zilongwang/ReadingBank huggingface dataset:
The Commonwealth of Australia has made all reasonable efforts to identify content supplied by third parties using the following format ‘© Copyright [name of third party] ’. Disclaimer The views and opinions expressed in this publication are those of the authors and do not necessarily reflect those of the Australian Government or the Minister for the Environment and Energy. While reasonable efforts have been made to ensure that the contents of this publication are factually correct, the Commonwealth does not accept responsibility for the accuracy or completeness of the contents, and shall not be liable for any loss or damage that may be occasioned directly or indirectly through the use of, or reliance on, the contents of this publication. Images All images are © Copyright Matt White or John Vranjic, Department of the Environment and Energy, unless otherwise credited. Maps were prepared by ERIN (Environmental Resources Information Network) of the Department of the Environment and Energy. The Eucalypt Woodlands of the WA Wheatbelt were protected on December 2015 as a nationally threatened ecological community under Australia’s national environment law. A scientific assessment concluded that it should be on the list of critically endangered ecological communities. The listing protects patches that are larger and remain in reasonably intact condition. Southwestern WA is an internationally recognised biodiversity hotspot, known for its diverse and unique wildflowers and animals. Many are found nowhere else in the world. Eucalypt woodlands are a signature natural asset that characterises the broad wheatbelt landscape in the southwest. They are important to local communities, farmers and to Indigenous cultures (e.g. Nyungar/Noongar and Yamaji/Yamatji).
It is important to note that a member who is entitled to attend and vote is also entitled to appoint a proxy to attend and vote in his place. Arrangements in respect of postal ballots, polls and proxies are set out in the Articles. A precedent Form of Proxy is provided at Appendix 7. Requirements in respect of written resolutions are set out in the Companies Act. Indemnity The Companies Act permits a company to offer a wide indemnity to its directors and for them to purchase insurance and this is carried into the Articles in Articles 47 and 48. Dissolution It is important that the Articles set out what happens to any surplus monies on a winding up or dissolution of the Company. This is dealt with in Article 49 which provides that any surplus shall go back to the Voting Members. This is a requirement to enable the Company to claim the benefit of mutual trading but can be an issue if the Company wishes to apply for rating relief and some types of grant. An alternative would be to provide that the surplus should be gifted to another golf club; doing so would deprive the Voting Members of a potential windfall but the counter argument is that any decision to dissolve would not be influenced by that potential windfall. Professional Advice Please see the disclaimer on the front cover of this guide. Golf Clubs are strongly advised to seek legal, accounting and other professional advice in respect of the matters mentioned in this guide.
Director’s Liability Insurance Whilst this can and does provide protection for claims against directors, it does not and cannot cover the payment of e.g. regulatory fines levied on a director – he must pay them himself. Summary Directors are not intended to be guarantors of a company’s success. The statutory obligation is that directors act in the way they consider would be most likely to promote the success of the company for the benefit of its members as a whole. Courts and policy makers alike have acknowledged that directors are in control of an entrepreneurial venture and that a degree of commercial risk-taking is a necessary part of earning a sufficient return on the capital invested. Further, it has long been accepted that directors are not liable for mere errors of judgement nor will a director be disqualified from holding office on the grounds of “ordinary commercial misjudgement”. The holding of regular board and other management meetings and reviews, accompanied by clear minutes, have proved in practice to be the best evidence of the steps the directors took, and why.
1. Meeting Process and Output Overview During the Statewide Launch meeting, regional teams will engage in facilitated discussions in various sessions around the following objectives and outputs: Day and Time Activity Output Day 1 – October 28 2:45-4:00 PM Review and discuss data; select/validate 3-5 regional target industry clusters Summary of key data discussion points and cluster targeting progress/decisions 4:00-4:30 PM Regional team report-outs Team report-outs on highlights of data discussions and progress on potential target industry cluster selection Day 2 – October 29 8:45-10:15 AM Debrief self-assessment results and conduct SWOT analysis Summary of self-assessment results and SWOT highlights 10:30-11:30 AM Determine priorities for action: Industry cluster focus Key strategic priorities based on and SWOT analysis Industry cluster focus and major strategic priorities 11:30 AM-12:00 PM Regional team report-outs Target cluster and major strategic priorities 1:00-2:15 PM Develop initial plan framework for target cluster strategies Priority goals, strategies, and potential action steps to support targeted regional industry cluster 2:15-2:45 PM Regional team report-outs Summary of priority goals, strategies, and potential action steps
