zilongwang/ReadingBank huggingface dataset:
Special Programs (selected students only) Course Number Name Grade Mods Sem/ Yr Credits Recommendations/ Requirements 0185 Yearbook 10-12 6 Yr 1.0 Advisor signature and application required 1070 Pre-Career Activity Sem. 1 12 0.5 1072 Pre-Career Activity Sem. 2 12 0.5 2400 Community Service Program 9-12 0.25 Dual Enrollment Courses: Open to juniors and seniors. These elective classes are weighted by a factor of 1.1. Course Number Course Title College Credits Earned MHS credits earned DE CHEM 121 General Chemistry 4 College credits 1.2 DE CHI 101 Elementary Chinese 3 College credits 0.5 DE CJS 100 Intro. to Criminal Justice 3 College credits 0.5 DE ECO 121 Macroeconomics 3 College credits 0.5 DE ECO 122 Microeconomics 3 College credits 0.5 DE ITA 101 Elementary Italian I 3 College credits 0.5 DE ENG 238 Literary Vision of Film 3 College credits 0.5 DE NMTCC Biotechnology with NMTCC 6 College credits NMTCC credit Special Programs (selected students only) Course Number Name Grade Mods Sem/ Yr Credits Recommendations/ Requirements 2201 English as a Second Lang 1 9-12 12 Yr variable 2202 English as a Second Lang 2 9-12 12 Yr variable 2203 English as a Second Lang 3A 9-10 6 Yr 1.0 2206 English as a Second Lang 3B 11-12 6 Yr 1.0 2204 English as a Second Lang 4A 9-10 6 Yr 1.0 2207 English as a Second Lang 4B 11-12 6 Yr 1.0 2205 English as a Second Lang 5 9-12 3/6 Yr 0.5 or 1.0 5013 Gifted Seminar 1 9 3 Yr 0.5 5014 Gifted Seminar 2A 10 3 Yr 0.5 Summer Reading Assignment 5015 Gifted Seminar 2B 11 3 Yr 0.5 Summer Reading Assignment 5016 Gifted Seminar 3 12 3 Yr 0.5 Gifted Seminar 1, 2A, 2B Advanced Placement Courses Open to juniors and seniors. The + indicates that this course carries a weight of 1.2 Course Number Name Grade Mods Sem/ Yr Credits Recommendations/ Requirements
Healthy Living Knowledge and understanding of healthy living skills (C2) Demonstrates thorough knowledge and understanding Demonstrates considerable knowledge and understanding Demonstrates some knowledge and understanding Demonstrates limited knowledge and understanding Knowledge and understanding of positive and effective decision making strategies related to personal health and well-being (C2) Demonstrates thorough knowledge and understanding Demonstrates considerable knowledge and understanding Demonstrates some knowledge and understanding Demonstrates limited knowledge and understanding Transfers knowledge and skills of healthy living concepts to new contexts Transfers knowledge and skills to new contexts with a high degree of effectiveness Transfers knowledge and skills to new contexts with considerable effectiveness Transfers knowledge and skills to new contexts with some effectiveness Transfers knowledge and skills to new contexts with limited effectiveness Additional Comments: Overall Expression and organization of ideas and information in written form (personal reflection, health case studies) Expresses and organizes ideas and information with a high degree of effectiveness Expresses and organizes ideas and information with considerable effectiveness Expresses and organizes ideas and information with some effectiveness Expresses and organizes ideas and information with limited effectiveness Use of health and physical education vocabulary and terminology Uses conventions, vocabulary and terminology with a high degree of effectiveness Uses conventions, vocabulary and terminology with considerable effectiveness Uses conventions, vocabulary and terminology with some effectiveness Uses conventions, vocabulary and terminology with limited effectiveness Additional Comments:
system layout for dry end plant purpose, features and operation of dry end system plant, operating parameters and allowable variations operation and application of electronic and other control systems key features of the full range of processes involved in controlling dry end operations and coordinating grade changes purpose of, and processes for sampling and testing product quality, plant and system operations quality requirements for different types of dry end product methods used to monitor dry end system operations against specified system parameters effect of process adjustments on product quality and productivity during monitoring and operation grades types for dry end product and applicable terminology types of raw materials used to produce dry end product and how they influence paper properties standard operating procedures specific to dry end operations communication reporting lines recording and reporting system operation, production outcomes and equipment faults Assessment Conditions The following resources must be made available: access to the full range of tools and equipment involved in integrated continuous manufacturing of dry end operations in a pulp or paper manufacturing facility electronic control systems including Digital Control System (DCS), touch screens or robotics required for dry end operation materials used in dry end processes including chemicals, compressed air, water, electricity, gas, steam, additives, machine clothing and ropes and belts sample workplace documentation on work health and safety (WHS) procedures, risks and hazards identification procedures, environmental and safe working requirements/practices, SOP and housekeeping requirements maintenance tools and equipment and consumables for dry end plant personal protective equipment suitable for operating dry end plant maintenance schedules for dry end plant documents and proformas for recording system operation and production outcomes organisational workplace health and safety and standard operating procedures relevant personnel for the purposes of communicating information. Competency is to be assessed in the workplace or a simulated environment that accurately reflects performance in a real workplace setting. Assessor requirements Assessors must: hold the appropriate assessor competency standards as outlined in regulations; and be able to demonstrate vocational competencies at least to the level being assessed; and be able to demonstrate how they are continuing to develop their VET knowledge and skills as well as maintaining their industry currency and assessor competence. Links Companion Volumes, including Implementation Guides, are available at VETNet:
Modification history Release Comments Release 1 Replaces equivalent unit FPPREC210A Monitor and control chemical recovery operations, which was first released with FPP10 Pulp and Paper Manufacturing Industry Training Package Version 1.0. This is the first release of this unit in the new standards format. Release 2 Updates to knowledge evidence. PPMREC210 Monitor and control chemical recovery operations Application This unit of competency describes the outcomes required to identify, monitor, control and report on chemical recovery processes and operations, in a pulp or paper manufacturing facility. The unit applies to production support operators who monitor and control chemical recovery processes and operations. This typically involves working in a facility with complex integrated equipment and continuous operations. Licensing, legislative, regulatory, or certification requirements apply to this unit in some states and territories at the time of publication and may differ according to jurisdiction. Prerequisite Unit Nil Unit Sector Pulp and Paper Manufacturing Elements Performance Criteria Elements describe the essential outcomes. Performance criteria describe the performance needed to demonstrate achievement of the element. 1. Monitor and control processes 1.1 Check production requirements at the start of the shift, in accordance with productivity requirements, relevant workplace health and safety (WHS) procedures, risks and hazards identification and environmental workplace procedures. 1.2 Confirm operational status of chemical recovery processes by inspection, observations and other information. 1.3. Monitor and control supplies of chemicals and supply systems to ensure availability and suitability. 1.4. Conduct sampling and testing. 1.5. Monitor and control production and by-product storage. 1.6. Monitor and control process variables to ensure efficient operation. 1.7. Carry out operator level preventative maintenance schedules, if required. 1.8. Monitor and control discharges. 2. Monitor and maintain plant 2.1. Identify process problems and equipment faults and rectify within level of responsibility. 2.2. Undertake plant inspections to optimise plant performance. 2.3. Adjust processes and equipment to optimise production and quality schedules and to comply with environmental licences. 3. Record and document performance data 3.1. Interpret and record process and plant data. 3.2. Report process problems and equipment faults. 3.3. Communicate problems or variations with systems or product to relevant personnel. 3.4. Document hazardous conditions and communicate to relevant personnel. 3.5. Record and report problems with environmental releases as required.
Adjudication Rules which may be used. consultation with the parties. Costs are borne by the unsuccessful party The cost of arbitration is generally borne by the unsuccessful party The costs are borne equally by the parties, unless otherwise decided by the Adjudicator in his/her decision The costs of the mediator are borne equally between the two parties. Any five differences should warrant full marks.
6 PARTNER CANDIDATES 6.1 BUSINESS PARTNER SELECTION CRITERIA TYPE MUST HAVE NICE TO HAVE MUST NOT Application Service Provider Complimentary Products Strong Direct Sales force etc. VAR Channel Sell directly competing products Outsource Provider 6.2 BUSINESS PARTNER CANDIDATES TYPE PRIMARY CANDIDATE(S) SECONDARY CANDIDATE(S) Application Service Provider 3 GEIS CSC IBM Global Services EDS Convergys Complimentary Products 2 GE Capital CellNet Outsource Provider 1 GEIS CSC EDS IBM Global Services Service Bureau Provider 1 GEIS CSC Convergys IBM Global Services System Integrator 1 PWC IBM Global Services Andersen Ernst & Young VAR 2 PWC IBM Global Services Andersen DMR 6.3 TECHNOLOGY PARTNER SELECTION CRITERIA TYPE MUST HAVE NICE TO HAVE MUST NOT E-Commerce Storefront Ability to process 1000 transactions/hr with 3 second response time average EDI/XML EBPP 6.4 TECHNOLOGY PARTNER CANDIDATES TYPE PRIMARY CANDIDATE(S) SECONDARY CANDIDATE(S)
Call Center Systems 2 Siemens Complex Billing 3 SAIC LodeStar UTS Credit & Scoring 3 Document Management/Imaging 2 FileNET Docucorp Eastman DSS/Data Warehousing 3 Cognos IBM SAS Oracle E-Commerce Storefront 1 EDI/XML 1 GEIS Sterling Commerce Harbinger EBPP 1 Transpoint Checkfree Cass Cybercash ERP 2 Oracle Baan J.D. Edwards SAP Facilities Management/GIS 3 ESRI SmallWorld AutoDesk Intergraph Middleware 1 Crossworlds GEIS BEA IBM OMS 2 Smallworld Tellus ABB Platform, hardware 1 IBM Sun HP Platform, OS/software 1 IBM Microsoft SCO Sun Sales Force Management/CRM 2 Siebel Onyx Vantive Supply Management 2 TransEnergy/Altra Work Order Management 2 Logica James Martin Filed Crew/Ticket Management 2 MDSI Data Critical Utility Partners 7 INTERNAL COMMUNICATION PLAN [Insert what needs to be communicated to other groups within your organization; how and when it will be communicated.] 8 MILESTONES [Insert timeframe and milestones of implementation of partner programs.] 9 OBSTACLES TO SUCCESS [Insert identified risks and plans to mitigate.]
