zilongwang/ReadingBank huggingface dataset:
SU Executive Committee Meeting Minutes Time: 15:00-16:00 Date: 30/10/18 Location: S311 Exec Present: Josefine Brons – Women’s Co-Officer [JB] Peadar Connolly-Davey – LGBTQIA+ Students’ Officer [PC] Hugh Bendor-Samuel – Academic Affairs Officer [HB] Pablo Alberto Vazquez III - Working Class Students’ Co-Officer [PV] Krum Tashev – Postgraduate Taught Officer [KT] Sophie Symmons – Working Class Students’ Co-Officer [SS] Inigo Carro – Sports Officer [IC] Youssra Elmagboul – Co-President Equality & Liberation [YE] Sophie Bennett – Co-President Activities & Events [SB] Cindy Tan – Women’s Co-Officer [CT] Indigo Ayling – Disabled Students & Carers’ Co-Officer [IA] Vanessa Berhe – Campaigns Co-Officer [VB] Chair: YE Others Present: Hannah Short – Governance and Communications Coordinator [HS] Beulah Samuel-Ogbu – Disabled Students & Carers’ Co-Officer [BS] Apologies: Hau-Yu Tam – Co-President Democracy & Education [HT] Yijia Tu – Entertainments Officer [YT] Ahmed Imtiaz – International Students’ Officer [AI] Kira Brenner – Postgraduate Research Officer [KB] Absent: Sabrina Shah – POC Officer [SS] Hafsah Janjua – POC Co-Officer [HJ] Jonny Morrison - Accommodation Officer [JM] Tania Raquel Assuncao Martins – Mature Students’ Officer [TM] Saly Toure – Campaigns Co-Officer [ST] Krish Aurora – Anti-Racism Officer [KA] Jamila Versi – Environment Officer [JV] Sonja Shah – Trans & Gender Identity Officer [SS]
the Lord Chancellors Code of Practice on Records Management may present to the authority. Both performance measures and risks which have been identified should be documented and regularly reported to the Information Governance Group. Confirm and formalise which staff hold specific responsibility for records management in each Directorate and update job descriptions 31 March 2015 Service Head - Legal Services Run a regular report of archive boxes that have not been returned to storage after a reasonable time limit to ensure all boxes out on loan are still required and have a named owner 30 November 2014 and monthly thereafter Service Head – Corporate Property Report key performance indicators on the management of the archive contract regularly to the Information Governance Group under a standing agenda item Established 30 November 2014, then every 6 weeks Service Head – Corporate Property Internal Audit The Council should make greater use of their Internal Audit function to independently review the effectiveness of policies and procedures concerning Information Governance, data The Information Governance Group (IGG) should receive a summary of any audits with substantive data protection implications to better facilitate corporate oversight and monitor improvements. Established 19 November 2014. Standing item every 6 weeks at IGG Service Head – Audit and Risk
protection, IT security and records management. These reports should be routinely made available for review and consideration at Information Governance Group meetings. Management Starters / Leavers Link HR / ICT / standalone ICT systems It is recognised that arrangements around starters / movers / leavers are in place but may benefit from being further enhanced. Procedures should be implemented to ensure HR provide a regular list of these staff to the IT service desk, Social Care IT and Facilities Management and spot checks should be performed to ensure procedures are working satisfactorily. Approved staff from relevant services have access to the Human Resources starters / leavers list which is updated weekly. Established 5 September 2014. (weekly ongoing process) Service Head - Human Resources ICT sign-in access is removed when leaver’s forms are completed. Regular checks on access to software are conducted. Established 5 September 2014 Monthly reports Service Head - ESCW Resources Working group meetings are currently in place between Information Governance, Human Resources and Facilities Management regarding the implementation of new security access systems. Established 30 November 2014 Service Heads - Human Resources and Corporate
want that happening again and so are keeping a keen eye on developments across Scotland in regards to this. Also liaising with the University’s Deputy Head of Policy and Planning around Stirling’s stance on TEF. Reassured so far that we wouldn’t be looking to participate. Overall, there’s major issues with using the TEF in Scotland but we’ll keep an eye on developments on this and will feedback to Exec on any future developments. AGREED: MA to keep Council updated on developments on TEF. 8.3 Shumela Ahmed: Corporate Parenting Steering Group has asked if we can pull together a focus group of Care Experienced Students to discuss issues they face. Going to be looking for participants in this within Spring. Would also like to look into getting stall as part of Refreshers, focusing mainly on non-traditional students 8.4 Bowling: AC: Any update on arrangements for Bowling MA: Been meaning to arrange this, hopefully look to do this before the end of the calendar year. Will circulate a doodle poll. AGREED: MA to circulate a Doodle Poll for potential Bowling Dates. 9. DATE OF NEXT MEETING Thursday 8 November 2016 – 11am, Ian King Meeting Room ACTION LIST Exec: 24 November 2016 Agenda Item Action Required Responsibility Deadline 8.1 AOB Monitor and inform Council of any updates on TEF MA Ongoing 8.1 AOB MA to circulate Doodle Poll RE: Bowling MA 8 December 2016
Investigate Cooperative Research OCLC cataloging for Original Cataloging and clarify Cooperative Cataloging protocols. Give membership opportunity to look at OCLC cataloging and find out what expectations are re: Cooperative Cataloging. Regular communication from Board – LMJ regular communications following each meeting. Remind them they can look for posted minutes on web page. Make sure all common communications get to membership. Sonja – one message to multiple lists with all Exec Board members listed. For example : Identify and communicate the training opportunities to MSC members - Action: MSC already sends notice to membership. Kathy - Request feedback from constituents. Lisa – why can’t MSC members create FAQ’s. Other libraries willing to reach out. Kathy moved to accept / Sinda seconded. Approved. Meeting adjourned 3:09 PM
IMPACT ANALYSIS for DEVELOPMENTAL OBJECTIVE #1 – (copy the objective from the previous page) You may want to consider CCAR as you complete your impact analysis. (CCAR (challenge-context-application-result) model used in writing ECQ statements; demonstrating executive experience and competency). An example is provided in the first row. Challenge: Intended Learning Outcomes (linked to ECQs) Context: Application On-the-job Key Results Impact on Office and/or Agency Goals Example: Improve effectiveness in managing office’s financial resources to set priorities. Prepare, justify, and administer the office budget: Monitoring expenditures by applying a model to every program. Identified 3 programs that were utilizing redundant contractor services. Re-negotiated contract to leverage “repeat business” resulting in savings of $150K/annually. Effective stewards of financial resources Next Steps: Copy charts on pages 2 and 3 and complete for all short-term objectives identified on page 1 of this form. Share the completed form with your supervisor for input and feedback. Obtain the necessary signatures and forward a copy of this plan to the Workforce Management Office, Name and contact info – to be completed.
