zilongwang/ReadingBank huggingface dataset:
Dental @ X% Unemployment & Workers Compensation @ X% Disability @ X% TOTAL FRINGE @ X% TRAVEL Provider Training: 2 trainings in QI/QA @ $X per person x 2 FTEs 5 hotel nights @ $X per night x 2 FTEs x 2 trainings Outreach (X,XXX miles @ $0.XX per mile) TOTAL TRAVEL EQUIPMENT – Include items of moveable equipment that cost $5,000 or more and with a useful life of one year or more. Ultrasound machine 3 dental chairs @ $X,XXX each TOTAL EQUIPMENT SUPPLIES 4 laptop computers @ $X each Office Supplies ($X per month x 12 months) Printing Costs ($X.XX per brochure x 4 brochures x X,000 copies) TOTAL SUPPLIES CONTRACTUAL – Include sufficient detail to justify costs. Pharmacy Services ($X per contract) Laboratory Services ($X per sample x X,XXX samples) Housekeeping Services ($X per month x 12 months) Waste Removal ($X per month x 12 months) TOTAL CONTRACTUAL
Attachment B Office of Career, Technical, and Adult Education Division of Academic and Technical Education DRAFT FY 2015 PERKINS MONITORING SCHEDULE Grantee (Unless otherwise noted, the Grantee is a State Formula Grantee) Type of Visit (*An asterisk denotes a “virtual” monitoring visit) Dates Monitoring Team Members (Team leads are denoted in bold/underline) Full Targeted Hawaii X Oct 27 – 31, 2014 Len Lintner – State Administration; Local Applications Andy Johnson – Fiscal Jose Figueroa – Accountability; Special Populations Laura Messenger– Programs of Study Virginia X Dec 8 – 12, 2014 Marilyn Fountain – State Administration; Local Applications Andy Johnson – Fiscal Jay Savage & Andrala Walker– Accountability; Special Populations Laura Messenger & Sherene Donaldson – Programs of Study Louisiana X* Jan 26 – 30, 2015 Marilyn Fountain State Administration; Local Applications Len Lintner – Fiscal Jay Savage – Accountability; Special Populations TBD – Programs of Study New Mexico X April 6 – 10, 2015 Andy Johnson – Fiscal Edward R. Smith – State Administration; Local Applications Jose Figueroa – Accountability; Special Populations TBD – Programs of Study Colorado X May 11 – 15, 2015 Marilyn Fountain – State Administration; Local Applications Andy Johnson – Fiscal Jose Figueroa – Accountability; Special Populations TBD – Programs of Study Tennessee X July 13 – 17, 2015 Len Lintner – State Administration; Local Applications Andy Johnson – Fiscal Allison Hill – Accountability; Special Populations TBD – Programs of Study Kansas X Aug 3 – 7, 2015 Len Lintner – Fiscal; Local Applications Jay Savage – Accountability; Special Populations
Grantee (Unless otherwise noted, the Grantee is a State Formula Grantee) Type of Visit (*An asterisk denotes a “virtual” monitoring visit) Dates Monitoring Team Members (Team leads are denoted in bold/underline) Full Targeted Navaho Technical College (NM) X TBD Gwen Washington Susan Benbow/RMS Millie Lanauze/OPEPD United Tribes Technical College (ND) X TBD Gwen Washington Susan Benbow/RMS Millie Lanauze/OPEPD ALU LIKE, Inc. (HI) X* TBD Linda Mayo Robin Utz
Massachusetts Board of Library Commissioners Library Services and Technology Act FY2015 Special Priorities and Projects Projects budgeted for State FY2015 use two sources of LSTA grants; some projects are funded with FY2013 monies; the majority of the projects are funding with Federal FY2014 monies. Project Description Amount Agency Data Collection The Agency will contract via quick quote or use state contract to hire a consultant to help staff identify data agency is collecting today and how to move that data into a product that will provide easy access. $50,000 Emergency Assistance/Disaster Recovery The Agency has two contracts for direct assistance to public libraries in the event of a disaster. One contract provides on-site recovery services and the second contract provides professional preservation consulting services available on site or by telephone 24 hours/day 7 days/week. $25,000 Marketing Plan Implementation The Public Relations Advisory Committee and MBLC staff will develop a Public Awareness plan this year. In FY2015, staff will promote the statewide eBook project, the new Virtual Catalog, ComCat, launch of the re-designed portal and will continue to support Summer Reading, Bruins Partnerships and other programs. $150,000
PRIORITY SCHOOL READINESS PROGRAM SPACE GRID FOR FY 2015 Council-approved funded spaces within current allocation. Site Start Date # FD / FY Spaces Total FD / FY Cost* # SD / SY Spaces Total SD / SY Cost** # PD / PY Spaces Total PD / PY Cost*** # ED / EY Spaces Total ED / EY Cost**** Total # Spaces Total Cost
PRIORITY SCHOOL READINESS PROGRAM SPACE GRID FOR POTENTIAL EXPANSION FY 2015 Council-approved spaces for potential expansion. Do not include space numbers from previous page. Only document additional new spaces. Site Start Date # FD / FY Spaces Total FD / FY Cost* # SD / SY Spaces Total SD / SY Cost** # PD / PY Spaces Total PD / PY Cost*** # ED / EY Spaces Total ED / EY Cost**** Total # Spaces Total Cost
Question Very Low Risk 1 point Low Risk 2 points Moderate Risk 3 points High Risk 4 points Very High Risk 5 points Total General Assessments Has there been high staff turnover at the library that could affect this grant? No, Library Director and Project Director have managed LSTA grants in the past. No, Library Director and staff worked together for at least 2 years. Yes, but changes are due to retirements and job advancements. Yes, library director and project staff have under 2 years working together. Yes, library director positions changes every 1-2 years. Does the Staff assigned to the project have previous related experience? Yes, staff provides programs to target population today. Yes, staff is the head of the department that would provide service to target population. No, staff has been at the library for a number of years. No, staff has not had experience with the target population. No, staff has no related experience and come from a different library environment Does the applicant staff have a track record with LSTA? Yes, has received many grants. Yes, has been in LSTA program once before. Yes, but did withdraw application. No, never received a grant before. Yes and record was unacceptable. Did the applicant file all reports and budget revisions on time? Yes, always in on time and always complete. Yes, if not on time called ahead for extension due to a reason. Yes, but not always complete requires follow-up. No, reports come in late repeatedly. No, follow up by consultant is always needed.
