zilongwang/ReadingBank huggingface dataset:
Biodiversity collapse results in extinction FAO 2008 (Food and Agricultural Organization of the United States.). “Biodiversity is vital for human survival and livelihoods,” FAO Deputy Director-General says) http://www.fao.org/newsroom/en/news/2008/1000788/index.html//GW BIODIVERSITY is vital for human survival and livelihoods and we need to conserve it for future generations. At the same time, the unacceptable scale of hunger and rural poverty in our small planet calls for urgent remedial action. This was underlined by FAO deputy director general James G. Butler. He was addressing the opening session of the thirteenth meeting of the Subsidiary Body on Scientific, Technical and Technological Advice of the Convention on Biological Diversity (February 18-22. ) Ultimately, at the global level, this event – which involves FAO, the Convention on Biological Diversity and their partners – is aimed at meeting the challenges of sustainable agricultural production to ensure food security for all peoples, “especially the rural poor – often the managers and custodians of our biodiversity,” as Mr Butler put it. The Rome meeting focuses on the implementation of the programmes of work on agricultural biodiversity and forest biodiversity; the application of sustainable use principles and guidelines to agricultural biodiversity; the linkages between agricultural biodiversity and climate change; marine, coastal and inland water ecosystems biodiversity; invasive alien species; and other scientific and technical issues. “Mainstreaming biodiversity into the food and agriculture, livestock fisheries and forestry sectors will be critical to provide humankind with opportunities for increasing food availability and stability, while maintaining a healthy natural capital for future generations,” Mr Butler said.
PREFACE Port of Dillingham Terminal Tariff sets out the rates, rules and regulations affecting the conditions of service at the Port. (I) Dillingham Municipal Code (DMC) Chapter 2.42, Port of Dillingham, lays out the enforcement of regulations. Fines are located in DMC 01.20.040. (I) TABLE OF CONTENT PAGE Rule 34 – Terminal Tariff 4 Rule 34.1 – General Rules 4 Scope 4 Abbreviations 4 Symbols 5 Item 10 Application of Rates – Acceptance of Tariff 5 Item 20 Application of Rates – General 5 Item 30 Berth Priority 5 Item 40 Berth, Right of Vessel 6 Item 50 Definitions 7-10 Item 60 Delays 10 Item 70 Dockage/Moorage – Fees For and Rules 10 (C) Item 80 Ramp – Fees For and Rules 11(I) Item 90 Effective Date of Tariff and Changes 11 Item 100 Equipment Rental 11 Item 105 Insurance 12 Item 110 Labor Charges 12 Item 120 Liability, Limitations of 12 Item 130 Manifests 13 Item 150 Payments 13 Item 160 Responsibility for Payment of Charges 13-14 Item 170 Rights Reserved by the Port of Dillingham 14 Item 180 Right to Refuse, Remove, Transfer, Warehouse, Etc. Freight 14-15 Item 182 Paper Work Requirements 15 Item 185 Open Container – Alcohol 16 Item 190 Smoking Prohibited 16 Item 195 Limits of Liability 16 Item 200 Standby Time 16
Item 210 Terminal Storage 16 Item 215 Demurrage 16 Item 220 Unloading 17 Item 230 Users of Dock, Responsibilities of 17 Item 232 Water Service 17 Item 237 Vessel Lift 17 Item 240 Wharfage & Handling Charges, Application of 17-18 Rule 34.2 – Wharfage and Handling Rates 19 Item 260 LCL Cargo 19 Item 270 Containerized Cargo 20 Item 290 Fuel Transfer Charge 20 Item 300 Miscellaneous 20-21 Item 310 Table of Revised Pages 22 RULE 34 - Terminal Tariff For application of individual charges, consult the sub-rules contained herein. RULE 34.1 – General Rules: Scope: The rules, regulations, condition, commodity rates and/or charges set forth in this tariff apply to or from the following terminal(s). Name Address Port of Dillingham PO Box 889 Dillingham, AK 99576 Explanation of Abbreviations and Reference Marks: Abbreviations: ANC Anchorage LCL Less than Container Load AK Alaska LDG Loading BBL Barrel LGTH Length BDL Bundle LOA Length Overall CO Company M 1000 COD Collect on Delivery M/V Motor Vehicle Cont’d Continued MAX Maximum CS Case MIN Minimum CTN Carton MISC Miscellaneous CU Cubic MT Empty CWT Centum Weight NO Number DLG Dillingham NOS Not otherwise specified DIA Diameter OS Overstow DKG Dockage PKG Package EA Each Sq. Square ENTP Enterprises ST Street Etc. And so forth SU/S.U. Set up
Form I-3A Page 6 of 6 Identify whether any of the following features, activities, and/or pollutant source areas will be present (select all that apply): On-site storm drain inlets Interior floor drains and elevator shaft sump pumps Interior parking garages Need for future indoor & structural pest control Landscape/Outdoor Pesticide Use Pools, spas, ponds, decorative fountains, and other water features Food service Refuse areas Industrial processes Outdoor storage of equipment or materials Vehicle and Equipment Cleaning Vehicle/Equipment Repair and Maintenance Fuel Dispensing Areas Loading Docks Fire Sprinkler Test Water Miscellaneous Drain or Wash Water Plazas, sidewalks, and parking lots Description / Additional Information: Source Control BMP Checklist for All Development Projects (Standard Projects and Priority Development Projects) Form I-4 Project Identification Project Name Permit Application Number Source Control BMPs
