zilongwang/ReadingBank huggingface dataset:
DEVELOPMENT TEAM INFORMATION Name Role Address Phone E-Mail RI Firm MWBE Developer YES NO YES NO Managing Agent YES NO YES NO Architect YES NO YES NO GC (if one has been selected) YES NO YES NO Consultant YES NO YES NO Service Provider YES NO YES NO Other YES NO YES NO
Wave (2 or 3) Provision Title No of Students Sessions per Week Length of Sessions Lead Person’s Name Start Date: End Date (if known): Other Measure Used: Pupil Names Reading Writing Maths Other Measure GAS Score Start End Start End Start End Start End
Healthy People 2020: Reduce the time necessary for designated personnel to reply to communication in response to a public health emergency (PREP-2) (slightly modified for this example) # of minutes to receive acknowledgement from all designated personnel after communication % of designated personnel who have provided phone numbers for call-down list (Glad to have the phone numbers – but you are seeking activation time!) Time-stamped confirmatory text messages indicating acknowledgement from designated personnel Time of day that initial outreach communication was sent (This does NOT tell you how long it took to receive a response from personnel!) Have any samples you’d like to share? Send them to me and I can update this!
Our United Nations peacekeeping troops have fought and sometimes died under it. Our sportsmen have stood before it as they achieved some of the greatest and most inspirational victories in our sporting history. As a nation, we will never forget the image of Iliesa Delana – now an Assistant Minister in my Government – waving our flag before the vast crowd and the global television audience when he won Gold at the London Paralympics. And, of course, every Fijian has stood before it in our schools as they sing our national anthem with patriotism and pride. So we honour our existing flag as an important link to our past and it will continue to have an important place during the transitional phase to our new national symbol. But after 45 years, my fellow Fijians, it is time to dispense with the colonial symbols on our flag – the Union Flag of the United Kingdom and our colonial shield – and embrace a flag that is relevant to every Fijian today.
Tax Exempt Bond and Preservation Loan Fund Checklist Submission Requirements This application is designed for all tax-exempt bond requests and any Preservation Loan Fund requests whether or not they include tax exempt bonds and 4% credits. Each Applicant submitting a proposal to RIHousing must include one copy of the drawings and specifications, one CD or thumb drive containing a completed pro-forma, and an original and two copies of each of the following documents along with the application. In addition, a full electronic copy that follows the checklist should be submitted electronically on a CD or thumb drive. Please use three-ring binders with tabs dividing the sections. INITIAL REVIEW SUBMISSION REQUIREMENTS 1. Funding Application. 2. Submission Checklist. A copy of this submission checklist is to be completed by applicant to indicate whether each submission requirement is Complete, Incomplete, or N/A. 3. Application Fee. See Developers Handbook for a description of the application fee requirements. 4. Development Information: A. Development Summary Narrative: Provide a detailed narrative of the development proposal that reflects the goals of the Applicant and the QAP, if applicable, and describes how the proposed design will meet the needs of the targeted population. The narrative should include, at a minimum, a discussion of: Building and unit type; Households currently served by the development (i.e. senior, family, disabled) and proposed households going forward; Proposed healthy, energy efficiency and sustainable design features; Proposed scope of work and discussion of how this scope was derived; Construction pricing and how determined; Financing structure and capital stack including details regarding operating costs, proposed debt service; Discussion of timeline and anticipated obstacles to reaching Firm Commitment. B. Permitting Approvals: Applicant will be required to (i) submit evidence of all permitting approvals or (ii) demonstrate that permitting scoring is not applicable.
5 Collaboration and Communication: Actively establishes effective relationships with key internal and external constituencies. Understands the diverse needs and agendas of stakeholder groups. Creates and fosters an environment that ensures collegiality and information sharing while recognizing the need for timely decision-making. Effectively communicates with leadership, faculty and staff, and students. Fosters a positive working and learning environment by maintaining a climate of collaboration, fairness, cooperation, and professionalism in all interactions. Not Meeting Expectation Meeting Expectation Exceeding Expectation Self Assessment Evaluator Rating “ overall year performance rating Not Meeting Expectation Meeting Expectation Exceeding Expectation Self Assessment Evaluator Rating PART 3: GOALS AND OBJECTIVES FOR upcoming performance cycle Year 20 Target Completion Date 1. 2. 3. 4. 5. Evaluator’s comments on projected objectives
Product details summary Note: These data are for information only, and may be incorporated into the risk assessment tool to determine if any future regulatory action is required. AustR Product name Number of batches released Total number of units released Number of temperature deviations Reference to attached information TOTALS
2.2.1 Size of submission Note: All Category 3 applications should be formatted according to the Common Technical Document (CTD) format. Only a single copy of any supporting data is required. In addition to the hard copy, an electronic copy is required. Module Number of Volumes Double Sided? Electronic copy attached? Yes No Yes No Yes No 2.2.2 Submission details Please provide an overview of the data submitted in support of the proposed variation, including an overview of the proposed variation with cross-references to Module 3 sections, if relevant. 2.3 Other information 2.3.1 Drug Master File (DMF), Plasma Master File (PMF) and Certificate of Suitability of Monographs of the European Pharmacopoeia (CEP) Will your request make reference to any of the following: Drug Master File Yes No TGA file number: Plasma Master File Yes No Name of PMF: TGA file number: Certificate of Suitability of Monographs of the European Pharmacopoeia Yes No
Name of the company responsible for the DMF/PMF/CEP: Is Module(s) 1.6.1, 1.6.2 and/or 1.6.3 attached? Yes No Note: refer to and guidance on Module 1 of the Common Technical Document for further information about DMFs, PMFs and CEPs. 2.3.2 Good Manufacturing Practice (GMP) If the request involves adding, ceasing or changing sites of manufacture, or steps of manufacture at existing sites from the existing medicine, please provide details of those manufacturing sites or steps that are proposed to change: Information is only required for new sites or those sites that are proposed to change. The relevant steps of manufacture are those that are acceptable for entry in the ARTG database. Note: Requirements for GMP clearances, certifications and manufacturing licence applications are available from the of the TGA website. Details of changes to overseas manufacturers from existing medicine Client ID (e.g. 12345) TGA GMP Clearance number (e.g. MI-2012-CL-12345-1) Manufacturer Name and full site address Steps of manufacture Expiry Date Addition or cessation? *Note: GMP clearances must be valid for at least 6 months. Please attach additional pages to the form if there are more than three manufacturers. Details of changes to Australian manufacturers from existing medicine Client ID (e.g. 12345) Licence number (e.g. MI-2012-CL-12345-1) Manufacturer Name and full site address Steps of manufacture Addition or cessation? Please attach additional pages to the form if there are more than three manufacturers.