Stage 3 – Final preparations Done To do By when By whom Routes Inspections Siting Signage Vehicles Structures Barriers Stewards Lighting Public information Briefing Notes: ……………………………………………………………………………………………… ………………………………………………………………………………………………………… ………………………………………………………………………………………………………… ………………………………………………………………………………………………………… ………………………………………………………………………………………………………… ………………………………………………………………………………………………………… ………………………………………………………………………………………………………… ………………………………………………………………………………………………………… ………………………………………………………………………………………………………… ………………………………………………………………………………………………………… Appendix 4: Event Participation List Name of Event: ………………………………… Event Date: …………………………………
Exhibit leadership that results in the effective day to-day operation of the school. Operate effective systems within board policy and in accordance with legislative requirements. Provide the board with timely and accurate information and advice on student learning and school operation. Effectively manage finance, property, health and safety systems. Effectively manage personnel with a focus on maximising the effectiveness of all staff members. Use school / external evidence to inform planning for future action, monitor progress and manage change. Align resource allocation with the school’s annual and strategic objectives. Professional learning Use inquiry, collaborative problem-solving and professional learning to improve professional capability to impact on the learning and achievement of all learners. Professional relationships Establish and maintain professional relationships and behaviours focused on the learning and wellbeing of each learner. Learning-focused culture Develop a culture that is focused on learning, and is characterised by respect, inclusion, empathy, collaboration and safety. Design for learning Design learning based on curriculum and pedagogical knowledge, assessment information and an understanding of each learner’s strengths, interests, needs, identities, languages and cultures. Wānanga: participating with learners and communities in robust dialogue for the benefit of Māori learners’ achievement. Whanaungatanga: actively engaging in respectful working relationships with Māori learners, parents and whānau, hapū, iwi and the Māori community. Manaakitanga: showing integrity, sincerity and respect towards Māori beliefs, language and culture. Tangata Whenuatanga: affirming Māori learners as Māori. Providing contexts for learning where the language, identity and culture of Māori learners and their whānau is affirmed. Ako: taking responsibility for their own learning and that of Māori learners.
Table 1: Definition of pattern of use and action required Definition of pattern of use Action required Baseline Baseline measurement should be carried out – two measurements are desirable, at a time when there has been at least four weeks without exposure. Very occasional use If use of organophosphate pesticides is only half a day every month or less, then this is very occasional use. Use should be recorded. No test is needed unless the worker has symptoms which could be related to organophosphate pesticides during or after use, or there has been an ‘exposure incident’ leading to symptoms. Intermittent use If use of organophosphate pesticides is for two to three days at a time, all day with gaps of time of a month or more between use, then this is intermittent use. Use should be recorded. Test during the period of peak exposure/use. Testing provides valuable information on the effectiveness of controls. Controls must be updated if levels of exposure indicate high work-related exposure. No further testing is needed unless the worker has symptoms which could be related to organophosphate pesticides during or after use, there has been an ‘exposure incident’ leading to symptoms, or there is concern ‘overexposure’ may have occurred. Seasonal use If use of organophosphate pesticides is say four days a week, and extends over a long season then, this is seasonal use. Use should be recorded. For heavy or seasonal use, testing should occur during the period of peak exposure/use. Workers exposed should be tested at the end of the work shift on the last day of a work week, early in the season, once work practices have settled, in order to check the effectiveness of work practices and controls. Adjustments to controls can be made if necessary. Workers must be advised of their results, that is percentage depression of cholinesterase from their baseline values. The timing of further tests should be based on the nature of the work and the previous test results. A worker having greater than 20% depression from baseline values should be retested at an early stage. No further test is needed unless the person has symptoms which could be related to organophosphate pesticides during or after use, there has been an ‘exposure incident’ leading
International SOS sometimes charges administration fees for some services, such as advancing money for medical expenses. These expenses can run in the hundreds or even thousands of dollars, depending on the service provided. Students must reimburse the University for the full amount of any incurred administration fees, and the charges will appear on the student’s University account. For University employees, the employee’s unit is responsible for payment of the administration fees. Refer to DU Passport or the Office of Internationalization website for detailed information about International SOS administration fees. The following exclusions apply to both the International SOS Plan and the Nationwide Evacuation and Repatriation Expense Policy. This is only a general overview. The specific policy terms and applicable law – not this overview – apply to any particular incident. Refer to DU Passport or the Office of Internationalization website for additional information. If you are injured or need assistance while engaging