zilongwang/ReadingBank huggingface dataset:
Available Housing List –Oct 5, 2018 (There was no new listings as of this date. We will continue to monitor the situation) Liability: The Salvation Army Housing Ministry, its officers, employees, agents and volunteers will not be held liable for any misleading ads that may appear on our housing list. All ads are taken from the websites listed below. Should you suspect that an ad is fraudulent, contact your local police department. If you have questions or concerns about the Residential Tenancies ACT (RTA), please contact Niagara North Community Legal Assistance at (905) 682-6635 or the Landlord and Tenant Board at 1-888-332-3234. Truck stops: Tuesday evening: Port Colborne: Corner of Fraser & Welland Streets 5:00-5:20pm Corner of Mitchell & Nickel Streets 5:25-5:45pm Shelter(s) Port Cares 92 Charlotte Street, Port Colborne, ON, L3K 3E1, Tel: (905) 834-3629 Motels: Goodnight Motel 664 Main Street West 905-835-1818 Port Motel 20134 Hwy 3 Wainfleet 905-835-5202 Seaway Motel 650 Main Street West 905-834-9854 Capri Motel 629 Main Street West 905-835-5474 Available Housing for Rent Size Location Description Rent Contact Recorded Date 1 Bedroom 8 Nickel St. Port Colborne Main floor, newer building $950 inclusive 519 694 2499 Sept 21/18 2 Bedroom 8 Nickel St. Port Colborne Upper witrh balcony $1050 inclusive 519 694 2499 Sept 21/18
3 Bedrooms 207 Main St. W. Port Colborne Very spacious $950 + bills Sterling 905 650 6613 Sept 21, 2018 3 Bedrooms 99 Bell St. Port Colborne Large upper. Quiet building $950 plus gas/hydro Call or text 905 941 1880 Sept 21, 2018 Other sites to check out walkscore.com Notes: __________________________________________
This form must be completed and a copy forwarded to the Pilbara Ports Authority prior to any crane operations commencing within the port area. Please Note: Cranes will not be permitted to enter or operate within the port area without being registered prior with the Pilbara Ports Authority. NOTIFICATION FORM Company : Date: Time: Contact Person(s) Name (Office Hours) Contact Number: Contact Person(s) Name (After Hours) Contact Number: Crane Company Crane Model: Company Fleet Number/Rego Crane Lifting Capacity: MRC: WLL: Is a lift plan/study required? Refer Crane and Hoist Procedure Section 5.10 If so, plan/study to be attached to this permit. Yes No Are the crane operator(s) aware of the wharf load lifting limits? Refer Crane and Hoist Procedure Section 7 Yes No Will lift operations occur over or near bow or stern mooring lines? If so, permission to be granted by Harbour Master or Landside Ops Manager. Yes No Are crane(s) currently registered with PPA? Yes No Scope of Work – Brief Description and Location Please advise of the date(s) the crane(s) will be operating in the above mentioned areas: Authorised Person to Complete Date Received Time Authorised Person Name Signature Approved: Denied Reason: Please email this form to:
PORTABILITY VOUCHER: When you transfer to Lehigh County Housing Authority, you must choose a unit and live within the listed areas below for the first year (this is not an all-inclusive list). This is considered an “our area” voucher. You must live in Lehigh County but may not live in the cities of Allentown, Bethlehem, or Easton for your first year that you port to our agency. Allentown, Bethlehem and Easton all have their own housing authorities. Examples of Towns/Areas within Lehigh County Jurisdiction: ☺ Alburtis (18011) ☺ Lower Macungie Township ☺ Ballietsville (18037) ☺ Macungie (18062) ☺ Breinigsville (18031) ☺ Neffs (18065) ☺ Catasauqua (18032) ☺ New Tripoli (18066) ☺ Cementon (18052) ☺ Orefield (18069) ☺ Center Valley (18034) ☺ Ormrod ☺ Coopersburg (18036) ☺ Salisbury Township ☺ Coplay (18037) ☺ Schnecksville (18078) ☺ East Texas (18046) ☺ Slatedale (18079) ☺ Egypt (18052) ☺ Slatington (18080) ☺ Emmaus (18049) ☺ South Whitehall Township ☺ Fogelsville (18051) ☺ Trexlertown (18087) ☺ Fountain Hill (18015) ☺ Upper Macungie Township ☺ Fullerton (18052) ☺Upper Saucon Township ☺ Germansville (18053) ☺ Wescosville (18106) ☺ Hokendauqua (18052) ☺ West Catasauqua ☺ Ironton (18037) ☺ Whitehall (18052) ☺ Laurys Station (18059) ☺ Zionsville (18092)
Portable Media Inventory Device Asset Tag No. Device Serial No. Device Description Employee Name Employee ID Number Department Date Assigned Date Returned Dates of Audit It may be appropriate to access when these devices, depending on device type, were last scanned for virus/spy ware and/or connected to the organizational network for the purpose of scanning or upgrading such virus protection software in the case of laptops.
