency Care – Laura Devices – Laura Michelle Patient Care – Stephen Pharmacy – Michael, Michelle PHER – Elaine Laura RCRIM – Elaine Emma Learning Health Systems – Laura Triage Person: Emma (notice from Melva Peters)
Clinical Genomics – Laura CIC – Jay CQI – Russ Stephen CBCC – Jean Laura Emergency Care – Laura Devices – Laura Michelle Patient Care – Stephen Pharmacy – Michael, Michelle PHER – Elaine Laura RCRIM – Elaine Emma Learning Health Systems – Triage Person: Emma (notice from Melva Peters)
Data type versions used – Netherland has not switched over to data type R2 – using R1 Care Record – Re-affirmation Query of the Care Record– Re-affirmation Care Transfer– Re-affirmation Discussion Clinical statement alignment – Clinical statements are common with CDA Normative edition of the RIM - Do we need to update to align with the latest? Will need to work this out as part of the re-affirmation. Last update was 2012. Was compatible then. Current implementations are using it how it is now. It might be prudent to do a gap analysis to see if anything is broken in the version of the RIM this is based on. Consider the following: Broken to effect patient safety and/or effect implementation The model used today does not have any issues with patient safety nor implementation issues. Suggest adding retention of the current clinical statement association to the PSS. Suggest adding to the paragraph – section 3A Vocabulary changes? – is there a need to look at vocabulary changes. Question raised with the implementers so see if they have encounter any vocab changes. Need to go through PC voting – First dead line is submitting the intent for ballot Michael will make update, email out, prepare the NIBS Michael adjusted PSS and discussed with PA Should not change issues around the modeling and data types Voting will be on next patient care call – today Motion to reaffirm the models – Michael Second – Stephen 0 – abstain; 0- against; 4 - for Medication Knowledge Project – PSS Pharmacy is asking PC to Co-Sponsor Michael replied to Melva Split the medication FHIR resource to be just about the compound information. The extra attributes will not go in a
Submit to , , and Promise Community Scoring Rubric Cohort 3 by Promise Community Stakeholder Members Reader name_______________________________________________________________ Date__________________ COMMUNITY NAME______________________________________________________________________________ CATEGORY WEIGHT SCORE COMMENTS COMMUNITY NEED Percent of Children Living in Poverty* 15 * Ready for Kindergaren scores* 15 * 3rd Grade Achievement scores* 10 * Access to Early care and Education 4/5 STARS* 10 * *Points determined by formula set by PC staff Section total TOTAL 50 COMMUNITY BACKGROUND What is the essence of your community that makes it unique and strong? 12 What is the story of the high needs population (children with disabilities or developmental delays; English language learners; migrant; homeless; foster care) of children in your community? 12 Section total TOTAL 24 COMMUNITY WILL What are three wishes for the children and families of your community? 15 Whose voices in your community are often missing from the conversation, and how would you engage them? 10 Section total TOTAL 25 COMMUNITY IMPACT Numbers of children impacting (minimum 40 children) 1 Section total 1 OVERALL SCORE 100 Comments:
Data Elements May 2017 June 2017 July 2017 August 2017 Funded Enrollment HS 696 / EHS 128 HS EHS EHS EHS HS EHS Current Enrollment 687 128 128 128 660 128 Expectant Mothers 0 7 5 6 0 9 # of families 100% and below the Poverty Line 484 74 74 74 466 69 #of families homeless 28 13 13 13 29 18 # of families receiving public assistance 93 37 37 37 93 35 # of foster children 4 4 4 4 7 2 # of families 101%-130% Poverty level 64 0 0 0 58 1 # of families above the 130% Poverty level 14 0 0 0 12 0 %of children served with a diagnosed disability 17% 12% 12% 12% 10.5% 8.7% # of children withdrawn from program 7 3 7 3 5 1 # of children on waiting list 402 242 243 245 448 202 Average Monthly Attendance 92% 89% 87% 87% 94% 92%
