zilongwang/ReadingBank huggingface dataset:
Action:. CA323 Amend name and definition of PCAL event Item is postponed to next call due to lack of time. Written input received: Bernard Input – reviewed defs of PCAL / PRED / DRAW PCAL Partial Redemption With Reduction of Nominal Value Securities are redeemed in part before their scheduled final maturity date with reduction of the nominal value of the securities. The outstanding amount of securities will be reduced proportionally. PCAL NEW Partial Redemption without pool factor reduction Securities are redeemed in part before their scheduled final maturity date. It is done without any pool factor reduction. The redemption out-turn is reflected with a face amount reduction. PRED Partial Redemption Without Reduction of Nominal Value Securities are redeemed in part before their scheduled final maturity date without reduction of the nominal value of the securities. This is commonly done by pool factor reduction. PRED NEW Partial Redemption with pool factor reduction Securities are redeemed in part before their scheduled final maturity date. The redemption out-turn is reflected with a pool factor reduction. No movement of securities occurs. DRAW Drawing Redemption in part before the scheduled final maturity date of a security. Drawing is distinct from partial call since drawn bonds are chosen by lottery and with no reduction in nominal value. DRAW NEW Drawing Securities are redeemed in part before the scheduled final maturity date of a security. It is done without any pool factor reduction. The redemption out-turn is reflected with a face amount reduction. Drawing is distinct from other partial redemptions since drawn bonds are chosen by lottery. Input from SE The WG had no comments to provide and hence agreed with the description. Input from XS I am ok with the scenarios but we should add the specific qualifiers of each case, e.g. for PCAL pro-rata we decided to report OPTF//PROR ZA Feedback ZA agrees Actions: 1. All NMPGs to provide feedback if they agree with the description as a basis for the discussions for a change of the PCAL definition.
2018 March - May SMPG CA WG Works on MT Development Request (High Level Description of messages) SMPG Work on MX Business Justification Mid May Submit request to SWIFT Board meeting / SSC Submit Business Justification (BJ) to RA Mid June SWIFT Board meeting / SSC Decision Go/NoGo June - August RMG and SEG Evaluation of BJ and Approval August - September Recruit / Form a common MT/MX Development WG / SEG Evaluation Team September - October Country Vote (together with the SR2019 vote) November Board ratifies country vote results September - January (2019) MT message design & Development & WG reviews 2019 End January Development WG sign-off MT MX message Development (same as MT design) February Intermediary Advance Information Publication MX message Development (same as MT design) February - May Period during which CRs on new MT messages can be submitted SEG MX message evaluation and Approval and potentially submit CRs for June 1 (on MT/MX) June Approve potential CRs on new messages Mid July Advance Information publication End August CA MWG meeting Approves / Reject CRs August - September Finalise MT CRs development Finalise MX CRs development Mid December SRG and MFVR Published Deliver MDR Part 1, 2, 3 Documentation 2020 Mid February Updates to SRG and MFVR published End February SEG Approval of MX Documentation End April 2020 VTB activated Jul. 2020 UHB Publication Jul. 2020 T&T Activated Nov. 2020 MT Release Live MX release Live Actions: Véronique: to start already a draft business justification document for new ISO 15022 / ISO 20022 messages. Christine to follow up on EACH and EBF endorsement. CA315 Extending CA MPs to ISO 20022 The new GMP1 document fully ISO20022-enabled is currently under review by the GMP1 SG (Chapter 5 to 10).
Gladys Wood Elementary Government Hill Elementary Homestead Elementary Huffman Elementary Inlet View Elementary Kasuun Elementary* Kincaid Elementary* Klatt Elementary* Lake Hood Elementary* Taku Elementary* Trailside Elementary* Tudor Elementary Turnagain Elementary Tyson Elementary* Ursa Major Elementary Ursa Minor Elementary Williwaw Elementary* Willow Crest Elementary* Wonder Park Elementary Middle Begich Middle School* Central Middle School of Science Clark Middle School* Goldenview Middle School* Gruening Middle School* Hanshew Middle School* Mears Middle School* Mirror Lake Middle School* Romig Middle School* Wendler Middle School* High Bartlett High School* Chugiak High School* Dimond High School* Eagle River High School* East High School Service High School South Anchorage High School West High School Other ACE/ACT Program Alaska State School for the Deaf and Hard of Hearing AVAIL Program Benson Secondary/SEARCH Bragaw Heights Crossroads Debarr Residential Humphrey Heights Jesse Lee King Career Center Maplewood McKinley Heights McLaughlin New Path PAIDEIA Cooperative Polaris K-12 Providence Heights SAVE High Steller Secondary STrEam Academy Turning Point Heights Whaley School D. Figure 3.1 Schools
Deliverable Nr. Title Typology Didactic materials Learning tools Virtual platform Website Database CD-Rom/DVD Books/Other academic publications Paper-Brochure-Newsletter Other (please specify): Description (Please attach table of content) Impact Language N° of copies Estimated Date of publication F.2.3. Specific Activity: RESEARCH (if applicable) Research Activity Nr. Person in charge Title Description Methodology Impact Resulting publications F.2.4. Specific Activity: EVENTS Event Nr. Title Typology Conference Webinar Workshop Roundtable debate Study visit Promotional event Other (please specify): Description (Please attach draft programme) Impact Host country Duration N° of participants Target group Teachers Public administrators