If the applicants received grants funds in the past was an audit done? Yes, audit was complete and filed with the MBLC. Yes, audit was done, but not submitted to MBLC. No, audit not required. Yes, but there were some issues with the audit. No, audit was required but not done. Has the project staff had any fiscal issues in managing grants in the past? No, all previous grants reported accurately and good records were kept. No, some fiscal reports had questions and needed follow up with staff Yes, consultant did have to work with staff to provide final expenditure report Yes, staff have left grants in situations where other staff need to follow up to correct fiscal reports. Yes, records kept for the grant were not accurate. Final expenditure report was very hard to detail. Legal Assessments Is the applicant debarred or suspended from receiving federal or state grants? No Yes Is the applicant involved in any active lawsuits? No Yes
Results Driven Performance Requirement Criteria for the Senior Executive Service Rating Officials are required to rate each individual performance requirement then use the following criteria to determine overall rating for Results Driven: Outstanding – All performance requirements for Results Driven are rated Outstanding. Exceeds Fully Successful – A majority of the performance requirements for Results Driven are rated at least Exceeds Fully Successful or Outstanding with none below Fully Successful. Fully Successful – The majority of the performance requirements for Results Driven are rated at least Fully Successful with none below Fully Successful. Minimally Satisfactory – One or more performance requirements for Results Driven are rated Minimally Satisfactory. Unsatisfactory – One or more performance requirements for Results Driven are rated Unsatisfactory.
0232 County Employee Retirement System (CERS) Employer Retirement Contributions 12 0233 Other Employee Retirement 0240 Tuition Reimbursement 0251 State Unemployment Insurance 0253 KSBA Unemployment Insurance 0260 Workmen’s Compensation Insurance 0291 Sick Leave Payments 0293 Meal Reimbursements Taxable Portion 0294 Federally Funded Health Care Benefits 0295 Federally Funded Life Insurance Benefits 0296 Federally Funded State Administration 0297 Federally Funded Flexible Spending Benefits TOTAL 200'S 0321 Workshop Consultant 0322 Education Consultant 0335 Professional Consultant 0338 Registration Fees TOTAL 300'S 0441 Land or Building Rental Must be prorated if prorated usage 0442 Equipment or Vehicle Rental Must be prorated if prorated usage 0443 Rentals of Computers and related Equipment If LEA claims indirect costs, no copiers for administrative purposes are allowed. Must be prorated if prorated usage. 0444 Copier Rental If LEA claims indirect costs, no copiers for administrative purposes are allowed. Must be prorated if prorated usage. TOTAL OF 400'S 0511 Transportation - Purchased from another KY school district 0513 Bus Token-Public Conveyance
0514 Contracted Bus Services 0519 Student Transportation Purchased Other Services 0521 Pupil Transportation Insurance. Must be prorated if prorated use. 0522 Property Insurance for Title III purchase property. 0531 Postage (2% cap on administrative costs) 0532 Telephone (2% cap on administrative costs) 0533 On-Line Network (2% cap on administrative costs) 0541 Radio and Television Advertising (2% cap on administrative costs) 0542 Newspaper Advertising (2% cap on administrative costs) 0552 Posters (2% cap on administrative costs) 0553 Publications (2% cap on administrative costs) 0561 Tuition: Kentucky LEA 0581 Travel: In District (2% cap on administrative costs) 0582 Travel: Out of District (2% cap on administrative costs) 0584 Travel: Out of State (2% cap on administrative costs) 0585 Travel: Meals (to meet the two required subgrantee activities of Section 3115(c). (2) When travel is not related to required activities 2% cap applies for administrative costs. 0586 Travel: Lodging (to meet the two required subgrantee activities of Section 3115(c). (2) When travel is not related to required activities 2% cap applies for administrative costs. TOTAL OF 500'S 0610 General Supplies (not appropriate unless clearly defined in budget/plan) 0616 Food Non-Instructional Non Food Snacks for parent meetings and meeting requirements for services (reasonable and necessary) 0617 Food Instructional Non-Food Service Snacks for parent meetings and meeting requirements for services (reasonable and necessary) 0641 Library Books 0642 Periodicals and Newspapers 0643 Supplemental Books, Study Guides and Curriculum 0644 Textbooks & other Instructional Materials Data required for State reporting
This application should include a series of project profiles that detail the necessary information to fulfill the goals and objectives for this project. The acceptable font size for the narrative is 11 or 12 pitch with all margins at 1 inch. Please complete each section. The completed application is due by May 1st, 2018 via electronic media by emailing it to or mailing 4 completed copies to: South Dakota Department of Agriculture Kimberly Sturm 523 E. Capitol Ave Pierre, SD 57501 Provide a descriptive project title in 15 words or less in the space below. Start Date: End Date: Include a project summary of 250 words or less suitable for dissemination to the public. A Project Summary provides a very brief (one sentence, if possible) description of your project. A Project Summary includes: The name of the applicant organization that if awarded a grant will establish an agreement or contractual relationship with the State department of agriculture to lead and execute the project, A concise outline the project’s outcome(s), and A description of the general tasks to be completed during the project period to fulfill this goal. Add more objectives by copying and pasting the existing listing or delete objectives that aren’t necessary. Objective 1