Table II-A-1. Class and homework schedule for PM-1 implemented as a one-semester course. Week Lecture Class Topic Sub-Topics Homework Assignments 1 1 - 3 Projects and the Project Manager Definitions The project manager’s role Internal and external environment Project structures Project and product life cycles PM processes Identify projects in the student’s experience. 2 4 - 6 Project environment The Project Management Office Rationale and business case Mission, goals and strategy Portfolio management Financial analysis Give examples of mismatches between projects and company missions Perform a Net Present Value analysis for a project. 3 7 - 9 Charter The PM Plan The Charter The Triple constraints Write a Charter 4 10 - 12 Scope Project justification The specification Constraints, limits, assumptions, and technical requirements Statement of Work (SOW) Priority Matrix Write a Scope 5 13 - 15 The WBS WBS structure WBS Dictionary Graphical vs. outline format Work Packages Control accounts Write a WBS 6 16 – 18 Cost estimation Top down and bottom up Types of estimates and accuracies Parametric estimates Budget and contingencies Develop a Cost Estimate 7 19 - 21 Stakeholder engagement and Identify stakeholders Manage stakeholder Create the stakeholder list and
communications expectations Communications tools their influence for a project. 8 22 – 24 The network and the critical path Forward and backward passes Slack and critical path Assigning resources Milestones Lags, leads and loops Analyze sample network diagrams 9 25 – 27 Automation tools for network and critical path analysis Tutorial for automation tool Implement a project in an automated software tool 10 28 – 30 Earned Value Management Planned value, earned value and actual cost Cost and Schedule Performance Indices Cost and schedule analyses Carry out an earned value analysis using data. 11 31 – 33 Risk analysis Positive and negative risks Risk strategies Qualitative risk analyses Program Evaluation and Review Technique Contingencies and reserves Perform a qualitative risk analysis for a project 12 34 – 36 Quality Quality standards Cause and effect diagrams Audits Create a quality plan. Identify quality metrics to control quality. Construct a Cause and Effect diagram. 13 37 – 39 Procurement Contract types and risks Incentive and award fees Calculate the incentive fee for a contract 14 40 – 42 Ethics Ethics and professional responsibility Ethical case studies Give example of personal ethical issues that could apply to projects. 15 43 – 44 Presentation of students’ final projects Presentation of lessons learned Final projects Lessons learned 16 45 Final Examination
Project management templates for each activity Lifecycle Stages 0 - SET GOVERNMENT PRIORITIES & DIRECTION Consider portfolio wide and WoVG investment 1 Confirm the need 2 PROVE Recommend an investment 3 PROCURE Award a contract 4 IMPLEMENT Deliver the solution 5 Deliver the benefits Stage Gates G1 G2 G3 G4 G5 G6 TASK / ACTION Project sizing spreadsheet Establish project governance Appoint Action Lead Determine Owner Allocate funding Status Report (ICT Actions Register) Create Lessons Learned Register Close Lessons Learned SMALL & MEDIUM PROJECT - Establish project governance (PCB) Idea Brief (N/A Large/HVHR) includes: Scope Statement Funding/ Cost Benefits ID key stakeholders Timescale (incl. high level schedule) Register Project with PMO by submitting brief Strategic assessment (non- HVHR) Full Business Case PID Stakeholder Engagement (Communication) Plan Create project controls * Detailed Schedule Status Report Create Benefits Realisation Plan (BRP) Stage Plan (N/A Small) Update project controls * Update Schedule Status Report Expressions of Interest (EOI) Request for tender (RFT) Contract Stage Plan (N/A Small) Refine Business Case Update project controls * Status Report Update Benefits Realisation Plan Transition (Implementation) Plan Operational Readiness Review Stage Plan (N/A Small) Close project controls * Post Implementation Review workshop Lessons Learned Follow on Actions / Recommendations Benefits Realisation report HVHR / LARGE PROJECT As above As above PLUS Create project controls * High level Schedule (MSP) Status Report Preliminary Business As above PLUS Change Management Plan A
Monitoring & control: benefits realisation plan When Applicable Phases Set Direction Conceptualise Prove Procure Implement Realise (report) Project Type Required * Optional Task Small Medium HV/HR The purpose of the benefits realisation plan is to provide details of how the benefits management process will be applied to a project. It describes the tasks, resources, time frame and approach to benefits management. The plan will describe: • Benefits ownership • Benefits activity plan • Baseline measures • Post go‐live benefits tracking framework
PM25 – Recall to Work – Call Out NAME EMPLOYEE NUMBER POSITION WEEKLY CONTRACTED HOURS MONTH & YEAR HOURS WORKED For Office Use For Office Use DATE Start Time Finish Time Saturday or Sunday (use Wage Type code 4007 – Recall Overtime + 1/3) WAGE TYPE CODE 4037 – Plain Time (Part Time employees only Monday to Friday 7 am to 7 pm) WAGE TYPE CODE 4007 – Recall Overtime + 1/3 (Over 37 hours or after 7 pm or before 7 am) Hours Worked After first ½ hour Hours Worked After first ½ hour Minutes Worked After first ½ hour Hours Worked After first ½ hour Minutes Worked After first ½ hour TOTALS DECIMAL CONVERSION DECIMAL CONVERSION DECIMAL CONVERSION Additional Payments Wage Type Code 3021 £25.78 (includes first ½ hour of work) EMPLOYEE SIGNATURE AUTHORISER SIGNATURE TOTAL OF HOURS / MINUTES AUTHORISED EVENT NUMBER (IF REQUIRED) DATE INPUT ONTO SAP BY