Unit 4 18 Hrs Homogeneous Catalysis Stoichiometric reaction for catalysis, homogeneous catalytic hydrogenation, Zeigler-Natta polymerization of olefins, catalytic reactions involving carbon monoxide such as hydrocarbonylation of olefins (oxo reaction) oxopalladation reactions, activation of C-H bond. Course Outcome: The students will acquire knowledge of Transition metal complexes and compounds of transition metal-carbon multiple bonds Alkyls and aryls of transition metals and fluxional organometallic compounds Homogeneous catalysis and their applications. SUGGESTED READINGS Collman, J.P.; Norton, J.R.; Hegsdus, L.S.; Finke, R.G. Principles and Application of Organotransition Metal Chemistry, 1987, University Science Books. Crabtree, R.G. The Organometallic Chemistry of the Transition Metals, 5th edition, 2011, John Wiley. Mehrotra R. C. and Singh, A. Organometallic Chemistry, 2nd edition, 2005, New Age International. Cotton, F.A. and Wilkinson, G. Advanced Inorganic Chemistry, 6th edition, 1999, John Wiley. Pearson, A.J. Metallo-Organic Chemistry, 1985, Wiley. Interdisciplinary Courses Offered by Centre for Chemical Sciences ID Courses offered by the faculty of Centre for Chemical Sciences (For students of other Centres) 1 CHL.511 Basics perspective in Inorganic Chemistry 2 - - 2 10 15 15 10 50 2 CHL.512 Introduction to Green Chemistry and Sustainability 2 - - 2 10 15 15 10 50 3 CHL.513 Chemistry of Nanomaterials and Fabrication 2 - - 2 10 15 15 10 50 L T P Credits 2 0 0 2 Course Title: Basic Perspectives in Inorganic Chemistry Paper Code: CHL.511 Total Contact Hours: 36
SEMESTER 3 S. No. Paper Code Course Title Course Type L T P Cr 1 ACL.601 Inorganic Chemistry-III CC 3 - - 3 2 ACL.602 Organic Chemistry-III CC 3 - - 3 3 ACL.603 Quality Control in Analytical laboratory EC 2 - - 2 4 ACL.604 Pharmaceutical Products EC 3 - - 3 5 ACL.605 Industrial Inorganic Chemistry CC 3 - 3 6. ACL.606 Material Chemistry CC 4 - - 4 7. ACP.607 Applied Chemistry Practical –I CC - - 4 2 8. ACP.608 Applied Chemistry Practical –II CC - - 4 2 9. ACL.609 Applied Electrochemistry EC 2 - - 2 ACL 610 Aerosol Chemistry and Air Pollution Control ACL.611 Chemo and Biosensor ACL.612 Food Chemistry Total 20 0 6 24 FC: Foundation Course, CC: Core Course, EC: Elective Course L: Lectures T: Tutorial P: Practical Cr: Credits Examination Pattern A: Continuous Assessment Based on Objective Type Tests (10 Marks) Term paper (10 Marks) Assignment(s) (5 Marks) Examination Pattern B: Pre-Scheduled Mid Semester Test-1 Based on Subjective Type Test (25 Marks, 1 hr) Examination Pattern C: Pre-Scheduled Mid Semester Test-2 Based on Subjective Type Test (25 Marks, 1hr) Examination Pattern D: End-Term Exam (Final) Based on Objective Type Tests (25 Marks, 1hr)
‘Maxiumum Participant Number’ GDV 1, 1 July 2017 ‘Objective’ GDV 1, 1 July 2017 Schedule 1 – Deed and Business Details Item 8 Employment Regions, Courses and Fees 8.1, 8.2 GSDV, 1 January 2018
Currently, researchers seek to better understand the relationship between the Nazca booby’s obligate siblicide practice and NAV behavior practice. The physiological implications of both aggressive behaviors catalyze questions regarding causation, evolutionary significance, and potential permanent neuroendocrine alterations. Recent research on Nazca booby aggression addresses factors to the physiological understanding of aggression in vertebrate mammals. In vertebrate animals, androgen levels and corticosterone levels regulate aggression. Androgens are sex steroid hormones, including testosterone and progesterone, and corticosterone is a corticoid hormone secreted by the adrenal gland and comprises the primary avian stress response (Nelson 2006). Understanding the role of hormones and the adaptive significance of the aggressive behavior of the Nazca booby is a growing field of research Hypotheses In this research, two hypotheses focusing on siblicide and NAV behavior will be pursued. They are: 1. Lethal aggression levels in Nazca boobies are beneficial during the neonatal stage because they enable brood reduction. 2. Aggression becomes maladaptive in adulthood because it catalyzes a cycle of harmful adult visitor interactions (NAV). Each hypothesis will be evaluated through reading and analysis of existing literature. Findings Hypothesis 1: To address the first hypothesis, the significance of brood reduction through obligate siblicide must be established. Research demonstrates that the optimal brood size for the Nazca booby is one. A single chick is more likely to pass on its genes to future generations in
PERSON SPECIFICATION Scheme Manager FACTORS CRITERIA ESSENTIAL / DESIRABLE Education; Training and Experience Experience of administrative duties E Experience of supervising staff D Experience of working in a housing service E Experience of managing tenancies D Experience of working with customers E Experience of facilitating resident participation D Knowledge Understands and respects diversity and equality of opportunity E Knowledge of services available in the local area that could be of interest to residents D Knowledge of health and safety matters relating to sheltered housing D Understanding of housing management services E Aptitude Computer literate and able to use Microsoft Office E Organised approach to completing tasks and E Ability to prioritise and plan work effectively E Willingness to learn new skills E Can use initiative to find out information and resolve problems E Ability to produce reports, file notes and correspondence E Ability to empathise with, and be sensitive to, the needs of older people E Ability to remain calm under pressure and respond appropriately in an emergency E Competencies Will be required to perform at Level 2 of Melin’s Competency Framework. A copy is attached for guidance. E Special Conditions Full Driving Licence and use of car for work Enhanced DBS E E