CRITERIA 1 2 3 Rating Setting Expectations for Safety Culture that includes staff and patients Culture mainly focuses on patient safety Beginning to integrate staff and patient safety Safety culture embraces both staff and patients Staff reporting of SPHM injuries Most staff do not report Most staff report All staff regularly report all SPHM injuries Communicating Expectations related to safety culture Expectations limited to administrative leadership Expectations clear to administrative and management All people in the organization understand leadership expectations Rewards successes of Staff for embracing safety culture Limited track record of providing recognition Some track record of providing recognition Strong track record of providing recognition Provision of Resources for SPHM programming Limited commitment to resourcing SPHM Significant resources with limited track record History of significant resources provided Measurement System for tracking SPHM outcomes Measurement is not systematized at organizational level, may include unit-specific measurement Outcomes may be measured but are not routinely tracked by leadership and only include staff outcomes SPHM outcomes, that include staff and patient outcomes, are fully incorporated into facility measurement system BONUS POINTS 0 2 4 Rating Linking Leadership Style to promotion of SPHM Did not articulate Somewhat articulated Convincingly articulated Discussion of other considerations Did not articulate Minimal discussion Convincingly discussed Total Points Nomination Form Nominations must be received by September 1, 2018
Performance Management System Executive Performance Agreement Part 1. Consultation. I have reviewed this plan and have been consulted on its development. Executive’s Name (Last, First, MI): Appraisal Pd. - Executive’s Signature: Date: Title: Organization: Rating Official’s Name (Last, First, MI): CA NC LT/LE Rating Official’s Signature: Date: Part 2. Progress Review Executive’s Signature: Date: Rating Official’s Signature: Date: Reviewing Official’s Signature (Optional): Date: Part 3. Summary Rating Initial Summary Rating Level 5 Outstanding Level 4 Exceeds Fully Successful Level 3 Fully Successful Level 2 Minimally Satisfactory Level 1 Unsatisfactory Rating Official’s Name (Last, First, MI): Rating Official’s Signature: Date: Executive’s Signature: Date: Reviewing Official’s Signature (Optional): Date: Higher Level Review (if applicable) I request a higher level review. Executive’s Initials: Date: Higher Level Review Completed Date: Higher Level Reviewer Signature: Performance Review Board Recommendation Level 5 Level 4 Level 3 Level 2 Level 1 Chair Signature: Date: Annual Summary Rating Level 5 Level 4 Level 3 Level 2 Level 1 Appointing Authority Signature: Date: Part 4. Derivation Formula and Calculation of Annual Summary Rating Critical Element Element Rating Weight Score Summary Level Ranges Initial Final (if changed) Initial Final (if changed) 1. Leading Change 475-500 = Level 5 400-474 = Level 4 300-399 = Level 3 200-299 = Level 2 Any CE rated Level 1 = Level 1 2. Leading People 3. Business Acumen 4. Building Coalitions 5. Results Driven Total 100%
Correct Document Completion: Electronic Photos of Clients Initials and Signature should be inserted into this document. Text initials and Signature are not accepted. Disclaimer: This document is provided in Microsoft Word Format for ease of the client’s completion. Under no circumstances are the clauses or contents in this document to be removed or deleted. Any client who is found to have removed or deleted clauses in this document will immediately have their transaction cancelled and will be deemed to have committed fraud with appropriate penalties being imposed on them. Contents Part 1: - Purchased Leased SBLC & BG Overview Independent Trustee Protection 6 Reasons People Fail with Financial Instruments Company Profile Leased SBLC/BG Completion Roadmap The Unique Advantages of Purchasing a Leased SBLC / BG Quality Bank = Quality Result! Why the Deposit is Essential Deposit Schedule Brokers & Brokers 100% Protected Questions and Answers Our Strongest Recommendation! How to Get Started! Part 2: DOA & Client Application Complete Financial Instrument Deed of Agreement including Client Application Funding Solutions that are Safe, Effective & Genuine Part 1: Purchased Leased SBLC & BG Overview
Introduction The purpose of this project was to study the implementation, spread, and sustainability of redesigns in primary care departments at the Palo Alto Medical Foundation (PAMF). The objectives of this project were to: Study the scaling and sustainability of Lean redesigns as an organizationwide initiative, with a particular focus on analyzing contextual factors affecting the success of implementation efforts. Develop and disseminate knowledge and lessons learned about what factors affect the scale-up and sustainability of Lean across the organization. The research team consisted of researchers from the Palo Alto Medical Foundation Research Institute (PAMFRI) (Dorothy Hung, Ph.D., M.A., M.P.H., Principal Investigator; Harold Luft, Ph.D.; Caroline Gray, Ph.D.; Su-Ying Liang, Ph.D.; and Meghan Martinez, M.P.H.) and Kaiser Permanente Northern California Division of Research (Julie Schmittdiel, Ph.D., Principal Investigator; and Deanne Wiley). PAMFRI researchers develop and publish their findings according to strict standards of scientific integrity and transparency. In addition, they share their findings with PAMF leaders, staff, and managers. These findings can be used to inform organizational improvement efforts. The findings reported here are based on primary and secondary data sources at PAMF, including: Nearly 200 indepth interviews and focus groups with organizational leaders, physicians leaders, and frontline physicians and staff; Patient, provider, and staff satisfaction surveys; Electronic medical records; Operational dashboards; Billing and financial sources; Scheduling systems; and A baseline and followup survey fielded to approximately 900 primary care physicians and nonphysician staff at PAMF. Additional details on this study beyond those presented here can be found in the peer-reviewed literature (see Appendix). Background Lean is an increasingly popular strategy to improve short-term efficiency and quality while also promising longer term system transformation., While views vary widely as to what constitutes Lean in health care, it is typically “used as a process improvement approach focusing on three main areas: Defining value from the patient point of view, Mapping value streams (i.e., step-by-step delivery of services), and Eliminating waste in an attempt to create continuous flow.”
