zilongwang/ReadingBank huggingface dataset:
and it was agreed that raising patient awareness was the first step we need to take to increase the usage. A range of promotional material is currently being used in the waiting room and it was agreed that the A5 patient information leaflet should be included in dispensing bags for patient perusal. There is already a script note on all prescriptions notifying patients of the service but as and when more promotional material arrives at the surgery we will start attaching reminders to all patient scripts. All QLS staff have been reminded that they should be promoting this service to our patients. At the present time we have 17% of our patients using on-line services. Any Other Business Capturing Patient Information (E.Mail Address) Website Newsletter Action Plan The group queried what percentage of patient email addresses QLS currently hold. Action: JW to email Aileen Monkhouse with the figure It was agreed that the “Summer Patient Survey Results” should be displayed on the website. Agenda Items for the next meeting: Active plan to further develop the web-site New Patient Questionnaire 1000 copies (double sided) to be printed initially. Similar layout to the “Randall Orchard Newsletter” which JW circulated during the meeting. Newsletter to be made available on the web site. Team Photo of the clinical staff ? 2 Newsletters per year (September / March) News Items: Dementia Clinic offered at QLS Any National Campaigns running Flu Clinic If anyone has any ideas for the Newsletter please email Maureen Bursell direct. Elizabeth Kipling-Vasey to update the action plan JW JW TM EKV Date and time of next Wednesday 14th June @ 6.30pm
Follow up appointments – it was noted that when a GP asks to see you again in 2 weeks the surgery are unable to offer an appointment this quickly as none are available. Pam to remind GPs that they shouldn’t offer follow up appointments when they are not available! Staffing – Pam confirmed that we now have a male treatment room nurse and a male paramedic working at the surgery. Next Meeting / AGM: 5th February 2019 at 18.00, Caskgate Street Surgery. Next years other meeting dates: Tuesday 7th May 2019 Tuesday 6th August 2019 Tuesday 12th November 2019 Meeting closed at 18.50
3 Early collaboration with applicants and consultees on planning applications: - availability and promotion of discussions for all prospective applications - clear and proportionate requests for supporting information Y/N Examples PA to provide White Paper; Delivering Planning Reform; Planning Reform Next Steps NHIs; Quality of Service and Engagement 4 Legal agreements: conclude (or reconsider) applications within 6 months of ‘resolving to grant Reducing number of live applications more than 6 months after resolution to grant (from same time last year) PA to provide Official statistics; PPF reports; evidence of delays to major developments Quality of Service and Engagement; Governance 5 Enforcement charter updated / re-published Within 2 years PPF report Planning Act (s158A) NHIs 6 Continuous improvements: - show progress/improvement in relation to PPF National Headline Indicators - progress ambitious and relevant service improvement commitments identified through PPF report Progress on all commitments PPF report Delivering Planning Reform; PPF Report Culture of Continuous Improvement; Service Improvement Plan PROMOTING THE PLAN-LED SYSTEM Performance Marker Measure Source/Evidence Policy Support PPF 7 LDP (or LP) less than 5 years since adoption Y/N PPF report Planning Act (s16); Scottish Planning Policy NHIs; Quality of Outcomes; Quality of service and engagement
8 Development plan scheme demonstrates next LDP: - on course for adoption within 5-year cycle - project planned and expected to be delivered to planned timescale Y/N Y/N PPF report Planning Act (s16); Scottish Planning Policy NHIs; Quality of Outcomes; Quality of service and engagement 9 Elected members engaged early (pre-MIR) in development plan preparation Evidence of activity PA to provide Quality of Service and Engagement Governance 10 Cross-sector stakeholders, including industry, agencies and Scottish Government, engaged early (pre-MIR) in development plan preparation Evidence of activity PA to provide Quality of Service and Engagement Governance 11 Production of regular and proportionate policy advice, for example through supplementary guidance, on information required to support applications Evidence of activity PA to provide Quality of Service and Engagement SIMPLIFYING AND STREAMLINING Performance Marker Measure Source/Evidence Policy Support PPF 12 Corporate working across services to improve outputs and services for customer benefit (e.g. protocols; joined-up services; single contact; joint pre-application advice) Examples from the year PA to provide Quality of Service and Engagement Governance 13 Sharing good practice, skills and knowledge between authorities Evidence of activity to pass on and adopt good practice PPF report Delivering Planning Reform; Planning Reform Next Steps Culture of continuous improvement DELIVERING DEVELOPMENT Performance Marker Measure Source/Evidence Policy Support PPF