(a) Using the information from above, fill in the table below and construct the graph. Year Population Size 2013 300 2014 330 2015 363 2016 399 2017 439 (b) Find the average rate of change (slope) for the falcon population from 2013 to 2018. Round your answer to the nearest tenth. 36.6 35. Utica, NY had a population of 49,000 in the year 2013. The infrastructure of the city allows for a carrying capacity of 60,000 people. rmax = 0.9 for Utica. (a) Is the current population above or below the carrying capacity? _________________________ (b) Will the population increase or decrease in the next year? _________________________ (c) What will be the population growth for 2013? 8070.3 Round your answer to the nearest whole number. Formula:
REQUEST FOR PURCHASE NO. FTDSC4701480047 INSTALLATION Dukrit Air Base DATE Today TO: CONTRACTING OFFICER Contracting CLASS THROUGH: Finance CONTRACT, PURCHASE ORDER OR DELIVERY ORDER NO. FROM: (Insert RC/CC, If applicable) Civil Engineering IT IS REQUESTED THAT THE SUPPLIES AND SERVICES ENUMERATED BELOW AND IN THE ATTACHED LIST, BE PURCHASED FOR Civil Engineering FOR DELIVERY TO Dukrit Air Base NOT LATER THAN ASAP ITEM DESCRIPTION OF MATERIAL OR SERVICES TO BE PURCHASED QUANTITY UNIT ESTIMATED UNIT PRICE ESTIMATED TOTAL COST 001 Porta-Potty Claim SUGGESTED SOURCE: RENTAL CONTRACTOR ASSUME: EVERYTHING IS 100% CORRECT 1 $26,000 $26,500 TOTAL $26,500.00 PURPOSE Reimburse Porta Potty Contractor for 5 damaged portpotties, lost rental wages and Rajiv’s wages. DATE TYPED NAME AND GRADE OF REQUESTING OFFICIAL SIGNATURE I. B. POTTYMASTER, , USAF TELEPHONE xxx-xxx-1234 DATE TYPED NAME AND GRADE OF APPROVING OFFICIAL JOHNSON B. , USAF SIGNATURE TELEPHONE xxx-xxx-4321
MAIN DUTIES / RESPONSIBILITIES Delivery and collection of meal trolleys: 10 trolleys weight approx. 215kg each are delivered and collected from wards on each shift. Delivery and collection of food, equipment, waste or furniture to various health board and other sites as required: boxes weighing up to. 25kg each are delivered and collected from various health board on a daily basis. This delivery is done using a Health Board vehicle. Delivery and collection of clean linen trolleys: 10 trolleys are delivered and collected on a daily basis. Collection of dirty linen trolleys: 10 trolleys are delivered and collected on each shift. Aprroximate weight is 100kg per trolley. Delivery and collection of linen to/from other buildings and sites out with the WIH: Delivered and collected on a weekly basis using a Health Board vehicle. Collection and storage/segregation of clinical waste: Bags and containers are collected from all wards and departments on each shift using the clinical waste trolley. Waste is then segregated and stored securely as per organisational Waste Management Policy and Procedures. Approximately 100 bags per collection. This includes sorting, cataloguing and loading the clinical waster into a refrigerated trailer for transport to the mainland. This may involve driving a forklift vehicle. Collection and disposal of domestic waste: Waste is collected from all wards and departments on each shift using the domestic waste trolley and as per organisational Waste Management Policy and Procedures. Collection and disposal of domestic waste from clinics & Health Centre: Waste is collected on a daily basis using a Health Board Vehicle. Recycling: This will include collection segregation and disposal of recyclable materials from wards and other building with transfer to a set recycling area. This will include the collection segregation and disposal of all waste electrical goods to a recycling centre using health board transport. Sort, deliver and frank internal mail: Mail is delivered to all wards and departments am and pm using the mail trolley. Collection of urgent Laboratory specimens from wards and departments for delivery to Laboratory: Deliver mail to Sorting Office from Hospital, Health Centre, Health Board Offices and Broadbay Medical Practice: This task is done am and pm each day using a Health Board Vehicle. Collect Laboratory specimens from Airport: This task is done pm on a daily basis using a Health Board vehicle. Patient movement within the Hospital: The porter assists Nursing Staff in transporting patients to X-ray, clinics etc. This is done on an ad hoc basis using trolleys, beds or wheelchairs, and can be up to 6 times per shift.