Nashville, TN: FY2016 Timeline Key Dates: Actions Need from Agencies: July 2016 CoC General Meeting 07.21.2016 None FY2016 CoC Applications for Renewal Projects 08.05.2016 by 12:00 pm ELECTRONIC SUBMISSIONS ONLY! email to MDHA to Staff PEC Orientation for current and new members 08.09.2016 None Renewal Applications Scored by MDHA Staff and forwarded to PEC (MDHA Grants will be scored independently by a PEC Member) 08.10.2016 None FY2016 CoC Applications for New Projects 08.12.2016 by 4:00 pm ELECTRONIC SUBMISSIONS ONLY! email to FY2016: 30 Day Project Application Deadline for Local Consideration (HUD Required) 08.14.2016 None August-CoC Governance Board Meeting 08.16.2016 None New Applications Scored and forwarded to PEC 08.17.2016 None August 2016 CoC General Meeting 08.18.2016 None PEC Committee Will Review Scores for both renewal and new 08.23.2016 & 08.24.2016 None Final Draft Ranking Released to Community-including project scores for agencies. 08.26.2016 None Notice of Project Acceptance or Rejection from locally (HUD Required) 08.31.2016 (This is not the same as ranking and prioritizing! This is just a notification that the project is or is not accepted by CoC.) Any appeals regarding ranking or scoring must be submitted (Must cite one of the reasons listed in the Appeals Overview document to be considered) August 31st, 2016 ELECTRONIC SUBMISSIONS ONLY! email to
Nashville, TN: FY2016 Timeline Key Dates: Actions Need from Agencies: Open meeting on Reallocation with CoC Providers (discussion on MDHA unexpended funds lost in FY2015 included) 06.30.2016 Completed on Time Open meeting for FY2015 CA Review Community Workshop to review narrative and priority listing 07.11.2016 Completed on Time July 2016 CoC General Meeting 07.21.2016 Completed On Time FY2016 CoC Applications for Renewal Projects 08.05.2016 by 12:00 pm Completed on Time: (16) Submissions MDHA to Staff PEC Orientation for current and new members 08.09.2016 Completed On Time: 5 New Members Renewal Applications Scored by MDHA Staff and forwarded to PEC (MDHA Grants will be scored independently by a PEC Member) 08.10.2016 Completed On Time FY2016 CoC Applications for New Projects 08.12.2016 by 4:00 pm Completed on Time: (6) Submissions for new via Reallocation or Bonus FY2016: 30 Day Project Application Deadline for Local Consideration (HUD Required) 08.14.2016 Completed On Time: All projects considered August-CoC Governance Board Meeting 08.16.2016 Completed On Time New Applications Scored and forwarded to PEC 08.17.2016 None August 2016 CoC General Meeting 08.18.2016 None PEC Committee Will Review Scores for both renewal and new 08.23.2016 Completed On Time: Scenario Finalized by PEC SPECIAL CALLED GOVERNANCE MEETING 08.26.2016 NEW EVENT ADDED: Scenario accepted by Governance Notice of Project Acceptance or Rejection from locally (HUD Required) 08.31.2016 (This is not the same as ranking and prioritizing! This is just a notification that the project is or is not accepted by CoC.)
Any appeals regarding ranking or scoring must be submitted (Must cite one of the reasons listed in the Appeals Overview document to be considered) 09.06.2016-09.07.2016 Date Changed: Appeals Given until September 7th, 2016 at 5:00 pm for last call filings SPECIAL CALLED GOVERNANCE and CoC General Body Membership 09.07.2016 NEW EVENT ADDED: Tier II Ranking and Appeals Appeals Committee (Non Designated PEC Members) will review appeal motion/ & provide to agency 09.08.2016 Date Changed: Appeals Teleconference FY2016 Collaborative Application & Priority Ranking Posted (48) Hours in Advance of Deadline from HUD 09.09.2016 NEW EVENT ADDED Collaborative Application for Nashville, TN September 14th, 2016 None-Will post public screenshot and final Application
Project Ranking and Approval: The Independent Review Team (IRT) ranked projects and made the following project priority recommendations to the ECHO Membership Council, which has the authority to approve or reject the project ranking recommendation, on July 21, 2016. All new and renewal projects were approved for the Consolidated Application with feedback for HUD application submission. The Membership Council approved the Project Priority Ranking on August 10, 2016. Rank New or Renewal Project Type Organization 2016 Request 1 Renewal HMIS Ending Community Homelessness Coalition $150,234 2 Renewal PH-PSH Green Doors $77,101 3 Renewal Transitional Housing SafePlace $624,678 4 Renewal PH-RRH Salvation Army $560,762 5 Renewal PH-PSH Housing Authority Travis County $850,539 6 Renewal PH-PSH Caritas of Austin $223,373 7 Renewal PH-PSH ATCIC $376,668 8 Renewal PH-PSH Front Steps $224,965 9 Renewal PH-PSH Caritas of Austin $686,445 10 Renewal PH-PSH Front Steps $174,215 11 Renewal PH-PSH Housing Authority City of Austin $608,898 12 Renewal PH-PSH Caritas of Austin $348,653 13 Renewal PH-PSH Caritas of Austin $228,024 TIER 1 SUBTOTAL $5,134,555 14 REALLOCATION PH-RRH LifeWorks $386,472 15 NEW PH-PSH HACA/ATCIC $275,227.00 TIER 2 SUBTOTAL $661,699 TOTAL $5,796,254 APPEALS: The CoC must notify project applicants, in writing outside of e-snaps, of any rejected FY 2016 project
Project Management Lifecycle Steps Description Process Initiate The authorization to begin work or resume work on any particular activity Involves preparing for, assembling resources and getting work started. May apply to any level, e.g. program, project, phase, activity, task. Plan The purposes of establishing, at an early date, the parameters of the project that is going to be worked on as well as to try to delineate any specifics and/or any peculiarities to the project as a whole and/or any specific phases of the project. Involves working out and extending the theoretical, practical, and/or useful application of an idea, concept, or preliminary design. This also involves a plan for moving a project concept to a viable project. Execute The period within the project life cycle during which the actual work of creating the project’s deliverables is carried out Involves directing, accomplishing, managing, and completing all phases and aspects of work for a given project. Control A mechanism which reacts to the current project status in order to ensure accomplishment of project objectives. This involves planning, measuring, monitoring, and taking corrective action based on the results of the monitoring. Involves exercising corrective action as necessary to yield a required outcome consequent upon monitoring performance. Or, the process of comparing actual performance with planned performance, analyzing variances, evaluating possible alternatives, and taking appropriate correct action as needed. Close Out The completion of all work on a project. Can also refer to completion of a phase of the project. Involves formally terminating and concluding all tasks, activities, and component parts of a particular project, or phase of a project.