Brimsdown Junior School - Pupil Premium Review 13 February 2015 Joan L Low Background Schools need to carefully ring-fence the funding so that they always spend it on the target group of pupils and never confuse eligibility for the Pupil Premium with low ability, and focus on supporting their disadvantaged pupils to achieve the highest levels. Schools also thoroughly analyse which pupils are underachieving, particularly in English and mathematics, and why. More importantly schools understand the importance of ensuring that all teaching meets the needs of each learner, rather than relying on interventions to compensate for teaching that is less than good. Research has shown that the Pupil Premium was least effective where the school had a lack of clarity about the intended impact of the spending and spent the funding indiscriminately on teaching assistants, with little impact. Schools did not monitor the quality and impact of interventions well enough, even where other monitoring was effective and did not have a good performance management system for teaching assistants and other support staff. There was also evidence that they did not have a clear audit trail for where the funding had been spent. Evidence base: Interviews took place with the Executive Headteacher , Interim Associate Headteacher and Governors Website information and documentary evidence were explored with regards to spending and activities for Pupil Premium Pupils as well as monitoring and assessment data on outcomes from planned interventions. The key data and SAT’s results for 2014 were examined and discussed as well as looking at the current tracking for all pupils in the school. There were interviews with pupils in the morning and learning walks were undertaken at various points during the day. The Associate Headteacher has produced exemplary paper work to enable close and careful monitoring of Pupil Premium money and individual pupil progress in each class and year group . There was a careful analysis of the progress of pupils , supported by in-depth data analysis, which has started to drill forensically data at class , group and pupil level. There is a comprehensive spending plan for the allocated funding (£415,00). day
The Stennack Surgery PPG We have an active and very friendly PPG who meet quarterly to discuss a very wide range of very interesting topics related to the Surgery, NHS and other health related organisations. We are always looking for new members to join our PPG, particularly those from under-represented groups e.g. young people; those in work. It’s a really good way to find out more about how your local surgery works and you can bring along any questions you’d like answering. You can join as either a Consultation Group member, attending our quarterly meetings or as a Virtual Member where all correspondence is received via email and you don’t have to commit to any meetings. If you would like to join the PPG Consultation Group or be part of the Virtual Group please contact: Jeremy Preedy Fiona Vinnicombe PPG Chair PPG Surgery Lead email: Or, please ask at Reception or apply via the surgery website Please leave any feedback on the comments tab of the PPG webpage or in the comments box at the PPG Information Point in the waiting room. It’s a well-researched fact that volunteering helps people feel better about themselves by supporting them to get involved in helping other people and their local community and by making new friends. Volunteering can give someone a real sense of purpose and you can volunteer at any age; lots of retired people volunteer to give something back to society and to learn new things and keep themselves active. Who’s Who at the Stennack Surgery The current GP clinics Monday Tuesday Wednesday Thursday Friday Dr Dan Rainbow     Dr Will Webb    Dr Rupert Morrall    Dr Anna Morris
For minor and moderate injuries such as burns and scalds, fractures to legs, arms, ankles and wrists and lacerations that require stitching. It can carry out X-rays and initiate treatment for more serious injuries. Open 24 hours a day. Tel 01736 874113. Minor injury units: For treatment of a wide range of minor ailments and minor injuries from cuts and grazes to sprains and strains and broken bones without an appointment. The next closest unit to the Stennack Surgery is Camborne Redruth Community Hospital. Emergency department (A&E) or 999: For a critical or life-threatening situation. Local A&E departments are located at: Truro: Royal Cornwall Hospital 01872 250 000 Plymouth: Derriford Hospital 01752 777 111
not practices; Managers advised the members that patients can influence any changes by contacting Hull CCG on the contacts supplied in the newsletter. It was agreed that members coming on site into practices are best placed to discuss how they feel about any information supplied by the practices with patients and give feedback at this meeting. Accessible information is available in all the practices and can be accessed as and when required. Members asked PM’s for a glossary of terms used. Member’s agreed to start a list of abbreviations etc. to enable Managers to produce a glossary. (At the end of these minutes a glossary has been added for any abbreviations within these minutes.) Members to supply at next meeting. Minute taker to ensure glossary added following today’s meeting. 4: Any other business 4.1 Progress report patient survey 2015/16 4.2 Virtual Members CW asked about the progress of the survey results. DW advised the members these were not yet available but gave an overview of what we have done in the past from previous results. It was agreed to invite D Ripper – Project Manager to the next meeting to discuss Digital Transformation in practices which is an area of innovation in support of the previous year survey which highlighted patients concerns about getting through on the telephone. There have been a number of patients who have signed up to become virtual members, VW discussed how they will participate in the future by being invited to make suggestions to agenda items and any feedback from previous meetings. DW to chase up results with CHCP communications team. SE to invite David Ripper to the next PPG meeting.
Detail the ethnic background of your practice population and PPG: Describe steps taken to ensure that the PPG is representative of the practice population in terms of gender, age and ethnic background and other members of the practice population: Invitations sent to Mother and toddler group for younger members. Poster in waiting rooms and now new page on our website encouraging membership (males and females) We placed an article in the local newspaper (Coningsby And Tattershall newsletter) Last year we were all female, so we have had 2 males joining the group this year.