in any of the following activities while traveling abroad, you will not be entitled to benefits under the International SOS membership: Skydiving, hang gliding, parachuting, mountaineering (does not apply to school sponsored trips), any motorized speed race, bungee jumping, speed contests, spelunking or caving, or extreme skiing Participation in any war, invasion, revolution, or insurrection Piloting or learning to pilot or acting as a member of the crew of any aircraft Commission or the attempt to commit a criminal act Any non-emergency treatment or surgery, routine physical examinations, hearing aids, eyeglasses, or contact lenses 8. Does the University provide any insurance that covers me when I travel? The following is a discussion concerning required and available insurance coverages while traveling internationally. The following types of insurance will be discussed in this section: a. Health Insurance – Personal Insurance Required. All travelers must maintain personal health insurance that provides coverage while traveling internationally. Part of the travel registration process includes a certification by each traveler that health insurance will be in effect. In some countries, proof of medical coverage is required to obtain a student visa. Travelers should research the type of coverage most appropriate to their destination. Program directors, faculty, and staff should not evaluate the coverage travelers have in effect, but leave this to the traveler’s insurance carrier. The University’s
Homelessness in Small and Rural Communities: Libraries Can Help! Learner Guide See also collection on WebJunction, Event Description: Homelessness means having no predictable and safe place to sleep. Libraries in rural and small communities are often a source of information and daytime shelter for individuals facing homelessness or housing insecurity. In an already busy library with limited resources, staff may be challenged to respond to the needs of these patrons and to cope with compassion fatigue. This webinar will provide practical insights on providing services to people who don't have stable housing. Learn how to create an environment that feels welcoming, informative and supportive, including ideas for reducing policy barriers. Learn how to host conversations that explore public perceptions, help to debunk myths around homelessness, and strengthen community ties. Presented by: Mallory Pillard and Sara Zettervall What are your goals for viewing this webinar? Personal Goals Team Goals Understanding Homelessness (page 26-29) provides insight into the complex issues of homelessness that can help to overcome stereotypes, prejudice and barriers faced by people experiencing homelessness. In reviewing the causes, consequences, and social groups at risk, list and discuss factors that align with homelessness in your community that you may or may not have recognized before:
INSPIRE Data Themes ANNEX I Coordinate reference systems Geographical grid systems Geographical names Administrative units Addresses Cadastral parcels Transport networks Hydrography Protected sites ANNEX II Elevation Land cover Orthoimagery Geology ANNEX III Statistical units Buildings Soil Land use Human health and safety Utility and governmental services Environmental monitoring Facilities Production and industrial facilities Agricultural and aquaculture facilities Population distribution and demography Area management / restriction / regulation zones & reporting units Natural risk zones Atmospheric conditions Meteorological geographical features Oceanographic geographical features Sea regions Bio-geographical regions Habitats and biotopes Species distribution Energy Resources Mineral Resources
Cadmium Casting of cadmium alloy products. Presumed human carcinogen (Carc 1B), may cause kidney damage, suspected mutagen and human reproductive toxin. Acute exposures may cause nose and throat irritation. At high levels of exposure, after a delay of several hours a person may experience symptoms including a cough and chest pains, and death may result. Carbon Graphite. Respiratory and eye sensitisation. Carbon dioxide Emitted from core ovens, during melting and pouring processes and welding. Asphyxiant, may contribute to oxygen deficiency if in excessive concentrations. Carbon monoxide Emitted during melting and pouring processes, or processes involving pyrolysing carboniferous compounds. Decomposition product of core-making. Chemical asphyxiant interferes with oxygen carrying capacity of blood which may lead to anoxia. This can give rise to headaches, irregular heartbeat, dizziness, drowsiness, nausea, vomiting, loss of co-ordination, loss of consciousness or death. Chlorine Degassing agent used with non-ferrous alloys. Severe eye, nose and throat irritation, pulmonary oedema and congestion. It can aggravate bronchitis or asthma. Acute exposures may cause asphyxia. Chromium III Welding, thermal cutting, grinding of castings. Skin and eye sensitisation. Presumed human carcinogen (Carc 1B). Chromium VI Melting, pouring and grinding of low alloy and stainless steel and chrome alloys. Welding. Chromate sand constituent. Presumed human lung carcinogen (Carc 1B). Chromium (VI) trioxide is a known human carcinogen (Carc 1A). SUBSTANCE PROCESS/USE HEALTH HAZARDS Cobalt Melting, pouring, grinding. Skin, eye, respiratory sensitisation, asthma, bronchitis, allergic dermatitis. Presumed human carcinogen (Carc 1B) lung. Copper (fume) Melting, pouring and grinding copper alloys. Acute respiratory irritation, metal fume fever. Cyclohexane Used in the production of mould cores. Acute inhalation can cause headache, nausea, dizziness, drowsiness and confusion. In very high concentrations, unconsciousness and death can result.