Yeah you know as I say photo ID would help and some way of an ATM or something that tells them how much is on it. Overall it’s a good thing, it’s got its teething problems but it’s good. Merchant As discussed below, this idea also arose in discussions with Centrelink staff. Some of the participants in the longitudinal survey saw the sharing of BasicsCards as being consistent with Aboriginal culture and a way for families to share scarce resources. Operation and use of the BasicsCard A number of themes about the BasicsCard emerged across the qualitative interviews with those subject to IM, Centrelink staff, money management workers, and financial counsellors. These included: reducing financial abuse, including the impacts of the BasicsCard in reducing the prevalence of financial abuse the benefits of fee free banking practical problems using the BasicsCard embarrassment and stigma associated with using the BasicsCard. Financial abuse There is evidence from the qualitative interviews with those subject to income management, Centrelink staff and money management and financial counselling service providers, that the BasicsCard (and income management more broadly) can assist in reducing financial abuse and/or harassment. However, the BasicsCard does not remove financial harassment and abuse (and indeed can exacerbate it in certain circumstances), and therefore income management is only a partial solution to this problem. A number of people subject to IM commented that they liked income management and the BasicsCard because it reduced the extent to which they were subject to financial harassment. As noted by some clients, there are fewer money problems due to less cash on hand which might otherwise be given or taken by others in their family. Income management has helped and BasicsCard has helped because family can't ask you for your money. Indigenous woman, Alice Springs (Income management is) Safer because no humbug from family. Indigenous woman, Remote NT I have that BasicsCard and my husband can't get that money so I have food in my house. Indigenous woman, Remote NT There were mixed views among Centrelink staff about whether the BasicsCard helped to stop people being financially harassed. A number of the Centrelink
organisations and is imposed for reasons not associated with the Training Provider's performance under the Other VET Funding Arrangement); or an Other VET Funding Arrangement Termination Event occurs in relation to the Training Provider or any other registered training organisation that is a member of the Training Provider Group. This Clause has been left blank intentionally. The Training Provider must immediately notify the Department in writing of any significant changes to its ownership, CEO or operations (including its financial viability and any intention or decision to cease operations as a registered training organisation in respect of Victorian Employees). The Training Provider must notify the Department if its shares or other securities are listed on a stock exchange and that listing has not been notified to the Department pursuant to Clause 7.4. The Training Provider must notify the Department if, at any time at which its shares or other securities are listed on a stock exchange, any person whom the Training Provider is not permitted to engage, employ, contract or otherwise deal with under Clause 4.4(i) obtains: at least 35% of the voting power in the Training Provider; or Control of the Training Provider. The Training Provider must promptly notify the Department if, at any time after the making of the Training Provider’s initial response to the Skills First Provider Selection Process, the Training Provider becomes subject to an Insolvency Event or if any event occurs to which Clause 18.3(g), 18.3(h) or 18.3(j) applies. FUNDING, PAYMENTS AND OTHER FINANCIAL ARRANGEMENTS Payments for Training Services Subject to this VET Funding Contract, the Department: agrees to pay the Funds in respect of each Eligible Individual in respect of whom the Training Provider is providing the Training Services; and will make payment of the Funds to the Training Provider in accordance with Schedule 1. The Training Provider acknowledges and agrees that: the Department's payment of the Funds to the Training Provider in respect of an individual under this VET Funding Contract is conditional upon the Department being satisfied (and continuing to be satisfied) that: the individual is an Eligible Individual; the Training Services are being provided by the Training Provider in respect of the relevant individual in accordance with this VET Funding Contract; and the Funds are being reasonably applied by the Training Provider for the purpose of the provision of the Training Services in respect of that individual;
OASIS Form Final Report BASIC DETAILS 04594--J N V FAROUR FATEHGARH SAHIB PUNJAB Dated : 21-12-2016 SCHOOL NAME J N V FAROUR FATEHGARH SAHIB PUNJAB SCHOOL CODE 04594 ADDRESS JAWAHAR NAVODAYA VIDYALAYA,V P O FAROUR TEH KHAMANO,DISTT. FATEHGARH SAHIB AFFILIATION CODE 1640001 PRINCIPAL MR RAJAN KUMAR PRINCIPAL'S CONTACT NUMBER 7508832571 PRINCIPAL'S EMAIL ID kumarrejen1@rediffmail.com PRINCIPAL'S RETIREMENT DATE 31/07/2031 SCHOOL'S CONTACT NUMBER 1628-268281 SCHOOL'S EMAIL ID jnvfarour111@yahoo.co.in SCHOOL'S WEBSITE www.jnvfatehgarhsahib.co.in SCHOOL'S FAX NUMBER 01628268308
10th BOARD PASS PERCENTAGE (2014/2015/2016) 100/100/100 12th BOARD PASS PERCENTAGE (2014/2015/2016) 100/89.12/100 NAME OF WELLNESS/ACTIVITY TEACHER YES NAME OF GRIEVANCE/COMPLAINT REDRESSAL OFFICER SURJEET KAUR CONTACT NUMBER OF GRIEVANCE/COMPLAINT REDRESSAL OFFICER 9888996332 EMAIL ID OF GRIEVANCE/COMPLAINT REDRESSAL OFFICER surjeetk.14@gmail.com NAME OF HEAD OF SEXUAL HARASSMENT COMMITTEE SURJEET KAUR CONTACT NUMBER OF HEAD OF SEXUAL HARASSMENT COMMITTEE 9888996332 EMAIL ID OF HEAD OF SEXUAL HARASSMENT COMMITTEE surjeetk.14@gmail.com NAME OF CONTACT PERSON IN CASE OF EMERGENCY MR RAJAN KUMAR CONTACT NUMBER OF CONTACT PERSON IN CASE OF EMERGENCY 7508832571 EMAIL ID OF CONTACT PERSON IN CASE OF EMERGENCY jnvfarour111@yahoo.co.in TOTAL NUMBER OF DOCTORS IN SCHOOL CLINIC 1 TOTAL NUMBER OF NURSES IN SCHOOL CLINIC 1 TOTAL NUMBER OF BEDS IN SCHOOL CLINIC 4 LEVEL OF INVOLVEMENT OF SCHOOL IN CBSE ACTIVITIES ACTIVE