and early activities Limit risk and investment; early success on small steps before fully engaging Sr. Manger (“coach”) Create image as Novel business, new revenues (growth) Mitigate risk with exit strategies First contact is with this person: often via phone to set meeting, review agenda Confirm motivators for each individual; confirm value proposition; propose goal Get direction/ permission to move forward Lay out the steps (e.g. test market setup, LOI, test market, full program) Outline draft LOI Review detailed execution plans Manager (do-er) Job security; new products Lack of growth challenges job stability; more stuff (products/ revenues) helps secure position… Proposed map of actions and how much they really don’t have to do at this stage Begin execution Propose:
RESULTS AND RESOURCE FRAMEWORK Regional priority or goal (Millennium Development Goals and/or other internationally-agreed development targets) Programme component Regional programme outcomes Regional programme outcome: indicator(s), baseline and targets Indicative regional programme outputs Partners Indicative resources by regional programme outcome (for UNDP, Strategic Plan key result area) State regional programme outcome(s) For each regional programme outcome, state associated baseline, indicator(s) and targets, to facilitate monitoring of change over time Specify outputs planned to help to achieve the outcome. Include outputs aimed at developing regional capacity and promoting gender equality and women’s empowerment.) State the national, regional and international partners, who contribute to attaining the same RP outcomes. Regular resources Other resources Regular resources Other resources Regional priority or goal (Millennium Development Goals and/or other internationally-agreed development targets) Regular resources Other resources
Leadership commitment Are leaders of the organization committed to the implementation of the proposed project? Interviews Management experience and qualifications Which managers in the organization would be concerned with the proposed project? What are their credentials and experience that relate to the proposed project? Do these managers have experience implementing donor-funded projects? CVs of managers Interviews with managers Organization’s resume Planning and budgeting Does the organization apply a results-based management methodology? Are there measurable outputs or deliverables in the strategies, programmes and work plans? Are budgets commensurate with intended results? How do planners identify and accommodate risks? Strategy documents Project and programme documents Sample proposals, work plans and budgets Supervision, review, and reporting How do managers supervise the implementation of work plans? How do they measure progress against targets? How does the organization document its performance, e.g., in annual or periodic reports? How are the organization’s plans and achievements presented to stakeholders? Does the organization hold regular programme or project review meetings? Are such meetings open to all stakeholders? Are the organization’s activities subject to external evaluation? How does the organization learn and adapt from its experience? Annual reports, presentation to stakeholders Internal reports Evaluation reports Lessons-Learned reports Networking What other organizations are critical for the successful functioning of this organization? How does the organization conduct relations with these organizations? Is the organization a party to knowledge networks, coordinating bodies, and other fora? Descriptions of network and stakeholder fora 2.2 Technical capacity Technical knowledge and skills Do the skills and experience of the organization’s technical professionals match those required for the project? Would these professionals be available to the project? Does the organization have the necessary technical infrastructure (e.g., laboratories, equipment, software, technical data bases, etc.) to support the implementation of the project? CVs of technical staff Knowledge network membership Technical library facilities Reports from participation in international, regional, national or local meetings and conferences Facilities description
The project board should also review the progress report for the initiation plan (if an initiation plan was required and approved in the process “Defining”). Finalize the project document [Project developer] The project document and other plans shall be revised based on the recommendations of the project board review as required. Following the review, the project developer finalises the project document. The project developer shall ensure that the requirements for the project document are met. ______________________________________________________________________ For South-South & Triangular Cooperation Project Identify and estimate the non-core resources that need to be mobilized & formulate the cost-sharing Establish accounts receivables & apply contributions, both cash and in-kind Set up GMS rate _____ ______________ 06 Sign project document Approve and sign project document [UNDP programme manager, implementing partner] The project document shall be signed by, at a minimum, the programme manager (UNDP RR or delegated authority) and the implementing partner. See section Approval Authority and Accountability. The signed project document forms a basis for the budget allocation, which is approved in Atlas by a UNDP staff with appropriate authority. See the section on in the POPP regarding specific requirements on project document signature. Award Profile: Status “running” Project Budget Send to Commitment Control and Finalize Project Status Status “O” (on-going)
