zilongwang/ReadingBank huggingface dataset:
A high degree of regulatory integrity helps achieve decision-making which is objective, impartial, consistent, and avoids the risks of conflict, bias or improper influence. The nature of some regulatory decisions can at times involve higher risks to the integrity of the regulatory process, for example, due to pressures from the affected interests or the contentious and sometimes politically sensitive nature of the decisions. Establishing the regulator with a degree of independence (both from those it regulates and from government) can provide greater confidence and trust that regulatory decisions are made with integrity. A high level of integrity improves outcomes of the regulatory decisions. Regulators should have provisions for preventing undue influence of their regulatory decision making powers. Principles for the degree of independence Independence Independent regulatory decision-making, at arm’s length from the political process, is likely to be appropriate where: there is a need for the regulator to be seen as independent, to maintain public confidence in the objectivity and impartiality of decisions; both government and non-government entities are regulated under the same framework and competitive neutrality is therefore required; or the decisions of the regulator can have a significant impact on particular interests and there is a need to protect its impartiality. The autonomy of regulators (organisational, financial and decision-making) situated within a Ministry should be safeguarded by provisions in their empowering legislation. All regulators should operate within the power delegated by the legislature and remain subject to long term national policy. Maintaining trust Where legislation empowers the Minister to direct an independent regulator, the limits of the power to direct the regulator should be clearly set out. The legislation should be clear about what can be directed and when. Any direction made by the Minister or politicians should be documented and published. In the case of economic regulators, legislation should not permit powers to direct by Ministers. Any communication between the Minister, the Ministry and an independent regulator should occur in a way that does not compromise the actual or perceived independence of regulatory decisionmaking. The criteria for appointing members of a regulator’s governing body, and the grounds and process for terminating their appointments, should be explicitly stated in legislation. The process should involve the legislature or judiciary for greater transparency and accountability. Government and or the legislature (Parliament/Congress) should establish and publish for each regulator a policy (such as cool-off periods) relating to post-separation employment of senior regulatory staff and members of the regulator’s governing body.
Michigan Balance of State Continuum of Care Governance Council Representatives (2/22/19) Coordinator: Christina Soulard () Governance Council Executive Board Position GC Executive Board Member Contact Information Email Chair Tina Allen 231.499.1213 Vice Chair Lori Pieri 906.643.6239 Secretary Christa Jerome 616.754.9315 ext. 3364 Treasurer Denise Cornelius 517.541.1180 Past Chair Eric Hufnagel 517.853.3885 Region 1 County GC Representative Contact Information Email Baraga Theresa Beesley 906.281.7934 Chippewa Maria Martin Delta Julie Moberg 906.786.7080 Dickinson Becca LaChapelle 906.774.2256 ext. 229 Gogebic Pat Niksich 906.667.0283 Houghton Iron Michelle Rexses Keweenaw Lisa Schmierer 906.487.6600 Luce Jennifer Dunton 906.635.4103 Mackinac Lori Pieri 906.643.6239 Menominee Ontonagon Dodie Rautiola 906.384.2106 Schoolcraft Region 2 County GC Representative Contact Information Email Emmet Ashley Halladay-Schmandt 231.346.2160 Charlevoix John McLintock Manistee Missaukee Tina Allen 231.499.1213 Wexford Adam Traviss Region 3 County GC Representative Contact Information Email Alcona Melissa Fuhrman Alpena Kelcey Lilley 989.356.2560 Cheboygan Roman Hank 231.627.9003 Crawford Hannelore Dysinger 989.344.3261 Iosco Father Tom Anderson 989.739.5751 Montmorency Carrie Badgero 989.306.0817 Presque Isle Ogemaw Christine Jacobs 989.387.3882 Oscoda Alice Stone 989.370.7835 Otsego Keith Moore 989.732.8929
Roscommon Windy Near 989.344.3015 Region 4 County GC Representative Contact Information Email Allegan Marcia Marques Barry Emily Blocher 269.945.4010 Ionia Christa Jerome 616.754.9315 ext. 3364 Lake Diana Hanna 231.924.0641 ext. 158 Mason Cynthia Arneson 231.843.3200 Mecosta Jennifer Rodgers 989.386.3805 ext. 1064 Montcalm Kim Cain 616.225.8055 Newaygo Kaleigh Buris 231.652.3619 kburis@ncresa.org Oceana Kittie Tuinstra 231.873.2222 Osceola Jennifer Rodgers 989.386.3805 ext. 1064 Region 5 County GC Representative Contact Information Email Arenac Andrea Sneller 989.835.4041 Bay Carly Huffman 989.497.2500 ext. 11694 Clare Eva Rohlman 989.386.3805 ext. 1033 Gladwin Doug Lewis Gratiot Christa Jerome 616.754.9315 ext. 3364 Isabella Teagan Lefere 989.539.7805 ext. 5623 Midland Region 6 County GC Representative Contact Information Email Huron Alex Miller 810.640.2555 Lapeer Kimberly Hebberd 810.667.2912 Sanilac Ragan Cudney 810.664.7133 Shiawassee Rebecca Zemla 989.723.3115 St. Clair Melinda Johnson 810.455.6406 Tuscola Angila Heinitz 989.673.2144 Region 7/8/9 County GC Representative Contact Information Email Berrien Joanna Basha 269.461.7674 Branch Kimberly Hemker 517.278.7233 Cass Emily Cornwell Clinton Denise Cornelius 517.541.1180 Hillsdale Clint Brugger 517.416.3220 St. Joseph Kelli Tackett Van Buren Yvonne Vidt 269.449.3031 State Designated Slots Designated GC Representative Contact Information Email