Automatic Exit Schedule Automatic Exit Schedule Month of Last Attendance No Attendance in These Months System Assigned Exit Date December 1 June July – November June 30 January 15 July August – December July 31 February 15 August September – January August 31 March 15 September October – February September 30 April 15 October November – March October 31 May 15 November December – April November 30 June 15 December January – May December 31 July 15 January February – June June 30 August 15 February February March – June June 30 June 30 September 15 March April – June June 30 Data Entry To ensure ongoing and accurate data entry, programs are required to maintain a minimum of two staff proficient in using SMARTT and Cognos. Temporary unavailability of a primary data entry person due to illness or staff turnover does not excuse the requirement to keep data current. Therefore, it is in the program's best interest to ensure that both individuals trained to enter data maintain their ability by entering data regularly and/or have more than two people trained. For more information on SMARTT data entry, see . Fiscal and Data Reporting Programs must submit timely fiscal reports (e.g., Standard Application for Grants and Budget Detail Pages, Requests for Funds, annual Final Financial Report). Failure to submit timely and accurate reports may result in a suspension of further payments until receives accurate and complete reports. Data Lock-Out Programs must enter data into SMARTT at least monthly. To accommodate extenuating circumstances, the Department allows a maximum of one additional month before the SMARTT system is locked so that no additional data can be entered for that month. See the box below for the data lock-out schedule.
Second, develop the right skills; and Third, enable the right match. So it is about Right Jobs, Right Skills, Right Match. Creating the Right Jobs First, creating jobs, and more, creating the right jobs. Associate Professor Randolph Tan said “it is no mean feat to continue to generate jobs in an increasingly sophisticated economy packed into one of the most congested cityscapes in the world.” Indeed, this is no mean feat. We not only need to create jobs but given our high cost structure, given the high level of wages already, to create jobs of high value that meet the aspirations of Singaporeans. And to do that, our firms must be competitive and productive. I showed this slide when I presented the Budget statement (See Chart 2). Now, this scatterplot shows average productivity and average wage per worker. The higher the productivity of the firm, the higher the wages that they pay to each worker. So, it shows that productive firms generally pay higher wages. Chart 2: Productivity and Wages by Selected Industries in 2014 Sources: DOS, EDB Notes: 3rd quintile of the General Manufacturing sector = 100.
5. Work relationships: Ability to maintain effective working relationships with co-workers, faculty, students and the public. Cooperation with other university departments. Reluctantly assists others; has trouble adapting or getting along with others. Has a positive approach to the job; functions as a team member and gets along well with others. Is unusually tactful and cooperative; goes out of the way to facilitate positive relations within the department. Other. 6. Reliability: Degree of supervision needed to carry out tasks to completion and to meet job goals; willingness to accept responsibility independently. Sometimes fails to follow instructions and needs supervision to complete work. Can be depended on to follow instructions; requires general supervision. Extremely reliable; follows through promptly on all tasks; shows high level of initiative and is a self-starter. Other. 7. Judgment: Ability to make effective decisions when problems arise. Is careful in making decisions, but has a limited approach to resolving problems; often decisions are not effective. Generally makes effective decisions; judgments usually result in problem resolution. Consistently shows unusually good judgment in analyzing and handling problems. Other. 8. Leadership: Effectiveness in assigning, directing, motivating and evaluating the work of other employees. Often unsuccessful in motivating employees to accomplish goals and meet performance standards. Uses good techniques; employees function well as a team. Highly effective in delegating and monitoring work of others. Develops employees’ skills and abilities and motivates them to accomplish goals. Other. 9. Miscellaneous: Safety and Security Adheres to rules and guidelines for meeting standards of safety and security. standards Below standards Attendance Meets department standards for attendance. standards standards Punctuality Meets department standards for punctuality. standards standards 10. Training (Optional):