Potassium x.x meq/L 3.7 - 5.3 Chloride xxx meq/L 101 - 111 CO2 xx meq/L 21 - 31 Calcium x.x mg/dL 8.5 - 10.2 Cholesterol xxx mg/dL < 199 Triglyceride xxx mg/dL 30 - 149 HDL xx mg/dL > 40 LDL xxx mg/dL < 130 HgbA1c x.x% 4.0 - 6.0 RBC x.xx M/L 4.5 - 5.9 (male) Hgb xx.x g/dL 13.5 - 17.5 (male) Hct xx% 42 - 54 (male) MCV xx fL 80 - 103 MCH xx pg 26 - 34 MCHC xx g/dL 30 - 37 RDW-CV xx.x% 11.5 - 14.5 WBC x.x K/L 3.9 - 11.0 Neutrophil % xx% 49 - 78 Lymphocyte % xx% 20 - 45 Monocyte % x.x% 3.0 - 9.5 Eosinophil % x.x% 0.0 - 4.0 Basophil % x.x% 0.0 - 3.0 Platelet xxx K/L 130 - 400 MPV xx.x fL 7.4 - 12.0 Additional laboratory tests: Additional non-ocular tests: Ocular images: Case diagnosis: Treatment: The PPM Patient Case Content text fields represent where the participant can insert the applicable diagnosis and treatment information) ITEM TYPE PPM Patient Case CONTENT A: Diagnosis Indicates the most appropriate diagnosis B: Related to Diagnosis Relates to data supporting or correlating with the diagnosis; or the correlation of possible additional data; or indicates additional data or the next test needed C: Treatment / Management Indicates the most appropriate treatment or management D: Related to Treatment / Management Relates to the treatment mechanism; describes additional data needed to treat effectively; indicates additional next test needed; describes patient education; relates to follow-up; or forecasts prognosis Modified 9.10.13 JET
۝ None ۝ once or twice ۝ 3 to 6 times ۝ 7 or more times 2. In the past 12 months how many times have you seen a nurse at the Surgery ۝ None ۝ once or twice ۝ 3 to 6 times ۝ 7 or more times 3. How do you rate the way you were treated by the receptionists ۝ very poor ۝ poor ۝good ۝ very good 4. How do you rate the opening hours of the Surgery ۝ very poor ۝ poor ۝ good ۝ very good 5. The Surgery’s appointments are between 9am – 11am and then Tuesday 3pm – 7.30pm and on a Wednesday evening 3pm – 7pm. What additional appointments would you like the Surgery to provide? ۝ none, I’m satisfied ۝ lunchtimes ۝ Saturday mornings ۝ early mornings ۝ evenings 6. How easy do you find the following: Difficult reasonable good Getting through on the phone: ۝ ۝ ۝ Speaking to a doctor on the phone: ۝ ۝ ۝ Getting test results on the phone: ۝ ۝ ۝ Getting repeat prescriptions: ۝ ۝ ۝ Getting a home visit: ۝ ۝ ۝ Emailing the Surgery: ۝ ۝ ۝ 7. Do you have a regular doctor you see ۝ yes ۝ no, but I’d like one ۝ no, I don’t mind 8. If you have a regular doctor, how often are you able to see him ۝ most of the time ۝ sometimes ۝ hardly ever 9. In the last 6 months, how quickly were you able to get an appointment? ۝ the same day ۝ the next day ۝ within 1 week ۝ within 2 weeks ۝ over 2 weeks 10. If you need to see a doctor urgently can you normally get an appointment within 24 hours? ۝ yes ۝ no ۝ I don’t know 11. How quickly do you normally get to see the nurse? ۝ the same day ۝ the next day ۝ within 1 week ۝ within 2 weeks ۝ over 2 weeks 12. When you arrive at the Surgery for your appointment, how long do you normally have to wait to be seen? ۝ 5 minutes or less ۝ 15 minutes or less ۝ 30 minutes or less ۝ more than 30 minutes
7.2 If you have answered yes to question 7.1 are you compliant with the annual reporting requirements contained within Section 54 of the Act 2015? Yes ☐ Please provide the relevant url … No ☐ Please provide an explanation 8. Additional Questions Suppliers who self-certify that they meet the requirements to these additional questions will be required to provide evidence of this if they are successful at contract award stage. Section 8 Additional Questions 8.1 Insurance a. Please self-certify whether you already have, or can commit to obtain, prior to the commencement of the contract, the levels of insurance cover indicated below: Y/N Employer’s (Compulsory) Liability Insurance = £x Public Liability Insurance = £x Professional Indemnity Insurance = £x Product Liability Insurance = £x *It is a legal requirement that all companies hold Employer’s (Compulsory) Liability Insurance of £5 million as a minimum. Please note this requirement is not applicable to Sole Traders. 8.2 Skills and Apprentices – (please refer to supplier selection guidance) a. Public procurement of contracts with a full life value of £10 million and above and duration of 12 months and above should be used to support skills development and delivery of the apprenticeship commitment. This policy is set out in detail in Procurement Policy Note 14/15. Please confirm if you will be supporting apprenticeships and skills development through this contract. Yes ☐ No ☐ b. If yes, can you provide at a later stage documentary evidence to support your commitment to developing and investing in skills, development and apprenticeships to build a more skilled and productive workforce and reducing the risks of supply constraints and increasing labour cost inflation? Yes ☐ No ☐ c. Do you have a process in place to ensure that your supply chain supports skills, development and apprenticeships in line with PPN 14/15 (see guidance) and can provide evidence if requested? Yes ☐ No ☐
SECTION II INSTRUCTIONS TO TENDERERS……………………….. 2 APPENDIX TO INSTITUTIONS TO TENDER …………. 12 SECTION III GENERAL CONDITIONS OF CONTRACT…………… 15 SECTION IV SPECIAL COND1TIONS OF CONTRACT……………….. 19 SECTION V SCHEDULE OF REQUIREMENTS……………………… 20 SECTION VI DESCRIPTION OF SERVICES………………………… 21 SECTION VI STANDARD FORMS………………………………………. 24 APPENDIX I GENERAL FLOOR LAYOUT……………………………. 35
Due Today Bardach Critique Week 10, Nov 10: Policy Prescriptions Readings: Schneider and Ingram (All) Due Today Synthesis Week 11, Nov 17: Essence of Decisions Readings: Irving Janis, “Groupthink among Policy Makers,” from Sanctions for Evil, edited by Nevitt Sanford and Craig Comstock (SF: Jossey-Bass, 1971), pp. 71-89. Graham Allison, “Conceptual Models and the Cuban Missile Crisis,” American Political Science Review Vol. 16, No. 3 (September 1969), pp. 689-718). Alexander George, “The case for multiple advocacy in making foreign policy,” American Political Science Review Vol. 66, No. 3 (1972), pp. 751-785. Horst W.J. Rittel and Melvin M. Webber, “Dilemmas in a General Theory of Planning,” Policy Sciences, Vol. 4, No. 2 (June 1973), pp. 155-169. [“wicked problems”] Week 12, Nov 24: Democracies and Institutions Readings: Seymour Martin Lipset, “The Social Requisites of Democracy Revisited,” American Sociological Review Vol. 59, No. 1 (February 1994), pp. 1-22. Larry Diamond, “The Democratic Rollback and Resurgence of the Predatory State,” Foreign Affairs (March/April 2008), pp. 1-8. [drop] Seymour Martin Lipset, “The Centrality of Political Culture,” Journal of Democracy, Vol 1, No. 4 (Fall 1990), pp. 81-83. Francis Fukuyama, “Why is Democracy Performing so Poorly?” Journal of Democracy, Vol. 26, No. 1 (January 2015), pp. 11-20. Jack Goldstone, “Culture versus Institutions,” from NewPopulationBomb blog (Aug. 13, 2012). Juan Linz, “The Perils of Presidentialism,” Journal of Democracy, Vol. 1, No. 1 (Winter 1990), pp. 51-69. R. Kent Weaver, “Are parliamentary Systems Better?” The Brookings Review (Summer 1985), pp. 16-25.