AS 3920: Assurance of product quality AS 3920.1: Pressure equipment manufacture AS/NZS 3992: Pressure equipment – Welding and brazing qualification AS 4037: Pressure equipment – Examination and testing AS 4041: Pressure piping AS 4343: Pressure equipment – Hazard levels AS 4458: Pressure equipment – Manufacture AS 4481: Pressure equipment – Competencies of inspectors AS 4942: Pressure equipment – Glossary of terms SAE J167: Overhead protection for agricultural tractors – Test procedures and performance requirements
Establish and maintain participative arrangements for the development of a health monitoring program. Consultation is carried out with the person conducting a business or undertaking and workers which establishes the relationship of the health monitoring program to the risk assessment process. A mechanism is established to consider worker concerns. Establish an information base for the performance of the health monitoring program. Guidelines for health monitoring for the hazardous chemical of concern are obtained from the Safe Work Australia website. Other sources of relevant information are identified and are readily available including but not limited to safety data sheets (SDS). Establish the chemical(s) to which the workplace population is exposed and the appropriate type of health monitoring. Information from the risk assessment process which identified the hazardous chemical is reviewed, and advice obtained if necessary, to estimate the degree of likely worker exposure. The appropriate type of health monitoring is established. Specialist advice is obtained concerning the necessity for health monitoring for any other hazardous chemical. Identify the target workplace population. 1.4.1 Information from the risk assessment process which identified the hazardous chemical is reviewed, and advice obtained if necessary, to identify the target population. Identify a protocol for the timing and frequency of routine health monitoring. Protocol for the timing and frequency of health monitoring is identified in the Guidelines. Establish a protocol for additional health monitoring required in the case of possible higher exposure to the hazardous chemicals. Protocol for any additional health monitoring is identified in the Guidelines. Specialist advice is sought to establish a protocol for health monitoring for exposure to hazardous chemicals, which have no Guidelines.
since you last gave up smoking? Less than a month ago More than a month ago tick one box only 31 More about yourself 18. When were you born? day month year 32-37 19. Are you a male or female? MALE FEMALE 38 20. What is today’s date? day month year 39-44 21. How old are you? YEARS 45-46
The Register will continue to contain the following information: the business registration details and trading names of the registrants, including Australian Business Number (ABN), names of owners, partners or major shareholders as applicable. the names and positions of persons employed, contracted or otherwise engaged by the lobbyist to carry out lobbying activities. names of clients from whom the lobbyist is currently providing paid or unpaid services as a lobbyist. Names of clients whom the lobbyist has provided paid or unpaid services as a lobbyist during the previous three months (minimum). Who should a lobbyist nominate as the responsible officer in their application for registration? The responsible officer is a key position for email communications between the Commission and the lobbyist. These communications will include advice that an application for registration has been received, advice that registration has been approved or not approved, periodic reminders that lobbyists’ details must be confirmed as being up to date and other matters that might arise in connection with continuing registration. In nominating a person as the responsible officer, it is in your interest to ensure that the person is at a level that he or she can deal with any communications from the Commission as appropriate. In the event of a change to the responsible officer, you will need to update their details, including their email address, to ensure that you continue to receive relevant communications. Further information If you require further information, wish to make a comment or ask a question about the Register or the Code, please contact the Commission using the following options: Register of Lobbyists Public Sector Commission 2 Havelock Street WEST PERTH WA 6005 Tel: (08) 6552 8500 Fax: (08) 6552 8501 Email: Website:
Appendix A Prefix and template name Location of reference in guide S1: Communication plan 5.3 – Establish communication principles S2: Assessment panel briefing agenda 6.1 – Assessment panel briefing S3: Admissibility of offers 6.3.1 – Admissibility S4: Addenda clarification email template 6.3.3 – Acknowledgement of addenda S5: Procurement assessment checklist 6.4 – Assessment of offers S6: Procurement assessment scoring scale 6.4.1 – Scoring S7: Value for Territory scoring spreadsheet 6.4.4 – Calculating value for Territory S8: Procurement assessment recommendation 6.5 – Negotiations and 7.2 – Prepare assessment recommendation S9: Negotiation plan 6.5.1 – Negotiation plan S10: Debrief meeting preparation form 7.6.2 – Preparing for the debrief S11: Debrief meeting agenda 7.6.3 – Conducting the debrief S12: Debrief minutes template 7.6.4 – After the debrief
For larger enclosures it is advisable to use a higher capacity fan and, for large stacks over 100 m³, multiple fans would further assist in achieving equilibrium. Turn the fan/s on 5 minutes to 10 minutes prior to injecting the gas to get the air moving. As the methyl bromide is injected this will encourage the methyl bromide to mix with the air and be distributed throughout the enclosure. Even though methyl bromide is heavier than air the tendency for it to accumulate in higher concentrations lower down in the enclosure is minimal during normal fumigation exposure periods if it has been thoroughly mixed with the air from the beginning. The fans must be running during the injection phase and for as long as necessary to achieve equilibrium. The fans should be turned off prior to taking the concentration readings to allow the air in the enclosure to settle. This helps to get more accurate and stable readings. It is not necessary to run the fans again once equilibrium is achieved unless additional methyl bromide is added to the enclosure. Monitoring fumigant concentration levels The principal objective of fumigation is to maintain an adequate concentration of fumigant within the enclosure for a sufficient length of time for all pests, including different stages of their life cycle, to receive a lethal dose. The only way to determine if the minimum concentration levels have been met is to take concentration readings at the start of the fumigation and again at the end. If both these readings are at or above the minimum level specified for the time they were taken, then the concentrations have met the minimum requirements throughout the entire exposure period. Every concentration reading must also show the time at which it was taken. When taking readings from more than one sampling tube, the time should be recorded after the final concentration reading was taken, and used as the time for all the readings in that set. Concentration measuring instruments There are a number of suitable monitoring instruments that can be used. While price is always a significant factor in choosing equipment, careful consideration should be given to the reliability and ease of use. Some of the brands on offer can be more difficult to use in the field then it would first appear. It would be prudent to carefully research what brand and model would represent the best choice to suit each fumigator’s individual circumstances. When deciding on a fumigation monitoring instrument you should consider the following: accuracy detection range durability reliability
Table 2: Examples of ratings Rating Description and example Met Your organisation effectively meets the requirements of the indicator and evidence is available to support the assessment – this is evidenced through: People – people using services (as well as other stakeholders such as families, internal clients and staff) confirm that they are receiving the services that are specified to be delivered. Process – your organisation is able to demonstrate that what you do matches what you say you do and that the process is consistently performed or applied. Paper – your organisation has a documented approach to meeting the standard via a policy, procedure or other appropriate document such as a register or form. Partially met Your organisation does not fully meet the requirements of the indicator or the outcome is only partially effective Not met Your organisation has no documentation or processes in place to meet a major component of an indicator, or the outcome is ineffective or does not meet legislative requirements.