Goal 1: High Quality Instruction ELL teacher STEM coordinator (Title VI) Ed and Recreation funds for schools Capital Outlay for schools (add and replace) middle school guidance position (shared) days for high school guidance counselors funding for required field trips Goal 2: High Quality Professionals salary adjustment for teachers at the top of the scale to bring them above market (steps 10-27) beginning of scale to differentiate beginning teacher rate of pay adjustment for full time employees (1.5%) funds for professional development adjustment to special education paraprofessional salary (5%) 5% salary increase for LPN and HOA positions
SECTION II. Utilization and Expenditure Profiles Title III Utilization, Expenditure Profile (Except Title III-E) State ID Fiscal Year: Title III Utilization, Expenditure, and Program Income Received Profile (Except Title III-E) Cluster 1: Registered Services - Requiring Detailed Client Profile Cluster 2: Registered Services - Requiring Summary Client Profile For Selected Services Number of Providers # of Direct Services Undup- licated Served # of Persons Served at High Nutrition Risk Service Units Title III Expenditure Total Service Program Income OAA Title III ($) Part B OAA Title III Expen- ditures ($) Part C1 OAA Title III Expen- ditures ($) Part C2 OAA Title III ($) Part D 7. Assisted Transportation IIA-0051 IIA-0052 IIA-0053 IIA-0054 IIA-0055 IIA-0056 IIA-0057 IIA-0058A IIA-0058B IIA-0058C IIA-0058D 8. Congregate Meals IIA-0059 IIA-0060 IIA-0061 IIA-0062 IIA-0063 IIA-0064 IIA-0065 IIA-0066 IIA-0067A IIA-0067B IIA-0067C IIA-0067D 8a. NSIP Congregate Meals* IIA-0068 IIA-0068D 9. Nutrition Counseling IIA-0069 IIA-0070 IIA-0071 IIA-0072 IIA-0073 IIA-0074 IIA-0075 IIA-0076 IIA-0077A IIA-0077B IIA-0077C IIA-0077D AAA
IIB-0019 <= IIB-0020 IIB-0025 <= IIB-0026 Sample: Section IIB, Caregiver Support Categories: [Totals (unduplicated)] A: Total (Unduplicated) IIA-0031 - A) [Title III Expenditures] = SUM OF IIA-0001 + IIA-0007 + IIA-0013 + IIA-0035 + IIA-0019 + IIA-0025 B: Total (Unduplicated) IIA-0032 - B) [Total Service Expenditure] = SUM OF IIA-0002 + IIA-0008 + IIA-0014 + IIA-0036 + IIA-0020 + IIA-0026 C: Total (Unduplicated) IIA-0033 - C) [Program Income] = SUM OF IIA-0003 + IIA-0009 + IIA-0015 + IIA-0037 + IIA-0021 + IIA-0027 Total unduplicate count for #16 and #17 = sum of consumer_uuid and client_count.
SECTION II. Utilization and Expenditure Profiles Title III Utilization, Expenditure Profile (Except Title III-E) State ID Fiscal Year: Title III Utilization, Expenditure, and Program Income Received Profile (Except Title III-E) Cluster 1: Registered Services - Requiring Detailed Client Profile Cluster 2: Registered Services - Requiring Summary Client Profile For Selected Services Number of Providers # of Direct Services Undup- licated Served # of Persons Served at High Nutrition Risk Service Units Title III Expenditure Total Service Program Income OAA Title III ($) Part B OAA Title III Expen- ditures ($) Part C1 OAA Title III Expen- ditures ($) Part C2 OAA Title III ($) Part D 7. Assisted Transportation IIA-0051 IIA-0052 IIA-0053 IIA-0054 IIA-0055 IIA-0056 IIA-0057 IIA-0058A IIA-0058B IIA-0058C IIA-0058D 8. Congregate Meals IIA-0059 IIA-0060 IIA-0061 IIA-0062 IIA-0063 IIA-0064 IIA-0065 IIA-0066 IIA-0067A IIA-0067B IIA-0067C IIA-0067D 8a. NSIP Congregate Meals* IIA-0068 IIA-0068D 9. Nutrition Counseling IIA-0069 IIA-0070 IIA-0071 IIA-0072 IIA-0073 IIA-0074 IIA-0075 IIA-0076 IIA-0077A IIA-0077B IIA-0077C IIA-0077D AAA
SECTION IV. DEVELOPMENTAL ACCOMPLISHMENTS FOR HOME AND COMMUNITY BASED PROGRAMS* Identification Of Three Top Accomplishments 1. IVA-0001 Type of Development IVA-0001C Enter Code(s) 2. IVA-0002 Type of Development IVA-0002C Enter Code(s) 3. IVA-0003 Type of Development IVA-0003C Enter Code(s) Development Type Codes: Public education/awareness Resource development Training/education Research and development Policy development Legislative development 7. Other Section IV.A Developmental Accomplishments – Home/Community Programs - Validation Checks Within Section VI.A 1. For all accomplishments entered [Development Type Codes:] must be equal to 1, 2, 3, 4, 5, 6, or 7. [Development Type Codes] >= 1 and [Development Type Codes] <= 7 2. Fields may contain one or more codes (1-7) as appropriate for each accomplishment.