State Slots MCAH Eric Hufnagel 517.853.3885 MDHHS Lynn Hendges 517.284.8018 MDOE Pam Kies~Lowe 517.323.6066 MSHDA Kelly Rose 517.373.1851
Board Representation In your opinion, is your Local WDB membership representative of your local area in terms of demand industries/sectors, geographic location within the local area, demographics (gender, race/ethnicity, ability/disability, etc.)? Why/Why not? Provide examples of strengths and weaknesses in diversity of the WDB membership. Indicator(s) WDB Response Knowledge of demand industries/sectors Knowledge of local area demographics Diverse board membership in all areas Finding Area of Concern Acceptable Positive Practice Explanation/Comments: Sub-Committees
Changes baseline variance Project Sponsor Major Project Budget Changes Over +- 10% baseline variance Steering Committee Processes [If the project is using a steering committee, identify the committee responsibilities, the committee type (decision-making, advisory, or informational) and whether decisions are based on consensus or majority. Also, identify frequency of meetings and assignment of responsibility for staffing, including note taking and meeting facilitation.] Committee Name Responsibilities Committee Type (Decision-Making, Advisory, Informational) Meeting Frequency Comments and Assignments ABC Project Executive Steering Committee Project Oversight Monthly Resolve Issues Escalated by Project Sponsor Project Governance Structure [Provide a governance organizational chart that lists names, titles, the governance roles, and how the roles fit into the project’s organizational structure. The chart should use solid lines to denote clear lines of authority, dashed lines to show advisory relationships, and include a description of the key relationships. Depending on environmental complexities, descriptions may be required to understand the functional relationships among the individuals and institutions playing a project role. The following organizational chart tool, Figure 2-1, offers a method for depicting a less complex project governance structure. Figure 2-2 offers a method for depicting a more complex structure.]
At the Chief Executive and Chair’s discretion, decisions by correspondence for routine matters (e.g. final sign off of publications previously given full discussion at Board meetings) may also be taken where this facilitates more effective management of Board business. When a reserved matter is exceptionally urgent and the Chair takes the view, in consultation with the Chief Executive, that it would not be practicable to call a Board meeting at short notice or to seek Board agreement by correspondence, the Chair or (where the Chair has a conflict of interest) the Deputy Chair, may take a Chair’s action Any request for a Chair’s action shall be supported by a report on the matter, approved by the relevant Executive Director or Chief Executive Officer. The Chair’s decision shall be recorded and reported formally in the minutes of the subsequent Board meeting. In the absence of both the Chair and the Deputy Chair then no Chair’s action can be taken, except where any urgent matter involves reputational or financial risk to the Commission and it is not possible to convene an emergency meeting of the Board or the appropriate Committee, in which case the Chief Executive may take action but must consult with at least two Board members and the Chair of Audit and Risk Assurance Committee. A Chair’s action may not be used to revoke or vary this Governance Manual. Any urgent matter requiring a Board decision between meetings must be referred by the Chief Executive to the Chair and Deputy Chair for action. In the absence of both the Chair and the Deputy Chair then no Chair’s action can be taken, except where any urgent matter involves reputational or financial risk to the Commission and it is not possible to convene an emergency meeting of the Board or the appropriate Committee, in which case the Chief Executive may take action but must consult with at least two Board members and the Chair of Audit and Risk Committee. Any request for a Chair’s action shall be supported by a report of the relevant Executive Director on the matter, together with the reasons for the urgency, and submitted to the Commission secretariat. The Chair’s action report and decision should be approved by the relevant Executive Director and the Chief Executive prior to submission to the Chair or Deputy Chair. The Board Secretary shall retain the original Chair’s action report, record decisions taken by Chair’s action, and make arrangements for Chair’s actions to be reported to the next Board meeting and made available to members for inspection. A Chair’s action may not be used to revoke or vary the Governance Framework. Conduct