Essentials Fiorina, Congress: Keystone of the Washington establishment Neustadt, Presidential power Wilson, The rise of the bureaucratic state Rosenberg, The hollow hope: Can courts bring about social change? Eldersveld, Parties, government, and the policy process Due Today Analysis Week 13: Dec 1: Organizations and Bureaucracy Readings: Max Weber, Bureaucracy: “Characteristics of Bureaucracy,” and additional excerpts. William G. Ouchi, “Markets, Bureaucracies, and Clans,” Administrative Science Quarterly Vol. 25, No. 1(March 1980), pp. 129-141. James Pfiffner, “Traditional Public Administration versus The New Public Management: Accountability versus Efficiency,” R.H. Coase, “The Nature of the Firm,” Economica, Vol. 4, No. 16 (Nov. 1937), pp. 386-405. [drop] R.H. Coase, “The Problem of Social Cost,” Journal of Law and Economics Vo. III (October 1960). [drop] Steven Kerr, “On the folly of Rewarding A, while hoping for B,” Academy of Management Journal, Vol. 18 (1975), pp. 769-783. Amy Zegart, “Agency Design and Evolution,” Oxford Handbook on American Bureaucracy. (NY: Oxford, 2010), Ch. 9, pp. 207-230. Week 14, Dec 8: Rise of Authoritarian Capitalism Readings: Fukuyama, “The Decay of American Political Institutions,” The American Interest (December 8, 2013). William Galston, “The New Challenge to Market Democracies,” (Washington: Brookings, October 2014). World Bank, the State in a Changing World (Washington: World Bank, 1997), pp. 1-15.
History Version Description Date 1.0 Internal Review Policy 07/01/2017 2.0 Update to Internal Review Policy 10/19/2017 Contact If you have questions concerning this policy, please contact Perry Egertson, Acting Negotiations Manager, Office of State Procurement, at or 651.201.3116.
SECTION C: INFORMATION OF INDIVIDUAL COMPLETING THIS REPORT Name: Title: Email: Phone: SECTION D: INITIAL REVIEW BY OSP STAFF Steps Taken (Check all that apply) Reviewed contract(s) Reviewed invoice(s) Internal Review Details (Identify the steps taken, number of items reviewed, and any additional steps taken) Findings and Recommendations (Explain your findings, in detail, and reasons for your recommendation below) Recommendation Claim appears to have no merit Claim should be referred
PPPMB (Geneva) Seminars Fall 2018 Tuesdays, 11:00am (Coffee @ 10:45am) A134 Barton Lab (unless otherwise noted) Also available via Zoom: Seminar Date Speaker / Affiliation Title September 4 N/A N/A September 11 Cameron Peace WSU DNA-informed breeding of fruit trees September 18 N/A N/A September 25 Sandeep Khatiwada PPPMB-SIPS Accelerating functional genomics in filamentous fungi using next generation sequencing tools October 2 Tyler McCann PPPMB-SIPS TBA October 9 Fall Break October 16 NCSU Exchange Student TBA October 23 Bryan Danforth Entomology TBA October 30 Deborah Rasmussen Hobart and William Smith TBA November 6 Tony Shelton Entomology - Cornell Genetic control of insects: From Geneva to Bangladesh November 13 Surya Sapkota PPPMB-SIPS Grapevine disease: An attempt to dissect complexities using phenomics November 20 Jugpreet Singh PPPMB-SIPS TBA November 27 Dani Lacasa PPPMB-SIPS Advanced computer vision techniques: An opportunity for biology December 4 Courtney Weber Horticulture-SIPS TBA December 11 **A137** Michelle Heck BTI TBA
EVALUATOR NARRATIVE Teacher Signature: _____________________________________ Date: ____________ Evaluator Signature: ____________________________________ Date: ____________
TOTAL PPP loans 6892.0 ADB: proposed financing for PPP-linked projects (as at Dec 2013) Project Number Country ADB loan ($ m.) Sector Project Name 47267-001 Myanmar Multi-sector Support for Public-Private Partnership Framework Development 47095-001 Bangladesh Multi-sector Public-Private Partnership Program Mainstreaming Support 45341-002 India 350.0 Energy MFF – Maharashtra Solar Park Transmission and Green Grid Development Investment Program (Facility Concept) 45225-001 India 162.0 Energy Concentrated Solar Power Project 43253-024 India 150.0 Water Karnataka Integrated Urban Water Management Investment (Facility Concept) 43253-013 India 150.0 Water Karnataka Integrated and Sustainable Water Resources Management Investment (Facility) 44452-014 India 150.0 Finance Catalyzing Sustainable Finance Facility 44444-013 Bhutan 120.0 Energy Green Power Development Project II 47279-002 Pakistan 55.0 Transport /ICT Karachi Bus Rapid Transit Project 47091-001 Mongolia 1.2 Energy Transaction Advisory Services for the Combined Heat and Power Plant 5 46493-001 Cambodia 0.9 unclassified Public-Private Partnership Development Project TOTAL proposed 1138.2 The Inter-American Development Bank (IADB) is also providing finance to develop PPPs in general. It has agreed to give Colombia $25 million dollars, of which $21 million will be used for ‘promoting private participation’ at public expense through detailed market research and marketing: “the preparation of studies to formulate and develop policies and policy and/or regulatory frameworks in different infrastructure sectors showing potential for private sector investment, at both the national and/or subnational levels and technical studies for the identification, conceptualization, pre-investment, structuring, and/or implementation of projects involving the private sector.... Private participation experiences will also be evaluated, and activities will be undertaken to promote, monitor, raise awareness,