In Schumpeter's and Porter's view the dynamism of markets is driven by innovation. We can envision these forces at work as we examine the following changes: Top 10 US Industrial Firms by Sales 1917 - 1988 1917 1945 1966 1983 1988 1 US Steel General Motors General Motors Exxon General Motors 2 Swift US Steel Ford General Motors Ford 3 Armour Standard Oil -NJ Standard Oil -NJ (Exxon) Mobil Exxon 4 American Smelting US Steel General Electric Texaco IBM 5 Standard Oil -NJ Steel Chrysler Ford General Electric 6 Steel Swift Mobil IBM Mobil 7 Ford Armour Texaco Socal (Oil) Chrysler 8 DuPont Curtiss-Wright US Steel DuPont Texaco 9 American Sugar Chrysler IBM Gulf Oil DuPont 10 General Electric Ford Gulf Oil Standard Oil of Philip Morris 10 Largest Firms by Assets, 1909 and 1987 1909 1987 1 US STEEL GM (Not listed in 1909) 2 STANDARD OIL, NJ (Now, EXXON #3) SEARS (1909 = 45) 3 AMERICAN TOBACCO (Now, American Brands #52) EXXON (Standard Oil trust broken up in 1911) 4 AMERICAN MERCANTILE MARINE (Renamed US Lines; acquired by Kidde, Inc., 1969; sold to McLean Industries, 1978; bankruptcy, 1986 IBM (Ranked 68, 1948) 5 INTERNATIONAL HARVESTER (Renamed Navistar #182); divested farm equipment FORD (Listed in 1919) 6 ANACONDA COPPER (acquired by ARCO in 1977) MOBIL OIL 7 LEATHER (Liquidated in 1935) GENERAL ELECTRIC (1909= 16) 8 ARMOUR (Merged in 1968 with General Host; in 1969 by Greyhound; 1983 sold to ConAgra) CHEVRON (Not listed in 1909) 9 AMERICAN SUGAR REFINING (Renamed AMSTAR. In 1967 =320) Leveraged buyout and sold in pieces) TEXACO (1909= 91) 10 PULLMAN, INC (Acquired by Wheelabrator Frye, 1980; spun-off as Pullman-Peabody, 1981; 1984 sold to Trinity Industries) DU PONT (1909= 29) GENERIC STRATEGIES TO COUNTER THE FIVE FORCES Strategy can be formulated on three :
Question 15: How helpful do you find the receptionists at the practice? Encouragingly the huge majority of patients have a positive view of the Administration and Reception team. From the feedback that we received on this question, 97 of our patients stated that they are very helpful. A further 69 patients stated that they are fairly helpful. Such comments are routinely passed on to our team; as it encourages them to know that the work they do on behalf of our patients is appreciated. Question 16: In general, how satisfied are you with the care you get at the Practice? The surgery has received very positive feedback in this area. 103 patients stated that they are very satisfied with our practice, a further 79 patients stated that they are fairly satisfied. This positive feedback equates to 82.6% of those patients who provided feedback on the care that they receive from the surgery. This is encouraging feedback from our patients and it provides feedback that the practice’s reputation amongst its own patients is very positive. The Porters Avenue surgery will continue to ensure that our patients will continue to receive a high standard of care from our team. Patients Feedback: The Practice is very proud of the feedback that we have received from our patients in the patient surveys that we have received. The clinical and administration team strives to provide the highest standard of care and service to all of our patients. In conclusion, the results of the survey indicate a high level of general patient satisfaction with the surgery, its staff and the services it provides. The survey does however highlight those areas where patients would like to see improvements; specifically with regards to the following areas. DNA Policy- “Did Not Attend”
1.6 QUALITY ASSURANCE A. Single Source Responsibility: Provide gymnasium and play field equipment from single manufacturer. B. Manufacturer's Qualifications: Minimum of 5 consecutive years experience manufacturing gymnasium and play field equipment similar to that specified. C. Installer's Qualifications: Trained and approved by manufacturer. D. Regulatory Requirements: Gymnasium and play field equipment shall conform to latest rules and regulations. Specifier Notes: Specify the applicable associations. Association rule books are updated each year around September 1. 1. Federation Internationale de Football Association (FIFA). 2. International Basketball Federation / Federation International de Basketball (FIBA). 3. National Association for Girls and Women in Sport (NAGWS). 4. National Basketball Association (NBA). 5. National Collegiate Athletic Association (NCAA). 6. National Federation of State High School Associations (NFHS). 7. USA Volleyball (USAV). 1.7 DELIVERY, STORAGE, AND HANDLING A. Delivery: Deliver materials to site in manufacturer's original, unopened containers and packaging, with labels clearly identifying product name and manufacturer. B. Storage: Store materials in clean, dry area indoors in accordance with manufacturer's instructions. Keep temporary protective coverings in place. C. Handling: Protect materials and finish from damage during handling and installation. 1.8 WARRANTY A. Provide 1-year warranty against defects in materials and workmanship, unless otherwise specified. PART 2 PRODUCTS 2.1 MANUFACTURER A. Porter Athletic, Inc., 601 Mercury Drive, PO Box 1790, Champaign, Illinois 61824-1790. Toll Free (888) 277-7778. Phone (217) 367-8438. Fax (217) 239-2255. Web Site www.porterathletic.com. E-Mail porter@porterathletic.com.