Fixed camera. Other settings that are not mandatory, but that potentially yield better automatic annotations: People should face the camera. People should be close to the camera. Bad example Good example If there are two persons, they should be at the same distance from the camera. The tracking is easier if the person wears long-sleeves clothes instead of Background removal works only with static or almost-static background (background removal is used only if the color of the objects in the background is similar to skin color, though).
[Once the activities within the Executing Process Phase are complete, the phase checklist should be reviewed and completed. Completion of tasks and deliverables may include: updating project documents, various project communications, training, and those related to implementation. In the table below, enter each document /activity that should be completed during this Process Phase. Identify the task owner, their role for each document /activity, and provide its completion date.] Document/Activity Completed Task Owner Name, Role Date Completed System Development Lifecycle (SDLC) Documents [identify the person who confirmed completion] [completion date] Completed Status Reports (Oversight) [identify the person who confirmed completion] [completion date] Completed Deliverable Expectation Document (DED) [identify the person who confirmed completion] [completion date] Completed Work Authorizations [identify the person who confirmed completion] [completion date] Completed Process Improvement Plan [identify the person who confirmed completion] [completion date] Completed Operational Readiness Review (ORR) [identify the person who confirmed completion] [completion date] Completed Formal Product Acceptance [identify the person who confirmed completion] [completion date] Completed Sponsorship Commitment Survey [identify the person who confirmed completion] [completion date] Completed Team Effectiveness Survey [identify the person who confirmed completion] [completion date] [Enter other project specific documents and/or activities identified by the Project Manager or Sponsor(s)] [identify the person who confirmed completion] [completion date] Completed Executing Process Phase Checklist [identify the person who confirmed completion] [completion date]
Item 4 – The Comptroller’s Licensing Manual, Selected Sections Item 5 – FDIC Regulatory Insights on Marketplace Lending Item 6 – CFPB v. CashCall Inc. et al. (C.D.Cal. Order for Partial Summary Judgment finding that bank partner was true lender in August 2016) Item 7 – Madden v. Midland Funding, LLC (2015 2d Cir. Case finding that national bank assignee could not export interest rate when collecting on behalf of itself as third party) Item 8 – Chamber of Digital Commerce Comment Letter Responding to OCC White Paper – pro charter Item 9 – Circle (FinTech firm) Comment Letter Responding to OCC White Paper – pro charter Item 10 – Independent Community Bankers’ Association Comment Letter Responding to OCC White Paper – anti-charter Item 11 – National Consumer Law Center Comment Letter Responding to OCC White Paper – anti-charter Item 12 – American Banker “State Regulators Balk at OCC Fintech Charter” (Aug. 19, 2016)
Executive Assistant to the Secretary-General The Commonwealth Telecommunications Organisation (CTO) is the oldest and largest Commonwealth intergovernmental organisation in the field of information and communication technologies. Our history is traced back to 1901 with the establishment of the Pacific Cable Board and the organisation has existed in its present form as an intergovernmental treaty organisation since 1967. With a diverse membership spanning developed and developing countries, small island developing states, the private sector and civil society, the CTO aims to become a trusted partner for sustainable development for all through ICTs. Executive Assistant to the Secretary-General is a key position within the organisation that provides support to the Secretary-General. Applications are open to candidates with extensive work experience, a sound knowledge in providing support for a head of an organisation, a willingness to take on challenges, have the confidence and communications skills to deal with high level decision makers, could prioritise effectively and deliver to high standards. REQUIRED QUALIFICATION AND SKILLS Essential Education up to a degree level Secretarial and administrative experience Working experience as a personal assistant to the head of an organization Experience in managing database of stakeholder contacts Experience in international relations; familiarization with the ICT sector will be an advantage Good IT skills, particularly Word, PowerPoint and Excel The ability to liaise with a multitude of stakeholders at senior level Strong interpersonal skills Ability to work effectively in a multi-cultural environment with other team members Ability to prioritise and manage conflicting demands Experience in the effective use of social media Multitasking skills Experience of working in a regional or intergovernmental organisation will be an added advantage Starting salary will range from £21,846 p.a. to £30,425 p.a. depending on the qualifications and experiences. Benefits include 25 days holiday per year, contributory pension scheme, staff loan, support for training and development, a performance-based annual bonus, subsidy for gym membership, provision for flexible working and a great working environment. You must be a national of a CTO Full Member Country (list available from CTO website). Applicants should submit their Curriculum Vitae and the CTO Application Form to by 8 December 2017
