zilongwang/ReadingBank huggingface dataset:
likely to increase student learning (e.g., point average, credit accumulation, performance in advanced coursework). For measures within indicators of School Quality or Student Success that are unique to high school, the description must address how research shows that high performance or improvement on the indicator is likely to increase graduation rates, postsecondary enrollment, persistence, completion, or career readiness. the descriptions for the Academic Progress and School Quality or Student Success indicators must include a demonstration of how each measure aids in the meaningful differentiation of schools by demonstrating varied results across schools in the State. Indicator Measure(s) Description Academic Achievement Grades 3-8 English language Arts (ELA) and Mathematics: average score. The average scale score will replace the use of a proficiency index in the district and school accountability system. The average scale score better represents the range of scores at the district and school level. Grades 5 and 8 Science: average scale score equated to Next-Generation ELA and Math MCAS scale. Massachusetts will begin its assessment transition with grades 3-8 ELA and Mathematics in the 2016-17 school year. In an effort to report comparable data to districts, schools and the public, the science assessment scores will be equated to the Next-Generation ELA and Mathematics scale scores until such time that the grade 10 assessments have transitioned. Grade 10 ELA, Math and Science: average scale score equated to Next-Generation ELA and Math MCAS scale. Massachusetts will begin its assessment transition with grades 3-8 ELA and Mathematics in the 2016-17 school year. In an effort to report comparable data to districts, schools and the public, the grade 10 assessment scores will be equated to the Next-Generation ELA and Mathematics scale scores until such time that the grade 10 assessments have transitioned. Academic Progress Mean student growth percentile (SGP) Massachusetts will continue its use of the student growth percentile (SGP) as a measure of student growth. Beginning in 2016-17, we will follow the advice of our Technical Advisory Committee and use the mean SGP as opposed to the median to better reflect the full range of growth percentiles. Measure of growth to standard (to be incorporated in the future) As Massachusetts transitions its assessment program over the coming years, we will pursue the possibility of using a growth to standard measure for public reporting and as a metric in the district and school accountability system.
how it intends to conduct "outreach" efforts to girls, to encourage their enrollment. (4) An applicant that proposes a project to increase school safety might describe the special efforts it will take to address concern of lesbian, gay, bisexual, and transgender students, and efforts to reach out to and involve the families of LGBT students We recognize that many applicants may already be implementing effective to ensure equity of access and participation in their grant programs, and we appreciate your cooperation in responding to the requirements of this provision.
students and 76 for the high needs subgroup (both meeting gap narrowing targets). In 2015, MLK improved below its gap narrowing targets for ELA and mathematics, but was above its gap narrowing targets for science. The school’s CPI for 2015 was 66.7 in ELA, 73.9 in mathematics, and 77.5 in science and technology/engineering. In 2015, 33 percent of MLK students scored in the Proficient and Advanced categories on the ELA assessment, below the state average of 63 percent. In mathematics, 49 percent scored Proficient and Advanced, below the state average of 63 percent. In science and technology/engineering, 46 percent scored Proficient and Advanced, below the state average of 53 percent. The school’s SGP for 2015 was 49.5 in ELA (on target growth) and 64.0 in mathematics (above target growth).. Please refer to Appendix C for detailed student academic performance data. Student Growth Percentile 2012 2013 2014 2015 ELA SGP All 50.5 42 35.5 49.5 High needs 50.5 42 36 41 Math SGP All 73 59 44 64 High needs 74 55.5 44.5 66 ELA CPI Mathematics CPI Science CPI Criterion 6: Program Delivery The school delivers an academic program that provides improved academic outcomes and educational success for all students. Key Indicator: Curriculum Rating: Meets
from enrollment of students in charter schools. In particular, charter schools are required by law to use a lottery process when admitting students; traditional public schools must accept all students that live within the municipality or region that they serve. Specific caution should be used for special education enrollment data, as research by Dr. Thomas Hehir (Harvard Graduate School of Education) and Associates ( found that low-income students were identified as eligible for special education services at substantially higher rates than non-low-income students. Further, across districts with similar demographic characteristics, district behavior differed for special education identification, placement, and performance. Finally, it is important to note that student demographics for a charter school, particularly in the aggregate, will not immediately reflect recruitment and retention efforts; charter school must give preference in enrollment to siblings of currently attending students and are permitted to limit the grades in which students may enter the school.