Church of England: Diocese of Carlisle, Bishop James Newcome, Bishop Robert Freeman Church of Norway: Diocese of Stavanger, Bishop Ivar Braut NOVEMBER 5/11 Church of England: Diocese of Winchester, Bishop Timothy Dakin, Bishop David Williams, Bishop Jonathan Frost Church of Norway: Diocese of Agder and Telemark, Bishop Stein Reinertsen 12/11 Church of England: Diocese of Norwich, Bishop Graham James, Bishop Alan Winton, Bishop Jonathan Meyrick Church of Sweden: Diocese of Luleå, Bishop Hans Stiglund 19/11 Estonian Evangelical Lutheran Church: Archbishop Urmas Viilma, Bishop Einar Soone, Bishop Tiit Salumäe, Bishop Joel Luhamets, Bishop Andres Taul, Church of England: Diocese of Rochester, Bishop James Langstaff, vacancy 26/11 Church of England: Diocese of St Edmundsbury and Ipswich, Bishop Martin Seeley, Bishop Mike Harrison Scottish Episcopal Church: Diocese of Aberdeen and Orkney, Bishop Robert Gillies DECEMBER 3/12 Scottish Episcopal Church: Diocese of St Andrews, Dunkeld and Dunblane, Bishop David Chillingworth (Primus) Evangelical Lutheran Church in Finland: Diocese of Porvoo, Bishop Björn Vikström 10/12 Church of England: Diocese of Chester, Bishop Peter Forster, Bishop Keith Sinclair, Bishop Libby Lane
Evangelical Lutheran Church in Finland: Diocese of Kuopio, Bishop Jari Jolkkonen 17/12 Church of England: Diocese of Southwell and Nottingham, Bishop Paul Williams, Bishop Tony Porter Church of Norway: Diocese of Borg, Bishop Atle Sommerfeldt 24/12 Church of Norway: Diocese of Oslo, Bishop Ole Christian Kvarme Church of England: Diocese of Durham, Bishop Paul Butler, Bishop Mark Bryant Scottish Episcopal Church: Diocese of Moray Ross and Caithness, Bishop Mark Strange
Human Awareness and Understanding Primary Secondary N/A Comprehends the dynamics of human behavior and the process of increasing self-awareness, growth and development X Comprehends the stages of human development and the dynamics of human relationships in diverse cultures X Comprehends the factors that promote physical, mental and social well-being X Mathematics, Science and Technology Primary Secondary N/A Comprehends the basic concepts and investigative processes of the natural sciences X Comprehends the breadth, significance and development of the mathematical sciences X Comprehends the ways science and technology have shaped and continue to reshape human cultures and the environment X VALUE Description Primary Secondary N/A Intellectual honesty X Curiosity and openness to new ideas X Recognition of one’s own creative potential X Acceptance of and respect for differences among people and cultures X Civic Engagement X Lifelong Learning X SECTION 9 Faculty name(s): Carl Colavito, PhD Date: 5/10/2018 CS20150615
Balla, Steven J., and John R. Wright. 2001. “Interest Groups, Advisory Committees, and Congressional Control of the Bureaucracy.” American Journal of Political Science 45, (October): 799-812 e-journal February 12 – Presidents, Congress, and Agency Design David E. Lewis. 2003. Presidents and the Politics of Agency Design. February 19 --The Courts and Bureaucracy James Q. Wilson. 1989. Chapter 15 “Courts.” in Bureaucracy: What Governments Do and Why They Do It. Basic Books. @ Kenneth Meier and John Bohte. 2007. “Judicial Controls on Bureaucratic Power,” pp. 151-156. in Politics and the Bureaucracy: Policymaking in the Fourth Branch of Government. Thompson Wadsworth. @ William Gormley. 1989. Chapter 3, "Due Process" in Taming the Bureaucracy (Princeton University Press). @ Brandice Canes-Wrone. 2003. “Bureaucratic Decisions and the Composition of the Lower Courts.” American Journal of Political Science. 47 (April) 205-214. e-journal Joseph Smith. 2005. “Congress Opens the Courthouse Doors: Statutory Changes Under the Clean Air Act.” Political Research Quarterly. 58 (March) 139-149. Reginald Sheehan. 1990. “Administrative Agencies and the Court: A Reexamination of the Impact of Agency Type on Decisional Outcomes.” Western Political Quarterly. pp. 875-885. e-journal February 26 – SYNTHESIS PAPER DUE March 5 -- SPRING BREAK March 12 -- Interest Groups and the Question of Capture James Q. Wilson. 1989, Chapter 5, “Interest,” in Bureaucracy: Why Government Agencies Do and Why They Do It. @ Richard Posner. 1974. "Theories of Economic Regulation." The Bell Journal of Economics and Management Science. 5 (August): 335-358. e-journal Jeffrey Cohen. 1986. The Dynamics of the “revolving door” on the FCC.” American Journal of Political Science. e-journal
calaveras can reflect society through the way that people are described. Share with students the following questions so they can brainstorm. As they began to brainstorm their ideas, ask students to look for words that rhyme. They can write as many couplets as they like. 1. Choose a famous or well-known person. 2. What does this person do? What are they famous for? 3. What could you criticize and exaggerate about this person? 4. What adjectives can you use to describe him or her? 5. Is there anything that his person does that could be considered funny or silly? 6. Is there a message you would like to share about this person? 