Record management policy, procedures and system as per PROS 07/01 Standard. INNOVATION, QUALITY AND IMPROVEMENT Complaints/feedback documented Records maintained Information security policy Privacy and access policy and procedures Records management system Human Rights and Equal Opportunity Act 1996 Equal Opportunity for Women in the Workplace Act 1999 Racial Discrimination Act 1975 Sex Discrimination Act 1984 INNOVATION, QUALITY AND IMPROVEMENT Service delivery Quality management plan PEOPLE OHS management system OHS Act 2004 STRATEGY AND PLANNING Risk Management Emergency response plan Business continuity plans INNOVATION, QUALITY AND IMPROVEMENT Incident reporting policy and management system PEOPLE OHS management system OHS training for all personnel Incident reporting system, including near misses OHS inspections Contractor management OHS Regulations 2004 STRATEGY AND PLANNING Risk Management PEOPLE OHS management system
OHS training for all personnel Incident reporting system, including near misses OHS inspections Contractor management Public Sector Management and Employment Act 1998 INNOVATION, QUALITY AND IMPROVEMENT Records maintained Transparent information and reporting systems Asset register/management system PEOPLE Recruitment process for qualified/skilled/competent people Clear position descriptions for each role HR policies/systems Pre-employment screening Workforce planning Exit interviews Workers Compensation Act 1996 INNOVATION, QUALITY AND IMPROVEMENT Records maintained Transparent information and reporting systems PEOPLE OHS management system HR policies/systems Workplace Relations Act 1996 PEOPLE Expectations on performance levels articulated to staff and documented Performance appraisal system 360 degree feedback OHS management system Communication structure in place Process for staff complaints/feedback Contractor management Whistleblowers Protection Act 2001 PEOPLE Process for staff complaints/feedback
Jim asked if this requires a bylaws change. Carol and Carrie said if the recommendation is approved, the Governing Body will review bylaws changes and committee description at the next meeting. Jim asked who could serve on the committee. Anika said anyone who identifies as a person of color could serve, though there may be a cap on the number of committee members. The committee will be staffed by a person of color. Stacey asked if the LGBTQ Caucus wants to be a committee. Jaya said the caucus has not completed discussion on that issue. The Governing Body approved the joint Committee’s recommendation by consensus. IX. PROGRAM COMMITTEE – Jim Huenink A. CHANGES TO ICASA SERVICE STANDARDS AND TOOLKIT A tool kit is being developed to help prevention workers – the goal is to issue the kit by June 30, 2018. B. SEXUAL ASSAULT/DOMESTIC VIOLENCE COLLABORATION MEETING Carrie summarized the discussion of a group representing nine centers that met on November 28 to discuss areas for collaboration between sexual assault and domestic violence programs. The group agreed on some areas for collaboration. Calendar coordination between ICASA and ICADV. Possible training collaboration. Collaboration regarding public policy. Carrie said it didn’t appear there is a big problem to address regarding collaboration. Jim said it seemed there was a particular concern to be addressed when the idea of collaboration come up in 2015. The original discussion was whether to combine ICASA and ICADV, which ICASA agreed not to pursue. Jim said the meeting notes indicate the group discussed scheduling manager’s roundtable. If that occurs, the issue of collaboration could be part of manager’s roundtable’s agenda. Carrie said the manager’s roundtable is fluid and does not have a set agenda. Erin said there are many differences between ICASA and ICADV and how they conduct training, which makes training collaboration difficult. We could possibly
Diane recommends that $10,000 of unallocated VOCA funds from FY16 be allocated to fund Freeport, with a commitment to retain the funds going forward. Jim said we are losing General Revenue Funds and have no state budget, so he does not want it to be a commitment. The recommendation was revised to state: ICASA will allocate $10,000 of VOCA funds to Freeport with a goal of retaining the allocation going forward. The Governing Body approved the revised recommendation by consensus. D. REVENUE CHANGES Contracts Review Committee recommends distribution plans as shown on the attachments. 1. Rollover One-Time Funds Contracts Review Committee recommends distribution of funds available as follows: VAWA Prevention $ 6,583 allocate equally VAWA Satellite $ 14,452 allocate proportionately SASP $ 44,004 allocate proportionately VOCA One-Time $ 93,499 allocate equally The Governing Body approved the recommendation by consensus. 2. General Revenue Funds & General Revenue-Competitive ($128,891 decrease) General Revenue Funds were cut for FY16. Contracts Review Committee recommends distribution of the cut proportionately, same calculation applied in FY15 to General Revenue and General Revenue-Competitive allocations.