While offering CS in more schools is an important first step in expanding access, it is also important to understand which students are taking CS in schools where it is available. Figures 8 and 9 show differences in course enrollment within schools that offer CS. The most important finding is this: In schools offering CS, a higher proportion of white students took CS than virtually any other group. The proportion of multi-race, non-Hispanic students taking CS in elementary/middle and high school was about the same, and a higher proportion of Asian students took CS in high school. Because the data only include schools where CS courses exist, these findings are not attributable to a lack of CS teachers or poor technology infrastructure or lack of resources overall. Compounding the problem of overall participation are differences in participation between elementary/middle and high schools. As shown in Table 2, substantially smaller percentage of females took CS in high school as compared to elementary/middle school (-12.9% difference). High school participation also lagged for economically disadvantaged students (-6.3% difference), Hispanic students (-4.3%), English learners (-4.2%) students with disabilities (-3.3%) and multi-race students (-0.7%). 2: Differences in CS Course Enrollment by School Type, 2016-2017 Elementary and Middle Schools High Schools Difference Female 48.3% 35.4% -12.9% Economically disadvantaged 27.8% 21.5% -6.3% Hispanic 17.6% 13.3% -4.3% English learners 7.9% 3.6% -4.2% Students with disabilities 16.1% 12.7% -3.3% Multi-race 3.4% 2.7% -0.7% African American 6.5% 7.4% 1.0% Asian 5.7% 7.0% 1.3% White 66.0% 69.3% 2.8% Male 51.7% 64.6% 12.9% Student Participation by Coverage of the DLCS Standards As discussed earlier in this report, the vast majority of CS courses offered in the Commonwealth in appeared to with less than one-third of the DLCS standards. Not surprisingly, most students
Appendix A: Stakeholder engagement list Internal DESE ► Multiple 1:1 conversations with Commissioner and Executive Senior ► Focus groups with ~30 manager- and non-manager-level staff ► Web-based survey to all staff External Massachusetts elementary and secondary leaders ► Educational Personnel Advisory Council ► M.A.S.S. Executive Committee ► Principals Advisory Cabinet ► Secretary of Education ► Superintendents Advisory Cabinet ► Teachers Advisory Cabinet Current and former leaders at other U.S. state education agencies ► Connecticut ► Delaware ► Kentucky ► Louisiana ► Maryland ► New Jersey ► Tennessee
equipped with iPads, the NEFE curriculum, and supplemental material, as well as professional development. We also took advantage of Lynda.com. This is a great professional development web site and includes many tutorials and classes in business and finance. The class Earning, Learning, and Investing for a New Generation was also started this year. We ran one section for juniors and seniors in September and a second section started in January. We worked on introducing Financial Literacy to the Life Skills program and hope to get that in place by next year. Our Credit for Life Fair was held in April and we had two speakers come in to talk to students about presentation, first impressions, and interviews. For more project information, contact the Program Administrator: Susan Finn, Dean Business/Technology, .. District Pilot Program Description - FY15 Data Holyoke – Dean Technical High School Required Course(s): Freshman Algebra (grade 9 mathematics department) Elective Course(s): Personal Finance course (grade 12 mathematics department) Experiential Activities: Credit for Life Fair Other Reality Fair JA Stock Market Challenge Capstone or Year-end Project Financial Literacy or Business Portfolio Personal or Household Budget Business or Financial Plan Curriculum Resource: Junior Achievement
Dr. Eric Hayden, Ph.D. Professor and Dept. of Economics, UMass Boston Massachusetts Department of Higher Education Dr. Dorothy Siden, Ph.D. Director of the Center for Economic Education, State University Massachusetts Department of Higher Education Title Institution Ms. Anne DeMallie Science, Technology Engineering, and Mathematics (STEM) Department of Elementary and Secondary Education Dr. Jake Foster, Ph.D. Science, Technology Engineering, and Mathematics (STEM) Department of Elementary and Secondary Education Ms. Leanne Martin Fay Director of Financial Education Office of the State Treasurer
Table A. Processes or changes considered to be substantial transformation # Product Local ingredient/ component Imported ingredient/ component Substantially transformative or material process/change Primary Reason Food Cake Sugar, eggs, flour Spices Mixing and baking The imported ingredients (spices) are fundamentally different from and do not have the identity or essential character of the finished product (cake) pies Pastry, sugar Apples, spices Forming a pie and Baking The imported ingredients (apples, spices) are fundamentally different from and do not have the identity or essential character of the finished product (apple pie) Frozen crumbed Prawns Prawns, egg Crumb, spices Cultivating and shelling prawns and raising chickens (from which eggs are, gathered) before crumbing The imported ingredients (crumb, spices) are fundamentally different from and do not have the identity or essential character of the finished product (frozen crumbed prawns) Frozen battered seafood snack Flour, eggs, water (to form batter) Prawns, squid, seasoning Mincing, mixing, forming and battering The imported ingredients (seafood) are fundamentally different from and do not have the identity or essential character of the finished product (frozen battered seafood snack) Other Printed Thread Fabric, dyes Cutting fabric to size and shape, sewing and printing The imported components (fabric, dyes) are fundamentally different from and do not have the identity or essential character of the finished product (T-shirt) Woollen blanket Merino wool Alpaca fibre Spinning and weaving The imported components (alpaca fibre) are fundamentally different from and do not have the identity or essential character of the finished product (blanket)