SURVEY COMMENTS ACTION PLAN DISCUSSED WITH PPG MEMBERS AGREED ACTIONS TIMEFRAME APPOINTMENTS WITH A GP OF CHOICE Discussed ways of making more appointments available Look at the current appointment system and implement changes for more appointments April 2013 QUALITY OF APPOINTMENT Clinicians to give the patients time they need especially in sensitive situations, maybe ask the patient to book a double appointment. Clinicians make sure that they mindful of the quality of the time they give the patients and keep within their clinic times where possible or ask the patient to rebook for a double appointment is appropriate Ongoing Receptionists It was agreed that all reception staff will attend a course where necessary or in house training on customer service skills Management to look into in house training. Online or formal training where necessary for the reception staff. By march 2014
I thought I would take this opportunity to update you on our progress towards the action plan we formulated back in June. Action Point Reason Current Status Review To increase the number of patients who are registered for online services. This is included in the NHS contract for this year as a priority. It allows additional access for the patient to manage their own health care needs. The surgery would also like to encourage this as it potentially could free up reception time by not having as many incoming calls or as much desk contact. The surgery currently has 572 patients registered which is 19% of the patient population As at 13/10/17 the surgery has 592 patients registered for online services which is 20% of the population To increase the membership of the Patient Participation Group to hopefully represent the demographics of the patient population. To ensure that the whole of the patient population are represented within the group. The group currently has 12 members of which only 4 are active members. I have recruited 2 new members to the group who will be receiving a copy of this update To participate in the CCG Access Incentive Scheme (See point 4 below) The scheme ensures that access is maximised for patients and standardises access across Calderdale. The surgery does not open from 8.00 – 8.30 in the morning although a GP is contactable. It was felt that the required amount of appointments was being provided but the audits would provide evidence. The surgery is now open to patients from 8.00am. The audits have shown that we provide more than the required number of appointments to our patients. The flu season is now here, please encourage anyone who qualifies to attend the surgery for their flu jab. Our next flu clinic will be on 18th November 9am – 1pm. If you have any queries or suggestions please get in touch with me. Liz Coulson PPG Future
Number Title Description Aims Completed by whom Timescale 1 Communication To contact all existing members of the PPG to inform them 2015/2016 report is complete. To thank them for their continued support and to ask if they are happy to continue with the group. To contact all existing members via email and post. Senior Practice Administrator 31.04.2016 2 Communication To contact the Patient Participation Group regularly throughout the coming year to ask opinions / suggestions for the practice. Contact the PPG quarterly via email. Senior Practice Administrator June 2016 September 2016 December 2016 March 2017 3 Communication Make posters to advertise the PPG to all patients to try to increase the number of participants. Posters in waiting room, reception area and Practice Website. Senior Practice Administrator 31.05.2016 4 Premises To move forward with the Porch extension on the waiting room. To liaise with the Partners, Practice manager, and builder to seek agreement for works to be carried out. Partners and Practice Manager 31.07.2016 5 Communication To utilise the Jayex Communication system in the waiting room to update patients on current information/clinics/etc. To spend time updating the Jayex Communication boards to display relevant / current information for patients. Senior Practice Administrator 31.06.2016
Standard Reporting Template Devon, Cornwall and Isles of Scilly Area Team 2014/15 Patient Participation Enhanced Service – Reporting Template Practice Name: Oak Tree Surgery Practice Code: L82016 Signed on behalf of practice: Elizabeth Delbridge Date: 17.3.15 Signed on behalf of PPG: Penny Prisk Date: 26.3.15 Prerequisite of Enhanced Service – Develop/Maintain a Patient Participation Group (PPG) Does the Practice have a PPG? YES Method of engagement with PPG: Face to face, personal email and PPG Hotmail account, Noticeboard. Number of members of PPG: 24 (11 face to face group, 13 virtual group) Detail the gender mix of practice population and PPG: Detail of age mix of practice population and PPG:
Progress on previous years If you have participated in this scheme for more than one year, outline progress made on issues raised in the previous year(s): PPG Sign Off Report signed off by PPG: YES Date of sign off: 26.3.15 How has the practice engaged with the PPG: How has the practice made efforts to engage with seldom heard groups in the practice population? Has the practice received patient and carer feedback from a variety of sources? Was the PPG involved in the agreement of priority areas and the resulting action plan? How has the service offered to patients and carers improved as a result of the implementation of the action plan? Do you have any other comments about the PPG or practice in relation to this area of work?
How frequently were these reviewed with the PRG? The PPG hold monthly meetings within the Practice, the PM attends the monthly meeting and twice a year GP Partner Dr Wilson attends a meeting to agree the objectives of the PPG/Practice for the next 6 months. Patient feedback is discussed at all monthly meeting as per above, agenda item. Action plan priority areas and implementation Priority area 1 Description of priority area: Telephone Access What actions were taken to address the priority? Whilst the National Patient Survey and Practice surveys reflected a high level of patient satisfaction with the Practice, telephone access seemed to feature is some of the feedback with issues at certain times of the day. The Practice decided to look at telephone access appertaining to specific timings throughout the day when it was perceived that due to a reduction in staffing levels patients were finding it increasingly difficult to get through. To this end, the Practice Manager
Q9. Thinking about your consultation with the doctor how do you rate the following? VERY GOOD GOOD AVERAGE POOR DOES NOT APPLY How well the Doctor listened to what you had to say? 349 204 56 6 2 How well the doctor explained your problems or any treatment that you need? 336 205 63 8 5 The amount of time your doctor spent with you today? 297 201 92 9 18 The Doctors caring and concern for you? 305 212 77 7 16 After seeing the Doctor today do you feel able to understand your problem(s) or illness? 254 253 73 5 32 Q.10 Have you seen the Practice Monthly News Letter YES N0 269 348 Q.11 If Yes Did you find it Informative ?