to reflect the professional atmosphere of Student Government. Each member should review and be in accordance with the Dress Code provided by the administration, which provides several guidelines and examples of how to dress to the administration’s standards. Conduct No Student Government member can act in a way that promotes their own personal interest over the interest of the Student Body. Any Student Government member that participates in any private business, professional activity, or group which would receive a personal benefit from any government action that is performed by Student Government, shall be required to abstain from voting. No Student Government member shall use or allow the use of Student Government property, facilities, and vehicles with total disregard for their intended use and unnecessarily shortens its expected useful lifespan. No officer or employee of the Student Government shall aid, advise, procure, or in any way induce another to act in violation of the Code of Ethics. No officer or employee of the Student Government shall cover up evidence or misrepresent a fact pertaining to a violation. No Student Government officer or employee shall in any way engage in intimidation. No Student Government member shall in any way engage in retaliation. It is the duty of every Student Government Member to hold themselves to the highest moral and ethical standards in all Student Government matters. No Student Government Member shall commit written, printed, or verbal defamation. Purposely misrepresent any material fact(s) through their speech or actions. Harassment/Discrimination Policy Definitions Bullying – A pattern of behavior when a person repeatedly uses power in an intentional manner, including verbal, physical, or written conduct or intentional electronic communication against another individual. Discrimination – Discrimination is treating, or proposing to treat, someone unfavorably because of a personal characteristic protected
Committee Assignments: SILC Chairperson, Benita Lind, explained to the committee the process of how committee assignments would be conducted during the SILC meeting on September 1, 2015. She said she would appoint a Chairperson to each committee once SILC members chose the committee they wish to serve on. Mentoring Assignments: SILC Coordinator, Germaine O’Connell, pointed out that a new member, David Thompson, has been appointed and reminded the Executive Committee of the mentoring program policy. As per the policy, Benita Lind appointed Tony Carmack to become mentor to Mr. David Thompson. Mr. Carmack accepted. Mrs. O’Connell agreed to assist Mr. Carmack with mentoring David Thompson. Kentucky Office of Vocational Rehabilitation (OVR) Update: Dave Matheis provided an update on Part B contract. CAL has spent $44,400 of $60,000, DRI $49,000 of $65,000, IP Central KY $79,000 out of $90,000, and IP Eastern Kentucky $50,000 of $60,000. Annual monitoring visits have been scheduled. Dave anticipates that if the reconciliation of the forward funding occurs when the independent living program moves to DAIL, IP and DRI may have issues meeting their obligations. Dave said the SGA research project that started on May 1st is meeting its targets to date. Individuals who receive SSDI only receive expedited services from a team consisting of the vocational rehabilitation counselor, a benefits specialist and a job placement staff member.
DECAT EXECUTIVE COMMITTEE Thursday, October 12, 2017 10:00 – 11:30 am Polk County River Place, Conference Room 3 MEETING A G E N D A Call to order Mike Review and approval of September 14, 2017, meeting minutes* 1st_________ 2nd __________ Approve: Y/N All Discussion and vote: Increase DCAT5-18-001, Early Service Program contract by $2,500.00 to cover training 2 facilitators in the Love and Logic Parenting curriculum* 1st_________ 2nd __________ Approve: Y/N Chad and Teresa/All Budget Review All Discussion and vote: Re-procurement of contract ending 6/30/2018, DCAT5-13-182, JCS Psychological Evaluations* 1st_________ 2nd __________ Approve: Y/N If approved, target annual value: $____________ Chad & All Updates: Trauma Informed Services for youth in Polk County Detention Technical Assistance DCAT5-18-044, Behavioral Health Intervention & Prevention Coordination Services RJCE Coordinator position posting Fiscal Agent procurement status Decat Staff Status Teresa Next meeting: Quarterly report review Decat FY17 Annual Report review and approval* Anything else? All
Decat Updates: RJCE Updates Decat/CPPC Updates Teresa Next meeting: Review contracts for renewals (already) Anything else? All Adjourn: Time ___________ 1st_________ 2nd __________ Approve: Y/N Mike Next meeting: January 10, 2018, 10:00 am, Polk County River Place, Conference Room 3
Explanatory Memoranda as outlined in ‘Premier’s Circular 2014/01 – Subsidiary Legislation’. Submissions which do not include this information will be returned for amendment. Type of fee charged / fee cap imposed Date last amended (Increase or Decrease) Old fee / fee cap ($) New fee / fee cap ($) Increase / Decrease (%) Increase / decrease ($) % of cost recovery achieved Cross subsidisation (Yes / No) Supporting Papers Attachments requiring the Governor’s signature must be identified in the Minute and/or Explanatory Note (i.e. “approve Attachment 1”; “as outlined in the attached Order"; “sign the accompanying lease documents in triplicate"). Please note: Regulations, orders, schedules, proclamations: Two double-sided copies must be provided. Bound documents (lease agreements, reports): One bound plus one unbound copy must be provided. Diagrams, plans, maps: Six colour copies must be provided. The subject land or area relating to the proposal should be clearly highlighted in the image. Curriculum Vitae: To be provided for all appointments and reappointments. Must include referee details and be printed single-sided. LODGING SUBMISSIONS Submission Deadlines Submissions must be lodged with the Executive Government Officer before the relevant meeting deadline (usually 4pm on the Wednesday prior to a scheduled meeting). This will enable submissions to be examined and any queries to be addressed prior to consideration at the intended meeting. Submissions lodged after the deadline may be held over until the next scheduled meeting. Late Submissions It is sometimes necessary for a submission to be considered urgently by Executive Council the day after it has been endorsed by Cabinet. In such instances, or where a ministerial office is aware that a submission is likely to be late, the Executive Government team must be advised. Late submissions that do get added to the agenda will be considered at the conclusion of normal business if time permits. Combining Submissions Wherever possible, agencies should combine similar proposals in one submission (i.e. numerous Board appointments made under the same Act).