7. How can you make it humorous or use satire to describe the person? Here is a sample celebrity calavera about Britney Spears: Britney Spears, popular dancer and singer Is not a good mom, puts her kids through the wringer Newspaper headlines made her change her tune Only good behavior for them all, real soon Foreign Language Connection: Have your students try the same activity in Spanish. Here is a sample celebrity Calavera about Shakira in Spanish: Shakira, cantante famosa No le hace falta moverse, no es perezosa Sus súper canciones Rompen corazones Social Science/History Connection Ask students to write calaveras about historical figures from different eras or from a particular time in history they are already studying. Students can complete a class set of poetic biographies/calaveras that focus on key issues, accomplishments or blunders of the historical figures. Remind them to make them humorous or use satire. Culminating Hands-on Activity: Calavera Prints Materials: Rubber printing blocks (1 per student), linoleum cutter, ink stamp pads, 8 ½” x 11” card stock paper, pencils Note: If you do not have some of these materials in your classroom or if you want to modify the activity for younger students, you may substitute the rubber printing block with a foam plate, and the carving tools with a modeling stylus or pencil. Grades: 7-12 Duration: 1-2 Class Sessions
Prolong Organ Survival After Transplantation Conference: Tuesday 26th January 2016 Venue: NHSBT-Newcastle, Holland Drive, Barrack Road, NE2 4NQ Time Speaker/Organisation Title of Talk 9.00-9.15 Simi Ali Wellcome 09.15 – 09.45 Dmitry Kashanin, Cellix Cellix experience – successful collaborative partnership between Industry and academia 09.45 – 10.15 Jane Theaker, Qiagen ‘An introduction to companion diagnostics and the drug-diagnostic process’ 10.15 – 10.45 Coffee Break 10.45 – 11.30 Dr Sara Rolandsson Enes, Dr Annika Andersson Sjöland, Lund University A research perspective and presentation from Lund University 11.30 – 12.15 Steven Cobb, Durham University ‘Chemistry in Action at the Biomedical Interface’ 12.15 – 13.15 Lunch Break 13.15 – 13.45 Dr Sarah Hosgood, Cambridge Univeristy ‘Ex-vivo normothermic perfusion in renal transplantation’ 13.45 – 14.15 Prof Neil Sheerin ‘Long term kidney transplant loss: new names, same problem’ 14.15 – 14.45 Dr Chris Ward ‘Aspiration injury in lung allografts’ 14.45 – 15.15 Coffee Break 15.15 – 15.45 Dr John Brain, Histopathology ‘Bile duct injury as a self perpetuating cycle in Liver rejection’ 15.45 – 16.15 Dr Vaughan Carter, NHS BT 'Managing HLA Antibodies in Transplant Patients - Challenges of New Technology' 16.15 - NHSBT site visit Holland Drive Barrack Road Newcastle upon Tyne, NE2 4NQ
High School Contact Information 4 Purpose of Program of Studies 6 Promotion Polices 10 Grading Scale 10 Report Cards 10 Test Records 10 Course Changes 10 New TECH Academies 11 Honor Graduates 11 Driver Education 11 Governor’s School 11 ACE Academy 11 Engineering Academy 12 Gifted Program 12 Online Course Offerings 12 General Information 12 PowerSchool Parent Portal 12 InfoSnap 13 Registration 13 Access to Courses 13 Counseling 13 Standards of Learning Tests 13 End of the Course Tests 13 Programs for Students with Disabilities 14 English Learners 14 Remediation Programs 14 Grade Removal Notification 14 Repeating a Course 14 Alternative Education 15 Advanced Placement Courses 15 Dual Enrollment Courses 16 CTE/Student Organizations 17 Certifications, License, & Assessments 17 Cooperative Education 18 Student Career Experiences 18 Graduation 18 Definitions 18-19 Standard Diploma 6-7 Advanced Studies 8-9 Advanced Mathematics and Technology Seal 19 Board of Education Seal 19 Excellence in Civics Education 19 Career and Technical Education Seal 20 Governor’s Seal 20 Bi-literacy Seal 20 Early College Scholars Program 20 Academic and Career Plan 21 Selecting Courses 22 English 22-23 Mathematics 24-25 Science 25-26 History and Social Science 27-28 Economics and Personal Finance 28 SAT Preparation 28 Fine Arts 29-31 Health and Physical Education 32-33 World Language 33-35 English Learners 35 Career and Technical Education 35-43 Patrick Henry Community College 43-45 Student Career Experiences 45 Piedmont Governor’s School 45-47 ACE Academy 47-49 Engineering Academy 50 AHERA/FERPA 51
Course Number Title of Course Grade Semester Credit Hours Semester Completed (include anticipated completions) ELPA 6872 Technology Applications for Ed. Leaders 3 ELPA 6040 Writing for Professional Educators 3 ELPA 7120 History of American Higher Education 3 ELPA 6953 Policy Analysis 3 ELPA 7825 Writing for Dissertation Research 3 COUN 5722 Student Development 3 COUN 5721 Trends and Issues in H.E. 3 TOTAL 21 DISSERTATION REQUIREMENT (minimum of 12 semester hours) Course Number Title of Course Grade Semester Credit Hours Semester Completed (include anticipated completions) ELPA 7960 Dissertation 6 ELPA 7960 Dissertation 6 TOTAL 12 COURSEWORK REQUIRED UNDER CONDITIONAL ADMISSION (If applicable): Course Number Title of Course Grade Semester Credit Hours Semester Completed (include anticipated completions)
6421 College Calculus 6 4 YR 1 12 * 6435 Advanced Placement Calculus AB 6 4 YR 1 12 * 6440 Advanced Placement Calculus BC 6 4 YR 2 12 * 6540 Advanced Placement Statistics 6 4 YR 2 11-12 * FINE ARTS 7530 Honors Art 3 5 4 YR 2 11-12 * 7531 Honors Art 4 5 4 YR 2 12 * 7535 Metalwork 1 5 2 SX - All None 7536 Advanced Metalwork 5 2 SX - 10-12 * 7540 Color Theory and Design 5 2 SX 1 All None Course # Course Title Meetings Credit Duration Weight Grade Prerequisite 7541 Drawing 5 2 SX - All None 7542 Painting 5 2 SX - All None 7545 Digital Art and Photography 5 2 SX - 10-12 None 7548 Solo and Small Ensemble 4 2 SX - All None 7551 Honors Dramatic Arts 1 5 4 YR 2 10-12 None 7552 Communication Studies 5 2 SX - All None 7554 Art 1 5 4 YR - All None 7555 Art 2 5 4 YR - 10-12 * 7556 Ceramics 5 2 SX - 10-12 None 7559 Honors Dramatic Arts 2 5 4 YR 2 10-12 * 7560 String Orchestra 5 4 YR - All None 7561 Concert Band 5 4 YR - All None 7562 Chorus (formerly Chorale) 5 4 YR - All None