NHS Sheffield Clinical Commissioning Group Procurement Strategy Date: June 2016 Version: 1.4 Contents Aims of this Procurement Strategy ………………………………………………. 4 Section 1 – Sheffield CCG’s Approach to Procurement 1.1 Introduction ……………………………………………………………………... 5 1.2 NHS Sheffield CCG’s Constitution …………………………………………... 5 1.3 The Role of the CCG Governing Body in the Procurement Process ……. 6
The public could, if they wished, submit written questions to the Corporate Secretary, at , in advance of the meeting. This would allow the Governing Body the opportunity to reply more fully to questions requiring research, at the meeting. REF QUESTION RESPONSE FROM NHS GREENWICH CLINICAL COMMISSIONING GROUP General question and answer session 1 The questioner asked whether the 30 day readmission rate to hospital was still monitored, as this was a good indicator of acute care performance. Dr Patel replied that an annual audit was still undertaken and Ms Leese added that she would look into including it in future performance and quality reports to the Governing Body. 2 The questioner was concerned that Keep the NHS Public had not yet received a response to its letter concerning public consultation on the NHS Five Year Forward View and Sustainability and Transformation Partnerships. Mr Kennett-Brown apologised for the delay, but commented that these were both government initiatives and questions about them should be directed to NHS England rather than the CCG. He added that the CCG was keen to work with Keep the NHS Public, which was why it had been invited to the recent workshops to develop the Clinically Led Commissioning Strategy. CN 3.4.18
Governing Empires: The Roman and Han Empires A unit created under the direction of the UC Berkeley History-Social Science Project. Alison Waterman Teacher, Orinda Intermediate School Orinda Union School District Trenton Wilson Graduate Student, Department of History University of California, Berkeley Find online: 2014 © UC Regents
Week 1: The Roman Republic (Ancient Civs., Ch. 11) Section 1: Geography and the Rise of Rome (AC pp. 324-331) Focus Question: How did Rome’s geography help it become a major power in the ancient world? Section 2: Government and Society (AC pp. 332-337) Focus Question: How did Rome’s government and laws help create a stable society? Section 3: The Late Republic (AC pp. 338-343) Focus Question: How did Rome’s growth and expansion during the later period of Republic lead to war and political crises? Week 2: The Roman Empire (Ancient Civs., Ch. 12) Section 1: From Republic to Empire (AC pp.352-256) Focus Question: How did Julius Caesar and Augustus Caesar lead Rome’s transition from a republic to an empire? Section 2: A Vast Empire (AC pp. 358-365) Focus Question: How did the Empire grow and change after Augustus became emperor? Section 3: Rome’s Legacy (AC pp. 366-372) Focus Question: What features of Roman culture were copied by later civilizations and continue to influence our lives today? Culminating Question: The Han and Roman Empires rose to power between the 2nd and 1st centuries BCE and ultimately governed half the world’s population. How do the different forms of government that emerged to administer their vast territories reflect each empire’s history and culture? Week 3: Rome and Christianity (Ancient Civs. Ch. 13) Section 1: Religion in the Roman Empire (AC pp.380-383) Focus Question: Why did the Roman Empire come into conflict with Judaism, despite its acceptance of many other religions? Section 2: Origins of Christianity (AC pp. 384-391) Focus Question: How did Christianity spread after Jesus’s death? Section 3: The Early Christian World (AC pp. 392-395) Focus Question: How and when did Christianity become the official religion of the Roman Empire? Week 4: The Fall of Rome (Ancient Civs. Ch. 14) Section 1: Fall of the Western Empire (AC pp.408-413) Focus Question: What factors caused the Roman Empire to split and the western half to collapse? Section 2: The Byzantine Empire (AC pp. 414-420) Focus Question: What happened to the eastern half of the Roman Empire after it split?
Local Governing Body Attendance Register February 2017 – July 2019 Meeting Date Present Apologies 27 February 2017 I Kendrick H Hassan S Roscoe D Callaghan M Chester D Lord M Cocker (Headteacher) J McKenzie (Assistant Headteacher) D Clark (School Business Manager) C Baldwin (Clerk to Governors) 26 June 2017 D Callaghan D Lord S Roscoe M Chester M Cocker (Headteacher) J McKenzie (Assistant Headteacher) D Clark (School Business Manager) C Baldwin (Clerk to Governors) I Kendrick H Hassan 18 September 2017 I Kendrick H Hassan S Roscoe M Chester M Bradshaw D Lord M Cocker (Headteacher) J McKenzie (Assistant Headteacher) D Clark (School Business Manager) N McGonagle (HR Operations EPT) C Baldwin (Clerk to Governors) D Callaghan 12 March 2018 I Kendrick D Callaghan S Roscoe M Chester S Makba M Cocker (Headteacher) J McKenzie (Assistant Headteacher) D Clark (School Business Manager) J Ferguson (Clerk to Governors) D Lord H Hassan 18 June 2018 I Kendrick D Callaghan S Roscoe M Chester D Lord S Makba H Hassan
Appendix 1: Governing Body Membership, attendance and training Name Category of Governor Appointed by Committee Membership Other Responsibilities Term of Office Register of Interests Meeting attendance 2016-2017 Training undertaken Paul Bridgmount Head Teacher Ex Officio All committees None declared Governing Body – 100% Committees – 100% Michael Clarke Staff governor Staff election To be determined None declared Governing body – 100% Helen Davison Co-opted Governing Body Curriculum, Finance, Personnel and Premises (Chair) Pay Committee, Vice Chair of Governors, SEND None declared Governing Body – 100% Committees – 100% DCC strategic briefing, GDPR/Audit training, Data training Shelley Down Parent Parent Election Curriculum PE None declared Governing Body – 100% Committees – 75% Derby Diocese monitoring and evaluation training, Data training Marie Edinborough Co-opted Governing Body Behaviour and Safety (Chair) Anti-Bullying None declared Governing Body – 100% Committees – 100% Data training Fiona Hopewell Parent Parent Election To be determined None declared Governing Body – 100% Data training, Governor induction training Roger Jones Foundation Governing Body Finance, Personnel and Premises Pay Committee None declared Governing Body – 80% Committees – 67% Data training, Derby Diocese training about the new SIAMS framework Meryl Lacey Foundation Governing Body Behaviour and Safety Head Teacher’s Perf. Mgmt None declared Governing Body – 100% Committees – 100% Data training, Derby Diocese training about the new SIAMS framework, Governor induction training Rebecca Martin Parent Parent election To be determined None declared Governing Body – 67% Data training, Governor induction training Helen Percival Co-opted Governing Body Behaviour and Safety Head Teacher's Perf. Mgmt, Safeguarding, Health & Safety None declared Governing Body – 100% Committees – 100% GDPR/Audit training, Data training Alan Ure Parent Parent election To be determined EYFS (from May) None declared Governing Body – 67% Data training, Governor induction training Michael Wallis Associate Governor Governing Body Finance, Personnel and Premises Pay Committee None declared Committees - 50% Gayle Wardle Local Authority Governing body Curriculum (Chair) Chair of Governors, Head Teacher's Perf. Mgmt None declared Governing Body – 100% Committees – 100% Data training