complete Appendix C-2 and Attachment 19. 4) APSAs on Bidder’s Site Life of the asset will be evaluated consistent with 2011 IRP Tables 6.1-6-4. Coal resources, limited to a Maximum Term of less than 5 years, are not eligible for this Resource Alternative. Facility built on a Bidder’s site which is a new facility. If it is an existing facility, it should be bid under #5. Bid pursuant to the APSA; PacifiCorp will own and operate the facility following commercial operation. Bidder must complete Appendices C-2 and F and Attachment 19. Contractual privities between PacifiCorp and the EPC contractor. Company will perform due diligence of Bidder technical specification or Bidder may be required to apply Company technical specifications in Attachment 17. 5) Purchase of an existing facility Evaluation will be completed based on the remaining depreciated life of the asset. Life of the asset will be determined by the 2011 IRP Tables 6.1-6.4 Coal resources are eligible A single resource located in or delivering to PACE or PACW and integrated as a Network Resource. Due diligence of facility that PacifiCorp deems appropriate (see Attachment 13). Bidder must complete Appendix C-3 and Attachment 19.
for this Resource Alternative if the remaining Life of the asset is limited to a Maximum Term of less than 5 years. PacifiCorp would own and operate the facility. 6) Purchase of a portion of a facility jointly owned by and/or operated by PacifiCorp Same as #5 Same as #5 Same as #5 7) Restructuring of Existing PPA or Exchange Agreement and/or Buyback of an Existing Sales Agreement Fixed term specified in the bid up to the life of the PPA or Exchange Agreement must be a minimum of 5 years and 100 MW. A PPA or Exchange Agreement for a coal resource is limited to a Maximum Term of less than 5 years, and a minimum of 100 MW. Same as #5 Restructuring of the PPA or Exchange Agreement and/or buyback of an existing sales agreement must result in incremental capacity and energy. Bidders must complete Attachment 19. Exceptions 8 (a) Load Curtailment Fixed term must be a minimum of 5 years and 25 MW. Existing end use PacifiCorp customers with a load that can be physically curtailed and must be not less than 25 MW. The 25 MW may be aggregated. The load must respond within 30 minutes prior to the hour and remain curtailed for PacifiCorp will not accept proposals for financial curtailment nor will it accept proposals that result in PacifiCorp having a residual delivery obligation for the curtailment
The opening salvo in the campaign to prevent desegregation at Central High came when the Capital Citizen’s Council (CCC) of Little Rock president, Robert E. Brown, addressed an open letter to Governor Faubus in the late spring of 1957. Reminding Faubus that Gov. Allan Shivers had successfully flouted (ignored) a federal court order, and prevented desegregation in Mansfield, Texas, Brown observed that ‘in order to preserve domestic tranquillity’ (peace) he could block the school board’s program.‘ As the sovereign head of a state,’ Brown added, ‘you are immune to federal court orders.’ But, the governor was apparently unmoved. As late as mid-July, he indicated that he would have nothing to do with defiance. ‘Everyone knows no state law supersedes a federal law,’ he told a press conference. ‘If anyone expects me to try to use them to supersede federal laws they are wrong.’ Throughout the summer the CCC’s efforts to sabotage the desegregation plan continued. Whether creating disorders at open meetings of the school board, organizing letter-writing campaigns to urge the governor to invoke (appeal for) police powers, or urging defiance through an avalanche of propaganda, the organization managed to keep the sensitive issue before the public’s eye. But however moderate his previous record, Faubus chose to bend with the current of racial extremism. Perhaps to his own consternation, he was swept along into the very whirlwind of massive resistance. Having deployed the National Guard to block the execution of a federal mandate, the governor flirted with armed rebellion for seventeen days. Only after a series of complicated manoeuvres involving President Dwight David Eisenhower, the Department of Justice, and a federal judge, and the issuance (issuing) of a federal injunction against further obstruction did he withdraw the guard on September 20. [From: School-desegregation-arkansas. Accessed on 15 August 2015] SOURCE 3C This source by LC Bates gave insight to the Little Rock, Central High School struggle to desegregate. Bates was an activist in Arkansas who fought for the equality of Black Americans
Works Cited Rege, M, & Solli, I 2013, 'The Impact of Paternity Leave on Fathers’ Future Earnings', Demography, 50, 6, pp. 2255-2277, Business Source Premier, EBSCOhost, 13 November 2014. Sanchez-Salcedo, Emily V. "On Paternity Leaves And Parental Leaves - The Dilemma Over "Daddy Days." DLSU Business & Economics Review 23.1 (2013): 84-92. Business Source Premier. Web. 23 April. 2015. COHN, JONATHAN. "Leave No Parent Behind." New Republic 245.12 (2014): 7-9. Academic Search Premier. Web. 23 April. 2015. Crawford, Robert. "Civil Service Staff To Receive Equal Parental Leave Pay." Employee Benefits (2014): 5. Business Source Premier. Web. 23 April. 2015. Edwards, Gareth. "Flexible Working And Shared Parental Leave." Credit Management (2014): 37. Business Source Premier. Web. 23 April. 2015. "Paternity Leave A Laboring Issue: Over Half Of Employees Support More Rights For Mums Than Dads." Management Services 48.9 (2004): 6. Business Source Premier. Web. 23 April. 2015. Gouveia, Aaron. "Paid Paternity Leave Saved My Family." Time.Com (2014): 1. Business Source Premier. Web. 23 April. 2015. Lindsay, Jeanne Warren. “Teen Dads”: Rights, Responsibilities, and Joys. Buena Park: Morning Glory Press Inc., 1993.Print.