Finish Topic 1 and Start Topic 2 Topic 2: Branches of U.S. Government TX Political Science Ch 11, 12 -Required Reading Links -Videos -Optional Reading Links (90 days after enrollment) Midcourse Exam Topics 1 and 2 must be completed before you can take the Midcourse Exam End of Month 3 Months 4-5: Topic 3: Political Culture, Public Opinion, Media, Interest Groups, Parties, Voting & Elections - American and TX Politics Ch 15, 1 and TX Political Science Ch 11 -Required Reading Links -Videos -Optional Reading Links End of Month 4 (120 days after enrollment) End of Month 4 End of Month 4 *Same as above, even though you technically have 2 months to complete Topic 3, I highly recommend you finish Topic 3 in the middle of the 5th month and begin Topic 4. Months 5-6: Finish Topic 3 and Start Topic 4 Topic 4: Texas Constitutions, Branches of Government, Political Parties, Voting & Elections - American and TX Politics Ch 17 and TX Political Science Ch 11 -Required Reading Links -Videos -Optional Reading Links Prior to the End of Month 6 (180 days after enrollment) Prior to the End of Month 6 Prior to the End of Month 6 Final Exam Topics 3 and 4 must be completed before you can take the Final Exam End of Month 6 IMPORTANT REMINDER: After you fill out this Course Pacing Guide and submit it to the instructor, it is your contract for the suggested assignment completion dates. NAME: ________________________________________________________________________________
SCOPE: This work instruction communicates the process used to view authorizations within the personnel database in the SAP system for Saint Louis Public Schools. RESPONSIBILITY: Budget Analyst APPROVAL AUTHORITY: Executive Budget Director DEFINITIONS: SLPS – Saint Louis Public Schools SAP – Information system used by SLPS SA38 – Execute ABAP Program – ABAP Reporting WORK INSTRUCTION: Sign on to SAP. Double click on SA38. In the PROGRAM area enter ZHR_POSITION_AUTH. Click the Clock with Check Mark icon to execute. Enter specific search parameters. Click the Clock with Check Mark icon to execute. Click the Printer icon for hard copy of report. Select List – Save/Send – File to save to an Office document. ASSOCIATED DOCUMENTS: System-wide budget authorizations RECORD RETENTION TABLE: Identification Storage Retention Disposition Protection SAP Program On-line On-going No discard required Secured office REVISION HISTORY: Date: Rev. Description of Revision: 05/07/09 A 1st Revision 06/13/12 B 2nd Revision
100-000U POSITION DESCRIPTION AGENCY/DEPT ID DIVISION OR INSTITUTION UNIT OR OFFICE This row is for Information Technology classifications ONLY PRIMARY TECHNOLOGY (IT ONLY) SECONDARY TECHNOLOGY (IT ONLY) This row is for Program & Project Managers ONLY Identify Program or Project Estimated Duration of Project Reclassification New Position Update Position Hyperlinked to Agency Organizational Tree USUAL WORKING TITLE OF POSITION POSITION NO. AND TITLE OF IMMEDIATE SUPERVISOR Permanent Temporary Intermittent Classified Unclassified Overtime: Eligible Exempt If FLSA Exempt, exemption type: Bargaining Unit Page 1 of 1 NORMAL WORKING HOURS (Explain unusual or rotating shift): FROM: TO: JOB DESCRIPTION AND WORKER CHARACTERISTICS % Job Duties in Order of Importance Knowledge, Skills & Abilities List Position Numbers & Job Titles of Positions Directly SIGNATURE OF AGENCY REPRESENTATIVE DATE ADM 4107 R 5-09 An Equal Opportunity Employer
ORGANISATIONAL RESPONSIBILITIES To contribute to the achievement of the vision, mission and goals through the strategies and actions articulated in the Library Plan To adopt and model GRLC’s values embodied in the service principles articulated in the Library Plan: Intellectual freedom Equity and access Community focus and engagement Innovation Collaboration Workforce support and development Integrity and service excellence Good governance To contribute to a creative, flexible and resilient Geelong Library and Heritage Centre team, Library Services and Customer Experience team and Geelong Regional Library Corporation team. To work according to the Library’s values and service principles through individual and team actions. To take reasonable care for your own health and safety and that of others who may be affected by your acts or omissions in our workplace. ORGANISATIONAL RELATIONSHIPS Reports to: Branch Librarian on duty – Geelong Library and Heritage Centre Directly supervises: Not applicable Internal Liaisons: All staff External Liaisons: Library users Member Council staff Guests and visitors to GLHC KEY RESPONSIBILITIES Central Library Services Provide general customer support regarding directional enquiries, membership and use of GLHC technology. Assist and advise members to access information and materials. Refer customers to specialist staff when necessary. Assist with the shelving, display and promotion of library material and the process of withdrawal of library materials.