Couch Foam, thread Wood or metal, fixings, springs and fabric Construction of the frame, cutting fabric to size and shape, sewing, and assembly of foam, upholstery and frame The imported components (wood/metal, fixings, springs, fabric) are fundamentally different from and do not have the identity or essential character of the finished product (couch) Plastic bottle Polymer resin, pigments, other chemical products Blow moulding The imported components (polymer resin, etc.) are fundamentally different from and do not have the identity or essential character of the finished product (plastic bottle) Newspaper Newsprint Printing The imported components (newsprint) are fundamentally different from and do not have the identity or essential character of the finished product (newspaper), is the intellectual property imparted through the printing process Table B. Processes or changes not considered to be substantial transformation # Product Local Imported ingredient/ component Insufficiently transformative or immaterial process/change Reason Food
The Steering Group discussed: The links with Council Tax and other items on the government agenda. Timescales The future role of business rates and property based tax. The role of the steering group Joint work on business rates avoidance. Action Work on further business rates retention is to be brought to this group, following one more meeting of the working group. </AI5> <AI6> 4 Summary of Responses to DCLG Further Consultation on 100% Business Rates Retention Sophie Broadfield (DCLG) introduced the item and provided detail of the consultation responses. The Steering Group noted the responses. </AI6> <AI7> 5 Fair Funding Review update Charlie Coleman (DCLG) introduced the paper and confirmed there is no change of remit for the review. A timeline of 2020/21 implementation is being actively considered. The latter implementation date will allow for more consultation and collaboration with the sector and will allow for a new multi-level model on Children's Services to be commissioned, to allow a service specific option to be considered and to have a large data gathering model. DCLG have looked at options for single and service specific formulae, the design of the area cost adjustment including bringing costs other than staff and business rates, options for the deprivation indices including use of the IMD, a scoping paper on resources. The consultation document would be published alongside the call for evidence in the Autumn and will look at the options for different approaches - a single formula or a foundation formula plus specific formulae - cost drivers for a foundation formula and for service formulae. DCLG are keen to engage with local government colleagues in particular. They will also look at options for statistical techniques for weighting and will publish some technical papers next year having consulted with the sector. The Steering Group discussed: The availability of IMD data in 2019 A Department of Health formulae on adult social care
Max Soule HMT Present Pete Liliford HMT Present DCLG Alex Skinner Department for Communities and Local Government (DCLG) Present Stuart Hoggan Department for Communities and Government (DCLG) Present Charlie Coleman Department for Communities and Local Government (DCLG) Present Sophie Broadfield Department for Communities and Government (DCLG) Present Anne Charlton Department for Communities and Local Government (DCLG) Present Leon Clement Department for Communities and Local Government (DCLG) Present Sanna Tuunanen Department for Communities and Local Government (DCLG) Present Powell Department for Communities and Local Government (DCLG) Present Anne Stuart Department for Communities and Local Government (DCLG) Present LGA Sarah Pickup Local Government Association (LGA) Present Nicola Morton Local Government Association (LGA) Present Mike Heiser Local Government Association (LGA) Present Bevis Ingram Local Government Association (LGA) Present Aivaras Statkeviciis Local Government Association (LGA) Present </TRAILER_SECTION> <LAYOUT_SECTION> FIELD_TITLE
evaluation includes a review of evidence such as the school's academic performance, and assessments conducted by the Department. We currently anticipate bringing these matters to the Board for consideration no earlier than its meeting scheduled for December 19, 2017, and anticipate completing the process by its meeting scheduled for February 27, 2018. Updates may be found on the Department’s website at . Charter School Name Current District or Region Maximum Enrollment Grade Span in Charter Current Grade Span Abby Kelley Foster Charter Public School Auburn, Holden, Leicester, Millbury, Oxford, Shrewsbury, Sutton, West Boylston, Worcester 1,426 K-12 K-12 Baystate Academy Charter Public School Springfield 560 6-12 6-11 Boston Collegiate Charter School Boston 700 5-12 5-12 Boston Day and Evening Academy Charter School (Horace Mann) Boston 405 9-12 9-12 City on a Hill Charter Public School Dudley Square Boston 280 9-12 9-12 Collegiate Charter School of Lowell Lowell 1,200 K-12 K-7 Edward M. Kennedy Academy for Health Careers: A Horace Mann Charter School Boston 448 9-12 9-12 Charter School Name Current District or Region Maximum Enrollment Grade Span in Charter Current Grade Span Excel Academy Charter School Boston, Chelsea 1,344 5-12 5-11 Four Rivers Charter Public School Frontier, Gill-Montague, Greenfield, Mohawk Trail, Pioneer Valley, Ralph C. Mahar Regional 220 7-12 7-12 Foxborough Regional Charter School Attleboro, Avon, Brockton, Canton, Easton, Foxborough, Mansfield, Medfield, Medway, Millis, Norfolk, North Attleboro, Norton, Norwood, Plainville, Sharon, 1,700 K-12 K-12
Stoughton, Walpole, West Bridgewater, Wrentham Helen Y. Davis Leadership Academy Charter Public School Boston 216 6-8 6-8 Mystic Valley Regional Charter School Everett, Malden, Medford, Melrose, Stoneham, Wakefield 1,900 K-12 K-12 Paulo Freire Social Justice Charter School Holyoke, West Springfield, Chicopee, Westfield, South Hadley, Northampton 500 9-12 9-12 Pioneer Charter School of Science II Danvers, Lynn, Peabody, Saugus 360 7-12 7-12 Rising Tide Charter Public School Barnstable, Bourne, Carver, Duxbury, Falmouth, Lakeville, Marshfield, Mashpee, Middleborough, Old Rochester, Pembroke, Plymouth, Sandwich, Silver Lake, Wareham 700 5-12 5-12 Sturgis Charter Public School Barnstable, Bourne, Carver, Dennis-Yarmouth, Falmouth, Mashpee, Monomoy, Nauset, Plymouth, Provincetown, Sandwich, and Wareham 850 9-12 9-12 UP Academy Charter School of Dorchester Boston 820 PK-8 PK-8