As a practice we are always striving to improve our services to our patients and we do not always get things right, despite our best efforts. So, it is important that we receive feedback from patients through surveys and through open an open and honest discussion at the PPG meetings that are held. As a result of feedback from our patients, we are working hard to improve our telephone service and to shorten the length of time patients have to wait to see a doctor or nurse by increasing the number of additional GP appointments. We also agreed that we will look to recruit more permanent doctors to reflect our growth in the number of registered patients. The surgery acknowledges that any and all improvements that we make will not meet the needs of all of our patients, so during the PPG meetings we ensure open communication to inform our patients of the reasons or constraints that are also a factor in responding to patient feedback. The results of the patient Survey were presented and reviewed with the PPG (Patient Participation Group) at the meeting held in February 2015 (Appendix-8). How frequently were these reviewed with the PRG? To improve our services towards our patients and to ensure that we maintain open communication with them, we hold the PPG meetings every 3 months. At our surgery we endeavour to deliver high quality care, to respond to service user’s feedback via patient surveys, we review and investigate all complaints and ensure that we learn the appropriate lessons. We encourage an environment where all GPs and our other clinical and administrative teams develop their skills and expertise and this is regularly reviewed by the Practice Manager and Clinical lead. The PPG provides an effective forum for patients to openly discuss what they believe is a good service and is a vehicle for patients to communicate the standards of service that they expect from the surgery. Through this approach we will ensure that the care we offer to individual patients as well as the overall practice population we serve is delivered and established in a way that continuously improves. Action plan priority areas and implementation
Person Specification Key Skills and Experience Criteria Description Essential or Desirable Experience List the key experiences that an individual would need to be able to do the role. Be careful not to quantify this in ‘years’. e.g. Experience working with finance IT systems. Experience in a customer facing environment and able to demonstrate appropriate skills. Experience of dealing with complex situations in a pressurised environment. Experience of dealing with situations involving conflict. Experience of dealing with sensitive and confidential information. Experience of hotel booking system Experience of cash handling Experience of fire alarm systems E E E E D D D Skills List the key skills that an individual would need to be able to do the role. Be careful not to quantify this in ‘years’. E.g. Advanced Excel. Customer Service skills Strong communication skills (both written, spoken and by telephone) IT Literate Able to work on own initiative and under pressure Attention to detail & resourceful Physically able to undertake security patrols, first aid duties and postal duties Pragmatism & good judgement Tactful/sensitive to situations Able to remain calm under pressure Able to maintain confidentiality E E E E E E E E E E Qualifications List the key qualifications that an individual would need to be able to do the role. Be careful not to overstate the level required. Competent standard of literacy, numerically literate. Educated to a level appropriate for a customer facing role, able to demonstrate a good command of the English language and correct grammar. E E
School Year SECTION 2 4-H Leadership List any time you taught, coordinated, organized or guided others. List 4-H officer position(s) held, committees served on or other positions held. Leadership and community service develop with growth – younger members will have fewer examples. Responsibility/Accomplishment(s) Level Example: Club demonstration – Taught 28 clubs members how to make a healthy snack. (L) Example: Served as safety chairman-school club; prepared monthly safety reports and activities for eight club meetings. (L)
School Year SECTION 3 Citizenship/Community Service How were you able to show your caring and citizenship qualities in 4-H this year? List activities you have participated in to help others in your community. Include hours/type of service/number of items donated, etc. Description of Activity Level Example: Donated 6 canned goods for Food for . (L)
School Year SECTION 4 4-H Awards & Recognition List the awards, honors, recognitions you have received in 4-H, including contests, workshops, trips, etc. Award/Recognition For What Received Example: Certificate of Participation Attendance- State 4-H Marsh Maneuvers Example: Certificate-Blue Ribbon Area Commodity Ambassador Talk-Egg
The following illustrations present conceptually how those calculations are performed. First, the system must define the total number of possible solutions. As each project has two potential states (Included, Not Included), the total number of solutions is represented by the equation n2, where n = the total number of projects in the analysis. For illustration purposes, this calculation yields a total of 32 potential solutions for a sample of 5 projects: 25 or 32 possible solutions. Each of those solutions will be depicted as a string of Y’s and N’s, where YNNYN means the solution includes Projects 1 and 4, but not 2, 3 or 5, the solution set in total will then appear as follows: Figure : Defining the Solution Set Each of those solution sets may then be translated into cost figures using the cost estimate for each project. For example, the solution YNYYN (Column 3, Row 7) includes Projects 1, 3 and 4. The costs for those projects were estimated using either top down estimating in project-level fields or rolled up from bottom-up estimating methods. Figure : Project Cost and Value Referencing those costs, the system will calculate that the estimated cost for each of those projects is $850,000, $1,130,000, and $850,000, or a total estimated cost for the portfolio of Projects 1, 3, and 4 of $2,830,000. Each of those solutions may be represented by a total cost as in the following table: Figure : Translating the Solution Set to Cost Values The same approach is used to convert each solution into an aggregated strategic value score. Figure : Translating the Solution Set to Strategic Values Each solution may then be mapped to two data points: Figure : Identifying Solution Set X and Y Axes
Representative Expertise Member Chair Medical education Policy development/Government Representative State and Territory Governments Sector knowledge Consumer representative(s) Consumer Patient and consumer education Education providers funded under the National Blood Arrangements or states/territories BloodSafe eLearning Australia Blood Service Current education providers in the sector Quality and safety representative ACSQHC representative Blood Standard 7 Undergraduate education provider representative(s) Medical School Deans As required depending on priority-Education provider Postgraduate education provider representative(s) Postgraduate Medical Education Council As required depending on priority-Education provider Education representative(s) from relevant Colleges and Societies Specialist education training and continuing professional development. As required depending on priority-Education provider craft group expertise Education representative(s) from private hospitals Private Hospitals association Sector educational requirements Education provider National Blood Authority Education Sector knowledge Observer As required Expert/Advisor As required Secretariat National Blood Authority Coordination/project management
Rubric Met – circle one Area 1 – Operations & Concepts 1a Technology Professional Development Plan 1b Technology Terminology YES NO YES NO Area 2 – Planning 2a Lesson Plan (Using template) 2b Classroom Management Plan YES NO YES NO Area 3 – Implementation 3a Hardware/Software Review 3b Class Page in School Fusion 3c Database of Online Resources YES NO YES NO YES NO Area 4 – Assessment 4a Teacher made assessment (Using IA, DE, etc.) 4b Spreadsheets of assessment tools YES NO YES NO Area 5 – Productivity 5a Keystone on Demand 5b Contact Group, Email and attachment 5c Professional Practice Reflection 5d Evidence of collaboration with peers YES NO YES NO YES NO YES NO Area 6 – Ethics 6a PWCS Acceptable Use Regulations 6b Internet Safety YES NO YES NO Requirements were met YES or NO Resubmit by Evaluator _________________________ Date:
District Hot Water District Chilled Water From an electric-driven chiller From an absorption chiller using natural gas From an engine-driven chiller using natural gas From another kind of chiller Fuel Oil (No. 4) Fuel Oil (No. 5 and No. 6) Coal (anthracite) Coal (bituminous) Coke Wood Coke Wood Liquid Propane Kerosene Fuel Oil (No. 1) Other Your Property's Water Usage – not for now How does your property ? Please select all that apply. Municipally Supplied Portable Water Indoor Outdoor All Municipally Supplied Reclaimed Water Indoor Outdoor All Alternative Water Generated On-Site Other About Your Meters Enter the information below about your new meters. The meter's Units and Date Meter became Active are required. You can also change the meter's name. Meter Name Type Other Type Units In Use? Enter as Delivery?