The phrase “two or more other employees” means two full-time employees or their equivalent. For example, one full-time and two half-time employees are equivalent to two full-time employees. The supervision can be distributed among two, three or more employees, but each such employee must customarily and regularly direct the work of two or more other full-time employees or the equivalent. For example, a department with five full-time nonexempt workers may have up to two exempt supervisors if each supervisor directs the work of two of those workers. Does the employee have the authority to hire or fire other employees, or the employee’s suggestions and recommendations as to the hiring, firing, advancement, promotion or any other change of status of other employees must be given particular weight. Factors to be considered in determining whether an employee’s recommendations as to hiring, firing, advancement, promotion or any other change of status are given “particular weight” include, but are not limited to, whether it is part of the employee’s job duties to make such recommendations, and the frequency with which such recommendations are made, requested, and relied upon. Generally, an executive’s recommendations must pertain to employees whom the executive customarily and regularly directs. It does not include occasional suggestions. An employee’s recommendations may still be deemed to have “particular weight” even if a higher level manager’s recommendation has more importance and even if the employee does not have authority to make the ultimate decision as to the employee’s change in status. Copy of job description attached Completed by Date HR Review Date Meets salary threshold Y/N
RIC – Ryan Thiessen – atom dev use to be 1:30 but we have given various. Action: jeff to clarify what the ice is req’d for atom Dev.. Confusion about running clock if more than 5 goals in league play. Action: jeff to clarify with OMAHA. Tournament rules – need consistency throughout tournaments for Mercy rule for 3rd period only. (also change atom rec officials: two or three official system.) Head Coach – David Whistle – Dave attending the OMAHA mtg on Saturday but needs someone to cover for Sunday. Pee Wee and lower Dave has been in contact especially atom house. Pee Wee Tier 3 had to meet with them. Novice is good. Initiation is good. Most peewee and below are following Prosmart. Bantam not so much. Steering Committee – Jeff Watson – working on different items – survey, sponsorship policy ap process New Business: Initiation Travel policy – to amend (attached # 3)? Change initiation travel policy to align with novice. Development vs tier 3 vs tier 2 in policy handbook (attached # 4) – shawn – jeff expressed what the Steering Committee suggested. Discussion resulted in the following, Action: Change policy to show -- All Tier Hockey be defined as competitive, Atom Dev remain as Development but eliminate the sentence “players should receive equal amounts of ice time”, REC continue with fair play. Tournament schedules – specifically Bantam REC dec 27-29 – rec vs rep during the Christmas break. Should we look at a signature tournament during this period. January tournament? Nate proposed maybe each group get a tourney every other year? how about a tourney in sept?? how about mid-week? Action: Jeff to follow up with andrea to see if there is an appetite for a mid week march break bantam tourney. Tournament Co-ordinator – Crystal - deferred OIC Changes (attached # 5) – Nate – see attached. Too many issues/damages at rink. Be proactive and start planning. Action: Jeff to ask Jeff Fletcher about dividers and possible smaller nets Peewee and atom REC changes in ice schedule – jeff – Action: Jeff to send Shawn to follow up. Sports now / Kelowna Now (Attached # 6) – Nate – want to promote amateur sports throughout bc. Nate will continue discussions if additional info comes through and provide a link to our website Marnie was approached to see if we would accept a request to present a hockey academy to the board. -
(then Kevin Bourchier if KN is not able to) to assist with Atom DEV A coach selection with David Whistle and Duncan Dixon. Follow-up since mtg: Kevin Ned is available. David to contact him and arrange timing. New Business: Advertising/Emailing non-sponsors – Discussion. Result: if request adds value to the needs of our members, consideration should be given. Administrator to use judgement and, Exec member’s input if needed. OIC Meeting: Change of hours for WKMHA. Earlier start during weekdays – 3:30pm and 7:30am on weekends. Strictly a business decision on OIC’s part. ePact – medical forms online. $2/player. ACTION: Kim to contact ePact and ask if any local Assoc. use. If so, follow up and ask their opinion. Courier/Westside Weekly Advertising – Kids Connection – potentially targets the age group that we see numbers shrinking. After discussion, decision as not to proceed. Parent Mtg as directed by BC Hockey – ACTION: Jeff/Kim to arrange for date/location to complete. Changing of Office Hours – New hours as of Nov 1st – Mondays 7am – 2pm, Tuesdays 12pm – 7pm. Discussion. Approved. Association Mandate – Do we have a clear vision/mandate going forward that our members can see? Discussion. Result: focus on our current Purpose as outlined in Constitution under section 2. Next Meeting: September 14th, 2015. Adjournment: Meeting adjourned @ 10:16 p.m..