PO 196 MIDLAND WA 6936 (08) 9267 9267 (08) 9267 9444 PRIVATE PROPERTY PARKING AGREEMENTS - REGISTRATION - 1 A 2 $130.00 6056 & EFTPOS 6936 & 9267 9267. 2005. PROPERTY TO BE CONTROLLED LAND AUTHORITY TO PROPERTY CONTACT OR CONDITIONS A APPLICATION APPLICATION OF OF OF OF OF INFRINGEMENT OF FOLLOWING ISSUE OF OF AND AGREEMENT PRIVATE INFORMATION PARKING
2) Training/Technical Assistance Needs What type of assistance can FL|CC provide to you and your organization at this time? 3) Sustainability Describe specific organizational strategies that are in place to sustain the results of your project. Please explain steps taken to transition your project away from AmeriCorps VISTA resources. 4) Story/Accomplishments Please summarize what you’ve been working on this quarter. Make sure to include major accomplishments/events that you’ve taken part in. The information you provide for this section will be used by FL|CC to actively promote you and your work to CNCS, Alumni and FL|CC partners across the state. Please write this summary in the way that you would if you were submitting it to your college president-- keep it short, concise, and professional with clear examples.
Reviewer: _____________________________________________ Date__________________ Reviewer: _____________________________________________ Date_________________ Results verbally reviewed with provider and copy of PPR Summary Report provided to: Name: _____________________________________________ Date___________________ Signature of Provider Representative
New Partner Organization Contact Person Contact Email/Phone Activities and impact occurred due to partnership? Which Priority Areas does this partnership address? How many partnerships were further developed this quarter?_____________________________
ESTIMATED 12-MONTH BUDGET: (January 1, 2013 - December 31, 2013) *PPACG will provide staff support through June 2013, including staff to act as part-time interim director, as well as communications, environmental staff and other support, as appropriate – an in-kind value of $30,000. Seed money will be sought through a fundraising effort in Q1 2013 with a goal of raising $40,000 for hiring a director (half year salary), grant writer, marketing and web support. In-kind assistance for the development of the website and social media will also be sought. Expenses Revenue Salary/Contracts In-kind (staff) PPACG part-time staff for 6 months $30,000 PPACG in-kind staff support (Communications, Coordination, Environmental) $30,000 Independent contractor $30,000 Grant writer $5,000 Outreach In-kind (technical assistance) Marketing (Website development/maintenance, implementation of marketing plan) $2,500 In-kind support for development of website/ social media/marketing plan $2,500 Registration, room rentals, AV for special event(s) $2,000 Donated design for logo $1,000 Sponsorship for Colorado Sustainability Conference $2,500 Video or other promotional activities $2,000 Admin Cash contributions Supplies/equipment $1,000 Grants/donations/seed money $40,000 Special Events/Fundraising $1,500
2016-2017 TABLE 1-B. Upper Division Transfers: Program Applications, Admissions, and Enrollments Academic Year # Applied # Admitted % Admitted # Enrolled % Enrolled 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 TABLE 2. Undergraduate Program Enrollment in FTES For each undergraduate degree program, a table will be provided showing student enrollment for the past five years, including lower and upper division enrollment. TABLE 2-A. Undergraduate Program Enrollment in FTES Academic year Enrollments in FTES Lower-Division FTES1 Lower- Division FTES by Majors Only2 Upper-Division FTES3 Upper- Division FTES by Majors Only4 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 1 All students’ FTES regardless of student major enrolled in Lower Division Courses of the program 2 Students’ FTES with the major enrolled in Lower Division Courses of the program 3 All students’ FTES regardless of student major enrolled in Upper Division Courses of the program 4 Students’ FTES with the major enrolled in Upper Division Courses of the program TABLE 2-B. Undergraduate Program Enrollment (Headcount) Academic Year Majors Lower Division Upper Division (including Post-Bac & 2nd Bac) Total FTES per headcount 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 TABLES 3. Graduation Rates for Majors For each undergraduate degree program, tables will be provided showing the graduation rates for majors. Table 3-A will summarize the freshman graduation rates. Table 3-B will summarize the graduation rates for transfer students. TABLE 3-A. First-time Freshmen Graduation Rates for Majors