Applicants: must submit a completed portfolio to the SOAR Program in the Leadership, School Counseling and Sport Management Department. A complete SOAR Portfolio contains: Applicant Statement of Understanding unofficial copies of transcripts from all institutions previously attended** copy of your General Knowledge Test score report or copy of GRE scores Individualized School Experience Contract written reaction to a journal article and a school scenario a copy of your teaching certificate if you are certified by the Florida Department of Education **OFFICIAL copies of transcripts and test scores must be sent to the UNF Graduate School as part of the Graduate admissions process. Applicants will interview with a selection committee comprised of program faculty and practicing school counselors and will deliver a brief public speech on the achievement gap (see page 10). General Knowledge Test (GKT) The GKT is recommended for entry to the School Counseling Program because it is one of the Florida Teacher Certification Exams and is a required test for the Practicum course in addition to being required by the Florida Department of Education for certification. You can get more information at . Please note: It takes approximately 6 weeks to receive all your GK test results. All test results must be received by the Graduate School admission deadline. Graduate Record Exam (GRE) You can take the GRE in lieu of the General Knowledge Test, but you must receive a combined verbal and quantitative score of 297 or higher (or 1000 on the old test). Contact the UNF Testing Center () for more information. Please note, once in the program you will still be required to take and pass the GKT for the Practicum course. Exception An exception may be awarded to an applicant who meets all the admission criteria except their GPA. An applicant with a GPA of less than 3.0 in their last 60 hours of undergraduate studies as calculated by the Graduate School is eligible for award consideration. Each program has a very limited number of exceptions, so awards are competitive. An applicant who has a GPA of lower than 3.0 may request a review of his/her application by submitting a letter detailing the reasons that an exception to the admission policy should be granted. This letter should be submitted to the School Counseling Program Director prior to the closing date for receipt of applications. The letter will become part of the application and be reviewed during the student selection process.
Independent Contractor Responsibilities Client Responsibilities Fee Schedule This engagement will be conducted on a Time & Materials basis. The total value for the Services pursuant to this SOW shall not exceed /Hour unless otherwise agreed to by both parties. This figure is based on hours of professional services. Job Description Job number Hourly Rate Number of Hours Upon completion of this Performance Period, Contractor and Client will have the option to renew this agreement for an additional then-stated number of hours at the then-current hourly rate for those resources identified. Bill To Address Attn to: Contact information Out-of-Pocket Expenses / Invoice Procedures Client will be invoiced monthly for the interpreting services. Standard Independent Contractor invoicing is assumed to be acceptable. Invoices are due upon receipt. Client will be invoiced all costs associated with out-of-pocket expenses (including, without limitation, costs and expenses associated with meals, lodging, local transportation and any other applicable business expenses) listed on the invoice as a separate line item. Reimbursement for out-of-pocket expenses in connection with performance of this SOW, when authorized and up to the limits set forth in this SOW, shall be in accordance with Client’s
Possessive ‘s Singular Example Plural Example Always + ‘s Mostly + ‘s When a word ends with an s, only add ‘ Boy’s The boy’s bike De jongen zijn fiets Children’s The children’s bikes De kinderen hun fietsen Joss’s That’s Joss’s coat Dat is Joss zijn jas Men’s The men’s work De mannen hun werk Mouse’s The mouse’s cage De muis zijn kooi Sisters’ Your sisters’ coats are over there Jouw zussen hun jassen zijn daar Sometimes though, you have to use the word ‘of’… Examples: the windows of the room, the door of the house…
evaluation. Safe Work Australia measures and reports on progress towards the Australian Strategy targets annually. Table 2.1.1A Programme 1 key performance indicators Key performance indicators Quality 2014–15 target The work health and safety framework continues to be developed, implemented and reviewed in accordance with COAG requirements. COAG requirements are met. Safe Work Australia is meeting the expectations of the Chair of Safe Work Australia in terms of quality, effectiveness and timeliness in achieving the deliverables of its operational plan. Through a survey, the Chair rates the performance of the agency as very good or above in meeting expectations. Safe Work Australia is meeting the expectations of the Members in terms of quality, effectiveness and timeliness in achieving the deliverables of its operational plan. Through a survey 80% of Members agree the agency is achieving the deliverables of its operational plan. Section 3: Explanatory Tables and Budgeted Financial Statements Section 3 presents explanatory tables and budgeted financial statements which provide a comprehensive snapshot of agency finances for the 2014–15 budget year. It explains how budget plans are incorporated into the financial statements and provides further details of the reconciliation between appropriations and programme expenses, movements in administered funds, special accounts and Australian Government indigenous expenditure. 3.1 3.1.1 Movement of administered funds between years Safe Work Australia has no administered funds. For this reason Table 3.1.1 is not presented.