RIC – Ryan Thiessen – midget tier 2 tournament had a BC representative attend. Sean Anderson was there watching/videoing games. Tyler Watson and Brody Burge were recommended by Ryan T to be considered to go up to Level 3 reffing. After the weekend, Tyler Watson was officially asked to write Level 3 next year. Sean complimented WKMHA on our association and our RiC Head Coach – David Whistle – Dave complimented Kamloops on the reffing at their tournament this past weekend. Steering Committee – Jeff Watson – n/a New Business: Tournament Co-ordinator – Crystal – volunteer position to help this aspect. Action: Jeff to develop a job description and present next meeting. Goalie clinic request - Scott Dawson (thru jeff) – approved to provide shirts to goalie clinic on-ice assistants. Gave go ahead to Scott to develop logo. Initiation Tournament info – Jeff – action: Crystal to reach out to Jeff and Sheri on the hard work putting it together. Tournament financial update – Jeff – attached. Concussion MGMT Program – Nate – see attachment. Local co. proposing doing baseline testing for concussions. Langley assoc has mandated for Atom dev an up and is one of many doing so. Is this something we want to mandate it? Recommend only? Link on website? Action: Send request to BC Hockey asking what we are to provide to our membership. Nate to follow up. OIC Changes – Crystal (attachment #3) – Action: crystal to talk with Cory regarding new policy. Jeff to send div mgrs. direction on volunteer aspect. Next Meeting – Feb 15th, 2016 Adjournment - President closes meeting
Confidential Public Total Pre-assessed 1 April – 30 June 2014 93 0 93 Total reviews undertaken 1 April – 30 June 2014 4 6 10 Total reviews can be broken down into the following categories: Not opposed 1 2 3 Finished—no decision (including withdrawn) 0 0 0 Opposed outright 0 2 2 Confidential review—ACCC concerns expressed 2 0 2 Resolved through undertakings 1 2 3 Variation to undertaking accepted 0 0 0 Variation to undertaking rejected 0 0 0 Total matters assessed and reviews undertaken 97 6 103 Table 1.2: Matters assessed and reviews undertaken, financial year comparisons 2010-11 2011-12 2012-13 2013-14 Total matters assessed and reviews undertaken 377 340 289 297 Matters assessed - no review required 236 250 213 242 Reviews undertaken 141 90 76 55 Total reviews can be broken down into the following categories: Not opposed 110 60 55 36 Finished – no decision (incl. withdrawn) 14 17 4 2 Publicly Opposed outright 3 1 6 4 Confidential review – Opposed or ACCC concerns expressed 4 6 5 2 Resolved through undertakings 7 3 2 10 Variation to undertaking accepted 3 3 4 1 Variation to undertaking rejected 0 0 0 0 *The year end table includes statistical corrections arising from year end reconciliation processes.
EXCEPTIONS ALLOWED TO MICHIGAN’S ZERO TOLERANCE LAW Discretion/Exceptions allowed: MCL 380.1311 (2) provides four exceptions to zero tolerance weapons possession: The object or instrument possessed by the pupil was not possessed by the pupil for use as a weapon, or for direct or indirect delivery to another person for use as a weapon or, The weapon was not knowingly possessed by the pupil or, The pupil did not know or have reason to know that the object or instrument possessed by the pupil constituted a dangerous weapon or, The weapon was possessed by the pupil at the suggestion, request, or direction of, or with the express permission of, school or police authorities. No exceptions for a student that commits: Arson in a school building or on school grounds, or Criminal sexual conduct in a school building or on school grounds, or Physical and verbal assault on school personnel (employee, volunteer, or contractor.) Note: Ensure student is evaluated for disability before permanent suspension. MCL 380.1311(1).
Table 3: Cumulative Analysis Timing Travel Time (sec) Vehicle Delay (sec) Stopped Delay (sec) Stops Average Speed (mph) CUMULATIVE Pre-Study 1564 352 222 7.5 36.4 Optimized 1496 284 182 7.6 38.1 % Change -4% -19% -18% 1% 5% Reduction No Change Increase (Note: in the case of average speed, green means an increase in overall travel speed, whereas red means a reduction in overall travel speed) Table 4: Peak Hour Analysis Timing Direction Travel Time (sec) Vehicle Delay (sec) Stopped Delay (sec) Stops Average Speed (mph) AM Peak Pre-Study EB 277 75 65 2.0 33.9 Optimized EB 265 63 43 2.0 35.4 EB % Change -4% -16% -34% 0% 4% Pre-Study WB 231 29 12 0.7 41.3 Optimized WB 230 28 15 1.0 40.5 WB % Change 0% -3% 25% 43% -2%
1. Please identify the key metrics you use in your department to measure student reach. [Insert your department-specific information. Metrics may include the following ideas] a. Reduce time to graduation b. Reduce credits to graduation c. Increase volume efficiencies d. Increase efficiencies of services Please give an account of your progress on those measures for 2017. [Insert outcome progress] 2. Please share your plan to improve efforts for 2018 as well as your plan to further strengthen your area for 2019. [Insert plans to improve measures] Outcome Measures for Core Theme 4: Deliver education that is affordable for students and the Church. 1. Please identify the key metrics you use in your department to measure costs. Recognize that one of those metrics is the total cost for your area and whether it increased from the previous year. [Insert resources allocated by department for each metric 2012-17] a. Total department operating cost b. Department operational cost ratio c. Department FTE ratio d. Student employment efficiency e. Increase volunteer opportunities Please give an account of your progress on those measures expected for 2017. [Insert outcome progress] 2. Please share your plan to improve efforts for 2018 as well as your plan to be a steward of the costs of your area for 2019.