Entered In Headcount % Graduated in 4 years % Graduated in 5 years % Graduated in 6 years % Graduated in 6 years plus 7th year persistence in major not in major in major not in major in major not in major in major not in major Fall 2007 Fall 2008 Fall 2009 Fall 2010 Fall 2011 Fall 2012 Fall 2013 TABLE 3-B. Transfer Student Graduation Rates for Majors Entered In Headcount % Graduated in 2 years % Graduated in 3 years % Graduated in 4 years % Graduated in 4 years plus 5th year persistence in major not in major in major not in major in major not in major in major not in major Fall 2009 Fall 2010 Fall 2011 Fall 2012 Fall 2013 TABLE 4. Degrees Awarded For each undergraduate degree program, a table will be provided showing the number degrees awarded for the five most recent academic years for which data are available. TABLE 4. Degrees Awarded Academic Year Degrees Awarded 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 Total APPENDIX II. GRADUATE DEGREE PROGRAMS TABLE 5. Graduate Program Applications, Admissions, and Enrollments For each graduate degree program, a table will be provided showing the number of student applications, number of students admitted, the percentage of students admitted, the number of new enrollments, and the percentage of new enrollments. Percentage of students admitted is equal to the number of students admitted divided by the number of
For e-Learning candidates only. If more licences have been purchased for future requirements leave lines blank. If more space required please email Workplace (site) if different Learners First name Learners Last name Email address (used to send log in details) Which e-Learning licence (course) is to be allocated? PART C (e-Learning only)
Criteria Essential Desirable How to be assessed Qualifications, knowledge and experience Substantial relevant experience in specialist field of policy development and strategy at a high level in a complex environment, or similar tasks evidenced by successful achievements. Numerate, demonstrate strategic and business planning skills and be comfortable working with a broad range of emerging technologies in the relevant fields. Excellent IT skills with the ability to learn new applications and work with databases, report generators, Microsoft Office suites, website development and social media accounts. First degree in relevant subject (e.g. Marketing, Communications, Politics, International Relations, Public Administration) or equivalent level qualification Knowledge of university processes and regulations. Application Application/ Interview Application/ Interview Application Application Planning and organising Proven ability to plan and manage new projects in line with the PP|S and University strategies. Ability to take strategic view in a fast-moving and dynamic environment, and to lead projects, driving activity to completion while managing detail. Proven ability to prioritise a conflicting workload and multi-task. Application/ Interview Application/ Interview Application/ Interview Problem solving and initiative Proven ability to assess complex and specialist issues and provide advice and analysis relevant to the needs of researchers. Proven ability to use own initiative and suggest and implement practical and effective solutions. Self-sufficient, capable of setting own work strategies and of working with minimal guidance, actively seeking information from internal or external sources as required. Application/ Interview Application/ Interview Application/ Interview Management and teamwork Proven line management experience including ability to manage team dynamics, and to support staff in their development needs. Ability to provide expert guidance and advice to colleagues to resolve complex problems. Application/ Interview Application/ Interview
years 1-4. This teaching will include elements of herd health, which may involve farm visits and some relevant clinical work. Contribution to the coordination, development and delivery of the interdisciplinary, cross-university programme Innovative Food Systems Teaching and Learning (IFSTAL, ) and taking responsibility for distinct activities (e.g. establishing a new online module). Supervision and assessment of undergraduate, taught post-graduate and postgraduate research student projects. Tutoring of undergraduate students as appropriate. Contribution to VEEPH and FAHPG undergraduate assessment duties, where core assessments in population medicine, public health and food safety are required. Competency: Communication Key tasks: Good communication skills required for delivery of teaching activities in a range of settings. Engage in dissemination and knowledge exchange activities across the department and externally with the aims of promoting animal health, production and veterinary public health knowledge and establishing collaborations. Write research papers for publication in specialist journals and communicate the results of your research in a form that is understandable to a range of stakeholders. Present results of your research at international conferences and report the key findings of your research to major stakeholders and communities affected by the research you are undertaking. Competency: Analysis and research Key tasks: Develop a research portfolio within your area of expertise Function as part of an interdisciplinary research team. Competency: Service Delivery Key tasks: Contribute to general farm animal activities Competency: Teamwork and Motivation Key tasks: Work within an interdisciplinary, multicultural team and be prepared to play a role as an enthusiastic and supportive team member. Help to identify and develop collaborative teaching and learning opportunities and stimulate engagement from staff members and students. Flexibility: To deliver services effectively, a degree of flexibility is needed, and the post holder may be required to perform work not specifically referred to above.