Section Objective Exercises Mastered Need to Revisit 1.1 Find the slopes of lines. 7,10 Write linear equations given points on lines and their slopes. 27,29,31,33,49 Use slope-intercept forms of linear equations to sketch lines. 43 Use slope to identify parallel and perpendicular lines. 63-65, 68 *Factor trinomials. 124-126 1.2 Decide whether a relation between two variables represents a function 8,10,12-14 Use function notation and evaluate functions. 36,38,41 Find the domains of functions. 55,59,62 Use functions to model and solve real-life problems. 75 Evaluate difference quotients. 81-83
No.______________ Vancouver Registry IN THE SUPREME COURT OF BRITISH COLUMBIA IN THE MATTER OF THE COMPANIES’ CREDITORS ARRANGEMENT ACT, R.S.C. 1985, c. C-36 AND IN THE MATTER OF _______________________ PETITIONER CCAA INITIAL ORDER _____________________ Counsel: ________________ Matter No: __________ Model CCAA Initial Order EXPLANATORY NOTES EXPLANATORY NOTES [1] Section 11(1) of the CCAA provides for notice of an application to be given. CCAA orders may be sought on notice to affected parties, if this is possible. Applications may be made without notice “as [the court] may see fit”. Recent British Columbia cases have commented on the appropriateness of bringing on such applications without notice: Re Encore Developments Ltd. 2008 BCSC 13 and Re Marine Drive Properties Ltd. 2009 BCSC 145.
Date started: Date finished: What? 0-11 months 8 – 20 months 16 – 26 months 22 – 36 months Who? Responds to and thrives on warm, sensitive physical contact and care. Expresses discomfort, hunger or thirst. Anticipates food routines with interest. • Opens mouth for spoon. • Holds own bottle or cup. • Grasps finger foods and brings them to mouth. • Attempts to use spoon: can guide towards mouth but food often falls off. • Can actively cooperate with changing (lies still, helps hold legs up). • Starts to communicate • Develops own likes and dislikes in food and drink. • Willing to try new food textures and tastes. • Holds cup with both hands and drinks without much spilling. • Clearly communicates wet or soiled nappy or pants. • Shows some awareness of bladder and bowel urges. • Shows awareness of what a potty or toilet is used for. • Shows a desire to help with dressing/undressing and hygiene routines. • Feeds self competently with spoon. • Drinks well without spilling. • Clearly communicates their need for potty or toilet. • Beginning to recognise danger and seeks support of significant adults for help. • Helps with clothing, e.g. puts on hat, unzips zipper on jacket, and takes off unbuttoned shirt. • Beginning to be independent in but often needs adult support. How? Age & Stage Positive relationships What adults could do Enabling environments What adults could provide Songs & rhymes Books/ Chatterboxes/ Story Sacks etc Home Learning Toolkit links Experiences
Required Standards The standards and expected level of proficiency are integral to the role and will be used as the basis for assessment of suitability and performance. Standards Framework Standard group Standard name Expected level of proficiency Behavioural competencies Individual Self-Development / Continuous learning S Adaptability S Interpersonal Collaboration and communication P Responsibility and ownership S Analytical Planning, organising and problem solving S Leadership competencies Leadership Delegation N/A People development P Leading a team N/A Understanding of the organisation's mission S Strategic positioning P Technical / Functional competencies Technical / functional Attention to detail A Knowledge & application of Policies, Procedures, and Processes S Knowledge & application of Industry, Emerging Trends and good practice S Key: P = Proficient, S = Skilled, A = Advanced, E = Expert Typical Experience and Qualifications Tertiary qualifications in the relevant area of study Appropriate demonstrated experience Catholic Education Diocese of Parramatta is a modern working environment that requires the agility of staff to respond to a changing educational context and the needs of our communities. CEDP may amend the duties and responsibilities of staff in accordance with changing circumstances and business needs.