Jose Reyes, Supervisor of Humanities 6-12, Marlborough Public Schools Siobhan Ryan, Director of School Improvement and Leadership Services, Fall River Public Schools Roberta Schaefer, Founder, Worcester Regional Research Bureau; Lecturer/Visiting Assistant Professor, Political Science; former member of the Board of Elementary and Secondary Education Natacha Scott, Director of History and Social Studies, Boston Public Schools Cedric Woods, Director, UMass Boston Institute for New England Native American Studies Content Advisers External Partner Jill Norton, Abt Associates Massachusetts Executive Office of Education Tom Moreau, Assistant Secretary of Education B Kim, Policy Analyst Massachusetts Department of Elementary and Secondary Education Jeffrey Wulfson, Acting Commissioner Heather Senior Associate Commissioner Center for Instructional Support Rachel Bradshaw Alexia Cribbs Lisa Keenan Ronald Noble Office of Literacy and Humanities David Buchanan Jennifer Soalt Susan Wheltle Office of Educator Development Matthew Holloway Office of Student and Family Support Rachelle Engler Bennett Mary Jane Crotty Kristen McKinnon Donna Traynham Office of Student Assessment Services Catherine Bowler Amy Carithers Michol Stapel The authors and contributors to the 1997 and 2003 editions of the Massachusetts History and Social Science Curriculum Framework *PK-12 Teachers Introduction Vision All students in the Commonwealth of Massachusetts have the right to an education that prepares them to be inquisitive, to understand the past, and to promote the ideals of equality, justice, liberty, and the common good for all peoples in the world.
Eligible Expenditure Categories Description Project Delivery Expenditures in this group are directly consumed by the Project. Staffing Expenditures associated with employees hired specifically for the project, or existing staff who are assigned specifically to project activities. Includes both wage and salaried workers. Does NOT include contract workers who are not a part of the organization's normal payroll. Mandatory Employer Related (MERCs) Employment Insurance (EI), Canadian Pension Plan (CPP), Mandatory Vacation pay (only if paid out), and Yukon Workers’ Compensation Health and Safety Board (normally WCB). Calculated based on percentage of Wages/Salaries. Employer Cost HR Benefits Employer costs associated with staffing such as additional benefits, group insurance premiums, pension plan contributions, medical & dental plans, fringe benefits, etc. These costs must to be supported by the organization’s existing HR policy. Eligible Expenditure Categories Description Project Delivery Expenditures in this group are directly consumed by the Project. Participant/Individual Beneficiary For projects which provide a service to targeted participants or individual beneficiaries Wages Used where a Recipient has entered into an employer/employee relationship with the project Participants (eg: Agreements providing Participant Wage Subsidies). Mandatory Employer Related Costs (MERCs) As above under staffing as it relates to Participant Wages. Employer Cost HR Benefits As above under Staffing as it relates to Participant Wages. Stipends Used where a Recipient provides regular payments for living supports AND no employer/employee relationship exists between the Recipient and the Participant (eg: TIOW). Professional Fees party professionals providing a service to the project directly to project Participants (e.g. guest instructors). Tuition Payments made for the purpose of procuring formal training provided by a certified training institution, paid either to the participant or directly to the institution.
Travel Program Materials Special Events Other Participant Costs PROJECT DELIVERY DESCRIPTION/RATIONALE SUPPORTING DETAILS & CALCULATION TOTAL COST SUPPORTING DETAILS & CALCULATION CONTRIBUTIONS (CASH OR IN-KIND VALUE) TOTAL PROJECT COST CASH / CONTRB. AMOUNT REQUESTED AMOUNT Operating Recurring Professional Fees Honoraria Staff Development
Cross – 28 1/2 “ tall Candles – 21” tall and use ½” x 5” candles. There are 61 candles remaining. Candles usually last over 3 hours. Vases – 4 ½” diameter at the top and 11” tall Frontal is 60” x 92” suitcase with handle and wheels. The suit case is part of the package and the cross and candles were stored in it. Altar cloth is 44” x 72” – white and the “ihs” monogram in center The runners (reversible) are each 20” x 48” including the fringe. They have some candle wax on them so need to be cleaned. Matching stoles The above runners and stoles are stored in a plastic tote box which is part of the package Lutheran Service Books – 27 The books are also available
Items Accepted for ECycle: Appliances Batteries CD’s Cell Phones Circuit Boards Computers Consumer Electronics Game Consoles Ink & Toner Cartridges IT Equipment Keyboards Laptops Mice Modems Monitors * MP3 Players Phone Systems Printers Routers Satellite Boxes Servers Speakers Switches Telecom Equipment TV’s * UPS Units VCR’s Video Games Wire * TVs and computer monitors with tubing - $20 disposal fee
Justin, Samantha and Peter ride bicycles of different sizes. The following table shows the distance their bicycles travel for each complete turn of the wheels. Question 1: BICYCLES M810Q01 Question intent: Quantity Peter pushed his bike for three complete turns of his wheel. If Justin did the same with his bike, how much further would Justin’s bike travel than Peter’s? Give your answer in centimeters. Answer: cm. SCORING Correct 282 cm. Incorrect Other responses. Percentage of students answering correctly in PISA 2006: OECD average: 62% U.S.: 60%
Question 3: S253Q05- 019 Lines 14 and 15 state: “Without this beneficial ozone layer, humans would be more susceptible to certain diseases due to the increased incidence of ultra-violet rays from the Sun.” Name one of these specific diseases.