system based on verbal instruction). Need to retrain relevant staff in new staff member registration (schedule for two weeks’ time). Review in 6 months’ time. 4.5 Not met 21 July 2015 Client Plan to be revised within the next three months. At present there is no evidence that the client has received the rights and responsibilities document, so we will include a check box for the client to tick and sign that they have received the document. Also add a client goals’ section so that the client can outline their goals and aspirations. Jane S 20 October 2015 Revision of client plan completed, document updated to include tick box and ‘client goals’ section 15 October 2015. 1 February 2016, review sample of all plans to make sure client goals and aspirations are being recorded. 4.5 Not met 21 July 2015 The organisation needs to provide information in appropriate formats to enable service users to participate and make choices about the services they receive. Fred P 1 September 2015 Re-printing of required information in appropriate format. 1 September 2015. 1 March 2016
GUIDE SHEET: BOOK ARE YOU MY MOTHER? BY: P.D. Eastman Program Cycle: 1 Supporting Your Child’s Development: “Are You My Mother?” uses repetition to build vocabulary and enhance your child’s ability to sequence events through a classic story about a baby bird in search of his mother. This supports your child’s cognitive development, as well as building early literacy skills. In addition, the story supports the parent-child bond, and allows your child to explore emotions connected to attachment and separation, an important part of social-emotional development. The surprises in the story will help your child with his/her predictive skills and eventually allow your child to tell the story and “read” it to you, by using the illustrations. TO DEMONSTRATE Are You My Mother? TO THE PARENT: Invite the child to look and listen. Try to sit with the child between you and the parent. Show and read the title page. Show and describe how to turn the pages and treat the book. Read to the child in a clear, easy voice. Don't go too fast. Stop at most illustrations. Encourage Follow the Child’s Lead and imagination Stop at most pictures and help your child name some of these: The names of objects: Hatchling, baby bird, nest, feathers, kitten, hen, dog, cow, udder, car, boat, plane, crane, worm Colors: Yellow: shell, beak, eyes, dog tag and car; brown: nest, cat, bird, and smoke rings; red: kerchief, worm, waddle and comb, collar, and crane Action Words: Smiling, sitting, flying, hatching, falling, walking, talking, running, cuddling
Fitting: Carefully fit the piece into the board. Remind the child to think about what s/he is doing: To Get Child's Attention: Let’s put all the boards on one side and all the puzzle pieces on another side of the table. To Make a Choice: Do you want to fit the dog piece in first? To Encourage Self-control: I know you can fit that piece in if you keep trying. To Remember Other Experiences: Do you know anyone who has a dog as a pet? To Do Things in the Right Order: If you look at all the boards, you will find the one that matches the airplane piece. Fun activities: Sort the pieces by categories, such as things that fly, or things that grow. Trace the pieces with a pencil and make a book of “familiar things.”