Physical Development Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Autumn 1 • Initiates play, offering cues to peers to join them. • Keeps play going by responding to what others are saying or doing. • Demonstrates friendly behaviour, initiating conversations and forming good relationships with peers and familiar adults. • of own feelings, and knows that some actions and words can hurt others’ feelings. • Shows confidence in asking adults for help. • Can play in a group, extending and elaborating play ideas, e.g. building up a activity with other children. • Can usually tolerate delay when needs are not immediately met, and understands wishes may not always be met. • Begins to accept the of others and can take turns and share resources, sometimes with support from others. • Can usually adapt behaviour to different
• Dresses with help, e.g. puts arms into coat or shirt when held up, pulls up own trousers, and pulls up zipper once it is fastened at the bottom. • Shows increasing control over an object in pushing, patting, throwing, catching or kicking it. • Travels with confidence and skill around, under, over and through balancing and climbing equipment. • Uses one-handed tools and equipment, e.g. makes snips in paper with child scissors. • Holds pencil between thumb and two fingers, no longer using whole-hand grasp. • Holds pencil near point between first two fingers and thumb and uses it with good control. Summer 2 • Can usually manage washing and drying hands • Dresses with help, e.g. puts arms into coat or shirt when held up, pulls up own trousers, and pulls up zipper once it is fastened at the bottom. • Jumps off an object and lands appropriately. • Can a large ball. • Shows increasing control over an object in pushing, patting, throwing, catching or kicking it. • Experiments with different ways of moving. • Travels with confidence and skill around, under, over and through balancing and climbing equipment. • Draws lines and circles using gross motor movements. • Uses one-handed tools and equipment, e.g. makes snips in paper with child scissors. • Shows a preference for a dominant hand. • Holds pencil between thumb and two fingers, no longer using whole-hand grasp. • Holds pencil near point between first two fingers and thumb and uses it with good control.
Standards Framework Standard group Standard name Expected level of proficiency Behavioural competencies Individual Self-Development / Continuous learning S Adaptability A Interpersonal Collaboration and communication S Responsibility and ownership A Analytical Planning, organising and problem solving A Leadership competencies Leadership Delegation P People development P Leading a team P Understanding of the organisation's mission S Strategic positioning S Technical / Functional competencies Technical / functional Attention to detail A Knowledge & application of Policies, Procedures, and Processes A Knowledge & application of Industry, Emerging Trends and good practice S Key: P = Proficient, S = Skilled, A = Advanced, E = Expert Typical Experience and Qualifications Ideally the candidate will have: Demonstrated experience use of Alteryx (or similar ETL applications) for data transformation Demonstrated experience in SQL Data Base administration Experience in use of Tableau for generating visualisations would be desireable An education sector background, either Higher or Secondary Education would be desireable Tertiary qualifications with a significant record of success in data analytics and transformation An ability to analyse complex problems, understand customer needs and recommend solutions Exposure to information and process modelling Catholic Education Diocese of Parramatta is a modern working environment that requires the agility of staff to respond to a changing educational context and the needs of our communities. CEDP may amend the duties and responsibilities of staff in accordance with changing circumstances and business needs.
CS-214 Rev 11/2013 Position Code EQALTEB23R Civil Service Commission , POSITION DESCRIPTION This position description serves as the official classification document of record for this position. Please complete this form as accurately as you can as the position description is used to determine the proper classification of the position. 2.Employee’s Name (Last, First, M.I.) Environmental Quality 3.Employee Identification Number (Institution, Board, or Commission) 4.Civil Service Position Code Description Environmental Quality Analyst 9-11 Remediation and Redevelopment 5.Working Title (What the agency calls the position) Environmental Quality Analyst Executive 6.Name and Position Code Description of Direct Supervisor Carrie Geyer, Environmental Manager 14 Brownfield Redevelopment 7.Name and Position Code Description of Second Level Supervisor Location (City and Address)/Hours of Work Susan Erickson, State Division Administrator 17 Various Locations / Monday - Friday, 80 hours per pay period 14. General Summary of Function/Purpose of Position The main function of this position is to coordinate the funding for cleanup actions that lead to redevelopment at known or suspected sites of environmental contamination through the review and management of grants and loans to local units of government and Acct 381 tax increment financing. Grants and loans are processed in accordance with Parts 195, 196, 795, and 201 of the Natural Resources and Environmental Protection Act, Public Act 451 of 1994, as amended, and the related administrative rules. This position serves as a brownfield coordinator for investigation and remediation projects. This position provides guidance to communities, environmental consultants, developers, attorneys, and others involved in brownfield redevelopment projects. This program is a significant resource provided by the Department of Environmental Quality (DEQ) to Michigan communities, providing technical and financial assistance improving the economic viability of contaminated properties through job creation, private investment, and tax revenue, re-using existing infrastructure, curbing urban sprawl, and increasing the vitality of the local communities. 15. Please describe the assigned duties, percent of time spent performing each duty, and what is done to complete each duty. List the duties from most important to least important. The total percentage of all duties performed must equal 100 percent.