Historic governors (left within the last 12 months) Name Category of Governor Appointed by Committee Membership Other Responsibilities Term of Office Register of Interests Meeting attendance 2016-2017 Training undertaken Jonathan Allen Parent Parent Election Behaviour and Safety None declared Governing Body – 100% Rev. Glyn Lucas Foundation Ex Officio Curriculum Vice Chair of Governors, Head Teacher's Perf. Mgmt None declared Governing Body – 100% Committees – 0% Julie Walsh Staff Staff election Finance, Personnel and Premises None declared Governing Body – 100% Committees – 100%
Official use only Application no: Monitoring information This section of the application form will be detached from your application form and will be used for monitoring purposes only. NHS Organisations recognise and actively promote the benefits of a diverse workforce and are committed to treating all employees with dignity and respect regardless of race, gender, disability, age, sexual orientation, religion or belief. We therefore welcome applications from all sections of the community. *Date of Birth *Gender Male Female I do not wish to disclose this information *I would describe my ethnic origin as follows: Asian or Asian British Bangladeshi Indian Pakistani Any other Asian background Black or Black British African Caribbean Any other Black background Mixed White & Asian White & Black African White & Black Caribbean Any other mixed background White British Cornish Irish Any other White background Other Ethnic Group Chinese Any other ethnic group I do not wish to disclose this * Please select the option which best describes your sexual orientation
Submit a copy of agreed admission arrangements to the LA by 15 May Consider the public-sector equality duty and agree the school’s equality objectives by 31 March, and ensure these are published on the school website Decide if the school will produce an annual prospectus and if so, approve content Publish admission arrangements for the following Autumn intake Arrange the headteacher’s mid-term performance management review Review complaints log, identifying any trends Conduct a staff wellbeing audit, review results and plan any required actions Receive the headteacher’s report to the governing board and ensure challenge is recorded Receive and review link governor monitoring reports Consider data for specific cohort groups Receive and consider the Review progress towards achieving the outcomes of the school development plan Receive a report on the planned transition support for the Summer term Receive and consider the Review the school’s self-evaluation document [Maintained schools only] Ensure the submission of the school financial value standard (SFVS) by the end of March [Maintained schools only] Receive and agree the draft budget Receive a report from the bursar/school business manager and ensure challenge is recorded [Academies only] Ensure the audited accounts are published on the trust’s website by end of January and filed with Companies House [Academies only] Ensure the budget forecast return: outturn is submitted to the ESFA by the 18 May Receive information from the Spring term census data [Academies only] Ensure annual accounts are returned to the ESFA by 19 January Receive a report on and review service level agreements and traded services as appropriate. Summer term
Governing Body Meeting Dates 2017 Date Time Venue Thursday 26th January Formal 1.30pm – Public Session 3:15pm – Confidential Session Robert Robinson Room Thursday 23rd February Informal 1.30pm - Meeting Robert Robinson Room Thursday 30th March Formal 1.30pm – Public Session 3:15pm – Confidential Session Robert Robinson Room Thursday 27th April Informal 1.30pm - Meeting Robert Robinson Room Thursday 25th May Formal 1.30pm – Public Session 3:15pm – Confidential Session Robert Robinson Room Thursday 29th June Informal 1.30pm – Meeting Robert Robinson Room Thursday 27th July Formal 1.30pm – Public Session 3:15pm – Confidential Session Robert Robinson Room Thursday 24th August Informal 1:30pm – Meeting Robert Robinson Room Thursday 27th September Formal 2.45 – 5.00pm – Public Session Coney Green Business Centre, Wingfield View Coney Green Business park Clay Cross S45 9JW Thursday 26th October Informal 1:30pm – Meeting Robert Robinson Room Thursday 30th November Formal 1.30pm – Public Session 3:15pm – Confidential Session Robert Robinson Room Thursday 21st December Informal 1:30pm - Meeting Robert Robinson Room
DPC/P5.3 ACROSS GOVERNMENT POLICY GOVERNMENT DOMAIN MANAGEMENT POLICY Purpose This policy describes the conditions for the allocation and management of Internet domain names used by South Australian Government Compliant Authorities. The policy aims to ensure that domain names registered with ‘sa.gov.au’ comply with the National Policy and Governance Framework that governs all ‘gov.au’ domain names. Background For federal, state and local government bodies, the domain ‘gov.au’ is managed on behalf of the Australian government sector by the (DTA). DTO is the approving authority for all requests associated with the ‘gov.au’ domain and manages the ‘gov.au’ policies and administration in consultation with the inter-jurisdictional Domain Consultative Committee comprising of representative domain providers from each jurisdiction. In South Australia, the Approving Authority for requests associated with the ‘sa.gov.au’ domain is the Department of Premier and Cabinet (DPC) Chief Technology Officer (CTO). The South Australian Domain Provider has the delegated authority to assess individual domain name applications for the ‘sa.gov.au’ domain. This policy replaces the following policies: OCIO/P5.3 Applications and Internet – Government Domains Version 2.0 CTO Notification #63: Domain Name Registration – Approval and Requirements (expired) Scope Inclusions This policy applies to: any Compliant Authority as defined in the registration and management of all ‘sa.gov.au’ domains for internal (government only) and external use (public) the structure of domain names used by local government authorities;