Communications Plan The following table identifies the communications requirements for this project. Communication Type Objective of Communication Medium Frequency Dates Audience Owner Deliverable (posted in Basecamp) Kickoff Meeting Introduce the project team and the project. Review project objectives and management approach. Face to Face Once Project Sponsor Project Team Stakeholders Project Manager Agenda Meeting Minutes Project Team Meetings Review status of the project with the team. Face to Face Virtual Bi-weekly Project Team Project Manager Agenda Meeting Minutes Sub-Committee Meetings Discuss and develop sub components of the project. Face to Face As Needed Project Sub-Committee Lead Agenda Meeting Minutes Project Status Reports Report the status of the project including activities, progress, costs and issues. Basecamp Message Bi-weekly Project Sponsor Project Team Stakeholders PMO Project Manager Project Status Report eNews Articles / Blog (insert below) Stakeholder Updates / Training / Notifications eNews via email As Needed End Users Project Manager / DU Comm Lead Link posted in Basecamp DU Facebook posts (insert below) Stakeholder Updates / Training / Notifications DU Facebook As Needed End Users – primarily students Project Manager / DU Comm Lead Link posted in Basecamp
You can make a new idea Please vote by late November PM Team Priorities Chip Seals on High Speed Roads (MO) PM Timing (Elliot- MnDOT) HFST: Early failures around St. Louis MO. Have ~22 sections using calcined bauxite. Distress in wheel paths. Looking for options. (Phil R. HFST placed on HMA) Summarize/Prioritize Action Items Short term Diamond Grind PCC – Joe K. PM Panel should review the original need statements so work doesn’t overlap with the Rigid Pavement Team. Matt Z. will work w/ Joe. Lightly Surfaced Roadways Synthesis LRRB has something similar. Meets soon. PM should not duplicate. Ed- contact team for ideas to fill in the blanks. – Check with Jerry Maintaining Poor Pavements Joe is waiting for survey data/responses. Will renew the questions and set due date. Contracting Update Project Team Contracting Process Budgeted Funding HMA Overlay and Rehab of Concrete and Methods of Enhancing Compaction Flexible Master University RFP 150K CCPR Recycling Flexible TRAP Direct American Engineering and Testing 100K Fiber Reinforced Concrete Pavements Rigid Master Direct University of Minnesota Duluth 150K Long Term Effects of Diamond Grinding Rigid Hold (Put on Hold) Early Opening Strength to Traffic Rigid Master Direct University of Pittsburgh 150K Optimizing the Mix Components for Contractors Rigid Master Direct Iowa State 150K
Compacted Concrete Pavement for Local Streets Rigid Master University RFP 80K Recycled Aggregates in Aggregate Base and Larger Subbase Materials (2 studies) Geotech Master University RFP 225K Maintaining Poor Pavements PM TRAP Direct SRF 80K Partial Depth Repair PM TRAP Direct Braun Intertec 75K Short Term Tech Transfer Coordination for the initial 8 topics (2 each team) Each team TRAP Direct SRF 100K
- Reaching out – developing links with the wider church, and sharing time and resources with groups and communities who are marginalised or stand in particular need. We have found that these chime well with the 4 strategic priorities of the Diocese of Winchester: Under God, delighting in his grace and rooted in the diocesan rule of life, we will be a diocese in which: We grow authentic disciples, going out as individuals passionately, confidently and courageously sharing their faith, and coming together as creative church communities of prayer and worship that live out kingdom values. We re-imagine the church intentionally connecting and engaging with our local communities in culturally relevant ways. We will rejoice in the richness of the ‘mixed economy’ of all ministry and proactively promote vibrant parochial and breathtaking pioneering ministries among ‘missing’ generations, e.g. children, young people, under 35s. We are agents of social transformation using our influence as a diocese to transform public and personal life. We will demonstrate loving faith at work, in local communities and across the globe bringing healing, restoration and reconciliation, e.g. through Education, Social Enterprise, Health Care, Spiritual Care Teams. We belong together in Christ, practising sacrificial living and good stewardship of all that God has entrusted to us. We will combine radical generosity, care and capacity building with a clear focus on directing finance into the mission of Jesus. Sharing and multiplying local good practice, using people, buildings and other resources wisely we will seek to boldly prune, plant and invest in building for the kingdom. Growing Authentic Disciples - WELCOMING
Apache County White Mountain Legal Aid a division of Southern Arizona Legal Aid 5658 Highway 260, , Phone: (928) 537-8383/ 1-800-658-7958 Cochise County Southern Arizona Legal Aid 2 Copper Queen Plaza, Upstairs P.O. Box AL, Bisbee, AZ 85603 Phone: (520) 432-1639/ 1-800-231-7106 Coconino County DNA People’s Legal Services Phone: (928) 774-0653/ 1-800-789-5781 Gila County White Mountain Legal Aid a division of Southern Arizona Legal Aid 5658 Highway 260, Ste.15 Phone: (928) 537-8383/ 1-800-658-7958 Graham County / Greenlee County Southern Arizona Legal Aid 2 Copper Queen Plaza, Upstairs P.O. Box AL, Bisbee, AZ 85603 Phone: (520) 432-1639/ 1-800-231-7106 La Paz County Community Legal Services 201 S. 1st Ave. Yuma, AZ 85364-2250 Phone: (928) 782-7511/ 1-800-424-7962 Maricopa County Community Legal Services P.O. Box 21538 Phoenix, AZ 85036-1538 Phone: (602) 258-3434 / 1-800-852-9075 Community Legal Services Office 20 W. , Mesa, AZ 85201 Phone: (480) 833-1442/ 1-800-896-3631 Mohave County Community Legal Services 1720 Beverly, Ste. A Phone: 928-681-1177/ 1-800-255-9031 Navajo County White Mountain Legal Aid a division of Southern Arizona Legal Aid 5658 Highway 260, Ste. 15 Phone: (928) 537-8383/ 1-800-658-7958 Native American Disability Law Center Office Phone: 505-566-5880 / 1-800-862-7271 Gallup Office 207 S. , Gallup, NM 87301 Phone: 505-863-7455/ 877-283-3208