Literacy Support (3-5) 2 Maps101 1 Instructional Technology Introduction to High Leverage Instructional Strategies and Technology Series 1 Using Mobile Devices for Instruction*(IT) 1 Using SMARTBoards for Instruction*(IT) 1 Using SMART Response for Instruction*(IT) 1 Foundational Learning - learning required for all instructional staff within the first five years of employment Course Credits Date Special Education *(SE) Writing Standards-based IEPs *(SE) 12 Initial Crisis Prevention Intervention (CPI) Training *(SE) 12 Co-Teaching *(SE) 6 New to Birdville – Required first year in BISD Course Credits Date Forethought 101: Setting up the Planner 1 Forethought 201: Planning for Learning in Forethought 2 101: Reporting 1 Aware 201: Creating Assessments 1 Technology in Birdville 1 Professional Development Appraisal System (PDAS) 1 30-hour GT Initial Training* 30 Using SEAS/CLASS *(SE) 3 Training for Deaf Education Interpreters *(SE) 3 ARD Process *(SE) 2 Specialized Classroom Management *(SE) 12
TIME SESSION 12:30 – 1:00 PM Check-In 1:00 – 1:15 PM Welcome 1:15 – 3:15 PM Financial Aid Professionals Panel Natascha Ambrose – CAFAA President, Associate Director of Financial Aid, University of Northern Colorado Lou Melucci – Associate Director of Client Service, CU Boulder Ron Swartwood – Director of Financial Aid, Pikes Peak Community College Barb Marshall – Assistant Director of Fiscal Operations, Compliance, and Training, CU Boulder 3:15 – 3:30 PM Break 3:30 – 4:15 PM Meet and Greet Networking Opportunity with professionals in financial aid; refreshments will be available 4:15 – 4:30 PM Closing Remarks Cassi Odum – CAFAA Professional Development Committee Chair, CU Boulder
Commencement of the race meeting The Judge declares race to be “armed” once the starting boxes have been closed (this starts the timing mechanism). The Judge activates stop watch on box rise. The Assistant Judge video records the back-up. Identify the finish positions in a greyhound race or trial. Chief Judge records leading greyhound at the section and sectional times at the relevant split. Dictates placings of greyhounds in finishing order. [NB a dictation devise is made available for this purpose]. The Judge and Assistant Judge liaise and confirm first “four” placegetters. The Chief Judge consults with the Steward-in-Charge of the meeting and confirms the first “four” placegetters as semaphored. The Chief Judge contacts Raceday Control (TAB) and gives the “all clear” on the first “four” placings after the Chief Steward has sounded “all clear”. The Assistant Judge captures the photofinish print and dictates to the Chief Judge the placings in finishing order and margins. These results are manually recorded on the Judge’s Sheet and
Project Delivery Directive Number: PDD-xxx TO: References: Effective Date: (DATE) Supersedes: Review by: (DATE) TITLE: DIRECTIVE BACKGROUND DEFINITIONS RESPONSIBILITIES Chief, Division of Construction: Division of Design: Deputy Division Chief, Division of Engineering Services, Structure Design Deputy Division Chief, Division of Engineering Services, Structure Construction:
Although GSHS is made up of a number of sites, they all operate as part of the one organisation and therefore the service profile is informed by the geographical nature of the diverse communities as well as the strategic imperatives of the Department of Health & Human Services. GSHS employs 240 EFT, with a total of 520 staff across all sections of the organisation. A significant capital development was completed in December 2013 with the $35M rebuild of the acute, subacute and primary health facilities at Leongatha. Vision, Mission and Values: Vision Mission Excellence in Healthcare Building a Healthier Community Together Gippsland Southern Health Service - Values and Behaviours Value the Line Behaviour Below the Line Behaviour Excellence Continuous Improvement Evidence Based Practise Consistency of Practice Innovative Practice High Standards Unwilling to Improve Lack of Innovation Non-Adherence Inconsistency Acceptance Individuality Be Tolerant Acknowledge