Travel - Itemize travel expenses for personnel by purpose (e.g., training, meetings, etc.). Describe the purpose of each travel expenditure in reference to the SU Expansion project goals and objectives. Show the basis of computation (e.g., six people to training at $X airfare, $X lodging, $X subsistence). In training projects, travel and meals for trainees should be listed separately. Show the number of trainees and the unit costs involved. Identify the location of travel, if known; or if unknown, indicate “location to be determined.” (NOTE: Travel expenses for consultants should be included in the “Contractual/Consultant” category). TRAVEL Purpose of Travel Location Computation Cost Item Cost Rate Basis for Rate Quantity Number of People Number of Trips Cost Lodging Night Meals Day Mileage Mile Transportation: Roundtrip Local Travel Other Subtotal day
FY2017 EMERGENCY MANAGEMENT PERFORMANCE GRANT WORK PLAN UPDATE Required submission and due by the 30th day after the end of each quarter County Name: Quarter: 1st 2nd 3rd 4th 5th 6th 7th All that apply 10/1/16-12/31/16 1/1/17-3/31/17 4/1/17-6/30/17 7/1/17-9/30/17 10/1/17-12/31/17 1/1/18-3/31/18 4/1/18-6/30/18 Accomplishments: (Provide a description of what was accomplished for the quarter ) Planning, Training, Exercise, and Organizational activities completed this quarter (i.e., planning, plan updates, public education and awareness, efforts to strengthen the emergency management program at the local level, etc.). Training (Required for all EMPG funded employees - report on NIMS and PDS training in addition to other local, state, or federally offered training. Data is cumulative during the performance period) EMPG-Funded Staff NIMS Done Required Courses 100 200 700 800 PDS Done Required Courses 120 230 235 240 241 242 244 List other training Use space below as needed Please list any additional courses in this area: Training Improvement Plan (Must provide an improvement plan for all EMPG-funded employees who have not yet completed all of the required NIMS and PDS courses) If training improvement plan is not needed, type N/A in first line/column below. EMPG- Funded Staff Needed Course Training Completion Plan Anticipated Completion
Total Funding Use the subtotals from the tables above to complete the table below. SALCP REQUEST Match Funder 1 (Match Funder 2) Total Funding Subtotal: Easement Acquisition $ $ $ $ Subtotal: Associated Costs $ $ $ $ Stewardship Fund (if used as match) $ $ $ GRAND TOTAL $ $ $ $
[Project Title] Work Plan Summary High Level Task/Detailed (with Deliverables) Responsible Party/Parties (City, County, Consultant, etc.) Timetable (Length of time to complete, targeted date of completion, and identify dependent tasks) Estimated Cost (Specify if from SALC or from Match) Task 1 Sub-Task A Sub-Task B Sub-Task C Task 2 Sub-Task A Sub-Task B Sub-Task C Task 3 Sub-Task A Sub-Task B Sub-Task C 7. This section should identify the total estimated project cost using the budget table provided below. The total estimated cost should be broken down to clearly delineate funds being requested from this program and other commitments of outside funding or donations. Only direct costs are eligible for reimbursement. Project Title SALC Program REQUEST MATCH TOTAL FUNDING Personnel Subtotal Note: Information regarding Personnel and subcontractors is entered on page 2 of the Budget Operating Expenses (itemize/explain—examples provided)
Program & Funding Source Responsible Party Status Road & Bridge Projects 20. Pave Hardage Road using $762,000 from SPLOST-2009 funds for the road and $60,000 from SPLOST-2014 funds for water line materials. Public Works Director/ Water Works Director/ EMC Consulting All ROW deeds signed. Design and construction management agreement from EMC was approved on 12/20/16. Status meetings were 2/6/17 and 3/9/17. Mandatory meeting was held on 6/1/17. Bid deadline was 6/22/17. Board approved on 7/5/17. Robinson Paving was low bidder at $716,091.35 for the road portion and the Water Works department will install the water line for $60,000 in materials. Precon meeting was 7/14/17. Completion during mid 2018. 21. Continue to improve Hamilton Business Park (road extension, turn lane, utility extension) using $200,000 in SPLOST-2014 funds. County Manager/ Public Works Director Harris-Gray prepared design, specifications, and obtained permits. Coordination meeting held on 11/8/17. Prepared bid documents. On bid, bid opening is 2/13/18. 22. Coordinate low impact bridge projects with GDOT for Bethany Church, Old West Point Road, and O Street bridges. Public Works Director GDOT is doing preliminary work and bridge work is scheduled for early 2018. 23. Have GDOT acquire the needed ROW for the Standing Boy Creek/Fortson Road bridge replacement using $188,000 from TSPLOST funds. GDOT GDOT will be acquiring the ROW (5 pieces) during the next 9 months, bridge should be on bid during summer 2018 and be replaced fall 2019. Paid GDOT $188,000 during 11/17. 24. Prepare to pave Holland Dr., Kingsboro Rd., and Diamond Circle/Road using $223,882 from TSPLOST funds. County Manager/ Public Works Director/ County Attorney Received GDOT connection permits. Attorney preparing ROW deeds for all roads to prepare for future paving. 25. Install 10,800 linear feet of water line on Hadley Road using $200,000 from SPLOST-2014 funds. Water Works Director No action.
Program & Funding Source Responsible Party Status Road & Bridge Projects 20. Pave Hardage Road using $762,000 from SPLOST-2009 funds for the road and $60,000 from SPLOST-2014 funds for water line materials. Public Works Director/ Water Works Director/ EMC Consulting All ROW deeds signed. Design and construction management agreement from EMC was approved on 12/20/16. Status meetings were 2/6/17 and 3/9/17. Mandatory meeting was held on 6/1/17. Bid deadline was 6/22/17. Board approved on 7/5/17. Robinson Paving was low bidder at $716,091.35 for the road portion and the Water Works department will install the water line for $60,000 in materials. Precon meeting was 7/14/17. Completion during mid 2018. 21. Continue to improve Hamilton Business Park (road extension, turn lane, utility extension) using $200,000 in SPLOST-2014 funds. County Manager/ Public Works Director Harris-Gray prepared design, specifications, and obtained permits. Coordination meeting held on 11/8/17. Prepared bid documents. Pre-bid meeting held on 2/1/18. On bid, bid opening is 2/13/18. 22. Coordinate low impact bridge projects with GDOT for Bethany Church, Old West Point Road, and O Street bridges. Public Works Director GDOT is doing preliminary work and bridge work is scheduled for early 2018. 23. Have GDOT acquire the needed ROW for the Standing Boy Creek/Fortson Road bridge replacement using $188,000 from TSPLOST funds. GDOT GDOT will be acquiring the ROW (5 pieces) during the next 9 months, bridge should be on bid during summer 2018 and be replaced fall 2019. Paid GDOT $188,000 during 11/17. 24. Prepare to pave Holland Dr., Kingsboro Rd., and Diamond Circle/Road using $223,882 from TSPLOST funds. County Manager/ Public Works Director/ County Attorney Received GDOT connection permits. Attorney preparing ROW deeds for all roads to prepare for future paving. 25. Install 10,800 linear feet of water line on Hadley Road using $200,000 from SPLOST-2014 funds. Water Works Director No action.