Pupil premium strategy statement: Paulerspury C.E. Primary School Summary information School Paulerspury C.E. Primary School Academic Year 2017/18 Total PP budget £9,240 Date of most recent PP Review Total number of pupils 115 Number of pupils eligible for PP 9 Date for next internal review of this strategy March 2018 Current attainment Reading Writing Maths Grammar Pupil 1 30 – 50 mths Secure 30 – 50mths Secure 30 – 50mths Beginning 30 – 50 mths Secure Pupil 2 40 – 60 mths Beginning 40 – 60 mths Beginning 30 – 50 mths Secure 40 – 60 mths Beginning Pupil 3 40 – 60 mths Beginning 30 – 50 mths Secure 40 – 60 mths Beginning 40 – 60 mths Beginning Pupil 4 EXS EXS EXS EXS Pupil 5 WTS+ WTS EXS WTS Pupil 6 WTS WTS EXS WTS Pupil 7 EXS EXS WTS+ EXS Pupil 8 EXS+ EXS+ EXS EXS Pupil 9 WTS WTS WTS WTS Barriers to future attainment (for pupils eligible for PP including high ability) In-school barriers (issues to be addressed in school, such as poor oral language skills)
最大期間 ImplementEvent/@maxDuration 備考 ImplementEvent/@description 事象の説明（任意のテキスト） 条件式 ImplementEvent/Condition 事象発生とみなす条件式 監視項目 ImplementEvent/Property 監視する項目（属性）名 ◆事象名 事象は、サービス提供者ＩＤ、ドキュメントＩＤ、そして事象名によって識別されます。 ◆監視項目 ◆事象発火 ◆事象発生とみなす判定区分 監視サイクルに対して、条件が満たされた都度、イベントの通知をするかどうかを指定します。以下のタイプがあります。 タイプ 説明 毎回 条件を満たす領域にある場合に毎回通知します。＝０
PERSONAL PROPERTY SECURITY ACT (PPSA) SEIZURE INSTRUCTIONS Seizure Instructions We hereby confirm that we have the legal right to seize the secured property as per the attached security agreement filed at Personal Property Registry and instruct Prairie Bailiff Services to act on our behalf to: Seize secured property as set out in the security agreement or Seize the property listed in the attached schedule Remove property to secured storage or Remove goods to the following facility: Surrender the seized goods to: Leave goods with the Debtor on a Bailee’s Undertaking. Allow Prairie Bailiff Services to make their own arrangements Debtor Information Debtor’s Name (s): Debtor’s Address: Phone Number: Place of Employment: File Information Your Reference: Contact Name: Date: Buy Out: $ Current Arrears: $ Contract Date: DOB: Attachments Copy of Lease Agreement Verification Statement of PPR Lien We will serve the 21 day notice as per the Personal Property Security Act Serve the Debtor and all interested parties on our behalf
Key Conclusions Procurement Risk Analysis Risk Description Description of Mitigation Risk Owner Procurement Objective 1. 2. 3. 4. 5. Recommended Procurement Approach for the Project Contract and Estimated Cost: Procurement Approach (select from options and complete table below): Attribute Selected arrangement Justification Summary/Logic Specifications Conformance/Performance Sustainability Requirements Yes/No Contract Type Traditional Design and Build Design, Build, Operate, Maintain Design and Build – Turnkey or Prime Contractor EPC and EPCM Other:_____________________ Pricing and costing mechanism Lump Sum Performance based contracts Schedule of Rates / Admeasurement Time and Materials Cost Plus Supplier Relationship Adversarial/Collaborative Price Adjustments None, fixed price Negotiated Percentage Form of Contract (Terms and Conditions) State any special conditions of contract Selection Method Request for Proposals (RFP) Requests for Bids (RFB) Requests for Quotations (RFQ) Direct Selection Selection Arrangement Competitive Dialogue Public Private Partnerships (PPP) Commercial Practices United Nations (UN) Agencies e-Reverse Auctions
The Provider Self Service Portal (PSSP) is a centralized contact information source for regulated health care providers. The portal will make it easier for healthcare providers to connect with each other, share information and provide timely patient care – in the event of critical test results or public health emergency. Who can have access to the PSSP? Physician Providers can access the PSSP to update key information about their practice (Ex. Clinic Address, Contact Information) How To Register: New Alberta Netcare User Alberta Health Services users and affiliates. Log into using your AHS network User Name and Password. On the IAM home page, click Access Requests and select Request or Modify Access to Entitlements. Select Request Access to: Alberta Netcare Portal PSSP access Complete each Request process by following the screen instructions. Existing Alberta Netcare User Community Users who have an IAM User ID: Log into using your IAM User Name and Password. Select Request Access to: PSSP access Complete each Request process by following the screen instructions. Community users accessing outside of AHS: the eHealth Support Team at 1-855-643-8649 or email eHealthSupport@cgi.com How to update your contact Information Log in to PSSP Provider Search page launched, On the top right hand corner of the screen, click on “My Info”. The Provider Portal page displayed Enter your contact information in the Provider Demographics, Provider Status, Provider Contact and Provider Address sections. Once you have entered your information. Click Update. How to search for another provider Launch the Provider Search page by sign in to PPSP Enter the Providers’ First and Last Name into the “First Name” and “Last Name” Click Search.
Section 181(2) specifically states that these institutions are subject only to the Constitution and the law in addition to asserting their independence and impartiality. My understanding is that their decision cannot be second guessed by anyone, including the Executive and the Legislature and that only a court of law may review their decisions. It is important to note that other organs of state are enjoined by subsection 3 to respect and support them to ensure inter alia, their dignity and effectiveness. You must agree with me that the starting point for unpacking these institutions is their common genesis in section 181. You will agree with me that the next step is the constitutional wording giving them specific powers and clarifying their unique role in supporting and strengthening constitutional democracy. What then are the specific powers of the Public Protector? The specific powers of the Public Protector are outlined in section 182 of the Constitution. Section 182 (1) states that: The Public Protector has the power, as regulated by national legislation – To investigate any conduct in state affairs, or in the public administration in any sphere of government, that is alleged or suspected to be improper or to result in any impropriety or prejudice; To report on that conduct; and To take appropriate remedial action. (2) The Public Protector has the additional powers and functions prescribed by national legislation. (3) The Public Protector may not investigate court decisions. (4) The Public Protector must be accessible to all persons and communities. (5) Any report issued by the Public Protector must be open to the public unless exceptional circumstances, to be determined in terms of national legislation, require that a report be kept confidential.” It is important to note that the power to take appropriate remedial action is a unique power that the Public Protector did not have when it was first established under the