Rights Personalise Support Individuals Practice Self Care Lack of Respect Discriminating Being Inconsiderate Being Judgemental Being Dismissive Collaboration Value Teamwork Involve Others Actively Listen Ask and Offer Solutions Support Decisions and Change Poor Communication Criticising Others Negative Not Open Withholding Information Accountability Take Responsibility Set Clear Expectations Manage Performance Results Focused Ethically Blaming Others Unethical Behaviour Underperforming Unreliable Shirking Responsibility Respect Respect People Respect Privacy Respect Property Respect Views Be courteous Being Rude Being Negative Being Disrespectful unhelpful Disrespecting Property Empowerment Take Initiative Actively Participate Ask Questions Clarify Expectations Empower Others Authoritarian Discrimination Blaming Others Not Sharing Stifling Development Key Responsibilities
Phone: INVOICE Sandia National Laboratories Accounts Payable MS 1385 PO Box 5800 Albuquerque, NM ALL FIELDS ON FORM ARE REQUIRED IF APPLICABLE P.O. # Period of Performance: DATE(S) PO # DESCRIPTION HOURS RATE AMOUNT 1 1 1 1 1 TOTAL HOURS SUBTOTAL PO LINE 1 ONLY IF APPLICABLE DATE(S) PO # DESCRIPTION AMOUNT 2 2 2 2 SUBTOTAL PO LINE 2 TOTAL DUE
Corporate Identification Beaver Plastics RD 531A Acheson, Alberta, Canada T7X 5A3 Phone 1-780-962-4433 (International) Toll free: 1-888-453-5961 (U.S. and Canada) Fax 1- 1 780 962 4640 Internet web site: E-mail: Technical Services Available Phone toll free or e-mail (see above) Classification and Filing OmniClass Table 23 - Products Omniclass 2006: 23-10 10 11 35 - Expanded Polystyrene Compressible Fill MasterFormat 2004: 07 97 13 – Compressible Board Fill (for at and below grade applications) END
List the duties from most important to important. The total percentage of all duties performed must equal 100 percent. Duty 1 General Summary of Duty 1 40 % of Time Digestion of samples for water, soil and filter samples. Individual tasks related to the duty. Perform digestions of water, soil and filter samples. Calibrate, operate and maintain sample digestion equipment. Prepare chemical standards and reagents. Maintain accurate records, chemicals and supplies. Utilize LIMS to batch samples Perform preventative maintenance on analytical equipment. Duty 2 General Summary of Duty 2 40 % of Time Analysis with analysis of samples for routine chemical and bacteriological analyses. Individual tasks related to the duty. Determine Turbidity using turbidimeteric technique. Determine COD, CR+6, Chlorophyl spectrophotometric and fluorometric technique. Uses quality control standards to ensure accuracy and precision of analyses. Calibrate, operate and maintain meters, balances, spectrophotometer and fluorometer. Utilize LIMS to batch samples and enter sample and quality control results. Maintain accurate records chemicals and supplies. Perform bacteriological analysis. Perform other analyses that may be assigned by the unit manager using such equipment as pH/Conductivity meters, spectrophotometers and other automated instrumentation such as flow injection analysis and atomic absorption. Perform preventative maintenance on analytical equipment. Duty 3 General Summary of Duty 3 10 % of Time Assist or backup Environmental and Drinking Sample Receiving and Login as necessary. Review work receipts for accuracy and completeness of sample login. Individual tasks related to the duty. Receive environmental and Drinking Water samples from clients. Verify completeness and accuracy of sample chain of custody. Login environmental and Drinking Water samples received at the lab using LIMS. Retrieve and prepare environmental bottle order requests. Review environmental work receipts generated at sample login for accuracy and completeness against sample chain of custody. Duty 4 General Summary of Duty 4 10 % of Time Other duties. Individual tasks related to the duty. Discards samples. Cleans laboratory glassware. Transports chemicals and hazardous wastes. Filing. Performs other duties that may be assigned by unit manager or laboratory director.