When you are back on the Devices screen, highlight the PMA.Vision scale then click Test Scale, you should get a message “The scale test was successful”. If the test is not successful, power off PMA.Vision then back on again, then try the connection test again Click OK to leave the devices screen You are now ready to start queuing mixes to PMA.Vision
Please refer to the following link for more information regarding the 2016 inventory schedule: NIH Property Management Training Schedule ID Title Dates* Location Deadline Class Times Tuition 9517 Introduction to NIH Property Management Feb 29 – Mar 2 6705 Rockledge Drive Feb 10 9:00 AM - 4:00 PM $564 9517 Introduction to NIH Property Management April 4 - 6 6705 Rockledge Drive Mar21 9:00 AM - 4:00 PM $564 9517 Introduction to NIH Property Management Jun 1 - 3 6705 Rockledge Drive May 18 9:00 AM - 4:00 PM $564 9517 Introduction to NIH Property Management Aug 8 - 10 6705 Rockledge Drive July 25 9:00 AM - 4:00 PM $564 Property Management Refresher Training ID Title Dates* Location Cancellation Deadline Class Times Tuition 9520 Property Management Refresher March 3 - 4 6705 Rockledge Drive Oct 26 9:00 AM - 4:00 PM $545 *Additional training dates will be published as the 2016 training schedule is developed. To all –
Extramural Points of Contact Extramural Liaison Phone Number COAC Institutes and Centers Jerry Haley 301.496.5609 NCI NCI, NCCAM Allan Henderson 301.496.4689 NLM NLM, CIT, OD, NIDDK David Hubbard 301.496.4366 NICHD NICHD, NIAAA, FIC Marea Petrelles 301.496.4485 NHLBI NHLBI, CSR, NIAMS, NIDCR, NIBIB, NCRR, NHGRI, NCATS Neuroscience Liaison Phone Number COAC Institutes and Centers Jerry Haley 301.435.5609 NIDA NIDA, NINDS, NIMH, NIA David Hubbard 301.496.4366 OLAO NINR, NCMHD, NEI, NIDCD, NIGMS, OD, ORS, NITAAC, OLAO Hannah Stachmus 301.496.4180 NIAID NIAID, HHS Bio-defense Specialty Liaison Phone Number COAC Institutes and Centers Allan Henderson 301.496.4689 CC, ORF, NIEHS CC, ORF, NIEHS Property Website References Websites Links NBS Portal (Regulations, Forms) NIH Manual Chapters Help Desk Ticket; for computer support DHHS Policies DHHS/Logistics Management Manual NIH Office of Logistics and Acquisition Operations
NIH Annual Property Inventory Progress for 2017 The annual property inventory commenced January 10, 2017. The scheduled inventory is provided for your information and planning purposes; the building sequence may be subject to change as the inventory progresses. Should changes become necessary, PMB will coordinate directly with the appropriate ICPAO. As the inventory progresses weekly emails will be sent, as in prior years, providing inventory progress and schedule updates. Please refer to the following link for more information regarding the 2017 inventory schedule: . NIH Property Management Training Schedule ID Title Dates* Location Deadline Class Times Tuition NIHTC 9517 Introduction to NIH Property Management Feb 15 - 17 Rockledge I 6705 Rockledge Drive Room 4017 (RC2) Feb 1 9:00 AM - 4:00 PM $573 NIHTC 9517 Introduction to NIH Property Management Apr 5 - 7 Rockledge I 6705 Rockledge Drive Room 4017 (RC2) Mar 22 9:00 AM - 4:00 PM $573 NIHTC 9517 Introduction to NIH Property Management Jun 21 - 23 Rockledge I 6705 Rockledge Drive Room 4017 (RC2) Jun 7 9:00 AM - 4:00 PM $573 Training Website References Training Links NIH Training Center NIH-Intro to Property Management Property Management Refresher
NIH Property Management Training Schedule ID Title Dates* Location Deadline Class Times NIHTC 9517 Introduction to NIH Property Management Jun 21 - 23 Rockledge I 6705 Rockledge Drive Room 4017 (RC2) Jun 7 $573 NIHTC 9517 Introduction to NIH Property Management Aug 14 - 16 Rockledge I 6705 Rockledge Drive Room 4017 (RC2) Jul 19 9:00 AM to 4:00 PM $573 Training Website References Training Links NIH Training Center NIH-Intro to Property Management Property Management Refresher National Property Management Association Graduate School Personal Property Management
NIH Property Management Training Schedule ID Title Dates Location Cancellation Deadline Class Times Tuition 9517 Introduction to NIH Property Management Mar 25-27 6705 Rockledge Drive Mar 11 9:00 AM - 4:00 PM $755 9517 Introduction to NIH Property Management Jun 24-26 6705 Rockledge Drive Jun 10 9:00 AM - 4:00 PM $755 9517 Introduction to NIH Property Management Sep 14-16 6705 Rockledge Drive Aug 31 9:00 AM - 4:00 PM $755 Property Management Refresher Training ID Title Dates Location Cancellation Deadline Class Times Tuition 9520 Property Management Refresher Feb 26-27 6705 Rockledge Drive Feb 12 9:00 AM - 4:00 PM $555 9520 Property Management Refresher May 27-28 6705 Rockledge Drive May 13 9:00 AM - 4:00 PM $555 9520 Property Management Refresher Aug 27-28 6705 Rockledge Drive Aug 13 9:00 AM - 4:00 PM $555 To all – Please consider registering for this valuable 2-day Property Refresher class February 26-27. Also, it would also be appreciated if you would pass it forward to anyone else who may have an interest.