Level of satisfaction of the Chair of Safe Work Australia with how the agency is achieving the deliverables of its operational plan. Chair rates the performance of the agency as very good or above. Level of satisfaction of the Members of Safe Work Australia with how the agency is achieving the deliverables of its operational plan. 80% of Members agree the agency is achieving the deliverables of its operational plan. 2016–17 Activities in the Operational Plan are delivered to the expected quality, on time and within budget Reductions in the incidence of work-related death, injury and illness through: an improved and reformed work health and safety framework increased work health and safety awareness and skills developing and maintaining an evidence base which informs policy and practice reduced exposure to work-related hazards causing injury and illness, and improved quality of workplace controls. 80% of Members and the Chair are satisfied with the agency achievements By 2022: reduce workplace fatalities due to injury by 20 per cent or more reduce the incidence rate of serious workers’ compensation claims by 30 per cent or more, and reduce the incidence rate of serious workers’ compensation claims for musculoskeletal claims by 30 per cent or more. 2017–18 and beyond As per 2016–17 As per 2016–17 Material changes to Program 1.1 resulting from the following measures: Nil Section 3: Budgeted financial statements Section 3 presents budgeted financial statements which provide a comprehensive snapshot of entity finances for the 2016–17 budget year, including the impact of budget measures and resourcing on financial statements. 3.1 3.1.1 Differences between entity resourcing and financial statements Safe Work Australia receives funds from states and territories and matched appropriation funding from the Commonwealth as provided for in the IGA. 3.1.2 Explanatory notes and analysis of budgeted financial statements The agency is not expecting any major changes in its operations from a financial perspective. Funding arrangements are provided for in the IGA.
entry requirements; show evidence of commitment, motivation and long term ambitions; show evidence of their and their family’s financial status; and must be UK residents. Students whose Leverhulme Scholarship applications are unsuccessful will be required to pay their course fees in full as detailed above. ILA This course may be eligible for ILA200 funding – please refer to the ILA website for details: www.skillsdevelopmentscotland.co.uk/our-services/individual-learning-accounts. QUESTIONS If you have any questions about the course and application, please refer to the following links:- (a short video about the course) Or alternatively, contact the Professional and Continuing Education Department (PACE). Lorraine Garner Alan Austin Continuing Education Co-ordinator Continuing Education Co-ordinator +4 (0)141 566 1311 (Tues – Fri) +4 (0)141 566 1119 (Mon-Thur) The Glasgow School of Art 167 Renfrew Street Glasgow G3 6RQ Scotland
SECTION C - EDUCATION AND TRAINING (C1) Secondary Education Certificate Gained Subjects / Modules Grade / Band Date (C2) Further / Higher Education and Academic Attainments Qualification Gained or Working Towards Main Subjects Studied Awarding Body / Institution Name of College / University Date Achieved (C3) Current Professional Membership Class / Grade of Membership Institution How Awarded Date Awarded (C4) Other Relevant Training Course Name / Subject Provider Certificated (Yes or No) Duration Date
an ability to work effectively within the bicultural context of Aotearoa New Zealand, showing respect for and relevant use of te reo Māori Demonstrates an understanding of the importance of validating the education setting’s language, identity and culture; and an ability to deliver PLD consistent with the language expressed by and/or the needs of the setting Demonstrates an understanding of cultural competencies (as described in Tātaiako: Cultural Competencies for Teachers of Māori Learners 2011) and how these look in practice, to know, respect, and work with Māori learners and their whānau and iwi Demonstrates a commitment to the partnership in Aotearoa New Zealand Establishes and maintains effective professional relationships focused on the learning and of students, teachers and leaders Challenges and supports leaders and teachers to recognise the needs of diverse (all) students Challenges and supports leaders and teachers to work towards achieving shared goals, targets and priorities Models the qualities of relational trust respect, personal regard for others, competence in role, personal integrity Demonstrates mindfulness of context (school, teachers, students and wider school community), existing knowledge and improvement efforts; recognising need to acknowledge and build from existing knowledges, beliefs and actions Wānanga Dimension 4: Kia matatau ki āna kaupapa (Facilitator practice, knowledge and skills) Understands how contextual and situational factors influence the learning In own practice, models critical inquiry/evaluative thinking, data analytics and Demonstrates how to integrate pedagogy and technologies to build Demonstrates deep knowledge of curriculum design and an ability to Demonstrates commitment to own ongoing professional
Spring Semester Courses Test Scores SAT Score(s) Date(s) Taken Critical Reading Math Writing Composite Essay ACT Score(s) Date(s) Taken English Math Reading Science Composite This sheet is followed by official test score reports. SCHOOL ACTIVITIES (Sample Sheet) An input page follows this sheet. Listed below are high school activities in which I have participated for the entire season or year. I have included any clubs or teams to which I have belonged.