Patient Participation Group Meeting 26.01.2018 Attendance Dr A K Tangri Jackie Pates – Practice Administrator Ratna Patel – Practice Manager Colin Walls Ann Abrey Len Willis Geoffrey Jebbett Jannett Dean - New PPG member Actions 1. Welcome & Introductions Dr A K Tangri welcomed everyone to the meeting. Apologies for absence Nicky Stevenson Lisa Carlisle Trevor Abrey Christine Rush 3. & 4. Minutes of Last Meeting and Matters Arising The minutes of the last meeting held on the 15th September 2017 were read and agreed. 5. Lung Health Checks – Funding for Lung MOT to go ahead in Aspley. 6. Psychiatric Service in the Community – Recovery College are holding courses at Riverside
The Patient Participation Group (PPG) Committee Dorothy Reile (Chair) Tom Barclay (Vice Chair) Elaine O'Sullivan (Secretary) Verena Clark (Treasurer) Members Barbara Merrick David Payne Gill Richiardi Janice Fitton Marion Myers Nalini Chandarana Angela Dixon Trevor Dixon The PPG would welcome your views, questions, suggestions, comments, compliments or complaints. Please feel free to submit an article to be included in the Newsletter. You can address it to one of the PPG members (above) and hand it in to the Reception Desk, or email it to: If you wish your comments to be made in confidence, then please mark your envelope accordingly. The Practice Website Have you visited the Abbotsbury Practice website yet? There is a great deal of useful information about the surgery as well as articles on health topics. You can download past issues of the PPG Newsletter and you are welcome to enter your comments on the website too. The practice’s 2014-15 PPG report can now be viewed here too. A hard copy is also available at the practice. Why not take a look? ADVICE ABOUT VACCINATIONS WHEN TRAVELLING ABROAD The practice provides advice and vaccinations for travel to all parts of the world. We are an approved Yellow Fever vaccination centre. The service is provided by our practice nurses who have internet access to the latest up-to-date information. If you are going abroad and need travel health advice please let us know in good time…two to three months is ideal. Ask at reception for a travel vaccination form and complete the details of where and when you are going. Return the form to reception and the nurse will check your past records and the current recommendations for vaccinations and antimalarials. Phone reception (020 8866 0121) two days after handing in your form and the receptionist will tell you what the nurse recommends and will make an appointment as required. Common travel vaccinations are: Typhoid, Hepatitis A and B, Yellow fever, Meningitis A & C, Rabies For further advice go to: www.fitfortravel.nhs.uk
If your call is very urgent always dial 999 or FOR OUT OF HOURS MEDICAL EMERGENCIES DIAL: If you need medical assistance when the surgery is closed there is a new number to call. The 111 number is available to all Hillingdon residents & patients registered with Hillingdon GPs. Other useful contact numbers: The Alexandra Avenue Clinic: OPEN WEEKENDS & BANK HOLIDAYS ONLY, from: 8.00am to 3.30pm. Tel: 020 8966 6300 The Pinn Medical Centre: OPEN EVERY DAY From: 8am to 8pm. Tel: 020 8866 5766 Mount Vernon Hospital: Minor Injuries Department OPEN EVERY DAY From: 9.00am to 8.00pm. Tel: 01923 844 201 Mount Vernon Switchboard: Tel: 01923 826 111 Northwick Park Hospital: Tel: 020 8864 3232 Hillingdon Hospital: Tel: 01895 238 282 Urgent Care Centre: 279 939 Watford General Hospital: Tel: 01923 244 366 District Nurses & Physios: Tel: 01895 486 127 Eastcote Health Centre: Tel: 01895 488 810 Samaritans: Tel: 08457 90 90 90 AGE UK Harrow: Tel: 020 8861 7980 AGE UK Hillingdon: Tel: 020 8756 3040
Antibiotics treat infections by killing bacteria, but now the bacteria are fighting back. There are many reasons why antibiotics lose their effectiveness but here are two key ones: We take medicines that we don’t need for colds and coughs when they can get better without antibiotics We make things worse when we don’t take antibiotics exactly as prescribed, for instance, missing doses. Never save antibiotics for future use or give them to someone else. Protect yourself, your family and friends against the spread of antibiotic resistance by becoming an: ANTIBIOTIC GUARDIAN This information is extracted from an article issued by Public Health England and can be seen in full at: PARKING AT DEVONSHIRE LODGE CAR PARK – Update In the Autumn Newsletter 2015, the PPG notified patients that we were approaching Hillingdon Council to request the installation of a parking meter ticket machine close to the Health Centre. This they refused. Since then we have joined with the Devonshire Lodge Practice PPG and the staff of the Eastcote Health Centre to send a joint formal request asking again for the extra parking meter and also for some Brown Badge bays for the use of patients over the age of 65 years. We will let you know the outcome in due course. New Wheelchair Service The Hillingdon NHS, Clinical Commissioning Group (CCG), report that wheelchair services across Harrow and Hillingdon are changing thanks to a new, improved service. The new service will be very different. Renamed as the “Posture and Mobility Service” it is run by Opcare and you can find out more about this company at their website: The biggest changes in service will be: Shorter waiting times as the referral, assessment, equipment provision and repairs service will be seamless. Therapists and rehabilitation staff will visit at home, at work or at school – in order to make the service more convenient for users. A returns and repairs drop-off point for equipment with an workshop which stocks spares. The service will also offer clinics on a weekly or fortnightly basis to bring services closer to you. Patients must be referred to this service by their GP or Specialist. Harrow and Hillingdon Posture and Mobility Services Unit 11 The Waverley Industrial Estate Hailsham Drive, Harrow HA1 4TR TRAVEL HEALTH If you are planning a trip abroad you may need additional vaccinations or malaria tablets depending on where you intend to travel.