47 Birte Oppermann Euler Hermes Germany 48 Juliane Osterhaus Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) Germany 49 Helene Remling Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) Germany 50 Ute Sonntag Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) Germany 51 Marita Steinke Federal Ministry for Economic Cooperation and Development (BMZ) Germany 52 Ursula Stiegler Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) Germany 53 Knud Vöcking Urgewald Germany 54 Babette Wehrmann Freelance Consultant Germany 55 Gabriela Weigt Behinderung und Entwicklungszusammenarbeit e.V. (bezev) Germany 56 Marita Wiggerthale Oxfam Germany Germany 57 Anna Würth German Institute for Human Rights Germany 58 Michael Windfuhr German Institute for Human Rights Germany 59 Ralf Wyrwinski Federal Ministry for Economic Cooperation and Development (BMZ) Germany 60 Willi Zimmermann International Advisor and Expert on Land Policy and Governance Germany 61 Martin Zint Weltfriedensdienst Germany
Program Overview The Financial Management Program (FMP) aims to build financial resilience and wellbeing for vulnerable people and those most at risk of financial and social exclusion and disadvantage. It helps people across a range of income and financial literacy levels to overcome financial adversity, manage their money, participate in their communities and plan for the medium to long term. FMP service strategies (i.e. activities) include: emergency relief; financial counselling (Commonwealth Financial Counselling CFC); money management information and education; microfinance and matched savings initiatives; information about saving for retirement; research into problem gambling and its impacts; and assistance with energy efficiency. Additional information about the FMP is available on the Department’s website: The new ‘Financial Counselling to support people affected by problem gambling (WA Remote Position)’ initiative, will be implemented under the CFC service strategy. Program Outcomes The FMP contributes to improved outcomes for vulnerable people, families and communities by: fostering the improved use and management of money; helping people address immediate needs in times of financial crisis; providing access to safe, affordable funds that may not be available through mainstream financial services and assisting in asset building; and undertaking research to inform policies to reduce the impact of problem gambling. Objectives The FMP aims to build financial resilience and wellbeing for vulnerable people and those most at risk of financial and social exclusion and disadvantage. Activity Overview Commonwealth Financial Counselling services are delivered by community and local government organisations and help people in personal financial difficulty to address their financial problems and make informed choices. Circumstances that can lead to personal financial difficulty include unemployment, sickness, credit over-commitment, problem gambling, family breakdown and the impact of a natural disaster. CFC services are expected to work collaboratively with other FMP services such as money management and emergency relief services. While most CFC organisations deliver financial counselling, a small number of CFC organisations deliver resource support targeted at CFC organisations. The CFC funding complements funding provided by State and Territory Governments for financial counselling services.
August 6, 2018 Greetings fellow bowlers: The Professional Bowlers Association (PBA) presents an amazing opportunity to represent the USA without having to be selected by Team USA Selectors. For all bowlers aspiring to gain International recognition and a chance to play against the World’s best, the PBA provides that rare opportunity. Great news, the PBA is going to be played in Southern California on the finest greens in the country. The four tournaments are to be played on the brand new carpet greens (that cost over $550,000 to build) located at Laguna Woods. The greens are spectacular and a delight to play on. For those of you who are not familiar with the PBA, it is an organization that puts on qualifying tournaments in countries around the world. The winners represent their country at four different tournaments held every year in Europe. To qualify all you have to do is win one of the four tournaments that will be held July 26th thru July 31, 2019 at Laguna Woods. You can enter one or all four tournaments. There are three singles and one pairs. This is open to men and women. If you are a great lady bowler, get out there and beat the men, make a name for yourself. Carol Poto did just that and had a nice vacation in Europe as a reward. If you win the singles (in two of the tournaments) there is money paid to you when you complete your match in Europe, win or lose (about $750). These days that will cover round trip air fair to London. I have had the good fortune to play in Wales, Scotland & twice in England in the PBA and I can tell you it is an exciting adventure. If you win the Potters Singles or Pairs you get to stay at a 5 Star Resort, that provides