Relationships: The family walked through the river. The children walked next to each other. The father carried the baby on his shoulders. Textures: Squishy mud, Soft blanket Invite the child to tell about experiences related to the story and pictures: Have you ever gotten wet? Where? The bear was scary. What else is scary? How many people are in your family? Have you ever walked in the snow? What did it feel like? Have you ever seen a lot of trees? Where? Have the child reason things out and make choices: What would you do if you saw a bear? How would you get across the river? Why is it a good idea to wear boots when walking through the mud? Why did the family never want to go on a bear hunt again? Why is the family hiding under the blanket? Remember throughout the home visit to: ENCOURAGE the child to talk. PRAISEthe child for doing well. ASKthe child questions. HELPthe child when needed. LISTENto the child’s answers. RESPOND to the child’s answers. Fun activities:
Key Tips for Preparing a Submission Do’s Don’ts Complete all the response schedules Make sure you comprehensively complete the questions and provide the information sought in the response schedules. Tailor your response towards the evaluation criteria and call out any pertinent pieces of information that ‘sets you apart from the rest’. Provide incomplete response schedules Missing information in your response schedules could result in your submission being deemed and not being considered. The City of Adelaide may be unable to accept further information from you after the closing date. Seek clarification If you find a discrepancy, don’t understand a particular requirement or need further information on a matter, raise a request for information as soon as possible. Be ambiguous or omit requirements Failure to address particular requirements or detracting from the subject matter may result in your submission appearing less competent. Put in your best offer Try to develop your submission as close as possible to the quality and time requirements, at your price. Provide your calculations to justify your prices. This provides the City of Adelaide with confidence that necessary considerations have been made. Underestimate or over-commit Low-balling will usually end up with the City of Adelaide requiring clarifications from you and may reflect negatively upon your business for future bidding opportunities. Over-committing time and resources may end up making your offer less competitive. Remember: Lowest price does not always win! The City of Adelaide looks for Value for Money. A comprehensive submission demonstrating appropriate capability, capacity, quality, time and methodology at a competitive price is most likely to win! Lodging a Submission The City of Adelaide typically requires lodgement of submissions electronically via the SA Tenders & Contracts website. However, please ensure you read and comply with the bid rules and any instructions provided within the RFx Document. Please take note of the closing time and date. The City of Adelaide typically allows a minimum of 2 weeks to prepare and lodge a submission in response to a bidding opportunity. Upon successful lodgement, the SA Tenders & Contracts website will provide you with a receipt. For more information and assistance on the SA Tenders & Contracts website, please refer to the or the .
Paper One Language Reading Section A Writing Section B 1 hour 45 minutes in total 40% of the language GCSE 20% One fiction text to read (extract from a piece of 20th Century Literature) 5 questions to answer Time recommended: 10 minutes reading 50 minutes answering questions 40 marks 20% One fiction writing task -Creative writing Time recommended: 10 minutes planning 35 minutes writing 40 marks Paper Two Language Reading Section A Writing Section B 2 hours in total 60% of the Language GCSE 30% Two non-fiction texts to read (approx. one A4 size) 6 questions to answer 2 questions linking to each article 2 comparative questions Time recommended: 10 minutes reading 50 minutes answering questions 40 marks 30% Two non-fiction writing tasks (e.g, write a letter, report, interview etc for a specific purpose, audience and format) Time recommended: 30 minutes per writing task 5 minutes planning 25 minutes writing You must answer both questions 40 marks Paper One Literature Section A Shakespeare Section B Poetry from 1789 to present day 2 hours 40% of overall Literature GCSE Romeo and Juliet Two Questions Closed book exam (no copies allowed in the exam) One extract question One essay question 40 marks Poetry Anthology Two Questions One question on a specific poem One question to compare the specified poem with a poem of your choice from the anthology 40 marks Paper Two Literature Section A: 1914 onwards prose (fiction) or drama 20% Section B: 19th Century Prose 20% Section C: Unseen Poetry 20% 2 hours 30 minutes 60% of overall Literature GCSE Lord of the Flies or An Inspector Calls Closed book exam (no copies allowed in the exam) One question Extract question and knowledge of the text 40 marks A Christmas Carol Closed book exam (no copies allowed in the exam) One question Extract question and knowledge of the text 40 marks Two previously unseen poems Two questions Question one: Essay on poem one Question two: Comparative essay on poem one and the second unseen poem 40 marks 3 Subject Terminology for English Lang and Lit – Standard List Commonly used Acronyms and terms in English criteria AGONY AUNT: A – Audience –choose formal or informal language, G – Give Good reasons for following your advice, O – Objective viewpoint – Don’t take sides, N - New paragraphs for new ideas, Y – You – using personal pronouns makes the reader feel you are interested in him, A – Authority – pretend to be an expert on problems, U – Understanding – Show you understand
Public bodies not mandated by VGPB policy cannot use the VGPB as part of their complaints management process unless agreed by the VGPB. Public bodies should identify, through mutual agreement, an independent third party. This third party may be identified through an organisation’s constituting legislation or the public sector framework within which it operates. Public bodies are linked to their portfolio department through , FMA and Standing Directions (e.g. reporting on compliance) and have obligations to attest annually to meeting the requirements of Standing Direction 4.2.1 in the acquisition of assets, good and services. Based on this, consideration should be given to using the portfolio department CPO or IPU as an escalation point in their complaints management process. Ongoing review Alignment with the procurement framework will mean that your organisation will be continually monitoring the progress and performance of your organisation’s procurement function. This will include monitoring performance and compliance against the organisation’s governance framework. It may include internal audit, implementing a quality assurance program, supplier engagement initiatives, monitoring of complaints. The review framework will be dependent on the organisation’s structure, the procurement activity undertaken by the organisation and the risks the procurement function poses to the organisation meeting its core business objectives. The VGPB Governance policy stipulates the following review periods. Additional reviews should be undertaken when the governance arrangements or organisations procurement profile has changed. Refer to the Procurement performance management tool. Review Review period Responsibility Procurement strategy Annually but the VGPB can request a review of the procurement strategy and component parts at any time. AO Procurement activity plan Annually AO Organisation’s procurement capability Annually IPU Report to the AO on the organisations procurement activity Annually IPU Adding more to your procurement framework Establishing one governance framework for all procurement Who is the VGPB? The VGPB is an independent body established under the Financial Management Act 1994 (Vic) to develop and implement a policy framework, monitor compliance and build capability in goods and services procurement. The VGPB is supported by the VGPB Secretariat located within Department of Treasury and Finance. Procurement by the Victorian Government is regulated by separate legislative frameworks for goods and services versus public construction. Effective business planning would be improved by establishing a single business planning process and a single governance framework for all procurement within an organisation. This will streamline processes, ensure effective use of resources, reduce administrative burden and help to deliver quality services to the community whilst making effective use of public funds.
