zilongwang/ReadingBank huggingface dataset:
IgG Patient (n) Control (n) Za P b CD25a Squamous 0.69±0.17(87) 0.52±0.16 (200) -7.55 <0.001 Adenocarcinoma 0.64±0.18(124) 0.52±0.16 (200) -5.88 <0.001 Squamous 0.40±0.21(87) 0.43±0.22(200) -1.31 0.19 Adenocarcinoma 0.36±0.22( 124) 0.43±0.22(200) -4.22 <0.001 CD25c Squamous 1.11±0.34(87) 1.14±0.32(200) -0.70 0.49 Adenocarcinoma 1.06±0.29( 124) 1.14±0.32(200) -1.95 0.05 FOXP3 Squamous 0.62±0.21(87) 0.52±0.24(200) -4.32 <0.001 Adenocarcinoma 0.59±0.25( 124) 0.52±0.24(200) -2.71 0.007 Plasma IgG levels are expressed as mean ± SD in SBR. a Mann–Whitney U test (two-tailed); b.P <0.0125 was considered to be statistically significant as four individual antigens were tested. Table 4. The levels of circulating antibodies against CD25 and FOXP3 in four groups of NSCLC
Figure 1. Example stimuli used in the experiment. In all examples, the target picture is on the left, with its three similar foils alongside. Figure 2. Procedure summary. See text for full details. Figure 3. Factor structure and standardised parameter values for the single-process model (Panel A) and dual-process model (Panel B) used in the simulations. Factor variances were set to 1.0. Fixed parameter values are denoted by *; all other parameters were freely estimated to find the best-fitting value. Figure 1. Figure 2. Figure 3
In vitro Culture Collections Box 3.1.1.B Initial viability IV1 - Describe the procedures or practices that you have in place to ensure the highest possible initial viability of your plant material, in particular during culture of donor plants (e.g. cultivation practices [field, greenhouse], phytosanitary pre-treatments, like use of pesticides). IV2 – Describe procedures of explant isolation (organ source in the plant, manipulations) and sterilization (chemical and handling) of the explants. IV3 – Please provide any other information on procedures that you follow to ensure highest possible initial viability. Box 3.1.2 .B Viability Monitoring VM1 - Describe the routine in vitro viability monitoring system that you use. (The monitoring system should include the following aspects: regular control of contamination events, control of hyper-hydricity, control of health state (if different from a above), etc). VM2 - Describe the information “system” (i.e. an “expert system”) that you might have in place that allows you to make more species or even decisions when the next monitoring should take place. VM3 - Please provide information on non-specific thresholds that you might use for vigor of in vitro cultures (i. e. multiplication rates, loss by weak growth) and for the amount of culture vessels (tubes, jars) left of an accession to initiate additional multiplication measures? Box 3.1.3.B Storage Conditions (for the different types of collections i.e. short/medium- or long-term storage) SC1 - Please provide details on light, temperature and relative humidity conditions of your culture and storage rooms, as applicable. In case they vary from room to room, please provide details for each. SC2 – Provide details on the type of cultivation vessels (tubes, jars plastic vessels etc.) and the transfer procedures (including the corresponding equipment, if any) that you use. SC3 – Please include any other aspects regarding in vitro culture and storage conditions at your genebank that you regard as important.
PB explained that AL is the representative for the third sector on the BCF and that the steering group was preparing a business case including a proposed model for including the third sector. 6. WLBC Health & Wellbeing Strategy SB explained the background to the strategy and that the Health & Wellbeing Strategy manager, Caroline Robinson, had produced the strategy which aims to reflect the impact of WLBC’s services on improving the health and wellbeing of residents and covers the wider determinants of health. He explained that four key priorities have been included: The adoption of across the board / council response to improve H&WB To take every opportunity to improve the health and wellbeing by making contacts with residents, schools and workplaces count To create and sustain an environment that helps people make heathy choices To support residents and communities to manage their health, prevent ill health and build resilience He went on to state that many of the council services help towards the health and wellbeing agenda: Housing Services Countryside Services Leisure Services Environmental Health Services Community Safety Service Street Scene Services Economic Development Planning Services He said that the council recognise that partners have a key role and therefore the council are asking for feedback from the group by the end of September. SB to send out strategy to the group. 7. Action Plan Development Deferred to the November meeting. VA stated that a meeting for the priority leads / facilitators has been arranged for 19 October 2017. VA to send out details of facilitators meeting.
Final Word Finale CATEGORY 4 3 2 1 0 Diction Students’ word choice consistently reflects an appropriate level for age, content, audience and purpose. Students’ word choice inconsistently reflects an appropriate level for age, content, audience and purpose. Students’ word choice rarely reflects an appropriate level for age, content, audience, and purpose. Students’ word choice does not reflect an appropriate level for age, content, audience, and purpose. Did not attempt MLA Format You have correctly followed MLA format. You have 1 error in MLA format. You have 2 errors in MLA format. You have 3 errors in MLA format. More than 3 errors. Literary Analysis Students consistently identify and explain the tone of their memoir and one other piece. Students inconsistently identify and explain the tone of their memoir and one other piece. Students rarely identify and explain the tone of their memoir and one other piece. Students incorrectly identify and explain the tone of their memoir and one other piece. Did not attempt Syntax Students consistently demonstrate proper sentence structure: proper subject/verb combination, proper punctuation for sentence choice, proper MLA documentation/text citation. Students inconsistently demonstrate proper sentence structure: proper subject/verb combination, proper punctuation for sentence choice, proper MLA documentation/text citation. Students rarely demonstrate proper sentence structure: proper subject/verb combination, proper punctuation for sentence choice, proper MLA documentation/text citation. Students do not demonstrate proper sentence structure: proper subject/verb combination, proper punctuation for sentence choice, proper MLA documentation/text citation. Did not attempt Grammar Students consistently show complete mastery of the conventions of writing: subject/verb agreement, verb tense, capitalization, spelling, pronoun antecedent etc Students inconsistently show mastery of the conventions of writing: subject/verb agreement, verb tense, capitalization, spelling, pronoun antecedent etc Students rarely show mastery of the conventions of writing: subject/verb agreement, verb tense, capitalization, spelling, pronoun antecedent etc. Students do not show mastery of the conventions of writing: subject/verb agreement, verb tense, capitalization, spelling, pronoun antecedent etc Did not attempt ______ / 100 Total Grade Comments:
Tensile Design & Construct www.tensile.com.au/ Victorian State Government Planning Schemes Online http://planningschemes.dpcd.vic.gov.au/ Water Use Classification of Landscape Species http://ucanr.org/sites/OC/files/132534.pdf Your Home Technical Manual www.yourhome.gov.au/technical/index.html
The machine allowance is zero, and the PFD allowance is 13%. Determine (a) the normalized time for the cycle and (b) the standard time for the cycle. The worker’s actual time spent working during an 8-hour shift was 7.08 hours, and he produced 400 units of output during this time. Determine (c) the worker’s performance during the operator-controlled portions of the cycle and (d) the worker’s efficiency during this shift. Element a b c d e f Observed time (min) 0.14 0.25 0.18 0.45 0.20 0.62 Solution: (a) Tn = (0.14 + 0.25 + 0.18 + 0.20 + 0.62/5)(0.90) + 0.45 Tn = = 0.805 + 0.45 = 1.255 min (b) Tstd = 0.805(1 + 0.13) + 0.45(1 + 0) = 0.91 + 0.45 = 1.36 min (c) Given Q = 400 pc during 7.08 hr of an 8-hour shift Machine time during shift = 400(0.45) = 180 min Worker time during shift = 7.08(60) – 180 = 244.8 min Cycle time for worker portion of cycle Tc = 244.8/400 = 0.612 min Pw = 0.805/0.612 = 1.315 = 131.5% (d) Worker efficiency Ew = 400(1.36/60)/8.0 = 1.133 = 113.3%
provided in assistance to survivors for disaster-related expenses. (ON). $5 million in Disaster Case Management grants awarded Individual Assistance: 12 counties Disaster Case Management: 20 case managers – West Virginians helping fellow Mountaineers. 589 referrals provided to survivors to assist with unmet recovery needs such as long-term housing, transportation and some medical expenses Housing Assistance: 45 Manufactured Housing Units (MHU) 22 Manufactured Housing Units occupied Housing Assistance: 44 Survivors eligible for MHU 24 Survivors currently housed in MHU
administering Rapid Re-Housing please provide detailed steps your agency will take and/or partnerships your agency will form to build capacity. Rapid Re-Housing for Pregnant and Parenting Youth Housing Identification – How will your agency identify housing for unaccompanied pregnant and parenting homeless youth (18-24)? Move-in and Rental Assistance – How will your agency assist unaccompanied pregnant and parenting homeless youth (18-24) with move-in and administer rental assistance? Please include the range of months you plan to administer rental assistance. Housing Based Case Management and Supports – How will agency offer housing-based case management and other supports to unaccompanied pregnant and parenting homeless youth (18-24)? Please include plan and timeframe for offering supports once rental assistance has ended. Project Requirements – How will agency meet the project requirements as outlined in the project description for Rapid Re-Housing for Pregnant and Parenting Youth?
Welcome to Part Two of the fourth annual Wakefield Public Health Learning and Development (CPD) programme which offers a wide range of free, bite-sized learning opportunities for workers and volunteers (the wider public health workforce) who have a role and opportunity in improving the health and wellbeing of residents of Wakefield District. The overall aims of the Programme are to: Improve awareness and appreciation of the breadth of public health and current priorities Enhance the understanding, skills and practice of workers in order to promote the health and wellbeing of Wakefield District’s residents. Making sense of data This session will: Take participants through the different types of information and how to interpret and use them Identify potential hazards to look out for when viewing data Introduce some simple charting and infographic design principles Tuesday 18 September, 2 – 3 The Wakefield Suite, Wakefield One, Burton Street, Wakefield WF1 2EB Facilitator: Public Health Intelligence Team Supporting Smokers to Stop Smoking This session will: Provide an overview of smoking and deprivation in Wakefield and the Smoking Cessation Service Increase your confidence in helping people to stop smoking Demonstrate some of the products available (including E cigarettes) to help people to stop smoking. Tuesday 25th September, 2- 3pm, The Wakefield Suite, Wakefield One, Burton Street, Wakefield WF1 2EB Facilitator: The Smoking Cessation Service
Children and Young People’s (CYP) Emotional wellbeing in Wakefield This session will provide an overview of children and young people’s emotional wellbeing by: Identifying some of the factors affecting the wellbeing of CYP Describing the presenting issues related to CYP Describing what is happening in the Wakefield district to enhance the wellbeing of CYP Highlighting what you can do to support CYP Thursday October 11th, 2 – 3 The Wakefield Suite, Wakefield One, Burton Street, Wakefield WF1 2EB Facilitators: Denise Wheatman Health Improvement Specialist Wakefield Council; Emily Castle, Young Lives Project Coordinator Motivational interviewing (MI) – development session. This 1.5 hours session is for staff who work directly with clients to support behaviour changes. This session will: Discuss the challenges of adherence Review of the foundation principles of MI Develop awareness of the knowledge & skills used in MI Communicate how these can inform your approach to using MI techniques Wednesday November, 14th 2 – 3.30 The Wakefield Suite, Wakefield One, Burton Street, Wakefield WF1 2EB Facilitator: Dr. Rachel Mumford Clinical Psychologist Mid Yorkshire Hospitals Turn Data Into Power This 1.5 hours session aims to help those with basic data skills to become a better data hero by: Introducing the use pivot tables to make your life simpler Enabling you to understand what a good dashboard looks like Helping you create charts and infographics etc. NB Attendees are required to bring a laptop which has Excel on it Tuesday December 11th, 2 – 3.30 The Wakefield Suite, Wakefield One, Burton Street, Wakefield WF1 2EB Facilitator: Public Health Intelligence Team
For these clients, feelings often have a physical instead of an emotional presence. Because they seem to reside in the body, it is the body that has to be soothed. Physical actions like use of drugs, alcohol, sex, binging, purging, over-exercise and starvation can be attempts to not only maintain self-cohesion but also soothe the body self where the feelings are. Yet while these activities may provide momentary solace, they often increase feelings of shame, discomfort, and low self-esteem, thus undoing the positive effects and requiring further and often greater solace-seeking behaviors. Negative body image both represents these intolerable emotions and also leads to further attempts to manage them physically. With clients who are verbal and appear to be insightful, it would seem that understanding the meanings of the behaviors would help them make the changes necessary. Further, it often seems to clinicians that these clients should be able to understand the harmful consequences of their bodies, and should be able to change as a result of education about the dangers of the behaviors. Over the years as I have listened to my own clients, as well as to colleagues and supervisees describe their frustration and confusion when their clients continue to engage in these behaviors even after seeming to understand these dangers, I have found that alexithymia helps to explain what is happening when these interventions do not lead to change. What may appear to be intentional resistance can be understood through the lens of alexithymia as an inability to use language to manage both the “as-if” frame of dynamic exploration and also the feelings that are stirred up by these explorations. Literal thinking can lead to both self-blame and parent-blaming when understanding historical antecedents is expected to both explain and undo all complex, painful and confusing feelings. A wordless fear of dependency, a sense of possibly exploding or imploding, and a dread of being both overwhelmed by feelings that cannot be managed and sucked into a black hole of emptiness can interfere with a client’s ability to join fully with a clinician, no matter what approach or technique is offered. The behaviors that are in question become even more necessary for soothing. The danger of losing
Previous employment Your function at the company Main duties/responsibilities Company’s business name, address and primary business activity Company size Number of direct subordinates Area of work From To Reason for termination Add rows as required Total years of service (years and months) Membership of management bodies in supervisory function of other companies Company’s business name and address Primary business activity and size of company From To Reason for termination Add rows as required Total supervisory experience (years and months) Membership of other bodies and professional associations Name and address of body or association Purpose and area of activity of body or association From To Reason for termination Add rows as required
c) How will the candidate contribute to collective suitability with regard to the bank’s requirements? Please explain why the appointment in question complements the bank’s collective suitability, and refer where relevant to the outcome of the bank’s most recent self-assessment of collective suitability d) Explain in general the weaknesses that have been identified in the overall composition of the existing management body e) How will the candidate help to solve some or all of the weaknesses referred to in your answer to the previous question? 7 Additional information and appendices a) If there is any other information that the bank considers to be relevant to the assessment, please include it below b) Please tick the boxes as proof that all of the requisite information has been attached to the questionnaire: Resolution on appointment by general meeting (for member of supervisory board or member of board of directors) Bank’s assessment of candidate’s suitability Other:
c) Previous regulatory authorisations issued/approved for the financial sector in Slovenia or in the rest of the world: Competent authority deciding on authorisation Institution involved Candidate’s function to which authorisation related Start date of function Date of assessment by competent authority Result of assessment (in the case of rejection or refusal, cite reasons in the space below) Reasons for rejection or refusal of request for granting of authorisation: Have you ever had an authorisation referred to in point c) withdrawn, conditionally withdrawn, revoked or terminated? YES NO If YES, please give details. Have you ever been disqualified from performing the function of member of a bank’s supervisory board? YES NO If YES, please give details.
a) What time commitment is required for the function involved? b) Do you hold an authorisation from the Bank of Slovenia or the ECB for an additional non-executive directorship (sixth paragraph of Article 36 of ZBan-2 or Article 91(6) of CRD IV)? YES NO PENDING c) List of executive and non-executive directorships and other professional activities (please list the directorship for which this form is being completed first and then all other directorships and other professional activities) a. Entity (please mark listed companies with *) b. Country c. Description of the company’s activity d. Size of entity e. Function within the entity: executive director / director / other f. Privileged counting (fourth paragraph of Article 36 of ZBan-2) or no counting g. Additional responsibilities such as membership of committees, chair functions h. Time commitment per week (hours) and per year (days), including additional responsibilities i. Term of mandate (as of – until) j. Any additional comments k. Number of meetings per year l. Additional information Add rows as required
Article 6 (entry into force) This regulation shall enter into force on the day after its publication in the Official Gazette of the Republic of Slovenia. Ljubljana, 7 July 2015 Boštjan Jazbec President, Governing Board of the Bank of Slovenia __________________________________________________________________________________ The Regulation amending the Regulation on reporting by branches of Member State banks (Official Gazette of the Republic of Slovenia, No. 96/15 of 11 December 2015) also includes the following provision: "Article 2 This regulation shall enter into force on the day after its publication in the Official Gazette of the Republic of Slovenia.". __________________________________________________________________________________ The Regulation amending the Regulation on reporting by branches of Member State (Official Gazette of the Republic of Slovenia, No. 72/17 of 12 December 2017) also includes the following provision: "Article 4 This regulation shall enter into force on the day after its publication in the Official Gazette of the Republic of Slovenia and shall begin to be applied on 1. January 2018.".
STP name Sponsoring STP lead (named individual) CCG(s) involved & named lead(s) and contact details Mental health trust(s) involved and named lead(s) and contact details Voluntary sector partner(s) involved and named lead(s) and contact details Local authority partner(s) involved and named lead(s) and contact details NHS England Region Details of the proposal to expand IPS services 1. Existing provision Please provide a brief overview of the existing IPS provision within your STP outlining: How many people does it currently support? What areas does it cover? Which organisation(s) is it provided by? Which organisation(s) is it funded by? 2. Amount of funding being requested Please confirm how much money is being requested from NHS England’s Wave 1 IPS Transformation Fund to deliver this proposal; a) in 18/19 and; b) in 19/20 Please enclose a separate financial spreadsheet with a breakdown of how this funding will be used (WTE) and any other cost, including overheads. If applicable, please also include details of any additional funding you are applying for as part of this application or any other funding streams. Please specify if you would like the full amount to be allocated to one lead CCG, or if you would prefer funding to be divided among multiple CCG’s. Please set out the amount to be allocated to each CCG, if successful. 3. Proposal for how funding will be used Please describe how the funding requested will be utilised to increase access to IPS employment support, including: How many additional clients you would be able to see in 2018/19 and 2019/20 should your application be successful. How and where the additional resources will be used. Description/diagram of the proposed staffing structure.
PENZANCE TOWN COUNCIL Penlee Centre, Penlee Park, Penzance TR18 4HE CONFIDENTIAL Please complete this form in black ink 1. VACANCY DETAILS Job Title: FINANCE & ADMINISTRATION OFFICER Closing date for applications: Monday 2 October 2017 Salary scale: SCP 19-22 (£18,746 - £20,661) Completed application forms should be sent to the address above (in an envelope marked Finance & Administration Officer appointment) or via email to paula@penzancetowncouncil.co.uk, to be received no later than 12 noon on Monday 2 October 2017. Application is by completed form only; CVs cannot be accepted. Additional sheets may be attached as necessary. Please complete ALL sections. No original testimonial or letter should be sent unless requested as the Council cannot be responsible for the safe-keeping of any papers sent. CANVASSING, EITHER DIRECTLY OR INDIRECTLY, WILL RESULT IN DISQUALIFICATION 2. PERSONAL DETAILS Surname: First names: Title: National Insurance No.: Home Address: Post Code: Home Tel. No.: Mobile No.: Email Address: Are you applying for this post on a job-share basis? 3. PRESENT OR MOST RECENT EMPLOYMENT Job Title: Notice required: Date started: Date left (if applicable): Reason for leaving (if applicable): Employer’s name: Tel. No.: Address: Post Code:
Business Finance and Control Past Paper Examination Question - 2010 - Adapted Bill Stanley produces handmade greetings cards which are sold to customers at craft fairs and through craft shops. Bill has drawn up a cash flow forecast for the rest of the year. BILL’S CASH FLOW FORECAST JUNE TO DECEMBER 2010 JUN JUL AUG SEPT OCT NOV DEC Receipts £ £ £ £ £ £ £ Turnover 2000 2000 2000 2200 2500 Payments Materials 450 500 550 500 550 Wages 1500 1500 1500 1500 1500 1500 1500 Electricity 300 Business rates 5100 Insurance 50 50 50 50 50 50 50 Total Payment 7050 2250 2100 2100 2100 Net cash flow 0 50 -100 100 50 Opening bank balance 6000 950 1000 900 1000 1050 Closing bank balance 950 950 1000 900 1050 (a) Study the cash flow forecast and complete the shaded areas. (12) (b) (i) What is a cash flow (2)
Business Finance and Control (b) (ii) Suggest one way in which a cash flow forecast might be useful to a business such as Bill’s. (2) (c) What is meant by the term Turnover? (2) (d) Bill would like to further improve his expected cash flow position. Evaluate ways in which he may achieve this. (8)
School is a small 14-19 school specialising in Engineering and Business which opened in September 2014. This is a very important post which requires someone with drive and ambition. The business management function at Lutterworth College was restructured around the time of our conversion to academy status in spring 2012 and the Finance and Operations Director now works alongside the multi-academy trust’s Human Resources Manager with both posts covering both schools in the Trust and reporting directly to the CEO/Executive Principal. Leading on finance is the key element of the role and the person appointed will need to have a strong track record in this area. The Trust delivers many services in house including the payroll for up to 400 staff and the successful delivery of this service is an important function of the finance team. The Finance and Operations Director will also provide the line management of our Premises Manager and Catering Manager. We have developed strong trading activities with in house catering provision and significant community use of the site and the person appointed will be expected to lead the further development of these activities and line manage colleagues with responsibilities in these areas. The role also involves ad-hoc project work and the successful candidate will lead and manage projects across the Trust. We are genuinely open-minded about the background of potential applicants for this role. Whilst we recognise there may well be staff from a school background seeking career development we will equally welcome applicants from other backgrounds with skills and experiences relevant to the role. Regardless of the background, the ability to lead and develop the financial and other functions to support the development of our students will be paramount. We place great importance on the development of our staff and would commit to providing you with effective support and guidance for both your induction and on-going professional development. Finally, your ability to work with me – by which I do not mean agree with me – will be crucial. Please feel free to give our current Finance and Operations Director a call if you have any questions; likewise, you are very welcome to come and visit the Trust before you decide to apply. See schedule on page 10. Andrew Cooper Executive Principal The Lutterworth Academies Trust Bitteswell Road Lutterworth Leicestershire LE17 4EW
Table 4: Contract Values for 2017/18 Name of Subcontractor Contract Value Subcontractor Funding Management Fee Funding to date from FFR 06.11.17 Carillion Construction Ltd 512132 400106 112026 154153 Essential Business Skills Borth East Ltd 2000 1600 400 2152 Foundation of Light 740000 592000 148000 512081 Keith Stevenson & Associates Ltd 373386 317378 56008 240420 NECC Training & Assessment Centre Ltd 257614 206090 51524 143031 Phoenix Employment Training Academy Ltd 270050 216040 54010 90266 TTE Technical Training Group 752776 602221 150555 557193 Tyne & Wear LGV Driver Training Centre Ltd 80668 64535 16133 51648 J B Skills 90449 63349 27100 100693 Maersk 33450 25088 8362 0 Monkwearmouth Academy 500000 400000 100000 264741 Profound 40000 28000 12000 0 Skills Network 50000 35000 15000 6516 Miltech * 30000 21000 9000 0 Training and Consultancy * 115280 92224 23056 0 Groundworks 30000 18000 12000 18818 Health and Safety Training Ltd 110000 82500 27500 0 GRAND TOTAL 3,987,805 3,165,131 822,674 2,141,710
Act as an Ambassador for BS3 Community and to conduct yourself and undertake all work to a high professional, ethical and moral standard Work within the BS3 Community Policies and Procedures and uphold its ethos and values Carry out any other activity that may be reasonably requested in line with the pay grade. Notes: This job description is not exhaustive and will be reviewed, in consultation with the post holder, from time-to-time and amended in the light of the changing needs of the organisation. The BS3 Community operates a system of regular performance reviews, which includes an Annual Performance Evaluation where the Job Description, progress against objectives and targets and overall performance in the post are discussed.
Finance Committee Meeting 8:00 a.m. in the Village Hall Present: PAUL ELSEN – VIVIAN GAINES – KRIS KIEPER Guests: Sally Bennett The meeting was called to order at 8:05 a.m. Approve Previous Meeting Minutes – A motion was made by MRS. GAINES to accept the August 1, 2016 minutes, seconded by MS. KIEPER – approved. Disclosure of any Conflict of Interest – None. Public Comment – There was no public comment. RRWRD IGA – No update. Budget 2016 Annual Taxpayer Location Address List – Mrs. Bennett will contact the Illinois Department of Revenue to follow up on one property. Utility Tax – The revenue continues to exceed the budgeted projections. Verizon Income – The water tower is currently being painted, Verizon will be building a “house” for their equipment. No rent will be collected until then. Budget 2017 Employee Evaluations – A motion was made by MS. KIEPER for the department heads to have employee evaluations done by 10/15/16, to determine merit-based raises for the 2017 fiscal year, seconded by MRS. GAINES. The Finance Committee will determine the increase percentages based on the numbering system in the evaluation process. The Committee discussed salary caps for future budgetary controls. Levy – The committee will recommend a tax freeze for property taxes in 2017. Debt Reduction – The committee will continue to monitor reserves to determine if the Village can afford to pay a higher payment on the IEPA loan for the new water tower in 2017. Update – The departments have their budget worksheets. O & M 6 Year Plan – Not discussed. Reserves – Not discussed. Rewrite Water/Capital Ordinance – Not discussed. Aging/Write-Off Review – IDROP – The monthly aging report for delinquent water accounts was reviewed by the Committee. There are several “hits” at the State level to receive the money through garnished state tax payments.
Who do I ask if I have questions? Please contact Christy Groner or Deb Nolan in the Finance Department. What should I look out for? Shipping and Handling Installation on a separate receipt/invoice Itemized Receipts Fixed Assets Criteria **This information is applicable to non- bond related projects within the district** Land Improvement vs. Building Improvement vs. Equipment vs. Repairs Land Improvement- refers to projects that improve the overall value of the property, and would take significant amount of time, money and manpower to move. Overall they add to the usefulness of the land itself. Examples include: Repaving or Adding a patio to the cafeteria Playground gravel and swing set Baseball field improvement Building Improvements- refers to projects or renovations made to existing buildings that extends the buildings useful space or overall life. Examples include: Upgrading the pipes in the bathroom, new toilets, and new sinks included Construction to reconfigure the layout of an existing area.
Finance Manager – FTC End of June 2018 Do you want to work for one of the largest residential developers in the UK and to have an opportunity to develop a successful career? We are looking for an experienced, talented and well-rounded Finance Manager to join our team and report directly to the Finance Director. The successful candidate will be responsible for the preparation of business unit accounting records and reports to meet monthly and weekly deadlines. Assist in the preparation of forecasts, projections and budgets. Also, the management of the Finance department. The Role: Preparation of Accounting Records Manage and maintain ledgers (GL, cashbook, sales, purchase, subcontract and expenses) Process journals onto the ledger Preparation of accruals and prepayments Ownership of excess and savings reporting Preparation of trial balance Signing off reconciliation of all balance sheet accounts Preparation of Management Reports Completion of Monthly Reporting Schedules Ad hoc reports as required by Head Office and Region Monthly Forecasts and Budgets Assist in the preparation of monthly forecasts, projections and Budgets Prepare supporting schedules for projections and Budgets Assist in the preparation of the year end accounts and annual tax pack Prepare Direct Selling forecasts in conjunction with the Sales Managers Weekly Sales Reporting Ensure sales, cancellations and legal completions are reported to the group Ensure COINS is accurately maintained Preparation of internal weekly sales reports Management of Finance Department Responsible for the management of the Finance Department Work with Finance Director to prepare department succession plan Ensure audit trails/records are maintained and Finance Manual procedures are adhered to Assist Internal and External Audit The Person: Previous industry experience Managing and developing a team of staff Qualified Accountant – ACA, ACCA, CIMA or by experience Knowledge of COINS an advantage In order to be successful in this role you must be able to prove eligibility to work in the UK. If you are successful at interview and the Company considers making an offer of employment, you may be asked to give your consent to the following pre-employment check[s] being undertaken by our third party provider, Experian (or any other appropriate third party provider that the Company chooses to engage). The type of checks made will depend on the role in question but may include any or all of the following Criminal records (DBS);
The successful candidate will meet the following person specification. Please note that the listed criteria will form the basis of the selection process. Applicants should address all elements of the Person Specification, indicating experience and where appropriate citing supporting examples within their application. Attributes Essential Desirable Knowledge and Experience Successful experience of working in a school or Academy financial management role, or in a similar position working alongside schools e.g. LA or independent education sector or a qualified accountant. Experience of managing large and complex budgets; Experience of producing and presenting complex management accounts. Experience of successful bid writing or fundraising Evidence of significant and relevant Continuing Professional Development (CPD); Experience operating financial systems with an integrity- e.g. fair trade purchasing, supporting green issues. Successful experience of working in a school or Academy financial management role and managing school budgets Finance degree, CCAB or equivalent qualification Engagement with wider educational partnerships spanning the primary, secondary and local authority sectors e.g. TSAs, MATs or the Diocese Experience of developing school or academies financial systems Knowledge of Academy financial rules and regulations Knowledge of Charities SORP Knowledge of PAYE and VAT regulations Skills and Abilities Excellent financial management and financial planning skills. Ability to introduce and maintain effective and robust financial systems Outstanding communication skills; ability to communicate effectively at CEO, Headteacher, senior staff and Chair of Governors level and to liaise effectively with internal and external auditors, as well as Government agencies Ability to analyse financial issues and to interpret complex Ability to interrogate school performance data and finances accurately and identify next steps for progress Good negotiation skills Ability to successfully manage initiatives for change Experience of advanced Excel skill including the use of pivot tables and macros. Receptive to new ideas and able to generate them Knowledge of using educational finance packages.
Person Specification for Finance/Administrative Officer at Churchill C of E Primary School Job Title Finance/Administrative Officer Essential Qualifications NVQ 2-3, A-Level or equivalent qualification First Aid Qualification (Desirable but school can fund training) Financial Qualification (Desirable – this would be given to the successful applicant if necessary) Experience Significant previous administrative experience in either a school or customer facing role Previous experience of schools financial systems, e.g. FMS Understanding of HR requirements Skills and Abilities High capability to organize own workload Ability to establish and develop excellent working relationships within the office aswell as with all school colleagues A sound understanding of the need for confidentiality and secure financial systems Excellent ICT and numerical skills Ability to work individually and as a team Excellent communication skills, both verbal and written Ability to relate well to children and adults Ability to meet deadlines set Willingness to undertake further training as required Personal Qualities Friendly, helpful and supportive of others Excellent Team Player Patient and tolerant Demonstrate a ‘can do’ approach Positive and flexible attitude to work
TASK D E Number upon completion of task Behavior: Establish work assignments and performance expectations, monitor performance, and provide feedback. Ensure subordinates understand assignment for operational period. I1 I2 O1 O2 Ensure subordinates have the ability to clearly understand and give instructions in the incident’s common language. I1 I2 O1 O2 Develop units’ schedule/assignments based on IAP relevant plan. I1 O1 O2 Complete daily review of units staffing requirements and ensure adequate personnel to meet needs. I1 O1 Evaluate subordinate’s performance. Communicate deficiencies immediately and take corrective action Provide training opportunities where available Complete personnel performance evaluations according to agency guidelines I1 I2 O1 O2 Behavior: Emphasize teamwork. Establish cohesiveness among assigned resources. Provide for open communication Seek commitment Set expectations for accountability Focus on the team result I1 I2 O1 Competency: Communicate effectively. Description: Use suitable communication techniques to share relevant information with appropriate personnel on a timely basis to accomplish objectives in a rapidly changing, high-risk environment. TASK C O D E Evaluation Record Number EVALUATOR: Initial & date upon completion of task Behavior: Ensure relevant information is exchanged during briefings and debriefings.
TASK D E Number date upon completion of task Behavior: Ensure documentation is complete and disposition is appropriate. Provide input for the Incident Status Summary (ICS 209). I1 O1 Maintain appropriate documentation. Host agency property damage or replacement forms Host agency Worker Compensation forms I1 O1 Review paperwork for accuracy and ensure case files are completed and transmitted to the appropriate administrative processing agency. Determine proper documentation for incident personnel is completed I1 O1
TASK C O D E Evaluation Record Number EVALUATOR: Initial & date upon completion of task Behavior: Gather, analyze, and validate information pertinent to the incident or event and make recommendations for setting priorities. Verify incident resources with Planning Section. I1 O1 Provide information for cost containment effort, as requested. Coordinate with Procurement Unit Leader and other cost centers I1 O1 Ensure resources are entered and tracked in the applicable cost reporting program. Validate rates within the applicable cost reporting program for accuracy by geographic area Provide projections as necessary I1 O1 Behavior: Utilize information to produce outputs. Ensure cost packages are completed and distributed in accordance with agency policy. I1 O1 Ensure accruals are reported in accordance with host agency policy. I1 O1
funding. Tracy to obtain details of the formula used to calculate this funding and present it at the next meeting. Question from Governors: Do we need to purchase maternity, redundancy and LTS insurances? Answer: Yes. We do not have any problem with short term illness but have had several incidences of LTS that this insurance has been very worthwhile. Cheshire East Catering is increasing their school meal price by 10p per meal with effect from September. It was agreed that we should raise our price by 10p too to £2.35. Tracy to update the website. If we are aiming to achieve ‘good’ this year, completing the Governor Training Needs Analysis is essential. We appear to be on track but there are some tasks that our still outstanding; Governor TNA and Admin Handbook. Craig Hughes to complete the Governor TNA and present the analysis at the next meeting. Tracy to develop an Admin Handbook by the end of Autumn Term. We successfully created 3 x Earmarked Reserves from the 2015-16 budget; £3.5K for extensive exterior renovation and cyclical and preventative maintenance requiring the hiring of external contractors e.g. 5 Year Fixed Electrical Test, £3k for cyclical maintenance of IT equipment and £4k for SENCO training, development of distributed role, RQT development and improving the quality of teaching – appointment of external advisor. Question from Governors: Why did we need to do this? Answer: These are projects contained in our SDIP and because our carry forward for 2015-16 was slightly higher than predicted, we could potentially have been in a ‘clawback’ situation. This was undertaken to ‘safeguard’ our funds. SIP/Independent Advisor – the governors confirmed Fiona as our SIP for 2016/17 and agreed that Paul Sweetnam could appoint Fiona Burke-Jackson as required as Independent Advisor. School Fund Audit – the governors agreed that Ken Wallington could be used again this year. October 17th @ 5pm. Signed: Claire Carman Date: 17th October 2016 Action Action By Whom When
Strategy Total cost Incremental cost QALY Incremental QALY ICER ($/QALY) No intervention $839.48 4.49 VSB implantation $24,848.98 $24,009.50 5.20 0.71 $33,717.99 Source: Calculated during the Critique Abbreviations: ICER, incremental cost-effectiveness ratio; QALY, quality adjusted life year; VSB, Vibrant Soundbridge Table 2 summarises the results of the cost-effectiveness analysis of VSB versus Maxum/Soundtec over the 10-year timeframe. Table 2: Base case results produced by the state-transition model comparing VSB versus Maxum/Soundtec Strategy Total cost Incremental cost APHAB Global Score Incremental APHAB Global Score ICER ($/APHAB) Maxum/Soundtec implantation $13,816.30 400.8 VSB implantation $24,848.98 $11,032.26 300.0 -100.8 $109.46 Source: Calculated during the Critique Abbreviations: APHAB, Abbreviated Profile of Hearing Aid Benefit; ICER, incremental cost-effectiveness ratio; VSB, Vibrant Soundbridge Notes: The APHAB Global Score is scored such that lower scores represent better outcomes. For this reason, a negative incremental score represents a relative benefit. Sensitivity analyses showed the base case model to be reasonably robust, with all univariate analyses resulting in a ratio of less than $50,000 per QALY. MSAC noted that ESC recalculated the primary cost-utility analysis which compared the VSB implant to no treatment as shown in Table 3. Table 3: Base case results comparing VSB versus No intervention Intervention Total cost Incremental cost QALYs Incremental QALYs ICER ($/QALY) No treatment $1,441 22,175 3.68 0.58 37,963.98 VSB implantation $23,616 4.26 Source: Calculated by ESC Financial/budgetary impacts The estimated service numbers associated with the insertion of partially implantable middle ear implants in 2017–2021 are shown in Table 4. Table 4: Estimated eligible population of patients Description current (2016) 2017 2018 2019 2020 2021 Estimated number of Australian adults eligible for implantation 855 870 884 899 914 929
OPTICAL COHERENCE TOMOGRAPHY to determine if the requirements relating to: age-related macular degeneration for access to initial treatment with ranibizumab or aflibercept, OR diabetic macular oedema for access to initial treatment with ranibizumab, aflibercept or dexamethasone, OR central or branch retinal vein occlusion for access to initial treatment with ranibizumab or aflibercept*, OR vitreomacular traction for access to initial treatment with ocriplasmin, under the Pharmaceutical Benefits Scheme (PBS) are fulfilled. Limited to one service per annum, unilateral or bilateral. Fee: $40.00 *point c) is written in reflection of the PBAC recommendation to add BRVO to the aflibercept listing Category 2 – DIAGNOSTIC PROCEDURES AND INVESTIGATIONS Group D1 – MISCELLANEOUS DIAGNOSTIC PROCEDURES AND INVESTIGATIONS Subgroup 2 - OPHTHALMOLOGY MBS [item number (Note: this will be assigned by the Department if listed on the MBS)] OPTICAL COHERENCE TOMOGRAPHY for the assessment of the need for further treatment following PBS-subsidised ocriplasmin, claimable only once per eye per lifetime. Fee: $40.00 Background The original submission details can be found in the Public Summary Document for Application 1370, Applicant’s comments on MSAC’s Public Summary Document The applicant had no comments. Further information on MSAC MSAC Terms of Reference and other information are available on the MSAC Website at: .
defnyddio pecynnau Microsoft Office yn cynnwys Excel sgiliau rhyngbersonol, llafar ac ysgrifenedig gwych profiad o ddefnyddio systemau ariannol Byddai’n ddefnyddiol hefyd pe bai gan ddeiliad y swydd: brofiad cydnabyddedig o ddefnyddio system gyfrifo Sage Line 50 cymhwyster cyfrifyddu (wedi cymhwyso’n llawn neu’n rhannol) Cymraeg llafar ac ysgrifenedig. Atodiad 1: Gweledigaeth: Cymru lle mae menywod yn cyflawni ac yn ffynnu DNA Chwarae Teg: Rydyn ni’n uchelgeisiol – fel unigolion, fel sefydliad a dros y rhai rydyn ni’n cydweithio â nhw. Rydyn ni’n arloesol – yn creu ac yn defnyddio’n harbenigedd i sicrhau bod Chwarae Teg a’n partneriaid yn fwy llwyddiannus. Rydyn ni’n egnïol a chadarn – yn ysu i newid pethau a byth yn derbyn na fel ateb! Rydyn ni’n un tîm unedig – yn helpu ac yn herio’n gilydd i wneud y gwaith gorau posib. Rydyn ni’n torri tir newydd – yn cael hwyl wrth sicrhau canlyniadau mewn ffordd greadigol.
13 Ability to work as part of a team, being adaptable to the needs of the organisation X X Knowledge 14 Knowledge of QuickBooks accounting system or similar X X X 15 A good understanding and working knowledge of multiple, complex budgets 16 Understanding of data protection regulations X X X 17 Fully understand the requirements of an equal opportunities approach at work X X X Other 18 Positive enhanced DBS check X
The ability to apply the principles of confidentiality and work within a highly confidential framework To deal effectively by telephone, email and in person with a wide range of people To use ICT effectively with the ability to learn and use financial data Good knowledge of using Microsoft Word, Excel and Outlook Ability to work to deadlines and prioritise accordingly Circumstances Willing to work towards the AAT Level 3 qualification Personal Qualities Willing to undertake other duties commensurate to the post as may be reasonably required Adaptable and flexible