Hull 2020 Programme Delivery Board Tuesday 4 August 10:00-12:00 Boardroom, Wilberforce Court, Hull, HU1 1UY Minutes PRESENT Emma Latimer (Chair) Chief Officer, NHS Hull CCG Dr Dan Roper (DR) Chair of CCG Board, NHS Hull CCG Sandra Hills (SH) Programme Director for Hull 2020 Sarah Smyth (SS) Director of Quality & Clinical Governance/Executive Nurse, NHS Hull CCG Jacqueline Myers (JM) Director of Strategy & Planning, HEYHT Lynda Whincup (LW) Operational Services Director Adults, City Health Care Partnership CIC Jason Stamp (JS) also representing Julia Weldon (Thriving Communities) Lay Member Patient and Public Involvement Lead, NHS Hull CCG Scott Young (SY) Chief Superintendent, Humberside Police John Gilbert (JG) Managing Director, Eskimo Soup Sue Lee (SL) Head of Communications and Engagement, NHS Hull CCG Elaine Nisbet (EN) Employer and Resources Director, City Health Care Partnership Tracey Harsley (TH) on behalf of Mil Vasic City Manager, Hull City Council Alison Flack (AF) on behalf of Teresa Cope Care Group Director, Humber FT IN ATTENDANCE
Responsible *Accept the consequences of my behavior *Take care of myself *Refrain from chewing gum *Have a hall pass with you *Follow teacher directions *Make good choices self-control *Walk to the right *Keep hands, feet, and objects to self *Eat promptly *Use table manners *Clean up behind yourself *Return to class promptly *Flush the toilet *Wash your hands *Clean up behind yourself *Return to class promptly *Be on time *Keep belongings out of the aisle *Wait patiently and in designated area *Enter and exit in an orderly manner Respectful *Use polite words *Respect all adults (staff, subs, mentors) and peers *Use quiet voices *Follow teacher directions *Be a good listener *Be prompt and prepared *Walk to the right *Keep hands, feet and objects to self * Use quiet voices *Respect cafeteria rules *Speak politely *Use “Quiet” voices *Respect others privacy *Report damages to adult *Respect others and Space *Use a quiet voice *Dispose of trash Safe *Follow directions & school rules *Maintain personal space *Follow class rules & directions *Use equipment appropriately *Walk to the right *Keep hands, feet and objects to self *Stay in your place in line *Eat only your own food *Refrain from horseplay *Follow directions *Stay in assigned seat *Keep your seat in your seat”
Manager Public Affairs/Relations 243204 Event Producer Event Manager Specialist 243301 Sales Representative/Salesman (Industrial Products) Customer Services Engineer/Processor Engineering Salesman Service Delivery Analyst/Coordinator Technical Representative/Salesman Technical Sales Consultant/Coordinator/Manager Technical Service Advisor/Salesman 243302 Sales Representative (Medical and Pharmaceutical Products) Pharmaceutical Territory Manager 243403 ICT Sales Representative Computer Consultant Computer Systems Consultant 251101 ICT Systems Analyst Computer Analyst ICT Business Systems Analyst ICT Systems Advisor ICT Systems Specialist ICT Systems Strategist Systems Programmer 251201 Software Developer Software Engineer 251203 Developer Programmer Applications Developer ICT Developer 251302 Web Developer Web Programmer 252101 Database Designer and Administrator Data Administrator Database Administrator Database Analyst 252201 Systems Administrator IT Information Systems Administrator Network Administrator Systems Administrator (Computers) Systems Manager 252301 Computer Network and Systems Engineer Network Engineer Network Programmer/Analyst Network Support Engineer 252302 Network Analyst Network Planner 252302 Network Analyst Network Strategist 252901 ICT Security Specialist Database Security Expert Internet Security Architect/Engineer/Consultant Security Administrator 261101 Attorney Intellectual Property Lawyer/Practitioner 261901 Adjudicator Negotiator 261903 Master of The Court Master 262202 Information Services Manager Information Management Specialist 263101 Economist Development Finance Project Analyst Economic Advisor
NSW (but bookmaker authority conditional on adhering to a code of practice that is approved by a racing controlling body) Opt-in Unknown (operator dependent) seven days (operator dependent) NT Outlined in the NT Code of Practice for Responsible Online Gambling 2016 Opt-in Unknown (operator dependent) 24 hours Maximum gambling spend, winnings, losses, deposits and duration of play QLD Outlined in the Wagering Regulation 1999 Optin Written notice seven days Maximum spend SA* Outlined in Gambling Codes of Practice Notice 2013 (mandatory to offer) Opt-out (no less than two year intervals) Unknown (operator dependent) seven days (no less than two years) Net betting losses and/or deposits made (though operators may offer more options) Weekly TAS Outlined in Gaming Control Act 1993 Opt-in Written notice seven days Net loss limits (though operators may offer more limit options) Calendar month VIC (only in relation to EGMs) WA** Outlined in Rules of Wagering 2005 Opt-in Unknown (operator dependent) seven days Limits on amount wagered and deposited One month *Under the Part 4, Division 2 of the Gambling Codes of Practice Notice 2013, gambling providers which includes interstate betting operators, must provide a precommitment scheme in respect of account based gambling. A gambling provider must ensure that each account holder has no more than one gambling account except where the gambling provider offers only net betting losses as a precommitment limit.