Program & Funding Source Responsible Party Status Other Projects 47. Complete a revision of the sign ordinance. County Attorney Being reviewed. 48. Prepare construction pad for TNT and Hart Steel in Hamilton Business Park. Public Works Director TNT completed, Hart Steele not started. Unknown when both companies will begin their construction. 49. Reroute stream for Daesol’s new building using SPLOST-2014. GMC’s proposal for the Daesol stream rerouting project was approved on the 9/5/17. GMC preparing bid specs. Project delayed by Daesol. Meeting on 2/1/18 indicated project should be bid out by county during April, awarded to private company during May, construction begins during June, and is completed by November. Estimated cost is $1.0 to 1.5M. Cost will be included in next year’s budget. On-going. 50. Prepare 5 Year Capital Improvement Program (CIP). County Manager/ All Department Heads CIP was prepared and emailed to commissioners for review on 7/14/17. Discussed during 8/11/17 retreat. Completed. 51. Prepare SPLOST continuation proposal for a May 22, 2018 referendum. County Manager/ All Department Heads Proposal was prepared and emailed to commissioners for review on 7/14/17. Discussed during 8/11/17 and 8/31/17 retreats. Meeting with all cities were on 9/19/17 and 10/16/17. Additional SPLOST meeting on 11/13/17 and 12/12/17. Attorney prepared intergovernmental agreement for all cities to sign. Board approved on 1/2/18. All cities have signed. Completed. Chamber of Commerce has endorsed the plan. 52. Update all fee schedules. County Manager/ All Department Heads Current fee schedules presented during 8/11/17 retreat. Public workshop held on 9/5/17. Community Development Dept. was addressed on 10/3/17. Board approved all fee schedules on 10/17/17 with an effective date of 1/1/18. Posted on web site. Completed. 53. Prepare RFP to bid out prison inmate medical services. Contract expired during June 2017. Prison Warden Bid opening was 3/19/18. 5 responses received and are being evaluated. On the 4/17/18 agenda for consideration.
Program & Funding Source Responsible Party Status Other Projects 44. Prepare close-out documents for the 2012 Kings Gap CDBG project. County Clerk/Asst. County Manager Coordinated with Regional Commission on closing out grant. Final public hearing was 8/8/17. Completed. 45. Conduct BOC quarterly retreat. County Clerk/Asst. County Manager Previous retreats were conducted Oct. 31, 2016, Jan.5, 2017, May 9, 2017, Aug. 11, 2017, August 31, 2017, Dec. 12, 2017, Feb. 23, 2018, and May 1, 2018. Next retreat is scheduled for Sept. 2018. 46. Obtain the National Weather Service Storm Ready designation. 911 Director On-going. 47. Complete a revision of the sign ordinance. County Attorney Being reviewed. 48. Prepare construction pad for TNT and Hart Steel in Hamilton Business Park. Public Works Director TNT completed, Hart Steele not started. Unknown when both companies will begin their construction. 49. Reroute stream for Daesol’s new building using SPLOST-2014. GMC’s proposal for the Daesol stream rerouting project was approved on the 9/5/17. GMC preparing bid specs. Project delayed by Daesol. Meeting on 2/1/18 indicated project should be bid out by county during June, awarded to private company during July, construction begins during Aug, and is completed by December. Estimated cost is $1.0 to 1.5M. Cost was included in next year’s budget. On-going. 50. Prepare 5 Year Capital Improvement Program (CIP). County Manager/ All Department Heads CIP was prepared and emailed to commissioners for review on 7/14/17. Discussed during 8/11/17 retreat. Completed. 51. Prepare SPLOST continuation proposal for a May 22, 2018 referendum. County Manager/ All Department Heads Proposal was prepared and emailed to commissioners for review on 7/14/17. Discussed during 8/11/17 and 8/31/17 retreats. Meeting with all cities were on 9/19/17 and 10/16/17. Additional SPLOST meeting on 11/13/17 and 12/12/17. Attorney prepared intergovernmental agreement for all cities to sign. Board approved on 1/2/18. All cities have signed. Chamber of Commerce has endorsed the SPLOST plan. Voters approved on May 22, 2018. Completed.