NIH Annual Property Inventory Progress for 2015 The annual property inventory commenced January 12, 2015. The scheduled inventory is provided for your information and planning purposes; the building sequence may be subject to change as the inventory progresses. Should changes become necessary, PMB will coordinate directly with the appropriate ICPAO. As the inventory progresses weekly emails will be sent, as in prior years, providing inventory progress and schedule updates. Please refer to the following link for more information regarding the 2015 inventory schedule: NIH Property Management Training Schedule ID Title Dates Location Cancellation Deadline Class Times Tuition 9517 Introduction to NIH Property Management Jun 24-26 6705 Rockledge Drive Jun 10 9:00 AM - 4:00 PM $755 9517 Introduction to NIH Property Management Sep 14-16 6705 Rockledge Drive Aug 31 9:00 AM - 4:00 PM $755 Property Management Refresher Training ID Title Dates Location Cancellation Deadline Class Times Tuition Property Management Refresher May 27-28 6705 Rockledge Drive May 13 9:00 AM - 4:00 PM $555
Professional Training Opportunities National Property Management Association (NPMA) NPMA Federal Center Chapter Certification Review Courses Certified Personal Property Specialist (CPPS) Certified Personal Property Administrator (CPPA) Certified Personal Property Manager (CPPM) Contact below for course dates: POC: Marla Williams, Exec. Vice President Federal Center Chapter 800-731-9569, The National Property Management Association (NPMA) Certification Program is designed to elevate professional standards and enhance individual performance for those who demonstrate a high level of competence that is essential to the practice of property management. If
Notification of Training Package Qualifications introduced onto the Northern Territory Apprenticeship and Traineeship Database Following the Registration and Course Accreditation Review Team meeting of 5 September 2008, the Northern Territory Employment and Training Authority endorsed the following Training Package qualifications for use as Apprenticeships in the Northern Territory. Registered Training Organisations must use the new qualifications as of 01 January 2009. All new enrolments must be in the new qualifications from this date. Please refer to the NT Training Package Implementation and the Northern Territory Vocational Education and Training (VET) Teach Out policies for transition arrangements for existing students. Registered Training Organisations may commence delivery of the new qualifications before this date, provided they have scope of registration approved. Plastics, Rubber and Cablemaking (PMB07) Implementation by: 01 January 2009 Purchasing Guide: Purchasing Guide Version 1 – May 2008 New / Revised Training Package Qualification New Qualification Existing Course / Qualification being replaced Old Qualification Transfer of Scope of Registration Available as an Australian Apprenticeship Certificate II in Polymer Processing PMB20107 Certificate II in Plastics Certificate II in Rubber Certificate II in Cablemaking PMB20101 PMB20201 PMB20301 Yes Yes Certificate III in Polymer Processing PMB30107 Certificate III in Plastics Certificate III in Rubber Certificate III in Cablemaking PMB30101 PMB30201 PMB30301 No Yes Certificate IV in Polymer Technology PMB40107 Certificate IV in Polymer Technology PMB40101 Yes Yes Diploma of Polymer Technology PMB50107 Diploma of Polymer Technology PMB50101 Yes Yes Advanced Diploma of Polymer Technology PMB60107 Advanced Diploma of Polymer Technology PMB60101 Yes Yes Industry Group 11 – Process Manufacturing Northern Territory Employment and Training Authority or Delegate Date:09/2008 Registered Training Organisations should note that to receive transfer of scope from existing qualifications / courses to the new, they must: have scope of registration for the existing qualification or course provide the Quality and Regulatory Unit with the documented Learning and Assessment Strategy for each qualification eligible for transfer of scope of registration. For those qualifications where transfer of scope of registration does not apply, Registered Training Organisations must apply to amend their scope through the Application to Add to Scope of Registration - Procedure 2A. Being granted scope of registration to deliver does not extend the registration period for the Registered Training Organisation. Please note that Registered Training Organisations not registered by the Northern Territory Employment and Training Authority must contact their State Training Authority to amend their scope of registration.