OHS Maintain a safe working environment in your area of responsibility. Ensure that OH&S principles and guidelines are adhered to. Report any breach in OH&S. Document any hazard and make suggestions / recommendations for improvements. Report accidents and injuries and near misses as per GRV Policy and Guidelines. Provide and maintain so far as is practicable a working environment that is safe and without risk to health. Take care of your own health and safety and the health and safety of any other person who may be affected by your acts or omissions at the workplace. Understand responsibilities and accountabilities to yourself and others in accordance with OH&S legislation and GRV policies and promote a working environment that is congruent with these guidelines. Role model safe work practices ensuring adherence to OHS policy and procedures Report in the workplace in a timely manner Actively Support and Promote OHS Duties Other duties as required KEY BUSINESS CONTACTS EXTERNAL INTERNAL General Public GAP Animal Welfare Strategic Project Manager Adoptive Families GAP Manager Foster Carers GAP Property and Kennel Manager Greyhound Trainers GAP Foster Co-ordinator Various Supplies PERSON SPECIFICATION EDUCATION/QUALIFICATION necessary to meed position objectives ESSENTIAL DESIRABLE
A current Victorian Driver’s Licence is essential. (This position will involve regular driving, much of which will include towing a large dog trailer) A police clearance certificate will be required prior to commencement SKILLS/KNOWLEDGE necessary to meet position objectives ESSENTIAL DESIRABLE An ability to prioritize work commitments and attend to work requirements within a tight time-frame Excellent animal husbandry skills Strong communication skills including the ability to form effective relationships with staff, industry participants and general public General ‘handyman’ skills with demonstrated knowledge of safe working practices and in accordance with equipment instructions. Prior experience working in kennel environment ATTRIBUTES required to ensure satisfactory performance and cultural fit ESSENTIAL DESIRABLE Responsiveness Ability to Multi-task Integrity Self-Motivated Impartiality Lateral Thinker Accountability Respect Leadership Human Rights EMPLOYMENT CONDITIONS
Expenses Details of Journey – (start-> to -> finish) Public Transport Mode of transport: __ (Receipts must be attached) £ Private Transport Total Number of Miles: _@ 45p per mile (Mileage will be calculated at shortest route) £ Passengers (Reimbursed at 5p per mile per passenger) Name(s) of passenger(s): ____ Total miles travelled with passenger _ (Passengers must be travelling to the same event & also entitled to reimbursement of travel expenses) £ Subsistence Accommodation Expenditure £ Meal Expenditure £ Other Expenses Please specify:- £ TOTAL AMOUNT OF CLAIM £ DETAILS OF CLAIM (ALL CLAIMS MUST BE ACCOMPANIED BY RECEIPTS) Please read the guidance notes you obtained along with this claim form very carefully. Where there is no receipt a written explanation must be attached and payment will at the discretion of HEE West. HEE - South West reserves the right to reimburse the cheapest option wherever relevant. EVENT/ACTIVITY LOCATION DATE(S) From: To: Claimant Declaration: I declare that the expenses claimed hereunder were necessarily incurred by me in attending the above event and are in accordance with the conditions governing the payment of travelling expenses attached. I understand that any fees are paid gross and that I am responsible, where appropriate, for declaring this income for tax purposes. Signed: Date: Please send the completed form to :- Health Education England - South West Deanery House Vantage Office Park Old Gloucester Road Hambrook Bristol, BS16 1GW Authorised By Name : Contact Number: Signed : Date:
position operate? How is the freedom to act controlled or limited? By budget allocation, strategic objectives, CEHL policies and procedures, delegations, legal requirements and professional practice. What degree of guidance or advice is available when problems occur? Consultation with other CEHL managers, guidance and direction from the Corporate Director and/or Managing Director. However, technical employee relations matters may be referred to relevant external bodies. Where can solutions to problems be found? CEHL policies, internal guidance or external networks or consultants, legislative requirements and professional practice guidelines.