Type in the unique Identifier for the new Then fill in the details for any other owner fields you have data for. The back colour of fields you fill in will change to cyan. Once you have entered the details, check that they are correct. Then, to create your new item owner, left click on the Save button. If you do not want to create a new owner left click on the Cancel button. To the entered details and start again, left click on the Clear button. Some fields require data in a certain format e.g. as a date. If you enter an incorrect value for any field, you will be told. See the figure below: Also, some fields are required. If you attempt to create an owner and have not completed a required field you will be told. Note that only administrators will have the option to ignore the error and continue. If you opted to create a new owner, the owners’ window will update to display the new owner you just created. Repeat this process for every owner you want to create. 4.3 Deleting Owners Deleting an owner also deletes all the associated Items in ItemTracker. If the Items are to be kept then you should follow the instructions in the section “”. To delete an Owner, first search for the Owner by entering the Identifier into the Filter tab and then clicking retrieve. Next, you will need to lock the by left-clicking on the Lock button. The result set will then refresh and you will see your username in the LockedTo column. Next, right-click on the Owner and select “Delete > Mark as Deleted” from the menu. Confirm when prompted to do so by clicking the Yes button. The Owner will then be removed from the results unless you have the View Deleted search option enabled. 4.4 Changing owner field values
Use of ItemTracker 7. Creating Once item locations (maps) and item owners have been set up by your Administrator, items (samples) can be created and stored in the ItemTracker database. Items can be created from either the Map or Items windows. We will start by creating items via the Map window; this method is used when you want to create the samples in storage. 7.1 Creating Items via the Map Window Click the Map button on the Control Centre window. In the Locations tree on the left hand side of the screen navigate to an empty container. Double-click a tree part to show the level below. Navigate to “Site 01 > Lab 01 > Vessel 01 > Rack 01 > Box 06”. Start by selecting the map locations you want to create the items in. Hold down the left mouse button and drag to select an area. Then select the Create button from the toolbar. Alternatively, you can select Edit > Editing > Create from the Toolbar. The Create Item window will then appear… Next select the Item Type of the items you want to create from the Item Type dropdown. Alternatively, you can select the Item Type by opening the Select Type window by clicking on the '…' button located beside the Item Type dropdown. See the figure below: Once you have selected an item type, e.g. Demo Sample Type, the window will change as shown below.
smart statistics must be seen in a wider context of the IoT. Therefore indicators monitoring the implementation and the success of the project might differ. First of all, we would propose indicators related to the implementation and management of the project itself. These are: Building of a knowledgeable consortium bearing the potential for successful outcome of the project. This will be a condition for further progress of the project. It will be evaluated by Eurostat on the basis of the proposal(s). Implementation of the project according to planning. This can be monitored and evaluated by the project steering Quality of the reports. The quality of the reports will be evaluated by Eurostat. In addition, we propose to establish an independent review board with members from the European Statistical System. Such a board was introduced for reviewing the reports of the Big Data ESSnet. Involvement of stakeholders. The involvement of stakeholders can be assessed against their contribution to the project and their active participation in events such as seminars and workshops, where results of the project are discussed. First Implementation phase Indicators will be used to measure the progress of the implementation applicable to the deliverables in section 4.3.1 within the reports that will be accordingly foreseen. Indicators for a successful implementation of this part of the project be: Assurance of access to data sources. The number of different data sources. The number of statistical products derived as a result of the implementation and the affected statistical domains. The achievement of pre-defined quality requirements (according to applied quality framework). The actions and participation to these actions for transferring developments and knowledge within the ESS. New pilot projects 2018-2020 and extension of the work in the domain of trusted smart statistics Indicators on new big data pilots and statistics have to reflect the exploratory nature of these parts of the projects. The following indicators are proposed to be used for measuring success of the project: Access to data sources. Identification of use case and possible statistical outputs. Communication to stakeholders.
Medium Priority Issues Description These are areas that should be researched to determine what should be focused on. Medium Priority Issues Current NERC Efforts in this Area Average Dollars Operational Modeling and Model Inputs: We have an event because our models and/or model inputs used in day-ahead and/or real-time were inaccurate or not available. Enforcement of TPL, TOP, IRO, MOD Standards Model Validation Working Group ERAG-MMWG – Eastern interconnection Western Interconnection response to AZ/SoCal Outage $6.58 Equipment Maintenance and Management: We have an event because we are not maintaining our equipment correctly or on schedule and something failed. Enforcement of the FAC, PRC Standards Spare Equipment Database Task Force $6.50 Coordinated Attack on Multiple Facilities: We have an event caused by a physical attack on infrastructure. Enforcement of CIP, EOP Standards ESISAC CIP Audits CIPC Efforts $5.04 Generator Availability: We have an event because generation is not available when needed (not enough generation operating). Enforcement of BAL, TOP, IRO, MOD Standards NERC Reliability Assessments Generating Availability Data System and GADS Working $3.69 Increased dependence on Natural Gas Generation: We have an event because of insufficient Natural Gas deliveries. NERC Reliability Assessments Regional Activities $3.92 TOTAL: $25.73 Next For each of these issues:
Integration of New Technologies NERC Reliability Assessments Smart Grid Task Force 2 $0.96 Demand Response Demand-Response Availability Data System and DADS Working Group NERC Reliability Assessments 4 $0.92 Smart Grid Smart Grid Task Force Planning Committee activities CIP 4 $0.92 Electro-Magnetic Pulse (EMP): We have an event due to an pulse attack None 4 $0.77 Post-Recession Demand Growth NERC Reliability Assessments 4 $0.76 Localized Physical Attack Enforcement of CIP, EOP Standards ESISAC CIP Audits CIPC Efforts 7 $0.69 Pandemic: We have an due to loss of key personnel due to pandemic HILF Task Electricity Sub-Sector Coordinating Council 6 $0.27 TOTAL: $19.34 Next steps For each of these issues: Other than watching for related Reliability Issue Nominations, how will we monitor these issues to determine if their priority changes?