Supplemental Information Sheet 1 To which section of the questionnaire (A through P) does the following additional apply? Section ____ Section ____ Section ____ Supplemental Information Sheet 2 To which section of the questionnaire (A through P) does the following additional apply? Section ___ Section ___
VISITOR INFORMATION CENTRE COORDINATOR PART A – Role Specification Job Title: Visitor Information Centre Coordinator Level of Work: Department: Corporate & Community Services Direct Reports: Visitor Information Assistants Volunteers Manager: Director Corporate & Community Services Position Type: 0.8 up to Fulltime MoR Manager: Chief Executive Officer Award and Classification: SA Municipal Salaried Officers Award Level 4 Unique Value–Add: Lead the Visitor Information Centre team to deliver a high level of customer service and promote tourism in the Renmark Paringa district and Riverland Region. Key Result Areas Accountabilities - Performance Indicators People and Coordination Personnel and Volunteers at the Visitor Information Centre are clear in their responsibilities, performance expectations and managed in accordance with accepted practices, policies and procedures. A trusting, clear and efficient work environment for staff and volunteers in accordance with organisational core values. The team workplan is current and ensures clarity of team activities/tasks in accordance with work demands, and individuals role responsibilities Rosters and records for all staff and volunteers are maintained and clear to those responsible. Ensure staff and volunteers are supported, suitably trained and informed about operations, tourism products and calendars of events. Developments and trends in the Tourism Industry are monitored for review at the Renmark Tourism Office. The Tourism Evens Committee is supported to ensure accurate information is available for the Committee to undertake its duties. Performance Indicators: Team projects, workloads and Visitor Centre activities are resourced and delivered in accordance with workplans, quality expectations and schedules Staff and volunteers are clear in their expectations and are given day to day supervision and support Strong internal Communication between Visitor Information Centre staff and other Council teams is front of mind The Tourism Events Committee governance processes and information accurate for the Committee to undertake its duties Customer Service and Information Sharing Ensure that tourist attractions, facilities and services provided within the Renmark Paringa district and the Riverland are readily available to visitors of the Riverland. General enquiries, customer action requests and information for visitors, local operators and businesses are delivered in accordance with organizational standards. Liaise with regional Tourism operators, Visitor Information Centre and local tourism operators
Gibb, N. (2007) Comments on the introduction of EYFS can be found at : Laevers,F. and Heylen, L. (2003) (eds) Involvement of Children and Teacher Style: Insights from an International Study on Experiential Education Leuven University Press Ofsted (2011) The Impact of the ‘Assessing Pupils’ Progress’ Initiative. Ref: 100226. Accessed 3 March. . Scottish Government (2009). Early Years Framework last accessed June 2016 School Curriculum and Assessment Authority (SCAA) (1996) The Desirable Outcomes for Children’s Learning. SCAA. STA (Standards and Testing Agency). 2015. Early Years Foundation Stage Profile: Handbook. Accessed 9 September. http://lbhf.gov.uk. Swaffield, S. (2009) The misrepresentation of Assessment for Learning – and the woeful waste of a wonderful opportunity. ‘Work in progress’ paper presented at the AAIA National Conference (Association of Improvement through Assessment, Bournemouth, 16-18 September, 2009). Tickell, C. (2011) The early years: foundations for life, health and learning-an independent report on the early years foundation stage to Her Majesty’s government Cheshire:DfE. Last accessed 9 October Wales.gov.uk (2016) The Foundation Phase in Wales final evaluation Last accessed June 17th 2016
Political Science (POS) 2041 American Federal Government Spring 2013 Distance Learning Course Richard S. Conley, Ph.D. Associate Professor Department of Political Science 309 Hall (352) 317-1860 Email: rconley@ufl.edu Internet homepage: http://www.clas.ufl.edu/users/rconley Course Description This online (distance learning) course is designed to survey topics that are vital for an understanding of American national politics and government. Readings and videos will examine the structural foundations, institutions, citizen-government linkages, and processes that characterize the American political system. This is a 3 credit hour course. Participation in the course blog is mandatory. Details will be provided on the course website. Required Readings Theodore Lowi, Benjamin Ginsberg, Kenneth Shepsle, and Stephen Ansolabehere, American Government: Power & Purpose (12th edition). New York: WW Norton, 2012. E-book ISBN 978-0-393-91912-7. John T. Rourke (ed.), You Decide! 2012. New York: Pearson, 2012. ISBN (paperback): 0-205-86542-9. Grades Grades will be based on exams and participation in the course blog. Below is a breakdown of how your grade will be determined for the course: Constitution quiz (25 January) 20.0% Mid-term exam (22 February) 30.0 % Final exam (24 April) 30.0 % Participation in course blog 20.0 % Neither individual assignments nor final grades in this course will be subject to a “curve.” Letter grades for the final grade in the course will be assigned per the following schedule: A 90+ A- 87-89 B+ 84-86 B 80-83 B- 77-79 C+ 74-76 C 70-73 C- 67-69 D+ 64-66 D 60-63 D- 57-59 E < 56 (failing)
Approving authority Vice Chancellor Approval date 18 April 2017 Advisor Michele Britton | Head, Corporate Governance m.britton@griffith.edu.au (07) 373 57190 Document URL http://policies.griffith.edu.au/pdf/Position Statement - Vice President Corporate Services.pdf TRIM document 2017/0000281 Description This position statement describes the role and responsibilities of the Vice President (Corporate Services). Related documents [] [] [] ROLE The Vice President (Corporate Services) is a member of the University’s Executive and is responsible for the strategic leadership of the corporate services that underpin the successful operation of the University and for advising the Vice Chancellor on policy, strategy and tactics to support and enhance the University’s mission. The Vice President (Corporate Services) leads the key corporate services elements of the University: Finance, Digital Solutions, Human Resources, Campus Life, Planning Services, Audit, Risk and Compliance, Legal Services and Corporate Governance. The Vice President (Corporate Services) has the executive responsibility for leading and coordinating the following specific areas on a University-wide basis: Health and Safety; Employment strategies to support a high performance culture and support the University’s strategic commitment to recruit and retain high quality general and professional staff; Capital Planning. The Vice President (Corporate Services) also fulfils the following roles: Official Secretary to the governing body; University Privacy Officer; University Right to Information (RTI) Officer. RESPONSIBILITIES The Vice President (Corporate Services): Provides strategic leadership in ensuring that the University’s corporate services support and contribute to the overall mission and strategic goals of the University, specifically in relation to:
Sandel, chapter 7 Fisher vs University of Texas at Austin Readings: tbd March 29 – 31: What do we deserve? Sandel, chapter 8 2016 Presidential campaigns Readings: tbd *** Quiz 2 March 31*** April 5 – 7: Loyalty or what do we owe each other? Sandel, chapter 9 Refugees in Europe Readings: tbd ***Case Study Two due April 7*** Admission of Syrian refugees to the United States April 12 – 14: What is the common good? Sandel, chapter 10 HUM2305: has “What is the Good Life” enhanced the UF community? Readings tbd April 19: Last class April 28: Final exam (take home due at 5 p.m.)