Skilling Our Future Develop killer grant application ideas, create technology action plans and deliver public STEAM programs Dalby Library 107 Drayton St, Dalby QLD 4405 Monday 5 February 2018 Time Program Purpose 9:15 -9:30am Registration, tea and coffee 9:30 Welcome to the Professional Development Day Lisa Harth Western Regional Council Welcome, thanks, housekeeping and introductions 9:40 – 10:00am Tyler Wellensiek State Library of Queensland Introduction to the day and the Skilling Our Future 2018 grants program 10:00 – 10:30am Writing Whizzbang Grant Applications Tyler Wellensiek Work as a team to develop your application ideas and develop a deeper understanding of application/acquittal processes. Morning tea Sustainable Technologies Develop a technology strategy for your library Win-win community partnerships Are you relying on occasional grant money to fund your STEAM programs? What happens when your computers and gadgets stop working? Targeting Community Needs James Collins Align STEAM activities with community needs Use the framework to identify the kinds of activity that might aid a community with very specific needs Does your library match what the community needs? Use criteria from the Creative Spaces Framework to develop objectives and outcomes for all kinds of activities. Lunch 1.15–2.45pm 360o Storytelling Getting hands on with 360o cameras Evaluate the activity and outcomes Plan changes for program delivery Learn to use 360o cameras to tell stories with a different view. Discuss how to use this technology in your library and get ready to show off your new skills to the Dalby STEAM Squad! 2.45-3:00pm Afternoon tea 3:00- 4:30pm Ideas into Action Practice program delivery skills with local STEAM Squad Debrief on lessons learned Discuss changes to your current Skilling Our Future activity plan Deliver a 360o storytelling activity to the Dalby STEAM Squad to build your skills and prepare for delivering new activities in your own community as part of Skilling Our Future. 4.30 -4.45pm Wrap-up/close
Skilling Our Future Develop killer grant application ideas, create technology action plans and deliver public STEAM programs Charleville Town Hall 95-101 Alfred St Friday 9 February 2018 Time Program Purpose 9:15 -9:30am Registration, tea and coffee 9:30 Welcome to the Professional Development Day Lyndy Steer Murweh Shire Council Welcome, thanks, housekeeping and introductions 9:40 – 10:00am Tyler Wellensiek State Library of Queensland Introduction to the day and the Skilling Our Future 2018 grants program 10:00 – 10:30am Writing Whizzbang Grant Applications Tyler Wellensiek Work as a team to develop your grant application ideas and develop a deeper understanding of application/acquittal processes. Morning tea Sustainable Technologies Develop a technology strategy for your library Win-win community partnerships Are you relying on occasional grant money to fund your STEAM programs? What happens when your computers and gadgets stop working? Targeting Community Needs James Collins Align STEAM activities with community needs Use the framework to identify the kinds of activity that might aid a community with very specific needs Does your library match what the community needs? Use criteria from the Creative Spaces Framework to develop objectives and outcomes for all kinds of activities. Lunch 1.15–2.45pm High Tech Storytelling Getting hands on with new technologies Evaluate the activity and outcomes Plan changes for program delivery Learn to use new technologies to tell stories with a different view. Discuss how to use this technology in your library and get ready to show off your new skills to local young people! 2.45-3:00pm Afternoon tea 3:00- 4:30pm Ideas into Action Practice program delivery skills with local young people Debrief on lessons learned Discuss changes to your current Skilling Our Future activity plan Deliver a high tech storytelling activity to local young people to build your skills and prepare for delivering new activities in your own community as part of Skilling Our Future. 4.30 -4.45pm
Each year, Provincial Executive Council (PEC) names one of its members to each specialist council to function as its representative in the following capacities: (a) Promotional: By becoming knowledgeable the objectives, operation and program of the specialist council, the PEC member is able to publicize council activities to prospective members and enhance the council’s status among Alberta educators. (b) Facilitative: The presence of a PEC liaison at executive meetings of the specialist council provides an opportunity for mutually beneficial exchanges on matters requiring action or decision by the provincial body. When necessary, the liaison can present and support the specialist council’s concerns and requests to PEC. The PEC liaison is voting and attends meetings of the specialist council at no expense to the council. The PEC liaison is expected to attend his or her council’s annual conference and executive meetings if feasible. The liaison should be on the council mailing list and should receive the same notices and materials that are sent to the council executive. 