An input page follows this sheet. Listed below are special awards and prizes I have been awarded . Use the TAB key to move between cells and to add new cells. Download a second page if you need one. Click in the first box under Commendation to begin. Commendation Group or Activity Grade Student of the Month Selected by students and staff 12 Academic Letter Awarded for two consecutive semesters of 3.5 grades 11 Employee of the Month McDonald's 11 RECOGNITION AND AWARDS Listed below are special awards and prizes I have been awarded . Commendation Group or Activity Grade BUDGET (One Year) (Sample Sheet) An input page follows this sheet. Under each school use DOWN ARROW to move between cells, starting with Tuition & Fees. School Name & State College USA, Washington School Name & State University of USA, Georgia School Name & State Local University, Alaska
Attendance Cost Tuition & Fees $16,124.00 $15,000.00 $985.00 Room/Rent $6,726.00 $4,400.00 N/A Board/Food Included w/ Room $3,000.00 N/A Book & Supplies $900.00 $850.00 $800.00 Transportation $2,253.00 $2,750.00 $900.00 Miscellaneous $1,000.00 $1,245.00 $1,000.00 Total Attendance Cost 27,003.00 $27,245.00 $3,685.00 Resources Summer Savings $3,000.00 $3,000.00 $3,000.00 Other Savings (e.g. PFD) $5,000.00 $5,000.00 $5,000.00 Parents $2,500.00 $2,500.00 $2,500.00 Total Resources $10,500.00 $10,500.00 $10,500.00 Student Need (Use totals from above) Total Attendance Cost $27,003.00 $27,245.00 $3,685.00 Minus Total Resources $10,500.00 $10,500.00 $10,500.00 Equals Student Need $16,503.00 $16,745.00 - $6,815.00 Double-check your math on your input page, which follows. BUDGET (One Year) School Name & State School Name & State School Name & State Attendance Cost Tuition & Fees Room/Rent Board/Food Book & Supplies
Next steps From planning to decision making It is important to distinguish between planning and operational decision making. As shown in Figure 5, planning allows the Office to manage the environmental water portfolio in a holistic manner and is an exercise in developing a broad approach or intention, based on the key drivers (demand and supply). Decision making throughout each year builds on the intention by considering in more detail the specific prevailing factors and additional factors such as costs, risks and constraints to water delivery and market conditions. Figure 5: Planning and decision making for Commonwealth environmental water use Further information For further information on how the Office plans for water use, carryover and trade, please visit our web site Water use: Carryover: Trade: Discussion Paper – Trade of Commonwealth Environmental Water and Commonwealth Environmental Water Trading Framework:
Moderate to long-lived with a spread of age classes and annual recruitment in at least 80 per cent of years Increased movements of key species Expanded distribution of key species and populations Key species for the Macquarie include: Species Specific outcomes In-scope for C’th water in the Macquarie? Flathead galaxias (Galaxias rostratus) Considered extinct. Reintroduction using southern populations may be an option in the longer term, with the Macquarie a potential candidate site. Possibly (Once widespread. Current extent unknown in Macquarie. Potential for Freshwater catfish (Tandanus tandanus) Expand the core range of existing populations in the Macquarie Yes Golden Perch (Macquaria ambigua) A 10–15 per cent increase of mature fish (of legal take size) in key populations Yes Murray cod (Maccullochella peelii peelii) A 10–15 per cent increase of mature fish (of legal take size) in key populations Yes Olive perchlet (Ambassis agassizii) Establish additional populations in the Macquarie Possibly (Once widespread. Current extent unknown in Macquarie. Potential for Silver perch (Bidyanus bidyanus) Expand the core range in the Macquarie catchments Yes Southern purple-spotted gudgeon (Mogurnda adspersa) Expand the range (or core range) of populations in the Macquarie. Establish additional populations Yes Trout cod (Maccullochella macquariensis) The distribution of trout cod in the Northern Basin is limited to the Macquarie catchment downstream of Burrendong Dam. Range expansion of the current population is a priority. Establish additional populations Yes Important Basin environmental assets for native fish in the Macquarie Environmental asset Key movement corridors High Biodiversity Site of other Significance Key site of hydrodynamic diversity Threatened species Dry period / drought refuge In-scope for C’th water Macquarie River – below Burrendong Dam to Warren Yes Yes Yes Yes Yes
Maintain the current extent of water-dependent vegetation near river channels and on low-lying areas of the floodplain. Improve condition of black box, river red gum and lignum shrublands. Improved recruitment of trees within black box and river red gum communities. Increased periods of growth for non-woody vegetation communities that closely fringe or occur within the river and creek channels, and those that form extensive stands within wetlands and low-lying floodplains including Moira grasslands in Barmah–Millewa Forest. Vegetation extent Region Area of river red gum (ha) Area of black box (ha) Area of coolibah (ha) Shrublands Non–woody water dependent vegetation Murray (assessment is for entire Murray catchment) 90 600* 41 700* - Lignum along the River Murray from the junction with the Wakool River to downstream of Lock 3, including Chowilla and Hattah Lakes Closely fringing or occurring within the Murray, Edward, Kiewa, Mitta