Administration and Data Collection Enter and maintain all notes and data for client assistance into the client management system database (SHIP) in an accurate and timely manner and in accordance to required procedures Provide monthly reports to the PRAP Team Leader (including assistance statistics and position KPMs) Maintain spreadsheets and reporting required internally, and externally by Australian Institute of Health and Welfare and the Victoria Department of Health & Human Services Maintain and where required develop data collection spreadsheets to record data that enables effective analysis of the assistance and follow up provided through the program Provide statistics as required, from time to time, by DHHS, or PRAP Team Leader. Develop, monitor and record progress in meeting the project aims through own work plan and through maintaining project planning documents as required. Attend IAP team meetings and other Unison staff meetings Contribute to IAP operational plan development and activities. Other duties as requested, from time to time, by management Key Selection Criteria Qualifications & Experience Qualifications in Social Work, Community Development, Social Sciences OR experience in the Housing or Real Estate sector Knowledge and understanding of Residential Tenancies Act Knowledge of mechanisms contributing to, and maintaining, disadvantage/poverty and housing insecurity and homelessness Demonstrated skills and experience in working effectively and sensitively with a broad range of clients, including those with high support needs and challenging behaviours Personal Qualities Ability to show initiative, be a self-starter & work autonomously Ability to cope in a busy dynamic service to meet the requirements of our service and departmental targets for our program.
Maintain a healthy and safe workplace and environment for all, including the cleaning up of areas used. Complete a timesheet fortnightly. Consult with line management regarding any changes to your working hours and leave. Complete a leave application when required. Provide accurate acquittal of Interchange Outer East credit card expenditure Mandatory Requirements Prior to commencement of work at Interchange Outer East, and in order to continue working, all mandatory requirements must be met. It is the responsibility of the employee to obtain and maintain currency of items (1) and (2) below. It is the responsibility of Interchange Outer East to maintain currency of item (3) below. Current Working With Children Check Current First Aid Certificate - HLTAID004 Provide Emergency First Aid Response in an Education & Care Setting Crimcheck Additional Position Requirements Provide reception support and backup as required Understand other administrative and finance roles to enable back-up for times when members of the team are on leave.
SIGNATURE:___________________________________________________________DATE: __/__/__
Position Description – Casual Teacher – ESL Programs Days of work Monday – Thursday – Total of 18 hours teaching + PTA’s Teaching Certificate II in EAL (Access). SEE and AMEP class A Casual employee means an employee who is engaged intermittently for work of an unexpected or casual nature and as such there is no expectation of any further employment at the expiration of the contract. While it is expected that employment will be available for the above period, it should be noted that casual employment may be terminated at any time when there is no work to be performed. Salary package Casual Teaching: $45.00 per hour plus 9.5% employer contribution to superannuation and salary packaging $15,886 and $5,000 meals and entertainment Conditions of employment The terms and conditions of employment are those applying under the Neighbourhood Houses and Adult Education Centres Collective Agreement 2016 underpinned by the SCHADS award. This role will be based off site and will require the casual teacher to liaise with centre management on a regular basis. Position Purpose The position will contribute to achieving the vision and goals of the Wingate Avenue Community Centre. The Casual Teacher will undertake work as required across a variety of adult education programs working within a community development framework to ensure vibrant and achievable programs and services for the community. Reporting Relationships and Accountability The Casual teacher reports to the Further Education & Compliance Manager and will liaise with the Centre Management on the day-to-day running of programs and services. All staff are required to take responsibility for a safe and healthy work environment, and display a commitment to equal opportunity and promote a workplace free from discrimination and harassment. Position duties Course design and planning Design training to meet the minimum service level agreements. Prepare training and session plans to enable efficient and effective course delivery ensuring all WACC training policies and procedures are adhered to. Ensure all training and session plans meet the minimum requirements of individual units of competency. Ensure training and session plans are filed for future use and are accessible to other teachers. Course delivery Deliver training in line with WACC training policies and procedures Ensure all learning materials are customized to suit a range of students. Ensure the needs of learners are met and employ a range of teaching techniques to cover course topics. Ensure a positive learning environment is maintained.