Diagram 1 - Elements of the GEHMF Planning Procurement/Investment Management in-use Disposal Policy requirement 1 – Government employee housing component of departmental asset management plans Policy requirement 2 – Asset strategic planning Policy requirement 3 – Establishing building asset performance areas, indicators and measures Policy requirement 4 – Reviewing performance Policy requirement 5 – Using performance information Policy requirement 6 – Housing standards for government employee housing (construction and upgrading) Policy requirement 7 – Procurement of government employee housing Policy requirement 8 – Centralised delivery of all capital works projects and programs for government employee housing located in Indigenous communities Policy requirement 9 – Environmentally sustainable buildings Policy requirement 10 – Maintenance of government employee housing Policy requirement 11 – Asbestos management in government employee housing Policy requirement 12 – Reporting on government employee housing Policy requirement 13 - Residential tenancy agreement Policy requirement 14 – Utilise an electronic tenancy management system Policy requirement 15 – Safety of tenants Policy requirement 16 – Utilisation of vacant residences between departments Policy requirement 17 – Memorandum of Understanding (leasing a property from another department) Policy requirement 18 – Identifying building assets surplus to requirements
Government “Hot Topic” Research Assignment Rubric Description 10 9 8 7 Why the topic is controversial Clearly states topic; why people are for it and why people are against it. There is clear evidence for both (quotes or paraphrases text) within information. Clearly states topic; why people are for it and why people are against it. There may be clear evidence for both (quotes or paraphrases text) within information. Clearly states topic; why people are for it and why people are against it. There is some evidence to support what is said. States why there is controversy, but there may not be evidence to support what is said. Constitutionality Includes laws or policy that support it, should include specific part(s) of the Constitution Includes laws or policy that support it, should include specific part(s) of the Constitution Includes laws or policy that support it, OR specific part(s) of the Constitution May or may not include laws, policy, or specific parts of the Constitution Your opinion 100-200 words, clearly stated. Respectful. Refers back to evidence. 100-200 words, clearly stated. Respectful. 100 words, clearly stated. Respectful. Fewer than 100 words OR Disrespectful (negative, or derogatory) OR not included at all Spelling, grammar, punctuation No mistakes No more than 4 mistakes, does not take away from presentation No more than 7 mistakes, does not take away from presentation. More than 7 mistakes OR Mistakes take away from the presentation Citations More than the minimum requirements; all citations are correct. Minimum of four: one source that is for, one that is against, one to provide general background, and the Constitution. All citations are correct. May or may not have the minimum of four: one source that is for, one that is against, one to provide general background, and the Constitution. Some mistakes with citations. May or may not have the minimum of four sources. OR Does not include MLA Citations OR Too many mistakes with MLA format of citations.
Proactive management and coordination of follow-on actions Essential Application & Interview SKILLS Excellent organisational skills Essential Application & Interview Effective minute-taking Essential Ability Test Well-developed communication, relationship management and customer service skills Essential Application & Interview Microsoft Office (Word / Excel / PowerPoint) to Intermediate level Essential Ability Test Good Numeracy and Literacy Skills Essential Ability Test Welsh Language Skills Highly Desirable Application CORE CARTREFI Serving Customers Essential Interview Collaborating Essential Interview Decision making Essential Interview Improving Essential Interview Communicating Essential Application / Interview Leading Essential Interview Delivering Results Essential Interview Cartrefi Conwy are committed to Equality and Diversity in our activities
with s 39 of the Police Act against each of the three claims. Respondent had instituted the claims more than 12 months after the cause of action had arisen as is required by s 39. The court a quo upheld the special pleas in respect of claims 1 and 2, but dismissed the special plea against claim 3. The court reasoned that a claim of malicious prosecution is in a different category to claims 1 and 2. According to the court a quo prosecution is malicious or otherwise at the instance of the Prosecutor-General and not the Namibian Police and that compliance with s 39 would not be required The question was raised as to whether leave to appeal is required in an appeal against the dismissal of a special plea akin to prescription in the form of with s 39 of the Police Act 1990. Leave to appeal – appellant referring to authorities decided at a time when the s 20(2)(b) of the then applicable Supreme Court Act, 1959 argued that the special plea is a self-contained defence which is conclusive of the issue and is thus not interlocutory as the court a quo could not revisit its decision on that special plea. These authorities were no longer applicable following a new system emerging in South Africa with the introduction of Act 105 of 1982 which diminished the distinction between simple interlocutory orders and other orders. Di Savino was applied. It had found that a wide meaning is to be accorded to interlocutory orders and thus includes all orders upon matters ‘incidental to the main dispute, preparatory to, or during the progress of the litigation’ – and not merely, what have been described as “simple” or “pure” interlocutory orders. In developing compliance
campaign I am contacting you to solicit your interest in engaging with us at the World Health Organization (WHO) on an exciting new campaign to improve understanding of and support for a condition that affects a staggering 350 million people around the world depression. Depression is the leading cause of disability worldwide. In addition, as many of you will have heard during the recent World Bank-WHO co-hosted event “Out of the shadows: making mental health a global development priority”, when considered with anxiety, depression costs the global economy US$1 trillion a year. At worst, depression can lead to suicide. This is why the focus of World Health Day 2017 will be depression, together with its causes and consequences. World Health Day is celebrated on 7 April every year to mark the anniversary of the founding of WHO in 1948. A different theme is selected every year. World Health Day will complement efforts for World Mental Health Day, held on 10 October every year.