Subject: LRSD adoption of Section 3 of the LRSD Board Policies —Licensed Personnel (Second Reading) Background: LRSD has undergone a review of its policies and found that many of them are out of date and needs to be updated. Upon research and review, LRSD decided to adopt the ASBA Model Policies adapted specifically for LRSD. Section 3 has not been previously reviewed for adoption but has undergone substantial revisions since prior reviews. Rationale: Section 3 is being reviewed by the LRSD Community Advisory Board. LREA will be sent a copy. Funding: LRSD does not anticipate that funding will be needed to update and convert policy. Recommendation: LRSD recommends that the Commissioner adopt the updated version of Section 3.0—Licensed Personnel.
To ensure that the safety and efficacy of the test is maximised, use of the HPV test should be limited to use in healthcare settings that can provide: patient counselling and clinical interpretation of results patient follow-up and confirmatory testing for positive results when required testing in a safe environment with infection control procedures. Figure E 2 Hybrid model of HPV transmission and vaccination; natural history of CIN and invasive cervical cancer; and cervical screening, diagnosis and treatment Table E 5 Direct test costs for screening (excluding related practitioner and PEI costs) Screening test Item cost assumed for base case Range assessed in sensitivity analysis Manually-read LBC $30.50 $30.50-36.36 Image-read LBC $36.00 $36.00-42.92 HPV test for low volume scenario (HPV test used only for TOC +/-exit test) $64.00 $50.00-64.00 HPV test for medium volume scenario (HPV test used for triage, TOC +/-exit test) $40.00 $40.00-64.00 HPV test for high volume scenario (HPV test is the primary screening test) $30.00 $30.00-64.00 TOC: Test-of-cure
Table E 23 Summary of treatment breakdown for high grade abnormalities (CIN 2 or CIN 3) - cohort offered vaccination at age 12 years Test technology Difference in high grade squamous abnormalities* (CIN2 or CIN3) detected compared to CP†† - - Percentage of high-grade treatments that are for CIN2* (range‡) % change in ASR§ mortality compared to CP (range‡)†† - Difference in overall cases of CIN 2 or CIN 3 (range‡) Difference in CIN 2 cases (range‡) Difference in CIN 3 cases (range‡) Difference in overall cases of CIN 2 or CIN 3 (range‡) Current Practice - - - 44% - Conventional cytology (-2346, -1300) (-1833, -1049) (-513, -251) (34%, 39%) (8%, 19%) Manually-read LBC (-2482, -470) (-2398, -927) (-84, 457) (27%, 37%) (-12%, 6%) Image-read LBC (-2080, -1) (-2005, -419) (-74, 418) (31%, 40%) (-14%, 4%) Primary HPV screening with cytology triage (-1761, -107) (-1941, -603) (173, 532) (30%, 39%) (-16%, -8%) Primary HPV screening with partial genotyping (-1711, -116) (-1892, -597) (175, 508) (31%, 39%) (-16%, -11%) primary HPV and adjunctive cytology co-testing (-1586, 86) (-1792, -423) (199, 546) (32%, 40%) (-17%, -10%) CP – current practice * Using female Australian population as predicted for 2015 § Age-standardised (0-84 years) using 2001 Australian population as the standard population ‡ Minimum and maximum values across all strategies within each test technology were used as the range †† Negative values represent a decrease
Executive Assistant APPLICATION FORM Personal details Title Full name Home address Postcode Email Tel FURTHER AND HIGHER EDUCATION Secondary Education From To Educational establishment(s) Qualifications obtained (inc main subjects) Grade Further and Higher Education Please provide details of your post-secondary education qualifications, e.g. diplomas, degrees, etc. From To Educational establishment(s) Qualifications obtained (inc. main subjects) Grade
Date &Time: Thursday, December 8, 2016 / 5:00 p.m. Location: JW Olver Transit Center, 12 Olive Street Greenfield, MA – Library Facilitator: Bill Perlman, Chair EXECUTIVE COMMITTEE MEETING AGENDA: 1. Adopt 10/13/16 minutes Bill P – 5 minutes 2. Egypt Road, Whately, Road Action Continuation Bill P – 5 minutes 3. Discussion with Marilyn Wilson re. Tunnel Road in Rowe Bob – 20 minutes 4. FCECS update and issues Bill & Linda – 20 mins 5. FY18 Budget Overview Linda – 10 minutes 6. Updates and announcements Linda – 10 minutes 7. Business Not Reasonably Anticipated 48 Hours in Advance Daytime parking — Pay-to-park lots are on Hope Street (at the east end of Olive St.) and on Olive across the street from the Transit Center. Metered spots are available on Bank Row. Daytime meeting attendees may not use the short term parking in the Transit Center lot. Parking after 5:00 p.m. — Parking is also available in the spots across from short term (30 mins) train and bus passenger parking. This meeting is wheelchair accessible. Please call facilitator with requests for accessibility.