Available for purchase at the Mercer University bookstore and for rent at Amazon (for as low as $38) Mini Habits: Smaller Habits, Bigger Results By Stephen Guise Available on Amazon and other online booksellers Course Criteria Detailed course information will be provided during the first weekend and communicated via individual course syllabi and Blackboard. Course Calendar: Weekend 1 Saturday, May 21 8:15 am – 12:30 pm Economics 1:30 pm – 6:00 pm Project Management Weekend 2 Saturday, June 4 8:15 am – 12:30 pm Law 1:30 pm – 6:00 pm Project Management Weekend 3 Saturday, June 11 8:15 am – 12:30 pm Law 1:30 pm – 6:00 pm Project Management
Weekend 9 Saturday, July 30 8:15 am – 12:30 pm Project Management 1:30 pm – 6:00 pm Economics Weekend 10 Saturday, August 6 8:15 am – 12:30 pm Project Management 1:30 pm – 6:00 pm Economics
8:00 am – 11:00 am Management Topics: Generational Management—Gen X, Y & Z. and Global Management 12:00 pm – 3:00 pm Economics Exam 2 Topics: Policymaking in a Global Economy, Policy Coordination in Monetary Unions. Country Case Presentations start 3:00 pm – 6:00 pm Law Topics: Business Organizations Directors and Officers Employment Law Weekend 8 Saturday, Dec 5 8:00 am – 11:00 am Management Exam 2 Presentations 12:00 pm – 3:00 pm Economics Topics: Essays are due on the discussion about: 1. Global Repercussions of the US Financial Crisis and its aftermath. 2. Sources of Economic Uncertainty and Risk for the Global Economy. Country Case Presentations end 3:00 pm – 6:00 pm Law Topics: Exam #3
and it won’t improve your grade: the papers are about analysis and applying the frameworks, they are not research papers. Cutting and pasting answers from Wikipedia or the internet will earn you an F. 9. Grading Standards: Students often ask about grades. My expectations and standards are as follows. An “A” is for work of distinction; to achieve a grade of “A” on an assignment you must complete all the requirements for that assignment and do an excellent – not good, excellent – job on them. Good quality work that completes all the required elements of an assignment earns a “B.” Work that is of less than good quality or that does not fulfill the assignment requirements will receive a lower grade. 10. In particular, papers will be graded on the basis of quality of analysis, thoroughness of coverage, and clarity of reasoning. There admittedly is a subjective element to this, but I emphasize that it is not arbitrary. Papers that clearly and fully identify key issues, apply course concepts and frameworks appropriately, and are written in a clear, concise style will earn high grades; those that don't, won't. Although the emphasis will be on content, the mechanics (organization, grammar, punctuation, spelling, sentence and paragraph construction) and appearance of the paper will also count. Result 2.2: Results of Course - Embedded Assessment 35 of 38 students completed the course with a grade of B or better. Results from MGMT 5800 Fall 2013: Class assignments and expectations/requirements/criteria for written work were the same as in Spring 2014. 22 of 23 students completed the course with a grade of B or better. Action Summary 1: Action Summary for Objective/Outcome Written Communication We will continue monitoring this objective. Overall the vast majority of students are able to submit effective written work that is: clear and accessible in terms of uncluttered visual structure comprehensible in terms of appropriate organization and grammatical construction (sentences and paragraphs, mis-spellings etc.) that draws attention to key points useable: in terms of content as well as providing a clear line of reasoning supported by relevant evidence and argumentation We are on the right track but would be well advised to remind students periodically that attractive graphics and verbiage are not a substitute for analysis and evidence.
No. 200 / No. 10 0 – 0.10 C. Soil Reinforcement: At least three weeks prior to the start of construction the Contractor shall furnish the Engineer a Certificate of Compliance certifying that all soil reinforcement complies with the applicable contract specifications listed below, including a copy of all test results. A Certificate of Compliance shall be provided with each additional shipment of reinforcement and any time the Contractor changes the source of reinforcement. Geogrid reinforcement shall be oriented, drawn, long chain high-density polyethylene containing stabilizers and inhibitors added to the base plastic for resistance to ultraviolet and heat degradation. Geogrid reinforcements and their connection devices shall be the same connection devices and reinforcement as approved by MnDOT in the pre-qualification application of the MSE wall system. Geogrid reinforcement manufacturer’s certification shall include ultimate tensile strength ASTM D6637 quality assurance test results, at a minimum rate equal to, or greater than, the sampling rate defined in Table 2411-11 (ASTM D4354) for each type of geogrid used. Additionally, the Contractor shall provide ultimate tensile strength ASTM D6637 specification conformance test results, by an independent laboratory, at a minimum rate equal to, or greater than, the sampling defined in Table 2411-12 (ASTM D4354) for each type of geogrid used. Table 2411-11 (ASTM D4354) Geosynthetic Manufacturer Quality Assurance Testing Rates Number of Rolls in Lot* Number of Tests 1 to 2 1 3 to 8 2 9 to 27 3 28 to 64 4 65 to 125 5 126 to 216 6 217 to 343 7 344 to 512 8 513 to 729 9 730 to 1000 10 1001 or more 11 Table 2411-12 (ASTM D4354) Geosynthetic Contractor Quality Assurance Testing Rates Number of Rolls in Lot* Number of Tests 1 to 200 1 201 to 500 2 501 to 1000 3 1001 or more 4
MQ-01009-01A Reservoir Bottle 1 MQ-01009-02A Reservoir Bottle Lid 2 MA-00024A Return Tubing 1 MA-00025A Supply Tubing 2 Heater Thermocouple Kit, KT-05021 P/N Description QTY HI-05020 Body, Nut, Ferrule 1 HI-05021 Thermocouple 1 HYDRAULIC OIL SPECIFICATIONS Recommended Hydraulic Oil Specification: ISO/ASTM Viscosity Grade 32 Viscosity: 28.8 – 35.2 SSU@ 104 F Rust and Oxidation Inhibited Manufacturers: Mobil DTE24* American Oil & Supply – PQ Iso 32 Fiske Bros. – Lubriplate Hyd. #0 Cook’s Albavis 8 Gulf Oil – Harmony 32AW (43AW) SW – Alemite Hydraulic HD#0 Ashland-Valvoline AW15 Atlantic – Duro AWS-150 Texaco – Rando HD32 (HD A0 Shell - Tellus 32(25) BP Oil – Energol HLP-C32 White & Bagley – EP Hyd. 150 Sun Oil - Sunvis 706 Exxon – Nuto H-32(44) Chevron ISO32 Margolis – T.I.P.100-15-7 * Preferred
A Changes to an entry that involve consequential changes to pharmaceutical aspects of the product information B Changes to the specifications of the active pharmaceutical ingredient C Changes to the specifications of the drug product D Changes to the specifications of the excipients, raw materials and starting materials E Changes in synthetic route or manufacturing process for the active pharmaceutical ingredient F Changes to the method of manufacture of the drug product G Changes to the site of manufacture of the active pharmaceutical ingredient H Changes to the site of manufacture of the drug product I Changes to the source or manufacturing process of excipients of animal origin J Changes to the container/closure system or container components K Change to, or addition of, pack size L Changes to the shelf life or storage conditions of the drug product, or the retest period of the active pharmaceutical ingredient M Changes to labels N Changes to other aspects of quality data where the change does not create a separate and distinct good Depending on the nature of the proposed change(s), the following supporting technical data should be provided. If not provided, the TGA may request the data. Sponsors should be aware that the types of changes listed in this section are not exhaustive, and the technical data required represent the minimum data necessary for assessment. The TGA reserves the right to request data or information in addition to those specified below, if appropriate. The guidance provided below is in addition to the information in ‘How to apply to the TGA’, above. Comparative batch data Comparative batch data means a comparison of data between the pre-variation product and the proposed post-variation API or drug product.