Chapter 9: Progress Reports It is our responsibility to monitor the progress of your project. Last year we made some major changes to the reporting system, and, although we have not found a report that fills itself in, we hope we have been clearer about the information that should be included, and given you better instructions. Each project has a minimum of two reports, an Interim and an Annual, for each year of the project. The Interim Report covering six months of activities related to your LSTA grant is due on April 15. The Annual Report is due on October 15. (Agreement: #18). You may download reports, at our website: . You will need a project number to fill out your reports. It can be found in the Project Overview form accompanying this manual, and on your disbursement form. NOTE: Some projects are for two years and have different reporting requirements. Specific deadlines for your project can be found in Agreement: #18. Subgrantees must complete a Report plus Project Expenditures forms. The Project Expenditure Statement should be included only if money has been expended during the period covered by the report.—. Inventory Records are submitted only for items of furniture and equipment which cost more than $5,000.Disbursement Forms should be included only when requesting funds. ALWAYS KEEP A COPY FOR YOUR FILES. Reports sometimes do get lost in the mail. Things to check and remember as you return your reports and forms. Reports can be sent by email to mblc.mailbox@state.ma.us Please send digital versions of publicity, pictures. Finish reports on or before due date and send to MBLC electronically. Keep a detailed grant expenditure spreadsheet to make reporting easier. Be sure to include check or warrant numbers on the financial report. Report: It is from this Report that we pass on information to IMLS. The new system that IMLS has allows us to upload sections easily. That is the reason that we ask you to include the complete year of activity in this report. We will be adjusting the interim report this year to reflect
Bureau of Maternal and Infant Health, Illinois Department of Human Services FY18 BBO Chart Review Tool: Terminated Clients Agency: Present = X Absent = 0 Not Applicable = NA Review Date: MCH Nurse Consultant: Cornerstone ID Number X 0 NA Participant Profile: PA02 Assigned Case Manager Program Information: PA15 (or RF01) BBO Initiation Date Client transitioned to the most appropriate services at 6 weeks postpartum (FCM or HV Program) Initial Prenatal: PA07 (or SV01:802) EDC date Month Care Began Trimester Care Began Postpartum: PA10 (SV01:802) # of prenatal medical visits Assessment: AS01 707G: Risk Factors - HSPR0207 Assessment Report (list): 706 Home: at initial HV Activity Entry: SV02-100 or 105 Contact Type 1 or 2 or 3 (Activity dates are on or after IPCM Effective From Date) F2F visit documented for each period of client enrollment up to termination from BBO. F2F visits completed by assigned BBO case manager. Other contact documented for each 31-day period of client enrollment Site:01: Home visit documented for each trimester of pregnancy during client’s enrollment period Care Plan CM02, CM03, CM04 CM02 - Goals CM03 - Planned Services CM02 or CM03: Updates on Care Plan with Dates CM04: Content of each face-to-face interaction is documented CM04: Content of each other contact interaction is documented CM04: Content of each home visit interaction is documented
PCSGP Form 7—Charter School Work Plan/Activities A partial Work Plan example is shown below. Element Start Date End Date Position/ Person Responsible Evidence Percent Completed Educational Program (EP) Actions/Activities: Teachers will attend a two-day work shop on adapting curriculum and instruction 2/27/18 7/31/18 Principal Agenda, sheets Leave blank Charter Management Plan (CMP) Actions/Activities: Monthly meeting to review data, evaluate, and modify instruction 2/27/18 7/31/18 Principal Agenda, meeting notes, instructional materials Leave blank Community and Parent Involvement (CPI) Actions/Activities: Initial parent meeting 2/27/18 7/31/18 Principal Notification letter, agenda, and sign-in sheets Leave blank
them when they work well, cut losses when they do not, and draw on feedback and experience to adjust and refine our plans. That is the Singapore way. B. An Innovative and Connected Economy Economy and Labour Market – Performance and Outlook Let me start with the economy and jobs. Last year, we achieved GDP growth of 2.0%. This is similar to the 1.9 % achieved in 2015. This is within range, but at the lower end of our potential growth over the medium term. But this aggregate growth figure belies the uneven performance across sectors. Sectors such as Electronics, Information & Communications, and Education, Health & Social Services, did well. Some sectors have been harder hit by cyclical weaknesses, including Marine & Offshore, and to some extent, Construction. Other sectors like retail are facing structural shifts. The picture of the labour market is similarly mixed. Overall, unemployment rate remained low at 2.1% in 2016, but redundancies have been increasing and more workers are taking longer to find jobs. Sectors such as healthcare and education offered more jobs, while others shed them. In 2016, resident employment increased while foreign employment contracted.
Identify the payee and the country where the foreign bank, branch or office is located for each warrant that will be issued because they would otherwise qualify for use of an IAT and the payment amount does not justify the higher cost associated with an international wire transfer. Estimate the number of warrants issued annually to an IAT eligible payees: Treasurer’s Office Use Only – International ACH Transactions Approved Comments: Exemption Expires: Disapproved By: Date: SECTION D Other This section is for issues not addressed in Sections A – C above. Describe the other limitations that are preventing your agency from issuing electronic payments: Note when and describe how your agency plans to address these limitations: Estimate the number of warrants that will be issued annually due to the limitations noted in Section D: Treasurer’s Office Use Only – Other Approved Comments: Exemption Expires: Disapproved By: Date:
Total Project Budget In the chart below, provide the total budget for this project. These are costs that are used to directly support the implementation of the requested project. (A) (B) (C) (D) Eligible Costs CoC Funding Request (must be same as in summary chart above) Matching Funds (must be the same as in the matching chart below) Additional Funding (these are funds in addition to match; also complete table below) Total (sum across the rows) Rental Assistance $ Leasing $ Operations $ Supportive Services $ Administrative Costs $ Total (sum columns A - C) $ $ $ GRAND TOTAL (sum of column D) $ Additional Funding Detail In this table, provide details on the sources of additional funding, as given in the chart above. NOTE: These are sources of funding over and above the CoC funding request and the match requirements. Indicate whether the funding is cash or in-kind. Do not include matching funds here; information on matching funds should be given in the chart below. Name of Funding Source (i.e. XYZ Foundation, private donations, etc.) Amount of actual/expected commitment Actual or expected commitment from the funding source? (select one) __ actual __ expected __ actual __ expected __ actual __ expected __ actual __ expected __ actual __ expected (Add rows as needed.)
Escaping Human Trafficking: Including human and/or sexual trafficking, enter the total number of persons. Persons in Households with At Least One Adult & One Child Characteristics Chronically Homeless Non-Vets Chronically Homeless Vets Homeless Vets Chronic Substance Abuse HIV/AIDS SMI Fleeing DV Human Trafficking Disabled adults over 24 Non-disabled adults over 24 Disabled adults 18 – 24 Non-disabled adults 18 – 24 Accompanied disabled children under 18 Accompanied non- disabled children under 18 Persons in Households without Children Characteristics Chronically Homeless Non-Vets Chronically Homeless Vets Homeless Vets Chronic Substance Abuse HIV/AIDS SMI Fleeing DV Human Trafficking Disabled adults over 24 Non-disabled adults over 24 Disabled adults 18 – 24 Non-disabled adults 18 – 24