N PFES score Points Factor Evaluation System (MCED) points (Agencies using other PFES systems to advise). Provide if available otherwise leave as blank. PFES score, if available O Current TRP The Total Remuneration Package determined as if the executive worked an FTE of 1.0. Do not adjust the TRP to reflect part-time or additional leave situations. Number No commas or $ signs. P Primary super scheme Indicate whether the executive is a member of the following types of superannuation schemes: • Revised Scheme • Other defined benefit scheme (including New scheme, Transport scheme, Water Industry super scheme, ESSS (Emergency Services), SERBS • Accumulation scheme • Revised scheme • New scheme • Accumulation fund • Other (ESSS) • Other (Transport scheme) • Other Q Comments Any other comments applicable to this executive. Free text R Right of Return Does this executive have right of return? Y or N
Executive Director – National Association for Alternative Certification Position Summary The Executive Director of the National Association for Alternative Certification (NAAC) works closely with all volunteer board members to support the mission of the organization, which is to advocate for standards-driven nontraditional educator preparation leading to effective school staffing. The primary responsibility is to provide leadership for daily and annual operations, functions, and communications; provide guidance and support to the NAAC Board of Directors and membership in establishing strategy, policy, and research-based decisions. Responsibilities Organization Management Develop and implement two-way communication processes to engage the membership through Regional Directors, State Representative, Committee Chairs, and the Executive Committee and the full Board of Directors. Work with the organization President to create meeting agendas and take roll, and record and write minutes for all board meetings. Assure maintenance of the organization website Provide oversight and supervision for the annual conference planning, registration, and occurrence under the guidance of the board, led by the President-Elect. Supervise, manage, and evaluate staff Create and prepare updates of the NAAC Standard Operating Procedures and Handbook Budget Assist the Treasurer in developing, proposing, monitoring and making recommendations for the annual operating and conference budget Organization Outreach Serve as a liaison and support between the NAAC Board, members, individuals and external organizations that support the NAAC mission Prepare and submit columns and articles for NAAC and other publications and media Qualifications Bachelor’s degree (Master’s degree preferred) in a related field and minimum of 5 years of experience in the field of education High professional standards and outstanding oral and written communication skills Organized, detail-oriented, creative, and able to work independently, under pressure, and as a team player Ability to contribute to a positive and productive team culture Knowledge of K-12 education, with an emphasis on teacher preparation Benefits and Salary
Deal Status: Date: FM Pipeline ID: Seller/Servicer: Producer: Deal Overview Property Name: Address: City, State: Market Tier: Units: Uncapped %: VLI %: Purpose: Loan Amount: Loan Term: I/O Term: DCR: LTV: Cash Out: Length of Ownership: LTC: Exception Request Sponsor/Property Management Sponsor Name: Sponsor’s Residence: Net Worth: Liquidity: FICO: Repeat FRE Sponsor: Repeat Seller Sponsor: Property Management: Management Offices: Units Managed in Subject Market: Property/Market Information No. of Buildings: Vintage: Apartment Type: Property Condition: Occupancy: MSA: Submarket Rent Growth: Submarket Vacancy: Value/Unit: Cap Rate: Strengths/Weaknesses/Mitigants
sponsorship. Non levy payers Frequently asked questions on Forum Website Campaign through Chambers with LEP support Consistent message Support for providers Professional exchange, training activity Sub group support Guidance Professional Exchange programme Raeleen explained that it would be a good opportunity for members to link in with the professional exchange programme. RD would be working with David Gallagher over the next few months to pull together a programme for Lancashire. 5 Forum members – Opportunity for discussion 5.1 Career map – 30 day free trial. Raeleen explained that Colin Bell had contacted to offer a 30 day free trial for members. Career map had attended a previous QI meeting to demonstrate, but it had not progressed further. Raeleen asked members what they thought and if they wanted their details sending to Career map. Members did not want to take up the offer at this time. Raeleen to inform Colin Bell 5.2 Sandra asked a question in relation to Additional Learner support and how LLDD would be managed 5.3 Raeleen asked if anyone was attending the AELP Conference and if so if they could feed back at the next Forum meeting All members 5.4 Gareth Lindsay agreed to attend the Professional Exchange event in Sunderland 6 Support & Development Manager Update 6.1 LESE Partnership ESF – NEET, ESS NEET Successful with tender. Making good progress in terms of delivery plan, due diligence and contracting arrangements ESS Tender submitted covering all 3 strands of activity £14m Results known 29th July Inclusive Labour Market ITT launched 3rd June 16 Deadline for submission 4th July £6,699,600 7. Any Other Business None 8. Date of Next Meeting 6th July 2016 at Preston’s College
Fred Cardholder 5678 Allow cardholder to use the SPCC to make lodging arrangements. Existing Exception So the cardholder can make lodging arrangements for guest/speakers and recruitment candidates for University positions. PA will review request and require supporting documentation prior to lifting the restriction. Restrictions will not be lifted for individual employees in travel status. 20355 Card Use p.5 .