Highlighted Issue Action Plan Points for Consideration Responsible person Date for completion Improve questionnaire next year -Distribute questionnaire earlier in the year. JC Jan 2017 Increase PPG -Promote in surgery, on website JC Ongoing Appointments -Detailed analysis of DNAs -Increase patient awareness of DNA impact Posters, website Admin Ongoing Appointments -Identify when appointments are being used inappropriately Partners Ongoing Appointments online Increase % of appointments available online 50% planned for April 2016 Admin April 2017 Opening hours Ensure patients are aware of Saturday appointments/GPA appointments Update website, CRA newsletter CD, BB On-going Communication with surgery -Encourage patients to book online via EMIS Access All staff Ongoing Communication with surgery -Call recording on phone line JC March 2015 Awareness Events -Host further awareness events Breast, PSA, MIND, Carers Bromley, Dementia? PPG Ongoing
Rule 3. Drafting 1. The text of the policy must be prepared in a form that meets the drafting conventions of the Planning Policy Framework. Rule 4. Document references 1. Documents required to make or inform a planning decision, which meet Rule 1, may be included under “Guidelines for decision makers.” 2. Documents which do not meet Rule 1, but which form useful background as to why a policy has been drafted in a particular way, may be included as “Background Documents”. Defined language Strategies The following matrix of strategy verbs presents the Committee’s approach to the use of verbs in strategies based on the policy approach to be taken and the type of action to which the policy is directed. It identifies whether the strategy has a focus of facilitation, regulation, further planning work or identifying matters for consideration. Matrix of strategy verbs APPROACH TO BE TAKEN Make it happen Support it happening Control what happens (facilitate support) (should must) ACTION THEMES Build new Facilitate Provide Support Create Require Repair Upgrade Improve Restore Reinforce Maintain Conserve Protect Reinforce Preserve Reduce (the adverse impact) Minimise (the adverse impact) Avoid (the adverse impact) Decide Recognise Balance Plan Prepare (a specific type of plan) Plan/design Use (a specific technique or approach) Particular provisions Particular provisions relevant to the policy matter have been listed to aid the decision maker. Guidelines for decision makers These include: 1. Relevant matters to be considered 2. Information to be supplied with permit applications 3. Standards that should be met in planning decisions. Documents to be considered as relevant hold weight in decision making, at the discretion of the decision maker. Strategic planning guidelines The strategic planning guidelines are intended to indicate desirable further strategic work within a framework of continuous improvement. List of strategic a) Monitor, consider
______________________________________ ___________ Applicant Signature Date EXHIBIT E PROJECT BUDGET SUMMARY (A). List budget line item as detailed in the budget Justification. (B). List total agency amount for line item. (C). List percent of each line item requested from DCF. (D). (Column D) = (Column B) X (Column C). (A) Budget Line Item (B) $ Amount of Line Item (C) Amount Requested From DCF (D) Percent (%) Requested $ A. Personnel B. Fringe Benefits C. Staff Travel D. Consultants E. Subcontracted Services F. Participant Transportation G. Office Expenses H. Operating Capital Outlay I. Rental or Use of Space J. Rental of Equipment K. Maintenance Agreements L. Insurance M. Membership Fees & Subscriptions N. Advertising O. Participant Educational & Training Tools P. Other Allowable Costs Q. ______________________________
04 04.01 04.01-S-01 Biodiversity State Policy VC## dd/mm/yyyy Objectives and strategies Objective 1 To conserve Victoria’s biodiversity, including important habitat for Victoria’s flora and fauna and other strategically valuable biodiversity sites. [Update] Strategy 1.1 Plan to avoid and minimise significant impacts on biodiversity from land-use and development. [Update] Strategy 1.2 Use strategic planning as the primary mechanism to identify high value biodiversity to be conserved.[Update] Strategy 1.3 Recognise the indirect or off-site impacts of land-use changes and developments that may affect the biodiversity value of adjoining national parks and conservation reserves or nationally and internationally significant sites. [Update] Strategy 1.4 Plan to protect and help the management of sites containing high value biodiversity, including those which are under-represented in conservation reserves. [Update] Strategy 1.5 Facilitate greater connectivity between areas of medium to high natural value. [RGP] Objective 2 To ensure that permitted clearing of native vegetation results in no net loss in the contribution made by native vegetation to Victoria’s biodiversity. [Update] Strategy 2.1 Use the risk-based approach to managing native vegetation as set out in Permitted clearing of native vegetation – Biodiversity assessment guidelines, as follows: [Update] a) Avoid the removal of native vegetation that makes a significant contribution to Victoria’s biodiversity. [Update] b) Minimise impacts on Victoria’s biodiversity from the removal of native vegetation. [Update] c) Where native vegetation is permitted to be removed, ensure it is offset in a manner that makes a contribution to Victoria’s biodiversity that is equivalent to the contribution made by the native vegetation to be removed. [Update] Particular provisions 1. Clause 52.16 – Native Vegetation Precinct 2. Clause 52.17 – Native Vegetation Guidelines for decision makers Consider as relevant: [Update] 1. Permitted clearing of native vegetation;Biodiversity assessment guidelines (Department of Environment and Primary Industries, September 2013). [Update] 2. The Victorian Government’s Native Vegetation Information System, maintained by the Department of Environment and Primary Industries. [Update] Strategic Planning Guidelines Strategic Planning should: 1. Use statewide biodiversity information to identify high value biodiversity. [Update]