Department of Agriculture, Environment and Rural Affairs: Fisheries Concordat Consultation Submission by 28 February 2017 Department for Communities: Consultation on a Revision of the Northern Ireland Local Government Code of Conduct for Councillors Submission by 28 February 2017 Note: Copies of the consultations can be obtained from Democratic Services
SCOPE NOTE Balanced Scorecard review of CILIP’s arms-length relationships this document: This paper sets out the context, rationale, scope and proposed methodology for a ‘balanced scorecard’ review of CILIP’s relationships with arms-length organisations and groups, to ensure that the organisation is able to meet the objectives set in the Action Plan 2016-2020. Context CILIP has committed to an ambitious programme of transformation and delivery in our 2016-2020 Action Plan. Each year, we will set out an Annual Delivery Plan which demonstrates how we are using our capacity and resources effectively to deliver our objectives. Alongside this, we have committed to setting out a Business Plan which shows how we will manage income, expenditure and investment to achieve our goals. In addition to our 9 Regional Member Networks and 21 (soon to be 22) Special Interest Groups, CILIP currently has a variety of ‘arms-length’ relationships with 25 organisations, networks and communities. These relationships are based on a wide variety of arrangements – from formal contracts, to legacy agreements, to ‘informal’ agreements. It has been agreed by the CILIP Board that we need to conduct a review of these arrangements to identify whether and how they are supporting the delivery of the Action Plan, whether they represent value for our membership and whether they need to be amended, strengthened or discontinued as a result. This paper sets out the proposed scope, methodology and timetable for this review, which forms part of the Improvement and Development Programme mandated by the Board in September 2016. ‘Balanced scorecard’ Guidance from HM Treasury and others on best-value reviews recommends the use of a ‘balanced scorecard’ approach. The ‘balanced scorecard’ is a mechanism for testing the qualitative and
Appendix 1 Steering Page 1 Organisation Group Representative Role Region Authority Type Substitute (if nominated) Representative Bodies County Councils' Network (CCN) Sheila Little CFO, Surrey South East County Margaret Lee District Councils' Network (DCN) Graham Soulsby Manging Director, Kettering East of England District Special Interest Group of Municipal Authorities (SIGOMA) Frances Foster Treasurer, SIGOMA Yorkshire and Humber Met Society of Local Authority Chief Executives (SOLACE) Paul Martin CEO, Wandsworth London London Society of Local Authority Chief Executives (SOLACE) Pat Ritchie CEO, Newcastle North East Met Tony Kirkham Society of Local Authority Chief Executives (SOLACE) Richard Flinton CEO, North Yorkshire Yorkshire and Humber County Society of London Treasurers (SLT) – ALATS Mike Curtis CFO, Islington London London Gerald Almeroth Society of Municipal Treasurers (SMT) – ALATS Paul Wildsmith CFO, Darlington East Unitary Society of County Treasurers (SCT) – ALATS Pete Moore CFO, Lincolnshire East Midlands County Margaret Lee Society of District Council Treasurers (SDCT) – ALATS Jill Penn CFO, Broadland East of England District Society of Unitary Treasurers (SUT) – ALATS Vacant – Joe Chesterton cover CFO, Southend East of England Unitary Combined Authorities Richard Paver CFO, Greater Manchester CA West Met Greater London Authority Martin Clarke CFO, GLA London London London Councils Guy Ware Director of Finance, Performance and Procurement London London Chief Fire Officers Association Finance Network Duncan Savage CFO, East Sussex FRA South East Fire