14 that national education programs be developed for primary and secondary school students and that these programs be regularly revised; and that these programs be based on the most recent research and evidence of the environmental, behavioural and personal factors identified as encouraging the take-up of tobacco use by young people. and the continuing use of tobacco by young people. The Committee further recommends that these programs include information on the danger of passive smoking, particularly for young people The Commonwealth has already acted to develop educational initiatives through its NIDE (National Initiatives in Drug Education) program. MTAG will seek to coordinate tobacco education programs with relevant education authorities 15 that primary and secondary teachers, who will teach or are teaching health courses that include anti-smoking units, be funded by the Commonwealth Government as part of the National Drug Strategy to attend teacher education and in-service training sessions The Commonwealth will consider new funding arrangements in the context of public health partnerships with States and Territories 16 that school-based smoking prevention programs be encouraged and expanded; and that they be taught each year from at least Year 4 (about 9 years of age) to the end of secondary schooling Primarily a matter for individual schools and State/Territory Education Departments; educational materials have, however, been produced under the NIDE program for inclusion in school curriculums 17 that no smoking be permitted (including smoking by students, staff, parents and visitors) on any school premises; and that students who are found in breach of this be counselled, and supported through drug education and 'Quit' smoking programs (opposed by dissenting report) State/Territory Government responsibility
37 that funding be provided by the Commonwealth Government for culturally appropriate programs and strategies to address the problem of tobacco use in Aboriginal and Torres Strait Islander communities, as part of a broader health strategy Appropriate funding mechanisms and programs to be explored by the Department of Health and Family Services and the Ministerial Tobacco Advisory Group further to the findings of the Office for Aboriginal and Torres Strait Islander Health Services Substance Misuse Program Review 38 that strategies, sensitive to the cultural backgrounds and values of people from speaking backgrounds, be implemented to address the problem of tobacco use in these communities Appropriate programs to be explored by the Department of Health and Family Services and the Ministerial Tobacco Advisory Group 39 that funding be provided by the Commonwealth Government for programs to address the problem of tobacco use amongst people from non- English speaking backgrounds, including older people Appropriate funding mechanisms to be explored by the Department of Health and Family Services and the Ministerial Tobacco Advisory Group
[XX – Insert notice details for any other Government Party] Schedule 2 – Determination and Aboriginal Heritage Agreement details Item No. Description Details Details of Determination Item 1 Name of Determination (or name of Native Title Group) [XX] Item 2 Date of Determination [XX] Item 3 Federal Court or High Court decision in which the Determination was made (including any decisions varying the original decision, where applicable) [XX] as varied by [XX] Details of ILUA (as recorded on the Register of Indigenous Land Use Agreements) Item 4 Short name of ILUA [XX] Item 5 National Native Title Tribunal file number [XX] Item 6 Date registered [XX] Item 7 Local government region(s) [XX] Details of PBC Item 8 PBC's Indigenous corporation number (ICN), as recorded on the Register of Aboriginal and Torres Strait Islander Corporations under the Corporations (Aboriginal and Torres Strait Islander) Act 2006 (Cth) ICN [XX] Item 9 Whether PBC holds native title on trust for, or acts as a non-trustee agent or representative of, the Native Title Group [Trustee/Non-trustee] (delete as applicable) Pre-existing Aboriginal Heritage Agreements Item 10 Details of all pre-existing Aboriginal Heritage Agreements [XX – Insert sufficient details or prior agreements]
THE COMMON SEAL of the Minister for Lands, a body corporate continued under section 7 of the Land Administration Act 1997 (WA), was hereunto affixed in the presence of: ) ) ) ) [XX – Insert name of Minister] Signature of witness Date Full name of witness (print) Address of witness Occupation of witness EXECUTED by the Conservation Commission of Western Australia by an authorised member in accordance with section 26AB of the Conservation and Land Management Act 1984 (WA) in the presence of: ) ) ) ) Signature of Authorised Member Signature of witness Full name of Authorised Member Full name of witness (print) Date Address of witness Occupation of witness
SIGNED on behalf of the Western Australian Land Authority by persons authorised by its Board in accordance with section 45(2)(b) of the Western Australian Land Authority Act 1992 in the presence of: ) ) ) ) [XX – Insert name of Authorised Officer] Signature of witness Date Full name of witness (print) Address of witness Occupation of witness THE COMMON SEAL of the Housing Authority, a body corporate referred to in section 6(4) of the Housing Act 1980 (WA), was hereunto affixed in the presence of: ) ) ) ) [XX] Signature of witness Date Full name of witness (print) Address of witness Occupation of witness
Directions: Select any of the options below, by the beginning of class on Wednesday you must complete 100 points worth of activities. Please circle the title of those activities you complete. Government Comic Strip (50 points) •Choose the type of government that you would like to represent in your cartoon: Autocracy, Oligarchy, or Democracy. •Create a comic strip that represents the leadership of the government and the citizen participation (who votes) in the government. • Comic needs to be at least four panels long and in color. •Your characters & countries may be fictional, but you need to make sure that your cartoon includes realistic information about how your government type actually works. Who am I (25 points) Create a “Who Am I?” riddle for each of the vocabulary words. Each riddle should have a minimum of 3 lines. (Autocracy, Oligarchy, Democracy) Acrostic Poem (25 points) Create an acrostic poem for each of the vocabulary words. (Autocracy, Oligarchy, Democracy) Simile (25 points) Create a simile for each of the vocabulary words. A simile is a comparison of two things or ideas using like or as. It is not enough just to write the simile, you must explain it too. Selfie (10 points) Create facial expressions for each of the vocabulary words to summarize how a person would feel living under that government. (You only need to draw the heads.) The type I like (20 points) Which type of government do you prefer to live under? Write a paragraph explaining your position.