planning guideline verbs b) Review c) Plan, Prepare (a specific type of plan), Identify d) Use Background documents These are reference documents that provide background information to assist in understanding the context within which objectives, strategies and guidelines have been framed.
in that all funding will go back into the hands of the CCG for them to decide whether or not they commission the services out as an enhanced service. 8. Any Other Business JM asked if there was to be a replacement for Julie Hunter (the previous diabetic nurse). JR informed the group that Catherine Hurdman is now her replacement but realises that continuity of care may have been diluted. However, a new Practice Nurse, along with the Kidgate merger should offer new staff. BO asked why 6mth diabetic reviews have changed to 12mth – he feels HbA1c should be looked at 6mthly. JR replied diabetic guidelines are being followed for 12mthly review if pts are stable. If pts are unstable, these will be reviewed 6mthly. Pts should see GP for any concerns. AJH agreed to review pts for multiple chronic disease management during the same appt. JM raised the issue of new homes planning to be built in Woodhall & the impact on TLS. JR confirmed if plans go ahead, funds are provided. No money yet as this comes from builders (S106 agreement). Funds are given when 50th property is occupied. JR looked into closing the TLS list size but was told authorisation would not be given. BW raised issue of answer machine always engaged. Asked if this could be switched off. Older pts losing lot of time waiting to get through long message. JR said message was needed to direct the call appropriately. JT asked if new pts are allocated certain GP’s. Which GP are they given? Need further info ref GP’s hours etc. JR replied that pts are allocated GP’s but can see anyone. Pts given all info when they register. Additionally Practice Booklets should be available at reception and if not, please just ask for a copy. FK pointed out when pt’s are asked to contact GP for reviews, same GP is not always available. If a patient is willing to travel to Louth to see same GP, one has been told they cannot go as they have no access to medical records. Is this correct? JR confirmed this is inaccurate feedback. The only issue this causes is impact on access for Louth patients. JR will also display a notice in reception and on the website regarding Data Sharing Agreement & Implied Consent. Meeting closed 3.40 p.m. Next meeting July 2017
Membership Roster November 2017 Name Title Organization/Agency County 1 Michael Ertola (Chair) Chief Probation Officer and BSCC Board Member County Probation Department Nevada County 2 Dr. Geoff Twitchell Director of Treatment and Clinical Services County Probation Department San Diego County 3 Israel Villa Program & Policy Coordinator MILPA Collective Monterey County 4 Vicki Imbach, MSW Supervising Social Service Practitioner Children & Family Services, Juvenile Dependency Court San Bernardino County 5 Robert Wiseman Executive Director Wingmen Foundation, Inc. Yuba County APPENDIX D FY 2017-2018 Proud Parenting Grant Program Executive Steering Committee
A. APPLICANT: B. TAX IDENTIFICATION NUMBER: NAME OF APPLICANT TAX IDENTIFICATION # STREET ADDRESS CITY STATE ZIP CODE MAILING ADDRESS (if different) CITY STATE ZIP CODE LOCATION OF SERVICES: PROJECT TITLE: PROJECT SUMMARY (100-150 words): GRANT FUNDS REQUESTED: $ PROJECT DIRECTOR: NAME TITLE TELEPHONE NUMBER STREET ADDRESS city STATE ZIP CODE EMAIL ADDRESS FINANCIAL OFFICER: NAME TITLE TELEPHONE NUMBER STREET ADDRESS CITY STATE ZIP CODE EMAIL ADDRESS PAYMENT MAILING ADDRESS (if different) CITY STATE ZIP CODE DAY-TO-DAY PROGRAM CONTACT: NAME TITLE TELEPHONE NUMBER STREET ADDRESS CITY STATE ZIP CODE EMAIL ADDRESS DAY-TO-DAY FISCAL CONTACT: NAME TITLE TELEPHONE NUMBER STREET ADDRESS CITY STATE ZIP CODE EMAIL ADDRESS
1. To any requesting person, the agency shall provide copies of the statement of basis, purpose, substance, and issues; the economic impact analysis of the proposed or fast-track regulatory action; and the agency's response to public comments received. 2. The agency may begin crafting a regulatory action prior to or during any opportunities it provides to the public to submit comments. B. The agency shall accept public comments in writing after the publication of a regulatory action in the Virginia Register as follows: 1. For a minimum of 30 calendar days following the publication of the notice of intended regulatory action (NOIRA). 2. For a minimum of 60 calendar days following the publication of a proposed regulation. 3. For a minimum of 30 calendar days following the publication of a reproposed regulation. 4. For a minimum of 30 calendar days following the publication of a final adopted regulation. 5. For a minimum of 30 calendar days following the publication of a fast-track regulation. 