14 February 2017 Leisure and Development - Consultation Schedule 1 TITLE RECEIVED FROM SUBMISSION BY North-West Multimodal Transport Hub Public Consultation Translink 20 January 2017 Translink is working together with partners in the Department for Infrastructure, Department of Transport, Tourism and Sport, Derry City and Strabane District Council, Donegal County Council and Sustrans to deliver the North-West Multimodal Transport Hub; a major new active and sustainable transport facility which will transport travel and heritage regeneration in the region. Situated on the former iconic Waterside Station site, the new Hub will be an important gateway to the North-West; it will encourage a modal shift from car to public transport and other sustainable modes by providing integrated and convenient services to encourage more active travel for a healthier region – supporting a key outcome of the draft Programme for Government. Proposals include restoration and refurbishment of the former listed Waterside Railway Station, new platforms, and enhanced Park & Ride, an Active and Sustainable Travel Centre, demolition of the current train station, a new bus turning circle, Greenway link to the City Centre via the Peace Bridge as well as Track, Signalling and Telecoms work. Translink are now launching a public consultation to share views to help develop Hub proposals. The consultation can be found on the following website: 2 TITLE RECEIVED FROM SUBMISSION BY DAERA Knowledge Framework Consultation Department of Agriculture, Environment and Affairs 27 February 2017
Credit Working Group Meeting Minutes February 15, 2017 (Face-to-Face Meeting, MET Center Room 206) Attendance Independent Retail Electric Providers Bill Barnes – Reliant Energy Heather Lottering - Direct Energy Independent Power Marketers Mark Holler – Tenaska Power Services Co. Eric Goff - Citigroup Energy Inc. Independent Generators Ian Haley– Luminant Energy Municipals Donald Meek – Austin Energy Michael Mathews - Bryan Texas Utilities Simon Castillo – CPS Energy Cooperatives Richard Ramirez - Lower Colorado River Authority Others Clayton Greer Casey McCowen Ryan Michel Seth Cochran Malcolm Ainspan Jan Fudoa Downey Tom Burke Shams Siddiqi Bob Wittmeyer Andrew Barkley Kristy Ashley Josephine Wan Ryan Evans ERCOT Staff Mark Ruane Vanessa Spells Rizaldy Zapanta Spoorthy Papudesi Kelly Landry Cory Phillips Vicki Scott Juliana Morehead Erica Kane Samantha Findley The meeting was called to order at 9:30 a.m. Approval of Meeting Minutes – January 18, 2017 Donald Meek submitted a motion to approve the January 18, 2017 minutes. Bill Barnes seconded the motion. Motion passed. Review of The following NPRRs were reviewed:
A new version of the services catalogue integrating an assessment workflow to manage the lifecycle of the services has been developed. Eurostat also delivered four new and adapted services to be shared with the statistical community. The four priority areas identified in the previous roadmap update have been covered during phase two. Deliverables New version of the service catalogue Main actor ESTAT Projected delivery date December 2015 Delivery status Static version 06/2017 Complete Planned 12/2017 Description The catalogue is a repository of IT services, with documentation and operational guidelines on software components. It provides a workflow for assessment and lifecycle management. It is hosted and maintained by EUROSTAT. Status and impact The service catalogue is in production and used by various statistical organizations. Example services (see Annex 5) Main actor ESSnet Delivery date December 2017 Delivery Status Iterative until 12/2017 Description Seven services are planned to be delivered by the ESSnet and ESTAT and inserted into the service catalogue. Status and impact 6 services planned were delivered.1 service not planned was delivered, 1 service planned will not be delivered on time. Governance (see Annex 4) Main actor ESSnet Projected delivery date December 2017 Delivery Status First version 01/2017 Update 12/2017 Description Guidelines to manage IT services to be adopted in the ESS as well as recommendations for governance of IT services; including the setup of an (ESS) service certification committee and maintenance of the ESS services listed in the service catalogue. Open source handbook Status and impact First deliveries received 12/2016. Updates and last documents on track. Support for VISION projects Main actor ESTAT Projected delivery date Continuous Delivery Status Ongoing Description Ensure the alignment of ESS Vision 2020 projects with the Service Oriented Architecture guidelines. Status and impact Advice on IT architecture was provided to the Validation project and a first IT service (for structural validation of data sent to Eurostat by ESS members) has been deployed in relation with that project. Coordination work was also started with ESBR and DIGICOM.