lot 1 from multi parcel title Nominated by lawyer for owner Both CTs issue to the lodging party Scenario 2 Transfer of lot 1 from multi parcel title, discharge and transfer for lot 1 Nominated by mortgagee stay Lot 2 remains mortgaged. Mortgage discharged for lot 1. Lot 1 Lot 2 Scenario 3 Plan of subdivision Nominated by mortgagee stay Scenario 4 Plan of subdivision followed by discharge, transfer, mortgage for lot 1 Nominated by mortgagee stay Existing mortgage for all lots except 1, which has new mortgage Lot 1 All but lot 1 Scenario 5 Sec 35 plan and transfer Nominated by lawyer for owner stay Both CTs issue to the lodging party Scenario 6 Sec 35 plan and transfer for res1 Nominated by mortgagee stay CT for res 1 CT for lot 1 Scenario 7 Sec 32A plan CTs nominated by different mortgagees stay All CTs issue to lodging party Scenario 8 NICO One CT One CT nominated by mortgagee stay Both CTs issue to mortgagee Scenario 9 NICO Both CTs nominated by different mortgagees stay Both CTs issue to mortgagee that has mortgage with first priority Contact us For location and contact details, refer to www.dtpli.vic.gov.au/property>Contact us.
HEDCOM - Communications Intercom - Multilingual, Multicultural and Multidisciplinary Business Competences HEDLAW - Business Law Health - Business Health Additionally, there are four special interest groups: IRM - International Relations Managers The International Relations Managers working group brings together people responsible for managing international activities of their institutions. It allows for the sharing of good practice and networking. It examines new developments in EU and the funding mechanisms associated with education. Discussions are broad based, and examine common issues, with the aim of sharing good practice and mutually benefiting. Interdisciplinary Group Entrepreneurship Research Conferences Businet organises two conferences and a workshop each year. Annual Conference The Annual Conference is an essential networking opportunity for members. It is where many of the network activities take place and projects are conceived. Each Conference selects a theme to be explored through presentations by keynote speakers. This is complemented by the sharing of good practice in workshop sessions. The working groups meet to examine specific curriculum issues. The conference is held at the beginning of the academic year and is central to the planning processes of many of the member institutions. The Businet conference is held in different countries each year. The conferences are held in hotels which offer an accommodation package, to enable the delegates to meet and to maximise the networking time available.