6. For a minimum of 21 calendar days following the publication of a notice of periodic review. 7. Not later than 21 calendar days following the publication of a petition for rulemaking. C. The agency may determine if any of the comment periods listed in subsection B of this section shall be extended. D. If the Governor finds that one or more changes with substantial impact have been made to a proposed regulation, he may require the agency to provide an additional 30 calendar days to solicit additional public comment on the changes in accordance with §2.2-4013 C of the Code of Virginia. E. The agency shall send a draft of the agency's summary description of public comment to all public commenters on the proposed regulation at least five days before final adoption of the regulation pursuant to §2.2-4012 E of the Code of Virginia. 18VAC90-11-60. Petition for rulemaking. A. As provided in §2.2-4007 of the Code of Virginia, any person may petition the agency to consider a regulatory action.
Action plan priority areas and implementation ACTION PLAN 14/15 Priority area 1 Description of priority area: Reduce waiting time to book an appointment with GP of choice How to notify patients of the waiting times or when GP clinics are running late ? Survey Results: Shows that 65% of patients were able to see or speak to the GP of choice and 59% patients usually wait 15 minutes or less after their appointment time to be seen What actions were taken to address the priority? How to notify patients of the waiting times or when GP clinics are running late ? Monitoring of the waiting time in the surgery, explore reasons and support individual clinician. The staff are also advised to reduce interruptions to minimum for the clinicians while doing the surgery Telephone calls and messages are dealt by the clinicians at the end of the surgery unless urgent Enabled and updated the EMIS patient check in screen to indicate to the patient is there is an expected waiting time for the doctor Reception staff to inform patients that the doctor is running late when they check in at the front desk
Q19 Give you enough time Yes, definitely 64% Yes, to some extent 4% No, not at all 0% Don’t know / can’t say 0% No response 32% Q20 Listen to you Yes, definitely 66% Yes, to some extent 7% No, not at all 0% Don’t know / can’t say 1% No response 26% Q21 Explain tests and treatments Yes, definitely 62% Yes, to some extent 9% No, not at all 1% Don’t know / can’t say 2% No response 26% Q22 Involve you in decisions about your care Yes, definitely 59% Yes, to some extent 11% No, not at all 1% Don’t know / can’t say 3% No response 26% Q23 Treat you with care and concern Yes, definitely 65% Yes, to some extent 9% No, not at all 0% Don’t know / can’t say 1% No response 25% Q24 Give you confidence and trust in them? Yes, definitely 65% Yes, to some extent 8%
Unaware of extended hours (1) Didn’t like triage system (1) Didn’t like telling the receptionist what was wrong (1) This is a priority action. From April 2014 a new system will be introduced, each day the duty GP and a nurse will triage all requests for appointments. It is hoped that this will help relieve the pressure on the system, and that some patients will have their problems dealt with by a telephone consultation. A similar system is used successfully at other local practices. The comments also highlighted the need to further publicise the new appointment system, on-line booking and extended hours and this will be done by April 2014, using newsletter, website, posters, emails, texts and another Parish Magazine article. Receptionists do ask for some idea of the problem for patients needing treatment urgently, or for nurse appointments, this is to assist us in giving the patient the correct type of appointment. Patients can decline this information, and will then be put through to the clinician doing triage who will be able to give them an appropriate appointment. Waiting times 22 patients commented on the length of time they were waiting for booked appointments. - GPs will where ever possible give patients the time they need to resolve their problem and investigate issues fully, this can lead to delays. 2 patients felt their wait was longer while the doctor had a chat and a coffee – Doctors will sometimes take a comfort break during their 3 1/2 hour surgery and catch up with colleagues to discuss patients they have seen. There were useful comments about how we could advise patients on the likely length of wait including using the check in screen. Action: The practice used to add comments to the electronic check in screen, but this had stopped working. As we now have a new screen we will endeavour to set this up again before the end of March 2013. Telephone System 6 patients reported problems getting through 4 complained that they were kept waiting on the phone for a long time – The receptionist dealing with your call will often have to get further information which can delay her completing one call and answering the next. 2 patients would like to see more receptionist answering the phone and on the desk. –We currently only have 4 phone lines. In the morning and other peak times we have three receptionists answering the phone and one on the front desk, at present we don’t
PPH Audit Results Month ______________ Year___________ Patient Name MRN # Del Date Type of Del Date of PPH Blood loss: EBL/ QBL Total loss Did pt receive blood transfusion? Did Hct drop more than 10 pts Audit Done? Incident Report?