Operations Dominos serves 4,540 franchise stores domestically and 388 company-owned stores located throughout all 50 states (“Domino’s Pizza Inc.,” 2012). Furthermore, due to the operations of Domino’s, most of these stores do not have a dine-in area. Although this restricts the number of customers to serve, it allows Domino’s to focus on their primary business of carry out and delivery services to patrons. Furthermore, it minimizes operation costs and initial building costs from the beginning. With respect to Domino’s international presence, they operate 10,225 stores worldwide, making it the second largest pizza company in the world (“Domino’s Pizza Inc.,” 2012). Although, Domino’s acknowledges that international pizza delivery is relatively weak compared to its presence in the United States, Domino’s believes there is a growing demand driven by the aspect of convenience. Domino’s is extremely thorough in appealing to their target market by stating in their 10K report that “the entire order taking and pizza production process is designed for completion in approximately 12-15 minutes” (“Domino’s Pizza Inc.,” 2012). Domino’s operations are essential to their existence because 95% of Domino’s is franchised owned. In fact, Domino’s states on average franchisees own and operate an average of four stores (“Domino’s Pizza Inc.,” 2012). As a result, Domino’s Inc. main focus in their operations is providing enough advertising and marketing strategies for the franchisee while also keeping communication constant to provide accountability among the franchise owner. Management It is management’s duties to look over the operations among the domestic and international stores that Domino’s operates. Furthermore, the company-owned stores operations
First Questionnaire ICSI NATIONAL AWARDS FOR EXCELLENCE IN CORPORATE GOVERNANCE, 2016 General Instructions for filling the Questionnaire It is assured that the data provided by you shall be used only for ascertaining and evaluating Corporate Governance Practices of your company for ICSI National Awards for Excellence in Corporate Governance, 2016. The data furnished and the identity of the respondent will be kept confidential. The decision of Institute, based on the recommendations of the Jury, will be final and binding on all participating companies. Please fill in the questionnaires on the basis of the facts of your company. 2. All Questions from Part II onwards carry weightage. Please answer all questions. In case any question is not applicable to your company, please tick ‘not applicable’ or write the same. In case of wrong or misleading response negative weightage will be given. Note 1: “The ICSI National Awards for Excellence in Corporate Governance is bestowed on the basis of the decision of the Jury relying on the information provided by the companies in response to the questionnaires, the information available about the company in public domain and as gathered from various accessible sources including feedback provided by regulatory bodies and analysis made by the ICSI of the information so gathered. The authenticity and veracity of the information provided by the companies and as contained in the Annual Report and other documents of the Company are taken in good faith by the ICSI.” Note 2: Please furnish the policies, codes, as relevant in respective questions to enable fair evaluation of the company. Note 3: Please furnish the following documents along with the Questionnaires – a copy of each of Annual Report of your company for the years 2015-16 and 2014-15 and 2013-14 in hard copy shareholding pattern for the first quarter of F.Y.
Has any awareness programme been conducted among the employees about the mechanism available for prevention of sexual harassment? Yes No Does the company’s whistle blower mechanism cover the other stakeholders (other than employees)? Yes No Has any awareness programme been conducted about the whistle-blower mechanism available in the past one year? Yes No Were any new patents registered or product or process innovations made during the year? Yes No Has the company made any compromise or arrangement with the lenders involving rescheduling or waiver of loans in the last 3 years? Yes No (If yes, please provide the details of same) Has the company made any default in repayment of loans and deposits and/or the interest thereon in the last 3 years? Yes No Were any penalties imposed on the company during the last three years? Yes No (Please mention the relevant page number of Annual Report_______) Was any shareholder action taken against the company/ Board/ Committee? Yes No
The new LTC Survey Process is focused on person-centered interventions aimed at enhancing resident's feelings of self-worth, autonomy, and self-esteem; therefore, the new LTC survey process is focused on person-centered care, resident-centered outcomes, quality of care, and quality of life. Additionally, a new triggered task, Resident Assessment, has been incorporated into the process. This task reviews and investigates discrepancies identified for residents and their MDS assessment, thus ensuring a person-centered approach to care. << INSERT COPY OF SLIDE HERE>> Slide 12 – Audio Script So, you might be asking yourself, what makes this process better than the current processes in use today. The new LTC Survey Process will provide consistency among state agencies when surveyors are conducting surveys. All surveyors will be following one survey process and using the same investigative tools to help guide their investigations and determine regulatory compliance. This allows for a consistent training model followed by all state agencies and supports changes towards efficiency and improved investigative skills, which will ultimately benefit nursing home residents. The new LTC Survey Process has shown to be effective in assisting surveyors conduct consistent and thorough investigations and has been efficient in streamlining the survey process for surveyors and providers. The new LTC Survey Process is computer based and software supported and will be used across all states. The software helps guide the survey team through the survey process and covers specific regulatory requirements focused on person-centered care. Additionally, the new LTC Survey Process allows surveyors to use their experience and professional expertise in surveying and improves shared processes with CMS, which supports and improves collaboration between state agencies and CMS, ultimately benefiting the residents and providers. << INSERT COPY OF SLIDE HERE>> Slide 13 – Audio Script
Exhibit F BÁÁHÁÁLÍ CHAPTER RECORDS MANAGEMENT SYSTEM REQUEST FOR TRANSFER OF FILES Date of Request: Title of Record/Document: Transfer To: Reason for Transfer: FOR CHAPTER USE ONLY Approval/Disapproval Signature of Chapter Manager Date Signature of Chapter Official Date BÁÁHÁÁLÍ CHAPTER RECORDS MANAGEMENT SYSTEM REQUEST FOR TRANSFER OF FILES Date of Request: Title of Record/Document: Transfer To: Reason for Transfer:
Final Reflection Personal reflection is an important part of the learning process. Now that you have completed this module about soils and soil sustainability, this is your chance to take a moment to reflect on your own learning. The content of your responses will not be graded, but you must address all of the following questions for full credit on this assignment. Your response to each question should be in paragraph form, using complete sentences free of spelling and grammar errors. What did I learn about the importance of soil sustainability through completing this activity? How did I use systems thinking to understand impacts on soil sustainability? How is soil sustainability significant to me as a citizen? What concepts were most challenging and which were most interesting? What questions do I still have? Rubric Non- performance Poor Basic Good Exemplary Score Responses No questions answered. One question answered. Two or three questions answered. Four Questions answered. All five questions answered. Readability Major grammatical and/or spelling errors. Minor grammatical and/or spelling errors. Document is free of grammar and spelling errors. Length No responses are complete paragraphs. One response is a complete paragraph. Two or three responses are complete paragraphs. Four responses are complete paragraphs. All five responses are complete paragraphs.