Recommended Readings: Strangers from a Different Shore. Ronald Takaki. New York: A Back Bay Book, 2002. The Politics of Asian Americans in Hawaii 1-13 Suburban Transformations Book: From Exclusion to Inclusion: The Four Stages of Asian American Politics Political Mobilization and Incorporation Reserve Readings: Hawaii Sends First Asian American Woman to Senate Participation in Electoral Politics: Evolving Patterns in Hawaii and Mainland States (I will email this to you.) The Massie Case: Injustice and Courage Recommended Readings: Hawaii: The Past Fifty Years, The Next 50 Years by George Ariyoshi For more information on the Massie Affair and Hawaii Politics, see the following links: Japanese American Internment and the Issue of Reparations 1-15 Film: Unfinished Business: The Japanese American Internment Cases (55 minutes) examines the internment of 120,000 Japanese, German, and Italian citizens and legal residents in “relocation centers” for 3 ½ years during the 1940s. Textbook Readings: Takao Ozawa v. U.S, pp. 35-40 Yick Wo v. Hopkins, pp. 23-28 Suburban Transformations Book: Locating Contemporary Political Incorporation: The Suburb vs. the Metropolis Gardena, California: Two Generations of a Japanese American Majority City Council Recommended Readings: Only What We Could Carry. Lawson Inada. Yellow: Race in American Beyond Black and White. Frank H. Wu. New York: Basic Books, 2002. Racial and Ethnic Relations. Seventh Edition. Joe Feagin. New York: Praeger Publishers, 2003. Recommended Films: (Available on youtube) All We Could Carry Going for Broke: Japanese Americans in World War II Greatest Mysteries of World War II: The Japanese Internment Camps Jim and Jap Crow: A History of 1940s Japanese American Internment and Interracial America 1-20 Reserve Readings (I will email these to you): The Myth of the American Concentration Camp
Responsibility Objectives Measurement Event Management Manage and plan all aspects of all QLD events, from conception to completion and reconciliation. Review and approve local Committee events to ensure that the projected events and outcomes meet the Foundation’s objectives. Duties include tendering, planning, delivery and management of all event aspects including theming, memorabilia and budget reconciliations. Annual Gala Lunch Golf Days Thank You functions Joint ventures – Bulls Masters Assist with National Committee conference (bi-annual) Events are successful with positive feedback Campaigns are successful with positive feedback, focus on QLD Events Event budgets and accounting requirements Forecast event budgets Reconciliation of events Reporting on all aspects as required Manage QLD activities within national fundraising and awareness campaigns Work closely with our contracted marketing team to deliver event and sponsorship activation. Events are successful having regard to the risk and investment level Events deliver acceptable margins Sponsors are positive towards their support
POSITION DESCRIPTION Position Title: Clinical Pharmacist (Mental Health) Award Classification: Pharmacist Grade 1 or 2 Award / Agreement Name: Medical Scientists, Pharmacists and Psychologists (Public Sector – Victoria) Award Current Effective Date: March 2016 Next Review Date: May 2017 Reports to: Senior Mental Health Pharmacist or Site Senior Clinical Pharmacist and Associate Director of Pharmacy (Maroondah Hospital), Associate Director of Pharmacy- Clinical Services 1. ORGANIZATIONAL INFORMATION Our Vision Great health and wellbeing. Our Mission To provide positive health experiences for people and communities in the east. Organisational Environment Eastern Health provides a comprehensive range of high quality acute, sub-acute, palliative care, mental health, drug and alcohol, residential care and community health services to people and communities that are diverse in culture, age and socio-economic status. These services are provided both on an inpatient and outpatient basis. These services and programs are supported by staff who possess an unparalleled commitment to patient care as well as teaching and research. The strategic goals are fully detailed in the Eastern Health e-learning orientation. Eastern Health Values Eastern Health values reflect who we are as individuals and as an organisation, and are testament to the Eastern Health Mission Statement; they include the concepts of Excellence, Accountability, Compassion, Team Work, Integrity, Respect and Collaboration. The Eastern Health Values are fully detailed in the Code of Conduct which is covered in the Eastern Health e-learning orientation. 2. POSITION SUMMARY This position provides an opportunity for a clinical pharmacist to develop clinical and operational skills within the mental health specialty. The role will be responsible for providing a clinical pharmacy service to the adult Mental Health in-patient wards and Psychiatric Assessment and Planning Unit (PAPU) within Maroondah hospital. This position will be supported by the Senior Mental Health Pharmacist and will work closely with them to contribute to the medicine management agenda. Your roles will also include working within a multidisciplinary team and patient and staff education. As a member of the Eastern Health pharmacy team, the position may be required to provide backfill to Eastern Health Pharmacy Departments when necessary. It may include rotation in the dispensary, clinical pharmacy, supply and manufacturing services at Eastern Health Pharmacy Departments. There is also potential to be included in projects and programmes managed across the whole health service.