CALL FOR ‘Contracts of access to the Spanish System of Science, Technology and Innovation for the development of the University of Seville R&D&I program’ (Reference: PPI2016-II.5. Calling party: University of Seville). University of Seville, offers 20 postdoctoral contracts (the characteristics of which are covered in point 3), within the Departments of the University of Seville selected to award these contracts (point 4). With this publication the phase B is open for selection of the candidates. The requirements for applicants can be consulted in point 5 of the present call. Annex I. Profiles of the contracts granted to the Departments in the Resolution of the Research Committee of the U.S. dated 9 June 2016. Annex II. General scale for the awarding of Contracts of Access to the Spanish System of Science, Technology and Innovation for the development of the correspondingU.S. R&D&I Program, corresponding to the call of action II.5 (Phase B). Annex III. Procedure of presentation of requests for the candidates without a virtual user (UVUS) I.D. Important: After completing the contracts, these will be included in the stabilization plan of the University of Seville for that year, which is reviewed annually in the Public Employment Offer, thus offering the possibility of stabilization for one researcher for each of the beneficiary departments. In case of conflict arising from the interpretation of this document between the English and Spanish versions, shall prevail as indicated in the Spanish version. II.5. Contracts of access to the Spanish System of Science, Technology and Innovation for the development of the University of Seville R&D&I program. Reference: PPI2016-II.5 Calling Party: University of Seville Type: Provision of human resources for the 5th ResearchPlan (Grants and Contracts) of the University of Seville Description: This action is directed to enabling researchers who are in possession of a Doctoral degreeor equivalent to participate in the development of the U.S. R&D&I program Information and contact: The details of the call, such as terms, request procedures, necessary documentation, etc., can be consulted on this page. If any additional information is needed, the following links can be consulted Emilio Leal Usero, Tel.: (+34)954-488140, Research Plan Queries. Inmaculada Ruibérriz, Tel.: (+34)954488140,
Timperley, H. 2011, Using student assessment for professional learning: focussing on students’ outcomes to identify teachers’ needs, Paper no. 21, accessed online at Timperley, H., Wilson, A., Barrar, H. and Fung, I. 2008, ‘Teacher professional learning and development: Best evidence synthesis on professional learning and development’, Report to the Ministry of Education, Wellington. VAGO Report2010, Managing Teacher Performance in Schools, accessed online at
Increases Efficiency with Integration Capabilities Microsoft Dynamics AX being a comprehensive business solution integrates all the departments and sites and automates the workflows. It brings almost all the applications on a common Microsoft platform. This has resulted in enhanced efficiency, and thus enhanced productivity. With integrated manufacturing locations, branch offices and corporate office, all the data is routed to the central storage space and consolidated data can be accessed in few minutes. Availability of timely information allows astute and intelligent business decisions at appropriate times. The solution not only integrates various sites but also allows seamless integration with the existing IT applications of PPIL. The unique Packaging Vertical at PPIL communicates with Microsoft Dynamics AX for data via a customized interface. This helps the company to access the data, standalone or consolidated, at any given point of time. “With improved coordination and enhanced efficiency, we are able to reduce management overhead costs,” concludes Mr. Kale. “The consolidated data has improved insight into business performance. Overall the new information system has resulted in a reduction in the total cost.” About Microsoft Dynamics Microsoft Dynamics is a line of integrated, adaptable business management solutions that enables you and your people to make business decisions with greater confidence. Microsoft Dynamics works like familiar Microsoft software such as Microsoft Office, which means less of a learning curve for your people, so they can get up and running quickly and focus on what’s most important. And because it is from Microsoft, it easily works with the systems that your Company already has implemented. By automating and streamlining financial, customer relationship, and supply chain processes, Microsoft Dynamics brings together people, processes, and technologies, increasing the productivity and effectiveness of your business, and helping you drive business success. For more information about Microsoft Dynamics, go to: About Tectura Tectura is a worldwide provider of business consulting services, delivering exceptional service and sustainable value through consulting, software and IT implementation. The diverse clientele includes mid-sized companies and divisions of larger enterprises in the aerospace, life sciences, manufacturing and distribution, retail and service industries. With a team of more than 1,800 members in more than 20 countries, Tectura applies its industry knowledge and best practices philosophy to provide Microsoft Dynamics® ERP, CRM and technology solutions throughout the , EMEA, and Asia Pacific. It is a Microsoft Gold Certified Partner, and maximizes its vast technology resources and deep Microsoft