Little Children, Big Challenges components include: Bilingual (English/Spanish) multimedia resource kits featuring: A Sesame Street DVD featuring a Muppet story and music videos with real children and families A Family Guide with tips and strategies An Educator Activity Guide to be used in classrooms with children The Breathe, Think, Do with Sesame Mobile App to help children learn problem solving strategies and provide parents with tips and activities they can use to help children navigate challenges. The app is available for tablet and smartphone on Google Play™, the App StoreSM and Amazon for Kindle Fire. , an online toolkit with streaming video, downloadable Family Guide and an Educator Activity Guide, printable activity sheets, and tips for parents and caregivers featuring video playlists for sharing free educational resources with adults Full length video podcasts available for download at with project language and downloadable assets partners can use to promote these resources Major support for Little Children, Big Challenges was provided by BAE Systems. Generous support was provided by The Prudential Foundation, the Department of Veterans Affairs, the Robert R. McCormick Foundation, the USO and the Military Child Education Coalition. About Sesame Workshop: Sesame Workshop is the nonprofit educational organization behind Sesame Street, the landmark television program that reaches millions of children every day in . The Workshop’s is to use the educational power of media to help children everywhere reach their highest potential. Delivered through a variety of platforms, Sesame Workshop develops research-based content – including television programs, books, games, mobile apps and community engagement initiatives – that supports early childhood learning, helps prepare children for school, and addresses developmental needs. The Workshop’s programs are tailored to the needs of specific regions and focus on topics that help young children and families develop critical skills for lifelong learning. For more information, visit us at . Visit Sesame Street at: Learn more about Sesame Street’s Military Family Initiative:
can facilitate this reaction using raw materials found on the Martian surface is a key element of future research. The production of ethylene using a chemical reaction of methane and oxygen at a satisfactory level is vital to the creation of in situ plastic. A recently analyzed process that achieves the appropriate level of efficiency used a Sm2O3 catalyst in a simulated countercurrent moving bed chromatographic reactor (SCMBCR)[]. This reaction is uses a method known as one-step oxidative coupling of Methane (OCM). An industrial method for causing dimerization (the chemical union of two identical molecules) of oxygen and methane to produce ethylene plastic, typically involves a gas-reactor that utilizes an electrocatalytic reactor unit, a recycle pump, and a molecular sieve trap. The ethylene is created using electrodes to charge oxygen molecules which separate and react with methane. The ethylene plastic is then extracted from the byproducts (CO2 , CO, O2, CH4 and Water )by heating up the molecular sieve, releasing the ethylene and leaving the byproducts behind. Helium is then used to push the products out of the sieve trap. Once the ethylene is produced, it can be used generate polyethylene by three processes: slurry, solution, and fluidized bed. In a slurry reactor, ethylene is introduced to an inert solvent (hydrocarbon) medium in which the polymer and catalyst are not soluble at the reaction temperature. In a solution reaction, the solvent is heated to the above melting point of the desired polymer. During this polymerization process, the polymerized monomer forms into a solution. The amount of polymerization is limited by the solubility of the heated solvent and its ability to increase in viscosity during polymerization. The process using a fluidized bed reactor involves catalyst reactions that create a reaction zone of bedded polymer particles. As the polymer particles grow, they fall through the bed and are collected. The slurry process forms large
Key Performance Indicators The contract between the Australian Government and each ANP contains a series of KPIs and reporting requirements. These are documented in Table 1 below. Table 1. Apprenticeship Network Provider KPIs and Reporting Requirements Key Performance Indicator (KPI) KPI requirement Reporting timeframe and format 1A Gateway Services Benchmark The number of individuals serviced meets or exceeds the Contractor’s Gateway Services Benchmark as specified in item 20 of the Contract Details. 6 monthly written report 1B Delivery of Gateway Services The Contractor uses assessment and screening tools and individuals receive Gateway Services as specified in the Business Plan. 6 monthly written report 2A In-Training Support Benchmark The number of Australian Apprentices and employers who receive In-Training Support meets or exceeds the Contractor’s Support Benchmark as specified in item 21 of the Contract Details. 6 written report 2B Appropriate identification of at-risk clients for In-training Support The Contractor identifies individuals at-risk of not reaching Completion using mechanisms and strategies specified in the Business Plan. 6 written report 2C Delivery of Support Targeted individuals receive In-Training Support as specified in the Business Plan. 6 monthly written report 3A Completions Benchmark The number of Australian Apprentices who successfully Complete their Australian Apprenticeship meets or exceeds the Contractor’s Completions Benchmark as specified in item 23 of the Contract Details. Annual reporting 3B Performance Against Business Plan Submission of Australian Apprenticeship Support Network Provider Report in accordance with item 18.4, Schedule 2 of the Contract. 3 monthly written report (but has been changed to 6 monthly) 4A Employer and Australian At least 85% of employers and Australian Apprentices surveyed, demonstrate a high As requested by the Commonwealth