Safe and efficient medication management Regularly monitor and assess the medicine management system to enhance medication safety and appropriateness Regularly monitor drug use to provide a cost efficient service. Provide expert advice and where necessary implement systems to meet accreditation standards for pharmacy services that relate to rehabilitation and palliative care and the NSQHS Standard 4 Medication Safety Provision of a consultancy advice to the Aged Care pharmacy service provider Departmental Key performance Indicators including Risk Mans. Audit of drug usage. Demonstrated compliance with relevant rehabilitation, palliative care and NSQHS standards Feedback. Performance Appraisal and Coaching Plan Effective Department management Undertake efficient daily management of the pharmacy service including staff supervision, rosters, management of staff leave, attendance at committee meetings, and liaison with clinical staff Monitor the clinical and financial performance of the service to ensure alignment with departmental and Barwon Health’s operational requirements. Provide expert advice to ensure quality of service standards are met and maintained. Liaise between required stakeholders across campuses to ensure consistency of quality services across Barwon Health. Undertake annual staff appraisal and assist staff development to ensure a culture of continuous improvement which is in line with Barwon Health’s policy, procedures and values. Performance Appraisal and Coaching Plan. Feedback from relevant departmental stakeholders Balanced leave and rostering systems. Active participation in required committee meetings. Departmental clinical and financial indicators against objectives set. Demonstrated compliance with relevant standards, policy and procedures.
Extreme Temperatures – Environmental Temperatures are less than 15 c or more than 35 c Not applicable Confined Spaces – area where only one egress (escape route) exists Frequent Working at Heights – Ladders / stepladders / scaffolding are required to perform tasks Not Applicable Biological Hazards – e.g., exposure to body fluids, bacteria, infectious diseases Infrequent Organisational respoNsibIlities: Positively promote Cobram District Health internally and externally Each employee has a responsibility to comply with all CDH’s policies and procedures and familiarise themselves with those relevant to their positions Promote practise which comply with the policies and procedures of CDH and actively participate in the maintenance of relevant policies and procedures to ensure best practise Participate in departmental and organisational meetings as required Maintain accurate records, statistics and reports, as required Participate in Risk Management activities or relevance and assist with identification and control of risks within their department Actively participate in the “Staff Development and Review” processes, three months after commencement and annually thereafter Report all clinical and non-clinical incidents using VHIMS system and assist with investigation Occupatonal health and safety Each employee has the right to a safe working environment. Employees must: Carry out their duties in a manner which does not adversely affect their own health and safety or that of others Comply with measures introduced in the interest of health and safety Undertake any training provided in relation to Occupational Health and Safety Immediately report all matters that may affect workplace health and safety to their manager/supervisor Report all incidents and near misses as soon as possible after the event Comply with all Commonwealth and State legislative requirements Correctly use any information, training, personal protective equipment and safety equipment provided by CDH Refrain from recklessly or wilfully interfering with anything that has been provided for health and safety reasons infection prevention and control: Each employee has a responsibility to implement Infection Control guidelines of relevance to the position disaster and emergency response: In the event of disaster and emergency, the occupant of this position understands and acknowledges that s/he may be required to work as assigned, if required, to meet CDH responsibilities in a disaster or emergency situation Each employee has a responsibility to participate in emergency response drills and attend relevant emergency training
Ensure knowledge of, and compliance with, all relevant OBA health and safety policies and procedures. Creating and negotiating new opportunities, relationships and partnerships Cultivate and nurture relationships with current and potential corporate, government and foundation sponsors and individual donors Develop Community Engagement processes for communities to support OBA in self-sustaining ways Assist partner organisations in identifying candidates for programs. Developing and delivering outdoor education projects Work closely with external stakeholders (funders and NGO partners) and internal stakeholders (Client Managers and Program Delivery teams) to implement transformational programs. Impact measurement Manage a framework and resources for social impact reporting. Fundraising & Alumni relations Develop a pipeline of funding opportunities around Australia in line with Outward Bound’s key objectives Draft and submit funding applications for new initiatives and opportunities in line with Outward Bound’s key objectives Manage Christmas and end of financial year appeals Coordinate and support fundraising sub-committee meetings Train and lead staff to support fundraising objectives Develop a major gift and bequest strategy to help build endowment for the Perpetual Scholarship Fund Develop an alumni database and keep engaged with Outward Bound’s key funding initiatives and objectives. Account management & reporting Ensure programs are delivered to the funder's specifications Manage reporting and acquittals for all funding partners Report back to sponsors and donors on the effective use of their funds Provide monthly reports to the CEO which measure progress towards achieving agreed targets. Organisational leadership, strategy, operations and culture Contribute to the strategic direction and cultural development of Outward Bound Australia Collaborate with Outward Bound Australia program staff to understand their budgets, resource requirements and areas of activity and plan grant applications and delivery requirements accordingly.
exam is tentatively scheduled for Tuesday, June 3 and the second exam will be held on the last day of class. The final grade will be apportioned as follows: Short Written Assignments 20% Exam # 1 40% Exam # 2 40% Incompletes are only given in rare and deserving cases and at the discretion of the instructor. Student who believe that they will not be able to complete all the requirements for the course in due time have to discuss an “I” (Incomplete) grade with the instructor. Students will have to sign an “Incomplete Contract” (available at ) and complete all their requirements by a set date. Students should be aware that “I” grades become punitive after one term. Grading Scale: 90-100 A 87-89 A- 84-86 B+ 80-83 B 77-79 B- 74-76 C+ 70-73 C 67-69 C- 64-66 D+ 60-63 D 57-59 D- Below 57 E Please note: a C- is not a qualifying grade for major, minor, Gen Ed, Gordon Rule, or College Basic distribution credit. For more information, go to: 6. Students are expected to comply with UF’s Academic Honesty Guidelines Students who commit an act of academic dishonesty will receive the appropriate sanctions. For more information, go to: . COURSE OUTLINE AND READING ASSIGNMENTS Congress: An Overview Topic: Judging the Congress Readings: Rieselbach, 1994, “Congressional Reform” (class handout) Davidson et al., Chapter 1. Topic: A Changing Congress Readings: Davidson et al. , Chapters 1 and 2. Shepsle, @ Mayhew, Congress: The Electoral Connection. ALL.