Mitta, Niemur and Wakool rivers and Tuppal Creek; Moira grasslands in the Barmah–Millewa Forest Black box condition Region Vegetation condition score Percent of vegetation assessed (within the managed floodplain) 0 –6 >6 –10 Murray (assessment is for entire Murray catchment) 33 per cent 65 per cent 28 per cent River red gum condition Region Vegetation condition score Percent of vegetation assessed (within the managed floodplain) 0 – 2 >2 – 4 >4 – 6 >6 – 8 >8 – 10 Murray (assessment is for entire Murray catchment) 2 per cent 1 per cent 10 per cent 51 per cent 35 per cent 51 per cent WATERBIRDS Maintain current species diversity. Increase Basin-wide abundance of waterbirds by 20–25 per cent by 2024. A 30–40 per cent increase in nests and broods (Basin-wide) for other waterbirds. Up to 50 per cent more breeding events (Basin-wide) for colonial nesting waterbird species. Important Basin environmental assets for waterbirds in the Mid-Murray Environmental asset Total abundance and diversity Drought refuge Colonial waterbird breeding Shorebird abundance In scope for C’th watering * Yes
Broad Asset Indicative demand Applicable level(s) of resource availability Very Low Low Moderate High Very High Wetlands / Anabranches Commence to fill wetlands preferably in late spring/summer and late winter over 45 days (min. 7 consecutive days): 4 000–4 500 ML/day at Bugilbone Greater than 4 600 ML/day at Boggabri (for Barbers Lagoon) Greater than 3 300 ML/day at Duncan’s gauge 6. Connectivity with anabranches: contribute flows to supplement other flows to connect the river with low commence to flow anabranches, there is also a possibility to pump water into anabranches. This action is to provide off channel habitat, support riparian vegetation, and support fish movement, spawning, recruitment and condition. Peel River channel Baseflows: Minimum variable low baseflow (greater than 3 ML/day) from Chaffey Dam Pulsed baseflow (~500 ML/day) from Chaffey Dam 7. Variable baseflows: Contribute to a variable baseflow, likely during or after a period of low flows, to provide habitat, maintain resilience, provide hydrological connectivity, and maintain water quality, as well as fish movement and population resilience. Fresh flow (1 000–4 000 ML/day) 8. In-channel freshes: Contribute to freshes in conjunction with other flows to provide habitat, support ecological processes, maintain riparian vegetation, and support fish movement, spawning, recruitment and condition
Table 2: Annual flows at key sites in the Northern Intersecting Streams 2007 to 2018 (updated 21 May 2018) Catchment Gauge (period of records) Recent annual streamflow1 2007–08 2008–09 2009–10 2010–11 2011–12 2012–13 2013–14 2014–15 2015–16 2016–17 2017–18 Moonie Nindigully (from 1969) High Mod Very High Highest on record Very High High Low Very Low Very Low High Mod Lower Balonne St George (from 1971) Mod Very Low Very High Highest on record Very high High Low Low Low Mod Low Wilby Wilby (from 1964) Mod Very Low High Highest on record Very high High Low Low Low Mod Very low Nebine Creek2 Roseleigh Crossing (from 2007) Very High Mod Highest since 2007 High High Very Low Low Low High Mod Low Warrego Wyandra QLD (from 1966) Very High Low Very High Very High Very High Lowest on record Very Low Low Low Mod Low Ford’s Bridge NSW (from 1972) Very High Low Very High Very High Very High Very Low Very Low Low Very Low Mod Very low Notes t 1 Annual catchment streamflow was defined at key locations as follows: Very low: up to 17.5 per cent rank Low: 17.5 – 37.5 per cent rank Moderate: 37.5 – 62.5 per cent rank High: 62.5 – 82.5 per cent rank Very high: greater than 82.5 per cent rank A rank of 10 per cent means that 10 per cent of the years in the observed record have lower flows than occurred in that year, with 90 per cent of years having higher flows, Data is sourced from NSW Department of Primary Industries –Water (NSW gauge sites) and Queensland Department of Natural Resources and Mines (Queensland gauge sites). 2 Indicative only. Gauged flow data is insufficient to accurately classify annual streamflow in the Nebine Creek catchment.
WATERBIRDS Maintain current species diversity Increase Basin-wide abundance of waterbirds by 20–25 per cent by 2024 Up to 50 per cent more breeding events (Basin-wide) for colonial nesting waterbird species A 30–40 per cent increase in nests and broods (Basin-wide) for other waterbirds Important Basin environmental assets for waterbirds in the Northern Intersecting Streams Environmental asset Total abundance and diversity Drought refuge Colonial waterbird breeding Shorebird abundance In scope for Commonwealth e-watering Narran Lakes * * * Yes Cuttaburra channels * * * Minor in- stream contribution Yantabulla swamp * Upper River * *
Important environmental assets for native fish in the northern unregulated river catchments Key site/ environmental asset Key movement corridor High biodiversity Site of other significance diversity species Dry period refuge Warrego River (Ward River to Darling confluence) * * * * * Anabranches connecting Warrego and Paroo Rivers (including Gumholes, Bow, Cuttaburra Ck) * Lower Moonie to Barwon River [Moonie] * * * * Condamine headwaters and Spring Creek upstream of Killarney * * * Condamine River - Oakey Ck to Surat, including Lower Oakey Creek * * * * * Charley’s Ck and tributaries upstream Chinchilla [Condamine] * * * * * Condamine River – floodplain lagoons between Condamine and Surat * * * * * Balonne River and Culgoa Rivers from St George to Barwon-Darling confluence * * * *