Table : Accountability, responsibility, inputs, timing and process for key steps in capability assessment process Steps in the capability assessment process (1) Is a capability assessment required? (2) Determine appropriate level of capability assessment (3) Manage the preparation of a capability assessment (4) Does organisation have required capability? (5) Capability build actions Who is accountable? Accountable officer Accountable officer Accountable officer Accountable officer Accountable officer Who is responsible? CPO or delegate CPO or delegate IPU or nominated assessor where organisation does not have IPU IPU or nominated assessor where organisation does not have IPU IPU and/or personnel with sufficient procurement knowledge and experience What input is required? Highlevel oversight and knowledge of organisation Highlevel oversight and knowledge of organisation Procurement activity plan and knowledge of organisation /business unit processes and related documentation Complexity assessment outcomes Procurement strategy and procurement activity plan What timing is involved? Annual Annual Annual and as required to demonstrate valid capability build actions throughout the year Within one year of assessment occurring but prior to undertaking the relevant procurement activity On a procurement activity basis as required to increase capability to level sufficient to undertake procurement activity Process/tools available n/a Refer to capability assessment tool and template Using guides, tools and templates or compatible, alternate guidance material Compare capability assessment results to minimum requirements for complex procurements Category knowledge assessment; learning and development; systems development or external assistance © State of Victoria 2014 This work is licensed under a . You are free to re-use the work under that licence, on the condition that you credit the State of Victoria as author. The licence does not apply to any images, photographs or branding, including the Victorian Coat of Arms, the Victorian Government logo and the Department of Treasury and Finance logo. Copyright queries may be directed to
List of tables Table 1: Impacts of the Commissioning Framework and how they will be demonstrated 13 Table 2: Some possible approaches to procurement 42 Table 3: Funding model options 50 Table A.1: Members of the Steering Group 63 Table A.2: Members of the Advisory Group 64 Table A.3: Blueprint II priorities 66 Table A.4: The ABCD overarching goals and desired results of Rising to the Challenge 67 Table A.5: Legislative requirements that apply to the mental health and addiction sector 71 Table A.6: A comparison of the United Kingdom’s World Class Commissioning and the Ministry of Health’s outcome framework 75 Table A.7: A comparison of the objectives of the English mental health strategy and Rising to the Challenge 77 List of figures The Commissioning Framework for mental health and addiction vii Figure 1: The New Zealand Triple Aim for quality improvement 11 Figure 2: Intervention logic diagram 13 Figure 3: The Commissioning Framework for Mental Health and Addiction 15 Figure A.1: Project structure 63 Figure A.2: The Ministry of Health’s outcomes framework 68 Figure A.3: Whānau Ora commissioning cycle 80 Executive summary The Commissioning Framework for Mental Health and Addiction aims to place people at the centre of commissioning to achieve equitable outcomes, wherever people live and whatever their circumstances. It is part of an outcomes-focused approach intended to shift the focus from ‘how’ things are done to outcomes that will make a real difference for people experiencing mental health and/or addiction. The Commissioning Framework provides a nationally consistent approach to commissioning that supports the direction set for delivering mental health and addiction services in Rising to the Challenge (Ministry of Health 2012) both now and in the future. It takes into account the social determinants of health by taking a much broader approach to health and wellbeing. Commissioning is defined as:
3. When the table does not contain a suitable designator for the geographical area, an alphabetic designator which is not assigned in the table should be introduced and the WMO Secretariat notified. Designator Geographical Area _______________________________________________________________ A 0o - 90oW northern hemisphere B 90oW - 180o northern hemisphere C 180o - 90oE northern hemisphere D 90oE - 0o northern hemisphere E 0o - 90oW tropical belt F 90oW - 180o tropical belt G 180o - 90oE tropical belt H 90oE - 0o tropical belt I 0o - 90oW southern hemisphere J 90oW - 180o southern hemisphere K 180o - 90oE southern hemisphere L 90oE - 0o southern hemisphere N Northern hemisphere S Southern hemisphere T 45oW - 180o northern hemisphere X Global Area (area not definable) C. Extract of the Manual on Codes: Extract of Common Code Table C-13 Link to : Data categories International data sub-categories BUFR Edition 4 Octet 11 in Section 1 BUFR Edition 4 Octet 12 in Section 1 Code figure Name Code figure Name (corresponding traditional alphanumeric codes are in brackets) 3 Vertical soundings (satellite) 2 3 4 5 6 7 ATOVS AMSU-A AMSU-B HIRS MHS IASI
I. Regional Network Managers and Operational Points of Contact Regional Network Regional Node Network Manager Operational Point of Contact DBNet-Europe (EARS) EUMETSAT Anders Soerensen anders.soerensen@eumetsat.int DBNet-Asia-Pacific BOM/JMA Anthony Rea (TBC JMA) DBNet-South America N/A DBNet-USA (DBRTN) NOAA/CIMSS Liam Gumley Sub-regional network Sub-regional Node Network Manager Operational Point of Contact DBNet-Asia-Pacific North JMA (TBC JMA) DBNet-South America/North INPE Sergio Pereira sergio.pereira@cptec.inpe.br DBNet-South America/South SMN Argentina Gloria Pujol gpujol@smn.gov.ar Global DBNET Network Coordination WMO DBNET coordination Global monitoring by NWP-SAF WMO C/SBOS Nigel Atkinson
Template 3 – Procurement Activity Plan INTERNAL / EXTERNAL < Organisation name > NOTE: Columns marked with X are NOT included in the external plan x x x x x No. Procurement name and description Estimated contract duration Estimated contract value Methodology used to derive estimated contract value* Group/ business unit Procurement contact details Market Approach* Estimated date for market approach Nature* Status* Tender ID Comments * Select from options: Methodology used to derive estimated contract value Market Approach Nature Status Historical spend Construction Services Register Goods Not started Market analysis EOI (public) Services New Published pricing Panel/register (non-SPC) Construction Forecast usage/price RFP (public) RFP (selective) RFT/RFQ/ITS (SPC) RFT/RFQ/ITS (public) RFT/RFQ/ITS (selective)