ADULT CLINICAL INFORMATION - Page 1 of 2 (Please give this sheet to the Doctor or Nurse) As a new patient, completing this form helps us get a detailed overview of your health. This form is confidential and will only be kept in your confidential medical record. Name Date of birth Your current or past health problems (circle any relevant known conditions) Skin problems Yes ❏ No ❏ Diabetes/high blood sugar/ Yes ❏ No ❏ gestational diabetes Leg ulcers Yes ❏ No ❏ High blood pressure Yes ❏ No ❏ Vision problems/glaucoma Yes ❏ No ❏ High cholesterol Yes ❏ No ❏ Unusual or severe infection/ meningitis Yes ❏ No ❏ Heart disease/chest pain/ angina/ Yes ❏ No ❏ rheumatic fever Teeth/gum problems Yes ❏ No ❏ Liver disease/jaundice/gallstones Yes ❏ No ❏ Asthma/COPD/breathing problems/ Yes ❏ No ❏ Coeliac disease/malabsorption/ Yes ❏ No ❏ chronic cough Crohn’s disease/Ulcerative colitis Bladder/kidney/prostate problems Yes ❏ No ❏ Stomach ulcers/reflux/indigestion Yes ❏ No ❏ Thyroid problem Yes ❏ No ❏ Hepatitis C/HIV - AIDS Yes ❏ No ❏ Anaemia/low blood count Yes ❏ No ❏ Head injury Yes ❏ No ❏ Chronic pain Yes ❏ No ❏ Sleep apnoea/ sleep disorder Yes ❏ No ❏ Unexplained weight loss Yes ❏ No ❏ Seizures/epilepsy Yes ❏ No ❏ Cancer/lymphoma/leukeamia Yes ❏ No ❏ Anxiety/depression Yes ❏ No ❏ DVT/blood clots/bleeding disorder Yes ❏ No ❏ Other mental health condition Yes ❏ No ❏ Arthritis/ Lupus/autoimmune or Yes ❏ No ❏ Stroke/TIA/other brain or Yes ❏ No ❏ connective tissue disease neurological problem Gynaecological problems or breast Yes ❏ No ❏ Migraine/recurrent or severe Yes ❏ No ❏ lumps headache Hearing loss Yes ❏ No ❏ Blood transfusion Yes ❏ No ❏ Operations/surgery (please list) Yes ❏ No ❏ Have any family members had any of the following? (continued over page) High blood pressure or high cholesterol Yes ❏ No ❏ Stroke Yes ❏ No ❏ Heart disease (aged under 65 years) Yes ❏ No ❏ Diabetes Yes ❏ No ❏ Sudden cardiac death (aged under 65) Yes ❏ No ❏ Bleeding or blood clotting disorder Yes ❏ No ❏
Purpose of the Guide The District of Columbia Department of Health (DOH) has been working over the last two years year to systematize and enhance the quality of monitoring and evaluation of its activities in fulfillment of the essential public health services, and for improved delivery and implementation of its services. This simple guide has been developed to help monitoring and evaluation staff, Senior Deputy Directors, Bureau Chiefs and Programs Managers, follow the steps involved in the process. This guide is a reference for how to develop a result framework and plan for monitoring & evaluation as designed by the DOH Evaluation & Measurement Workgroup. It is not a training manual and does not provide a detailed explanation of the process. However, those who have gone through the DOH M & E training program will find this guide a useful reference material. Structure of the Guide This guide covers the monitoring and evaluation process; steps in developing a results framework; and examples for easy reference. What is monitoring and evaluation? The two terms should not be confused with each other. They are two distinct sets of organizational activities that are related but not identical. Monitoring Monitoring is the systematic collection and analysis of information. Information should be collected as a project progresses that informs how effective or how efficient the program is at meeting its objective(s). It is based on targets set and activities planned during the planning phases of work. It helps the project manager and management as a whole keep track of progress made. 2.2 Evaluation Evaluation looks at what you set out to do, what you have accomplished, and how you accomplished it. It can be formative (helps you find out if you are achieving your goals and objects in the formative stages of your project, instead of waiting until you are have finished the project). It can also be summative (drawing
agencies to report back comments and performance updates to mitigate actions. 9. New Inspection Framework Briefings This item was deferred. 10. Quality Assurance: BDSCB QA Strategy MC provided an update. Draft document has been circulated prior to meeting. All to provide comment to MC by 20/2/13 All to provide MC with lead agency member. Multi Agency Audits MC updated on the attached presentation. MC will provide a final report on MA Audits to PMC in April. A discussion around peer reviews of MA Audits occurred and whether the Practitioner Forum could be used for this. Section 11 This item was deferred. All to action All to action MC to action 20.2.13 20.2.13 5.4.13 11. Learning from SUIs Due to the IT system being unavailable, PO presentation is attached and any discussion will