4: Workplan Australia’s next Open Government National Action Plan is due for submission by 31 August, 2018. Based on the process we used to develop our first NAP, we propose a nine-month, process that includes: a retrospective phase, where we’ll work with government and key stakeholders to identify continuing and prospective themes and commitments a period of raising awareness and seeking ideas of the OGP and the process to develop the next NAP a seven-week period of developing ideas, which we’ll use to develop prospective themes and commitments through online and public face-to-face workshops across Australia a phase of drafting commitments, which will include presenting a draft NAP for two weeks of consultation within and outside government, culminating with a workshop in Canberra and an Open Government Forum meeting to make detailed recommendations to government on the proposed NAP, and a finalization period that involves seeking final government approval and submitting the NAP to the OGP Support Unit. Our intention is to meet the Publishing this workplan early will give the public a very long lead time to facilitate their participation in the process. We requested your input into this workplan from Friday 22 September to 3 October. Input was received from several Forum members and has, where possible, been integrated. Recommendations It is recommended the Forum: Discuss and agree to the attached workplan. Attachments Proposed workplan
1 – Stakeholder Analysis Stakeholder Needs External Users Eurostat Internal Partners/Suppliers Commission policy DGs NSIs International Statistical Organisations Academics Data Protection Authorities General Public Subject matter units Legal Unit / quality Methodology / IT DG JRC / Academia / Research Industry Relevant information for policy design, implementation, monitoring and evaluation X X Legal and ethical conditions are met X X X Harness new data sources X X X X X Increase efficiency X X X X X Increase quality X X X X X X Scientific support (X) X X X X Response burden X X X gain clients X Access to data for research X X Establish partnerships X X X Standardisation X X X Stakeholder Future Expectation External Users Eurostat Internal Users Partners/Suppliers
Commission policy DGs NSIs International Statistical Organisations Academics Data Protection Authorities Subject matter units Unit / quality Methodology / IT DG JRC / Academia / Research Industry Flexible response to new user needs X X X Support in data selection and analysis; Statistical expertise X X X X Design and planning of IT infrastructure X X X Development of new skills X X X Constant improvement of data availability and quality X X X Exploring new data sources X X X Joint developments X X X Extension of client base X X X Exploration of new business opportunities X Benchmarking data X Explore legal conditions using systems for statistical purposes X 2 - Risk Analysis
Contents Page Management Commentary:- Directors’ Report 1 Strategic Report 8 Remuneration Report 16 Direction by the Scottish Ministers 26 Statement of the Chief Executive’s Responsibilities as the Accountable Officer for NHS Education for Scotland 27 Statement of the Health Members’ Responsibilities in respect of the Accounts 28 Governance Statement 29 Independent Auditor’s Report 34 Statement of Comprehensive Net Expenditure and Summary of Resource Outturn 36 Balance Sheet 38 Statement of Cash Flows 39 Statement of Changes in Taxpayers’ Equity 40 Notes to the Accounts 41-86
Statement of the Chief Executive’s Responsibilities as the Accountable Officer of NHS Education for Scotland Section 15 of the Public Finance and Accountability (Scotland) Act, 2000, the Principal Accountable Officer (PAO) of the Scottish Executive has appointed me as Accountable Officer of NHS Education for Scotland. This designation carries with it, responsibility for: the propriety and regularity of financial transactions under my control; the economical, efficient and effective use of resources placed at the disposal; and safeguarding the assets of the In preparing the accounts I am required to comply with the requirements of the governments Financial Reporting Manual FReM and in particular to: observe the accounts direction issued by the Scottish Ministers including the relevant accounting and disclosure requirements and apply suitable accounting policies on a consistent basis; make judgements and estimates on a reasonable basis; state whether applicable accounting standards as set out in the government FReM have been followed and disclose and explain any material departures; and prepare the accounts on a going concern basis. I am responsible for ensuring proper records are maintained and that the Accounts are prepared under the principles and in the format directed by Scottish Ministers. To the best of my knowledge and belief, I have properly discharged my responsibilities as Accountable Officer as intimated in the Departmental Accountable Officers letter to me of 19 March 2004. Acting Executive 25th June 2015
NES NES/15/61 Item 7b (Enclosure) August 2015 NHS Education for Board Paper Summary: Remuneration Committee Meeting 1. Title of Paper Summary of the Remuneration Committee meeting held on 1 July 2015. 2. Author(s) of Paper Alison Shiell, Corporate Governance Officer 3. Purpose of Paper To receive a summary of the Remuneration Committee meeting held on 1 July 2015. 4. Items for Noting Matters arising The Chair formally confirmed to the Committee that Malcolm Wright has been appointed to the post of Chief Executive at NHS Grampian on a permanent basis. Executive Cohort Performance Management Reviews 2014/15 The Committee approved the outcomes of the 2014/15 Performance Management Reviews for in the Executive Cohort and direct reports to the Chief Executive. 5. Recommendations None. NES July 2015 AS/dw
3 (Category A & B) shows list of areas that have been removed following pre-screening: Policy Area Financial Baseline Bartholin’s Cysts £180K (2016/17) It was noted that Bartholin’s cysts are mentioned in several other CCGs’ policies but absent from NWL policy and therefore had been identified for review. It was noted that other CCGs’ policy thresholds are relatively low and therefore the impact on activity of a NWL policy is likely to be limited. It was further noted that the expenditure on activity across NWL is relatively low, at approximately £180,000 per year. Continued dose escalation of Adalimumab / Infliximab for IBD - Crohn’s Disease & Ulcerative Colitis Closed Chelsea & Westminster Hospital Trust’s proposal was discussed and it was agreed that Trust should be encouraged to submit a business case demonstrating potential efficiencies across NWL. This item has been removed from eth forward planner for now but may be added back in case upon receipt the business case. Abdominoplasty/Apronectomy Completed A review has been completed and this has been resolved. It was noted that NWL are waiting for the conclusion of other policies prior to consultation on any proposed changes to the Abdominoplasty/Apronectomy policy. Chalazia Closed It was noted that NWL policy thresholds align with NICE guidelines and do not warrant review at this time. Circumcision Closed It was noted that there is an even split in the feedback received from Urology consultants, and therefore agreed that no change in the current policy is required.
Example2 – Removing Tier 3 weight management programme may increase the bariatric expenditure Provider Impact To ensure effective contractual levers are applied, identify and map what providers your change could potentially affect and how. Stakeholder Summary Describe who your other stakeholders are and what role they plan Checklist Area Update/Status EQIA/QIA and Privacy Impact Assessment Requirements Identify whether you need to undertake an EQIA/QIA screening and if not provide rationale Re-Validation of Financial Assumptions A stocktake opportunity to re-validate the activity impact assumptions by Provider and by CCG – at this stage use clinical validation and audit where relevant.