The Chair of the Technical Working Group is a member of the Panel. The Chair of the Reef Water Quality Protection Plan Independent Science Panel is not a member of the Mackay-Whitsunday Healthy Rivers to Reef Partnership Panel. Panel members will not be remunerated by the Mackay-Whitsunday Healthy Rivers to Reef Partnership for their time. Role The role of the Panel is to: Genuinely work together and engage with other Mackay-Whitsunday Healthy Rivers to Reef Partnership partners, the Technical Working Group, the Reef Water Quality Protection Plan Independent Scientific Panel. Implement Partnership decisions e.g. work program, communication plan etc. Address matters raised by or affecting partners. Preparation for, attendance at and contribution to Panel meetings. Report back to own organisations about partnership progress and actions. Make decisions using an evidence based approach. Provide data and information to the Reef Plan Independent Science Panel and Technical Working group, subject to commercial-in-confidence and a ‘to be negotiated’ data sharing agreement. When required, prepare documentation (assisted by EHP) for Panel meetings, implementing Partnership decisions or for making operational decisions. Communicate and promote (‘champion’) the MWHR2RP Program in relevant stakeholder and regional forums and with other related programs. Conflict of Interest Panel members must disclose material personal and professional interests which may constitute any conflict of interest. Declaration of interests will be recorded in the Minutes of the meeting. Subsequent involvement in the matter concerned shall be at the discretion of the Panel. Meetings Meeting frequency Unless otherwise agreed, the Panel will meet at least once every six to eight weeks in Mackay or via teleconference. Meeting notice Notice of at least five working days must be given in advance of each Panel meeting Absences and alternates The Panel members are expected to attend Panel meetings. If unable to attend a meeting, Panel members may propose alternate members or proxies, at the discretion of the Chair. If a Panel member can’t attend there is an obligation to provide a proxy and to ensure proxies and the organisation are briefed and proxies can speak for their organisation. Nomination of a proxy from the absentee Panel member’s organisation or another organisation from the same sector is encouraged. Observers
Member Rachel Malthouse 3 $300 Nil $900 Member Terry Stedman 5 $300 Nil $1500 Member Leann Wilson 3 $300 Nil $900 Member Susan Hamilton 4 $300 Nil $1200 Total $6000 No. scheduled meetings/ sessions Five Meetings Total out of pocket expenses A figure of $6118.42 for out of pocket expenses includes domestic travel, accommodation costs, and meals paid for Review Panel members’ attendance at meeting. Community Enterprise Queensland Board of Management Act or instrument Part 7A of the Justice Land and Other Matters 1984 (JLOM) Functions Section 60DA of the JLOM states that CEQ has the following functions: The board is responsible for the way Community Enterprise Queensland performs its functions and exercises its powers. The Board’s roles includes: Deciding CEQ’s strategies for performing its functions and deciding the operational, administrative and financial policies under which CEQ is to operate; and Ensuring CEQ performs its functions and exercises its powers effectively and efficiently; and Ensuring CEQ acts under, and achieves the objectives in, the policies mentioned in paragraph (a); and Accounting to the Minister about the performance of CEQ;s functions and the exercise of its powers; and Reviewing annually the performance of the chief executive officer. Achievements CEQ’s Board ensure CEQ continues its primary role of providing essential services to communities. CEQ continues to perform its functions and exercise its powers in providing food, drinks and household items essential to communities in which it operates. Financial reporting Section 60V JLOM Members are paid commensurate to Level 2 of the Regulation, Administration and Advice of the Remuneration Procedures for parttime Chairs and Members of Queensland Government Bodies. Under the Queensland Women’s Strategy 2016-21, the Queensland Government has set gender equity targets for Queensland Government bodies to be achieved by 2020. The CEQ Board has 50 percent women representation.