Tabling days in Parliament 3.1 Documents required to be presented to the Parliament must be tabled in both Houses, unless the document relates only to the proceedings of a particular House (e.g. a Government response to a Senate committee inquiry would be tabled in the Senate only). 3.2 Times for tabling of Government documents and Government responses to committee reports are as follows: Monday Tuesday Wednesday Thursday House of Representatives *#† after Question Time, approx. 3.10pm *#† after Question Time, approx. 3.10pm *#† after Question Time, approx. 3.10pm *#† after Question Time, approx. 3.10pm Senate * 10.00am, immediately after prayers. Government responses are not tabled in the Senate on Monday. * 12.30pm, immediately after prayers. †‡ after question time and motions to take note of answers, approximately between 3.30pm and 5.00pm. * 9.30am, immediately after prayers. †‡ after question time and motions to take note of answers, approximately between 3.30pm and 5.00pm. Government documents are not tabled in the Senate on Thursday †‡ after question time and motions to take note of answers, approximately between 3.30pm and 4.30pm. * Government documents # Government responses to House of Representatives committee reports † Government responses to joint committee reports ‡ Government responses to Senate committee reports 3.3 Government documents tabled in the House of Representatives on a Thursday will be tabled in the Senate on the next available sitting day. Documents presented out of sitting in the Senate are tabled in the House of Representatives on the next available tabling day. (see ). Confirmation that a document has been tabled 3.4 The PM&C Tabling Officer will advise the department, via email, once a document has been tabled. Immediately following this advice, the department is required to make an electronic version available on their website (see ). 3.5 Titles of the documents tabled in the House of Representatives are recorded in the ; and in the Senate in the .
Appendix F – FOR DOCUMENTS OTHER THAN LEGISLATIVE INSTRUMENTS Prerequisite Clearance by Minister. Distribution Destination No. of copies Location Clerk of the House 1 Attention: Documents Manager House of Representatives Table Office (RG89) Clerk of the Senate 2 Attention: Assistant Legislation Officer (Clerk’s documents) Senate Table Office (SG25) Secretary Senate Standing Committee on Regulations and Ordinances 2 for disallowable non-legislatives instruments only (S1111) Please direct any enquiries to: Documents Manager House of Representatives Table Office RG89 (02) 6277 4800 Assistant Legislation Officer Senate Table Office SG25 (02) 6277 3035 Senate Standing Committee on Regulations and Ordinances (02) 6277 3066 ().
Core Unit code Unit title MSMENV272 Participate in environmentally sustainable work practices MSMWHS200 Work safely MSMSUP100 Apply workplace procedures MSMSUP101 Clean workplace or equipment MSMSUP102 Communicate in the workplace Electives Group A Measurements Unit code Unit title Prerequisites MSMOPS101 Make measurements PMAOPS101 Read dials and indicators Other electives Unit code Unit title Prerequisites PMC553000 Set up and tune a process PMC553010 Process raw meal into product PMC552010 PMC553020 Prepare moulds and dies PMC553040 Set up and optimise glass forming process PMC553050 Produce architectural precast concrete PMC553051 Produce structural precast concrete MEM09002B Interpret technical drawing MSMSUP330 Develop and adjust a production schedule PMC563081 Carry out stock control MSS402040 Apply 5S procedures MSS402051 Apply quality standards MSMWHS110 Follow emergency response procedures MSMOPS200 Operate equipment MSMOPS212 Use enterprise computers or data systems
MSMSUP106 Work in a team MSMSUP200 Achieve work outcomes MSMSUP210 Process and record information MSMSUP240 Undertake minor maintenance MSMSUP280 Manage conflict at work PMC552002 Operate equipment to blend/mix materials PMC552003 Operate grinding equipment PMC552004 Prepare for production PMC552007 Heat accelerate the curing of precast concrete PMC552008 Operate crushing equipment PMC552010 Operate a calcining kiln PMC552020 Operate slip casting equipment PMC552021 Operate manual glazing equipment PMC552023 Finish products after firing PMC552024 Hand mould products PMC552030 Operate a firing kiln PMC552040 Operate glass melting process PMC552048 Operate glass finishing equipment PMC552050 Schedule, cut and bend reinforcement PMC552051 Finish green concrete products PMC552052 Cast moulded concrete products PMC552053 Finish cured concrete products PMC552055 Conduct benching operations PMC552056 Assemble, fabricate and place reinforcement PMC552057 Finish casting operation PMC552058 Demould concrete products PMC552060 Batch mix concrete PMC552061 Deliver concrete to site PMC552065 Prepare asphalt PMC552094 Prepare for and apply shotcrete for installation PMC561072 Store materials for production PMC561080 Organise self PMC562070 Move materials
Project Name Project ID Project Manager Business Process Owner Project Sponsor Project Executive Sponsor RISK DETAILS Risk Description Risk Owner Risk ID Name of person who owns the risk Unique identifier assigned to this risk Raised By Date Raised Name of person who is raising the risk Date on which this form is completed Risk Probability Risk Impact Describe and rate the probability of the risk occurring (i.e. Low, Medium or High) Describe and rate the impact on the project if the risk occurs (i.e. Low, Medium or High) RISK MITIGATION PLAN Recommended Preventative Actions Recommended Contingency Actions