2. LIAISON BETWEEN COUNCILS AND THE PROVINCIAL ASSOCIATION ATA STAFF REPRESENTATION ON SPECIALIST COUNCIL Each year the Association names a member of its executive staff to each council. This ATA staff advisor attends all executive meetings and is a regular voting member of the specialist council executive and has several specific functions to perform: (a) Liaise between the council and Barnett House in matters involving the update of executive lists, printing and distribution of council materials including journals, newsletters, brochures, posters, and preparation of membership lists and financial arrangements; vet publications with respect to ATA policy and facilitate copyright clearances. (b) Assist with completion of annual report and financial audits including conference. (c) Advise on policy and procedural matters related to (i) council operation at the provincial and regional levels, (ii) regulations and guidelines, (iii) financial affairs, (iv) recommendations and submissions to Provincial Executive Council and (v) the constitution. (d) Act as council except on Personal Information and Privacy Act (PIPA). (e) Review keynote speakers conference contracts, contracts for facilities and sign as Association representative. Note: Copies of facility contracts must be filed in Professional Development, attention Cheryl O’Brien. (f) Advise and assist in developing plans and selecting professional development activities for members.
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**Contact your HR Business Partner if changes have been made to the position description’s standardized language** Date: [ ] Position: [ ] Department Name: University Information Technology Services Department ID: UA-VPIT Position Title: Senior Application Administrator (PAE3IT) Incumbent’s name: [ ] Supervisor’s name and title: [ ] A. PRIMARY ROLE Working independently, performs analysis, administration and support of applications and vended products used by [reporting center] at Indiana University. Independently performs upgrade, customization, analysis, troubleshooting, bug-fixing, testing, documentation, and support of document management, quality assurance, and user facing applications and products. Works as an effective leader on the team providing training, guidance, and mentoring to less experienced staff. Demonstrates a high degree of self-initiative and commitment to expand skills and expertise through a variety of methods, including self-study, working/mentoring with colleagues, and both internal and external training. Initiates analysis phases of application support. May assist less experienced staff with customer requests and work queues, maintains task documentation, makes programming changes necessary for upgrades, releases and customization. Collaborates with technical and functional business clients and teams within the central information technology organization. The job’s work is in the area of development support tools. Selection preference may be given to candidates with experience working with one or more development support tools. B. PRIMARY JOB DUTIES AND RESPONSIBILITIES 40% Working independently, perform related to customer requests for application or product use. Tasks may include access provisioning, creation of projects or workspaces within applications, and customizing product to customer specifications. Perform upgrading, testing and production use of application and products and assists users via product support and training, troubleshooting of problems encountered. Provides application scripting and programming support. 40% Troubleshoot and analyze problems and bugs in applications and products, performs programming and modifications of application and products for corrective action. Participates upgrades, releases, customization, and interfaces. Documents work according to team’s established methodology. 10% Work with manager to lead project planning, formulating objectives, estimating tasks. Participate in evaluation of requests. 10% Training, mentor and provide guidance and feedback to less experienced staff.
Griffith is committed to diversity and inclusion for people from all backgrounds and identities and committed to the recognition, values and contribution of the First People of this nation. Griffith offers professional development opportunities to support employees in career progression and offers an excellent working environment that supports flexible working arrangements. For more benefits and conditions information please refer to the web link below: