zilongwang/ReadingBank huggingface dataset:
Topic Lame Game! (10 pts) Game on! (15 pts) Hall of Famer Gamer! (20 pts) Game More than 1 item is missing from the Hall of Famer Gamer category 1 item is missing from the Hall of Famer Gamer category Cover fits in a real Xbox or PlayStation box, has a bar code, story, and picture of the superhero. Game title is included. Information More than 1 item is missing from the Hall of Famer Gamer category 1 item is missing from the Hall of Famer Gamer category “Key Concepts” from the slideshow are discussed along with push/pull policy considerations. Pricing, target market, placement and USP are all mentioned. Presentation More than 1 item is missing from the Hall of Famer Gamer category 1 item is missing from the Hall of Famer Gamer category Presentation draws attention, keeps interest, uses emotion, and has a call to action at the end. It also starts with a story to reel in the listeners. 5-8 minutes in length. Punctuality You have to present during the next class due to not being prepared. You are able to present during the same class You are ready to present as soon as you are called upon. Professionalism More than 1 item is missing from the Hall of Famer Gamer category 1 item is missing from the Hall of Famer Gamer category Voice inflection, attire, and facial expressions are appropriate. Questions from audience are answered in a professional manner GAME RUBRIC
RTTP development process (revised 13 February 2017) To advance to this level… REB Action Game Material Status 1. Concept Author submits Game Development Abstract to Reacting Editorial Board Chair (REB-C). REB-C adds game to Big List of Reacting Games (BLORG). If the topic is already claimed or if the game idea does not appear to cohere to the criteria for RTTP, REB-C will inform Author. Game materials are incomplete and/or game has not been playtested by Author. 2. Prototype Author submits game prototype to REB-C. If the prototype includes all basic elements of RTTP games (historical context, schedule, documents, roles, and rules), REB-C advances it to L2. If it does not, REB-C will inform Author. Prototype game available from Author. 3. Posted to Game Library Author collects feedback from playtesting and develops all game elements. Author places all game materials in RTTP 2.0 format. Author submits prototype to REB-C. REB-C assigns one or two readers; they employ the following criteria: Does scholarship seem sound? Are intellectual collisions at the center of the game? Are game mechanisms workable? Is the game in RTTP 2.0 format? After considering this material, REB makes a decision. If advanced: REB-C advances the game to L3 on the BLORG RTTP Central posts the game to the Game Library. If held, REB-C sends specific feedback from REB to Author. Prototype game downloadable from RTTP Game Library.
4. Ready to Publish Author collects and reviews feedback from playtesting. Author writes a memo explaining all changes implemented since game was approved for L3. REB-C assigns one or two readers; they employ the same criteria as for L3. REB-C and Author solicit letters of support from users. After considering this material, REB makes a decision. If advanced, REB sends recommendation to the Publishing Committee of RCB, which reviews submissions from REB at least once a year. If held, REB provides specific feedback. * * * If advanced by Publications Committee, Author signs contract with appropriate press (WW Norton or Reacting Consortium Press). If held, Publications Committee provides specific feedback. Prototype game remains posted in the online RTTP Game Library until published. 5. Published Author completes formatting, approves copyediting, and helps secure permissions. Once game is published, gamebook is removed from the Game Library. Progress: If a game remains inactive at any stage for more than 12 months, REB will request a progress report from Author.
What’s New – 2014 NSW R Game Hunting Licence The NSW Government disbanded the Game Council and temporarily suspended all licensed hunting in NSW State forests in July 2013. The suspension of licensed hunting will be lifted on the 3 February 2014. The Department of Primary Industries, Game Licensing Unit has been formed and will be responsible for the administration and issue of the new ‘R’ NSW Game Hunting Licence, which is replacing the old ‘R’ Game Council Licence. All existing Game Council R licences are still recognised by the Firearms Registry as supporting an existing firearms licence with the genuine reason of Recreational Hunting and Vermin Control. New firearms licence applications using the ‘R’ NSW Game Hunting Licence to support the genuine reason of Recreational Hunting and Vermin Control will be considered when the new ‘R’ licences are issued by the Game Licensing Unit of the Department of Primary Industries. To find out more about the resumption of hunting in NSW State forests or the additional requirements to obtain permission to hunt and the requirements of the new ‘R’ NSW Game Hunting Licence, visit the . You can contact the Game Licensing Unit on 02 63913750.
The Gallery Writers, Meldreth The poetry and prose shown below was read at the World War 1 Exhibition held in Meldreth on 9th November 2014. All the poetry and some prose was either the writer’s own work or they read a favourite piece about WW1. Their involvement with our WW1 project added another aspect to the exhibition and was appreciated by all who heard and read their work. Many thanks to the Gallery Writers . Joan Gane, MLHG Chairman
Grading Rubric for Game Theory CRP A B C D F Economic Analysis (up to 10 points) Accurately relates chess, campaigning, conflict and strategic behavior to economics analysis. Accurately relates at least two of the components to economic analysis. Incorrectly relates at least two of the four components to economic analysis. Incorrectly relates at least three of the four components to economic analysis. Does not write to the proscribed assignment. Mechanics (up to 10 points) Written analysis coherently relates the four components to economic analysis. Few typographical errors. Written analysis is less coherent; minor typos. Written analysis is less coherent, and there are significant grammatical errors. Written analysis is difficult to follow. Written analysis raises major literacy concerns.
The applicant should provide supporting information/documents that are applicable to support the application. The Director-General of Licensing may require the applicant/licensee to submit such additional information or material as the of Licensing considers is necessary in order to make a determination under the Gaming Machine Act. The Director-General of Licensing does not guarantee or assure the profitability of any increase of gaming machines. The Applicant enters into these arrangements at his/her own risk. The Director-General of Licensing based on all the information placed before it is capable of approving applications either in whole or in part. For example, approval for the application for an increase of gaming machines may be granted with a lesser increase in gaming machine number than originally requested. The applicant will be required to place advertisements in the relevant newspaper or other form of media (where required by the Director-General of Licensing). Senior Compliance Officers will assist the applicant in drafting the relevant advertisement for the applicant and advise where the advertisements should be placed. Applicants should make every effort to attend to this requirement as soon as possible after the application has been lodged, as an application will not be considered until such time as the advertising period has closed and the Community has had the opportunity to object to the application. Other documentation and requirements can be submitted while the advertising period is running. If the application is approved to increase the number of gaming machines and requires an increase, modification or relocation to the approved gaming area, submission of the Gaming Machine Alterations Application should also be submitted. Any material alterations may also require approval pursuant to the Liquor Act.
Gaming Machine Venue Licence Application 5. This application must also be accompanied by: The prescribed fee and levy Yes Community impact analysis (CIA) (refer to Department website for guidelines) Yes Business Plan Yes A neat, accurate scaled plan of the premises to which the application relates, indicating the proposed locations on the premises where it is intended to install gaming machines Yes Criminal History Check Yes Affidavit disclosing influential or benefiting parties Yes Lease Agreement, Arrangement or Contract for the premises subject to the application Yes If body corporate A copy of the Certificate of Incorporation of the body corporate Yes A copy of the memorandum, rules, constitution or other incorporating documents of the body corporate, certified as a true copy by the secretary or other person duly authorised on that behalf by the body corporate and, in the case of rules of a club, certified as a true copy by the Registrar, within the meaning of the Association Incorporation Act Yes A certified copy of the resolution or minute of the proceedings of the governing body whereby approval was given to the making of the application Yes A copy of the last 2 years audited balance sheet or statement of the financial affairs of the body corporate Yes If a club, also: A statement detailing the number of members in each class of membership of the club Yes A copy of the club constitution Yes A proposal consistent with club constitution Yes
Gaming Machine Venue Licence Application Lodgement options Applications can be lodged at a Territory Business Centre with the prescribed fee at: Darwin Ground Floor, Development House 76 The Esplanade Darwin GPO Box 9800 Darwin NT 0801 t: (08) 8982 1700 f: (08) 8982 1725 Toll free: 1800 193 111 e: Katherine Shop 1, Randazzo Building 18 Katherine Terrace Katherine PO Box 9800 Katherine NT 0851 t: (08) 8973 8180 f: (08) 8973 8188 e: Tennant Creek Shop 2, Barkley House Cnr Davidson and Paterson Streets Tennant Creek PO Box 9800 Tennant Creek NT 0861 t: (08) 8962 4411 f: (08) 8982 1725 e: Alice Springs Ground Floor, The Green Well Building 50 Bath Street Alice Springs PO Box 9800 Alice Springs NT 0871 t: (08) 8951 8524 f: (08) 8951 8533 e: Payment options Please contact your local Territory Business Centre for the relevant schedule of fees. Cash - Territory Business Centre Cheque - payable to RTM (Receiver of Territory monies) Credit card Visa MasterCard Credit card number Expiry Name on card I hereby authorise the Territory Business Centre to debit the above credit card for the amount of $ Amount in words dollars Signature of cardholder Date Contact phone number
Gaming Venues in Kingston, July 2014 Name of Venue Address Club/ Hotel Licensed EGMs* Attached Entitlements** 2013/14 Expenditure 1 Aspendale Edithvale RSL (closed) 111 Kinross Avenue Edithvale Club 49 0 $0 2 Chelsea Heights Hotel 1 Wells Road Chelsea Heights Hotel 40 40 $4,736,676 3 Cheltenham Moorabbin RSL 289 Centre Dandenong Road Cheltenham Club 41 41 $2,110,606 4 Clayton Bowls Club Springs Road Clayton South Club 29 29 $1,665,804 5 Dingley International Hotel 334 Boundary Road Dingley Hotel 90 90 $14,660,687 6 Edithvale-Chelsea RSL 4 Thames Promenade Chelsea Club 80 80 $3,633,650 7 Freccia Azzurra Club 784-796 Springvale Road Keysborough Club 35 30 $1,020,425 8 Highett Returned & Services Club 1 Station Street Highett Club 41 41 $1,903,376 9 Long Beach Hotel 380 Nepean Highway Chelsea Hotel 49 49 $4,918,442 10 Mentone RSL 9 Palermo Street Mentone Club 25 25 $652,630 11 Mordialloc Sporting Club 528 Main Street Mordialloc Club 82 82 $6,370,703 12 Royal Oak Hotel 1375 Nepean Highway Cheltenham Hotel 76 76 $7,870,657 13 Sandbelt Club Hotel 630-646 South Road Moorabbin Hotel 100 79 $12,117,632 14 St Kilda Football Social Club 9 Linton Street Moorabbin Club 83 83 $2,177,115 15 The Bridge Hotel 1 Nepean Highway Mordialloc Hotel 50 50 $3,223,615 16 The Cove Hotel The Marina, McLeod Road Patterson Lakes Hotel 53 53 $6,989,963 17 Tudor Inn Hotel 1281 Nepean Highway Cheltenham Hotel 56 47 $5,773,635 979 895 $79,825,384 * Licensed EGMs - number of EGMs licensed by VCGLR for use at that venue ** Attached entitlements - number of EGM’s being used in the venue
Gaming Venues in Kingston, 2015/16 Name of Venue Address Club/ Hotel Licensed EGMs* Attached Entitlements** 2015/16 Expenditure 1 Chelsea Heights Hotel 1 Wells Road Chelsea Heights Hotel 40 40 $5,186,944 2 Cheltenham Moorabbin RSL 289 Centre Dandenong Road Cheltenham Club 41 41 $2,354,353 3 Clayton Bowls Club Springs Road Clayton South Club 29 29 $1,549,451 4 Dingley International Hotel 334 Boundary Road Dingley Hotel 90 90 $15,251,891 5 Edithvale-Chelsea RSL 4 Thames Promenade Chelsea Club 80 80 $4,041,922 6 Freccia Azzurra Club 784-796 Springvale Road Keysborough Club 35 30 $832,559 7 Highett Returned & Services Club 1 Station Street Highett Club 41 41 $2,486,022 8 Long Beach Hotel 380 Nepean Highway Chelsea Hotel 49 49 $4,917,839 9 Mentone RSL 9 Palermo Street Mentone Club 25 25 $839,756 10 Mordialloc Sporting Club 528 Main Street Mordialloc Club 82 82 $5,682,078 11 Royal Oak Hotel 1375 Nepean Highway Cheltenham Hotel 76 76 $9,280,355 12 Sandbelt Club Hotel 630-646 South Road Moorabbin Hotel 100 82 $11,957,767 13 St Kilda Football Social Club 9 Linton Street Moorabbin Club 83 83 2,223,655 14 The Bridge Hotel 1 Nepean Highway Mordialloc Hotel 50 50 3,550,282 15 The Cove Hotel The Marina, McLeod Road Patterson Lakes Hotel 53 53 7,767,265 16 Tudor Inn Hotel 1281 Nepean Highway Cheltenham Hotel 56 47 5,550,966 930 898 $83,473,106 Key definitions EGM Electronic gaming machines Expenditure Amount of money lost by gaming patrons. Also referred to as 'player loss' * Licensed EGMs Number of EGMs licensed by VCGLR for use at that venue ** Attached entitlements Number of EGM’s being used in the venue
No. EGMs per 1000 Adults 5th highest number of EGMs per 1000 adults out of 31 metro LGA’s Higher than Metro Melbourne average of 5.25 LGA No. 1 City of Maroondah 8.36 2 City of Greater Dandenong 7.86 3 City of Hobsons Bay 7.80 4 City of Moonee Valley 7.52 5 City of Kingston 7.23 6 Shire of Mornington Peninsula 6.61 7 City of Glen Eira 6.58 8 City of Maribyrnong 6.40 9 City of Banyule 6.29 10 City of Darebin 6.20 11 City of Monash 6.18 12 City of Knox 6.16 13 City of Melbourne 6.11 14 City of Brimbank 5.94 15 City of Wyndham 5.68 16 City of Hume 5.53 17 City of Manningham 5.32 18 Shire of Melton 5.03 19 City of Frankston 4.78 20 City of Moreland 4.60 21 City of Whittlesea 4.54 22 Shire of Cardinia 4.15 23 City of Port Phillip 4.05 24 City of Casey 4.04 25 City of Yarra 3.90 26 Shire of Yarra Ranges 3.78 27 City of Whitehorse 3.17 28 City of Stonnington 3.08 29 City of Bayside 2.62 30 Shire of Nillumbik 1.66 31 City of Boroondara 1.15
APPLICATION FOR EMPLOYMENT AN EQUAL OPPORTUNITY EMPLOYEE In order for you to be considered for employment, this application must be filled out ENTIRELY. All statements made by applicants by employment on this application form will be checked for accuracy. Name Todays date Current Address Social security No. Home Phone No. Cell No. Postion(s) appling for: Manager Server Host Bartender Busser Line Cook Dishwasher Utility Email Address Did some refer you to apply for this position? Yes No If yes, who? Are you applying for a full-time or part-time position? Full-time Part-time Are you over the age of 18? Yes No If you are applying for a server or bartender position, do you meet the legal state requirement to serve Alcohol? Yes No Do you have the legal right to work in the United States? Yes No It is the policy of this Employee to only hire United States Citizen’s or individuals authorized to work in the United States. All Employees’ must verify employee eligibility prior to beginning work. Date you are available to start? How many hours per week do you expect to work? Expected hourly wage? Do you have reliable transportation to and from work? Yes No Relatives employed by Galleon Name: Location: Relationship: Have you ever applied for a position at Galleon or an affiliated company before? Yes No If yes, which location? What was the result? Have you ever been employed by Galleon or an affiliated company? Yes No When? From: ______/______ To:______/______ Month Year Month Year How many jobs have you had in the past year? Past two years? What were the circumstances for leaving each job?
EDUCATION NAME AND LOCATION LAST YEAR COMPLETED COURSES MAJORED IN GRADUATE? LIST DEGREES High school 9 10 11 12 Diploma Yes No College 1 2 3 4 Other Work History – List your last three jobs. Please fill out all information correctly. Current or most recent job Previous Job Previous Job Company Name Company Job Company Phone # Name and Title for immediate supervisor Job Title/Position Dates of Employment ------------ / ------------ Month/Year to Month/Year ------------ / ------------ Month/Year to Month/Year ------------ / ------------ Month/Year to Month/Year Reason for Leaving May we Contact this Employer Yes No Contact person # Yes No Contact person # Yes No Contact person # Name Company Reason this person knows you Phone
Instructions Record all plots and measurements in your laboratory notebook. Fully label the vertical and horizontal axes of all plots-title each axis, number the tic marks, and specify units. Report measured values with a precision of at least two significant figures. Lab partners should take turns operating the equipment. 1. Gamma Energy Calibration Place the 137Cs source on top of the HPGe detector. Accumulate the 137Cs spectrum for a time period long enough to determine the position of the photopeak (at least 120 s). Record the channel number corresponding to the center of the 137Cs photopeak. Erase the spectrum from the MCA and replace the 137Cs source with a 60Co source. Accumulate the 60Co spectrum for a period of time long enough to determine the position of the two photopeaks (at least 120 s). Record the channel number corresponding to the center of each of the two photopeaks. Erase the spectrum from the MCA and replace the 60Co source with a 109Cd source. Accumulate the 109Cd spectrum for a period of time long enough to determine the position of the photopeak (at least 120 s). Record the channel number corresponding to the center of the 109Cd peak. Erase the spectrum from the MCA and replace the 109Cd source with a 22Na source. Accumulate the 22Na spectrum for a period of time long enough to determine the position of the photopeak (at least 120 s). Record the channel number corresponding to the center of the 22Na peak. Erase the 22Na spectrum from the MCA. 2. Energy Resolution of 137Cs Place the 137Cs source on top of the HPGe detector.
After 18 hours from treatment, eosinophils infiltration in BAL was evaluated. B-E: Percentage (B, D) and absolute numbers (C, E) of different cellular types in the BAL (B, C) and lungs (D, E) of naïve (with bars) (N=3) and OVA-sensitized (black bars) (N=3) mice. Results represent the mean±SD of 3 independent experiments. In mice, the analysis was performed 1 hour after the last aerosol challenge. F: in order to confirm the presence of luc-MSC in the lungs of all groups of mice infused with MSC, the same mice imaged in Figure 6A were injected with D-Luciferin. White lines separate multiple photographs assembled in the final image. G: TLS was measured from the images of mice in Fig. S6F and shown as mean±SD. Statistics: unpaired t-test. ns: not significant.
Appendix A: Document History This section details the history of the document and updates made for each modification. Release and Date Form/Process Page Update Description Enhancements 7.11.1, March 14, 2008 NA NA Original Georgia Enhancements 7.17, December 19, 2008 ZSRAFLU Multiple Added Sort Parameter information Quarterly User Documentation Update June 30, 2009 NA Appendix B Added Process Flow diagram Georgia Enhancements, 8.0, March 31, 2010 NA All Added new screen shots. Georgia Enhancements, 8.4, September 17, 2010 NA Multiple Added information for processing location management records.
D. Competitive scholarships Competitive scholarship awards will be made from donations received from the general public and fund raising efforts. The Board of Directors will determine the number and amounts of competitive scholarships to be awarded annually based on contributions received during the previous fiscal year. Competitive scholarships will be determined in three (3) categories and are intended for students who are: either a freshman or a sophomore; either a junior or senior or those enrolled in a master’s level program. The Board of Directors can at their discretion, revise the number and amounts as they consider appropriate. Awards are made to students attaining the highest scores as awarded by the Scholarship Committee. Students must be enrolled to an accredited college or university, must have a minimum GPA of 2.5, and must not have been on probation for at least one year. The Scholarship Committee will review each application packet and will score the following areas: Personal essay (40 points possible: 10 points - educational goals; 10 points - professional goals; 10 points – extra-curricular service act ivies or volunteer service; and 10 points – cultural awareness and contributions to healthy communities). Grade point average (40 points possible). Example a GPA of 3.5 equals 35 points. Personal impression (20 points possible). Tips to maximize personal impression points include: type the application form; include a well-rounded essay addressing all focus points; and ensure the professional quality of all submitted materials. Competitive scholarship applicants must submit the following in addition to the requirements for the general scholarship with their application packet: 300 to 500 word essay describing: 1) educational goals, 2) professional goals, 3) extra-curricular and community service activities or volunteer service and 4) cultural awareness and contributions to healthy communities. Returning students applying for a competitive scholarship must submit revised essays to include current events, achievements, and experiences. Short-term scholarships The intent of the short-term scholarship is to help eligible students pay for the actual cost of a college accredited course or a program when attending school part-time. Students may apply year round for funding. Students may receive no more than two (2) awards per year and the amounts to be determined by the Scholarship Committee. The Gana-A’Yoo Foundation Board of Directors will determine an annual total limit for all awards. Short-term scholarship applicants must submit the following: A complete application form. Proof of part-time enrollment (i.e. Copy of letter of acceptance, enrollment verification letter, or current semester course registration form) from the school he or
Resources available with the organization Sl. No. Source Balance at the beginning of the year Amount expected during the current year Total amount 1. Own sources 2. Saving of SHGs/members 3. Recovery sources such as grants/donations etc. 4. Borrowings (Other than this application NMDFC) 5. Total Financial assistance required from NMDFC Amount Name of Activist No. of SHGs No. of borrowers Average amount of loan per beneficiary Amount required from NMDFC (i)As per para-5 Own sources (ii)minus as per para 6 Saving of SHGs/members (iii)Balance required from NMDFC Recovery sources such as grants/donations etc. Financial position of the organization as per balance Sheet (As on....) 1. Fixed Assets..................................................... 2. Current Assets……………………………………………………….. 3. Borrowing (Details of borrowing if any may be given in Performa)…………………………………………………………………………… 4. Other Liabilities…………………………………………………………………………….. Bank Detail 1. IFSC Code……………………………………………………………………………….. 2. Name of Bank………………………………………………………………… 3. Name of Bank Branch……………………………………………………………. 4. Account Number………………………………………………………………………. Declaration: The information provided by me is true to the best of my knowledge Signature of Applicant
Promises, promises… T he British had always publicly stated that they were not ruling India for their own benefit. As you learnt earlier, the British first went to India to trade and only later took control of more and more of the land. As they became more deeply involved in ruling India, they made bold statements to show that they remained there only in order to improve it. In 1858, following the Indian uprising of 1857, control of India was taken out of the hands of the East India Company. Parliament passed the Government of India Act which set up the British Raj (raj is the Indian word for rule), under a viceroy as a sort of deputy-king. Source 1 – The Act stated that the British Parliament and the viceroy would: …rule India for the benefit of all our subjects there. Source 2 – In 1900 the viceroy of India was Lord Curzon. Here is what he said about the reason why Britain still held power over India: If I felt that we were not working here for the good of India… then I would see the link that holds England and India together broken without a sigh. But it is because I believe in the future of this country and in the capacity of our own race to guide it to goals that it has never before attained, that I keep courage and press forward.
advances one key claim: a historically specific account of modern political capitalism may be distilled from Weber’s oeuvre if the somewhat tiresome and yet indispensable textual exegesis of Economy and Society is supplemented by a survey of the ideas and insights scattered throughout his political writings. Insofar as this paper also furnishes “a glance at early postcommunism,” my purpose is to show how the notion of political capitalism, properly Weberianized, may help us depict analytically the overlapping dynamics of economic change and the restructuring of the organizational basis of stateness in the former “second world.” Weber on political capitalism An obvious way to begin the analysis of a Weberian concept is to look at particular passages in his writings where the notion is explicitly introduced and defined. And a careful look at the systematic location of the brief paragraphs on political capitalism in Economy and Society unambiguously suggests that, for Weber, the construction of this concept is part and parcel of his grand effort to delineate analytically the key characteristics of Occidental capitalism. The thrust of his argument is that “rational acquisition of profits” and “political capitalism” should be cast as contrasting analytical categories encompassing profoundly different empirical phenomena. In a section entitled “The Principal Modes of Capitalist Orientation to Profit-Making” Weber asserts that Western capitalism is characterized by “continuous buying and selling on the market” and “speculations of various sorts.” These “orientations to profit-making” did not play a major role on pre-modern times and are associated with the rise of Europe. In the same section, Weber introduces three other types of profit-making, “orientation to opportunities for predatory profit from political organizations or persons connected to politics,” “continuous business activities that arise by virtue of domination by force – colonial profits and fiscal profits realized through farming of taxes and offices,” and “orientation to profit opportunities in unusual transactions with political bodies.” These capitalist orientations, he points out, “have been common all over the world for thousands of years.” He then proceeds to subsume all three under a separate category which he dubs “politically oriented capitalism.” For anyone interested in articulating a Weberian notion of political capitalism, this conceptual exposition must constitute the starting point.
Karanga Members of the New Zealand Defence Force Introduction Chaplain Class One Lance Lukin, RNZChD Principal Defence Chaplain, New Zealand Defence Force Bidding and Sentence: Micah 6.8 Chaplain Class One Lance Lukin, RNZChD Principal Defence Chaplain, New Zealand Defence Force We gather to glorify God who sustains the world, To remember with thanksgiving those who have loved and died in the service of their country; And to ask for God’s help and blessing That we may be worthy of their sacrifice each day of our lives. ‘What does the Lord require of you But to do justice, and to love kindness, And to walk humbly with your God?’ Catafalque Party Mounts Members of the New Zealand Defence Force Welcome His Excellency Jonathan Curr New Zealand Ambassador to Turkey Reading: Ecclesiasticus 44:1-15 Eulogy of the Ancestors Lieutenant Colonel Micheal Duncan, MNZM, RNZAC New Zealand Defence Force Let us now sing the praise of the famous, the heroes and heroines of our nation’s history, through whom the Lord established his renown, and revealed his majesty in each succeeding age. Some held sway over kingdoms and made themselves a name by their exploits. Others were counsellors, who spoke out with prophetic power. Some led the people by their counsels and by their knowledge of the nation’s law; out of their fund of wisdom they gave instruction. Some were composers of music or writers of poetry. Others were endowed with wealth and strength, living peacefully in their homes. All these won fame in their own generation and were the pride of their times.
I confirm that the patient meets the current clinical guideline/policy for referral for the procedure Name of referrer ________________________________ Date ___________________ Part B Reason for referral: Salutations: Preamble/context: Dear colleague, Macro to insert last consultation Thank you, Dr. XXX (insert your name here) Problems - This needs to be auto pulled from the GP system Relevant SH & FH: Date to be included Smoking status Alcohol Occupation Ethnicity Veteran? Freetext: Detail which might assist timely discharge: Single Code Entry: Tobacco consumption Single Code Entry: Alcohol consumption Single Code Entry: Occupations Single Code Entry: Ethnic category - 2001 census Single Code Entry: Military veteran Medication – Date to be included. The GP’s need to have the option to EDIT this once it has been populated. Allergies – Date to be included . The GP’s need to have the option to EDIT this once it has been populated. Useful values: BP Single Code Entry: O/E - blood pressure reading Date Pulse rate Single Code Entry: O/E - pulse rate Height Single Code Entry: O/E - height Weight Single Code Entry: O/E - weight BMI Single Code Entry: Body mass index HbA1C Date Please embed any attached items here.
GANHRI Annual Meeting Side event Means of soft power of Ombudspersons or National human rights institutions in protecting human rights 23 February 2018 14h00 to 15h00 Room XXIII - Palais des Nations Welcome and report: Mr. Juris Jansons, Ombudsman of the Republic of Latvia Participants of panel discussion: Representative of the Seimas Ombudsman’s Office, Republic of Lithuania Objective of the event is to discuss the diversity of the soft power means of Ombudspersons/NHRIs and other human rights institutions and share best practices to achieve the designated goals in human rights protection and prevention. Rationale: Worldwide topicality of means and instruments other than those with administrative and repressive power to human rights protection, prevention of human rights violation and implementation of the principle of good governance at all levels.
increased travel speed used to produce the equivalent levels of penetration when using alternating shielding gases, will also have beneficial effects with regards to weld induced distortion. The model has also shown that the application of alternating shielding gases results in a shorter leg length, Figure 8, thus confirming the experimental results and is a consequence of the concentrated arc column that helium produces [25]. The effective throat thickness is shown to increase with the use of alternating shielding gases, Figure 9, this is primarily linked to the added convexity of the weld metal and increased penetration with the addition of helium. Figure : Effect of Shielding Gas Configuration on Predicted Leg Length Figure : Effect of Shielding Gas Configuration on Predicted Effective Throat The macro images, Figure 10, show that a typical alternating shielding gas weld produces a narrower weld with increased convexity, this along with the results generated by the ANN model show that there is a trend between the shielding gas and the weld geometry. As reported by Kang et al. [3], alternating shielding gases creates complex flow vectors within the molten weld pool whereas constant gas flows produce a steady flow vector. It was reported that helium produces a flow vector which circulates inwards, which will result in a narrower, more convex, weld profile. This is most probably due to the Marangoni effect in that the shielding gas configuration affects the surface tension of the weld, resulting in a thermo-capillary convection phenomenon. As the Marangoni effect is governed by the temperature gradient on the weld pool surface and the temperature coefficient of the surface
As a consequence of computational models becoming ever more advanced, their ability to accurately predict key weld geometries for a given set of parameters will help increase confidence that the resultant weld will be of this desired quality. Acknowledgements The authors would like to acknowledge the funding provided by BAE Systems Marine which made this research possible. Additional thanks are due to Dr. Martyn Lightfoot of the Shipbuilders and Shiprepairers Association and Simon Beckett of BAE Systems for their support. References Campbell. S.W., Galloway. A.M., McPherson. N.A. Techno-Economic Evaluation on the Effects of Alternating Shielding Gases for Advanced Joining Processes. Proceedings of IMechE Part B: Journal of Engineering Manufacture, In Press. Chang, Y. H. 2006. Improve GMAW and GTAW with Alternating Shield Gases. Welding Journal, 85(2): p41-43. Kang, B.Y., Yarlagadda K.D.V. Prasad, Kang, M.J., Kim, H.J., Kim, I.S. 2009. Characteristics of Alternate Supply of Shielding Gas in Aluminium GMA Welding. Journal of Materials Processing Technology, 209: p4716-4121. Kang, B.Y., Yarlagadda K.D.V. Prasad, Kang, M.J., Kim, H.J., Kim, I.S. 2009. The Effect of Alternate Supply of Shielding Gases in Austenite Stainless Steel GTA Welding. Journal of Materials Processing Technology, 209: p4722-4127.
Matters for Since the Congress passed legislation to facilitate land exchanges more than a decade ago, the Bureau and the Service have increasingly relied on exchanges to acquire land. In recent years, many controversies and problems have been reported in both agencies’ land exchange programs. While both agencies have taken steps to improve their programs, we believe that these problems reflect, in part, the difficulties and inefficiencies that are inherent in land exchanges. And we remain concerned that the Bureau wants to continue to sell and buy land under the umbrella of its assembled land exchanges. On the basis of these fundamental issues, the Congress may wish to consider directing both agencies to discontinue their land exchange programs. Recommendations to the Secretaries of Agriculture and the Interior We recommend that the Secretary of the Interior instruct the Director of the Bureau of Land Management and that the Secretary of Agriculture instruct the Chief of the Forest Service to take the following action: Require that all exchanges be reviewed and approved by the agencies’ review teams (or other designated officials) before those exchanges are completed. In this review, the agencies must ensure that the federal and nonfederal lands proposed to be exchanged are appropriately valued, that the officials give full consideration to improving federal land management and/or addressing state or local needs, that the benefits from acquiring the nonfederal land will match or exceed the benefits from retaining the federal land, and that all statutory and regulatory requirements for land exchanges are met. In addition, we recommend that Interior and the Bureau take the following actions: Identify and immediately discontinue assembled exchanges under which the Bureau is—either directly or through third-party facilitators— following the unauthorized practice of selling federal land, retaining the sales proceeds (and interest) in escrow accounts rather than depositing them into the Treasury, and using these proceeds to buy nonfederal land.
7.5.1 Documented Information - General 4.4.4 & 4.4.5, 4.5.4 Minor change. Documented information replaces the idea of documents and records, but no significant change is needed. 7.5.2 Creating and updating 4.4.4 & 4.4.5 7.5.3 Control of documented information 4.5.4 8.0 Operation ISO 45001:2018 Clause 18001:2007 Clause Evidence/Action Required Suggestions & Advice Action Owner Due Date 8.1.1 Operational planning and control - General 4.4.6 Enhanced clause. Have controls for hazards and risk controls been planned and included in operational controls and do these allow for capabilities of the workforce? Are these documented where necessary?
Gap Analysis to Support the Implementation of the South Carolina Data Protection and Privacy Policy The below Gap Analysis is developed based on the feedback provided by the policy implementation team of the (SC State Agency). The table outlines the policy requirements (procedures, standards and policies which may/may not be implemented), relevant questions to address and identify gaps in the Agency’s environment. Policy Requirement Questions asset inventory? YES , NO or N/A Gap Comments InfoSec Policy has been reviewed and approved by the key stakeholders. Has the InfoSec Policy been reviewed and approved by the key stakeholders? InfoSec Policy has been approved and received sign off by the authorized executives. Has the policy been approved and received sign off by the authorized executive? The policy has been socialized across the Agency for personnel awareness. Has the policy been shared with all personnel Information asset data (electronic and hard-copy) is classified into one of the following categories: Public Internal Use Confidential Restricted Does your Agency have a documented Data Protection and Privacy policy? Is the policy aligned with the State of South Carolina Data Protection and Privacy Policy? Does your Agency classify information asset data in accordance with Federal, State, regulatory and statutory guidelines? Does your Agency use a specific tool for data classification (i.e. data inventory)? If you classify data, do you do so by using the State of South Carolina Data Classification Schema? Does your Agency have personnel assigned with responsibility to classify information asset data? Is there a periodic review of asset data classification for accuracy? Develop and maintain Information Labeling and Handling procedures. Has your Agency developed procedures for Information Labeling and Handling based on data classification? Does your Agency have an exception process whereby the information labeling and handling is not required?
For instance, system administrators might require evidence of completion of training in order to enable system access. Appointment of a Training Coordinator Does the Agency appoint a cyber-security awareness training coordinator who is responsible to: Manage training content; Establish training schedules; and Track user training completion status Conduct review of cyber security training content with Agency’s information security leadership? Has the Agency implemented a process to review information security training content on an annual basis?
Additional guidance: traditionally, a detailed report with findings and recommendations has to be generated for each review/audit, in addition to an executive with key findings and recommendations to be shared with executive management. Define an Audit and Accountability Policy and establish associated procedures for the effective implementation of selected security controls and control enhancements. Has your Agency established an audit and accountability policy? Has your Agency established the associated procedures to support this policy? Does your Agency review and update the policy and associated procedures at least annually? Develop Information Systems Audit Controls Has your Agency established audit procedures such that review/audit activities of operational systems are conducted in a manner that minimizes risks of causing disruptions? Additional guidance: for example, if system reports are required these can be obtained during off-hours, or by the use of specialized tools such as in-house developed scripts that minimize time to gather data. Establish procedures for the Protection of Information System Audit Tools Has your Agency implemented security controls to prevent unauthorized access or access abuse of audit related tools? Additional guidance: for example, setting access controls to only authorized individuals that can use the audit related tools to look at compliance, reporting capabilities or modify user actions Establish procedures to handle Audit Events Has the Agency established the types of events that need to be audited within the information systems? Additional guidance: each system should have a list of controls that are required to be operational, including events to be logged and later be audited during a
injuries. (Level of Evidence = Ia) 5.2 Organizational leaders, in collaboration with teams apply implementation science strategies to enable successful implementation and sustainability of falls prevention/injury reduction initiatives. This includes identifying barriers and establishing formalized supports and structures within the organization. (Level of Evidence = Ia) 5.3 Implement rounding as a strategy to proactively meet the person’s needs and prevent falls. (Level of Evidence = Ia) Appendix A Applicable Ministry of Health and Long-Term Care Regulations for a Falls Prevention and Management Program
within the Agency’s systems? Appointment of an Information Security Risk Officer Has the Agency appointed a senior-level executive (e.g., information security risk officer or equivalent) to decide on the assignment of risk remediation measures to designated Agency individuals? (e.g., Assigning risks related to patch management to the network and applications team heads respectively) Establish a process to Monitor Information Systems on an on-going basis Has your Agency established a process to continuously monitor information systems to ensure controls are operating as intended? (e.g., Auto-generating access logs for systems holding critical data and having a designated individual review these logs to check for irregularities, such as, failed login attempts) Establish a Risk Mitigation Process Has the Agency established a process to convert identified risks into acceptable remediation goals? (e.g., If access de-provisioning has been identified as a risk, where access of an individual leaving the Agency is not immediately revoked, the Agency must convert this risk into a remedial procedure wherein the required goal would be achieved) Establish a Risk Acceptance Process Has the Agency identified and documented a risk acceptance level for various identified threats based on business requirements? Has the Agency established a process to identify the impact of a potential risk?
Fully implemented: Partially implemented: Not implemented: Yes Partial No Comments & observations 18. Ensure employees have excellent mental health care benefits. The organization’s EFAP program is in line with best practice treatment guidelines (i.e., the type of therapy provided). The organization ensures employees can access best practice mental health treatment to meet their individual needs (through benefit transfer, sufficient coverage, provided outside of benefits, etc.). The organization has a standing team made up of workers and management (usually human resources staff, not direct line management) that meets if important issues arise in individual cases. The organization’s standing team has authority to approve the use of resources when other avenues have been exhausted. Comments:
Programs Create go-to-market programs aligned with the buying process. Marketing Plan Articulate the strategies and tactics for generating awareness and leads for the upcoming fiscal period, including key programs and events with measurements and goals. Customer Acquisition Define the specific plans and budgets for selling products and services to new customers. Customer Retention Define the specific plans and budgets for ensuring customer loyalty as well as selling products and services to existing customers. Program Effectiveness Measure and tune product marketing programs to ensure alignment with corporate goals. Launch Plan Ensure that all departments are prepared for new product releases and all items are completed to launch the product externally. Thought Leadership Create and deliver thoughtful information (webinars, blogs, ebooks, etc.) to influence customers, buyers, industry specialists, research analysts, key editors in the press and other third parties. Lead Generation Develop a lead generation process that is designed to generate and nurture qualified leads with an objective to turn prospects into satisfied customers. Referrals & References Identify customers who are willing to give testimonials, be featured in case studies, or agree to be a reference account. Readiness Ensure the organization's ability to sell and support your product. Sales Process Align your organization’s selling process to the buying process, describing the key personas’ information needs for each step in the process. Collateral Create collateral for buyer personas focused on a specific step of the buying process. Sales Tools Create tools for salespeople focused on a specific step of the selling process. Channel Training Design and deliver training programs to help the sales channels focus on how to sell the product, not how to use it.
Current State Actions Future State PHAB Areas: Training needs assessments; Resources for training; Tracking training Conducted training needs assessment in 2014 and developing a training plan. Currently track training on TRAIN but other trainings are not consistently tracked Consolidated database of training by staff – staff responsible Staff includes completed trainings or requests for training in monthly reports. Documentation of training of staff, regular evaluation of impact of training Annual review and update of training plan Training plan is integrated into agency Performance Management System and strategic plan Hold agency memberships in state and national public health professional organizations: APHA, CPHA, NACCHO, etc. Continue to invest in memberships in professional organizations CCHD staff and board are active members of professional associations to promote advocacy skills and professional growth No formal training for new hires or staff being promoted. Formal mentoring of new staff Develop an on-boarding program All new staff are oriented to public health, CCHD as an agency and their roles. Some of these materials are used for orientation of new board members and volunteers Monthly staff meetings may include training or education updates A schedule of trainings to be offered at staff meetings is developed on annual basis; trainings tracked Full use of low cost training resources is planned and tracked annually through the agency workforce development plan Supportive of cross training Analyze agency cross training needs by roles and costs of implementation Develop agency policy and training plan Staff are cross trained to maximize efficient delivery of services Board of Health members are provided a Board manual No formal orientation program for Board members Update Board manual Develop orientation program All Board members are provided manual and appropriate training No formal leadership training, but there is money in the budget allocated specifically for it. Leadership training for Board and staff provided All Board members and staff have access to leadership training appropriate to their roles at CCHD Current State Actions Future State PHAB Areas: Mandatory Training