zilongwang/ReadingBank huggingface dataset:
recovery of plutonium from recycled materials and residues. Buildings 771 and 776, using advanced technology for plutonium handling, recovery and safety. of the complex and 8 photos complete with building identification numbers show the enormity of the site. Rocky Flats Plant, Plutonium Recovery Facility, Northwest portion of Rocky Flats Plant, Golden, Jefferson County, CO Rocky Flats Plant, Plutonium Recovery Facility, Northwest portion of Rocky Flats Plant, Golden, Jefferson County, CO Rocky Flats Plant, Plutonium Recovery Facility, Northwest portion of Rocky Flats Plant, Golden, Jefferson County, CO Former Worker at Rocky Flats Rocky Flats Plant, Plutonium Recovery Facility, Northwest portion of Rocky Flats Plant, Golden, Jefferson County, CO Wife of a Former Worker at Rocky Flats Aerial view of building 371 under construction. It was originally intended to replace plutonium recovery operations in Buildings 771 and 776 using advanced technology for plutonium handling and safety. View of building 371 exterior wall construction. Pictures of lines that move contaminated materials. George Barrie, a former worker at Rocky Flats, is being fitted with a breathing mask. View of the plutonium button. Picture of a wife of a former worker weeping due to a decision of a board.
This building is a major part of the Rocky Flats Plant historic district. It is associated with the U.S. strategy of nuclear military deterrence during the Cold War, a strategy considered of major importance in preventing Soviet nuclear attack. The walls in building 371 were constructed to withstand an earthquake and tornado because of the potential radioactive breech that could occur otherwise. Picture shows how lines were installed to move contaminated filters and move solid and liquid material samples. Another example of how dangerous Rocky Flats was because of the hazardous material used on a daily basis. The picture shows a man with an ailment that he has suffered as a result of working at the plant. Most workers from Rocky Flats continue to be denied compensation for their ailments incurred at their workplace. This is a picture of the first trigger meant to ignite a nuclear bomb built at Rocky Flats building 371. This trigger was made using plutonium materials. Building 371 was the last dismantled building at Rocky Flats and contained radioactive materials. Mary Ann Rupp, whose husband, a former employee at Rocky Flats, died of lung cancer at the age of 45 is pictured weeping after a board decided that former employees would not receive any type of aid for their injuries and various illnesses despite overwhelming evidence that they suffered the maladies due to their work at the plant. Foundations Annotations Curriculum Connections History Geography Civics Curriculum Standards
Kamloops Jardine Blazers 2 Owen Barrow F 5 0-5-5 3 Luke Bateman D 5 5 Devin Benson D 5 6 Chase Cooke D 5 7 Ashton Taylor F 5 1-1-2 8 Brendan Kirschner D 5 1-1-2 9 Peyton Kelly F 5 3-0-3 10 Keagan Fletcher F 5 2-0-2 11 Logan Stankoven F 5 7-3-10 12 Reagan Milburn F 5 2-4-6 14 Aidan Sutter F 5 15 Ty Stokes F 5 16 Spencer Vaughn F 5 18 Kobe Pavlovich F 5 0-1-1 19 Talon Zakell D 5 0-3-3 20 Jarrod Semchuk F 5 3-2-5 21 Tyson Galloway D 5 1 Bailey Monteith G 120 68/73 30 Adam G 180 103/116
15 Emeril D 5 16 Hayden Schmidt F 5 1-1-2 17 F 5 0-1-1 18 Daniel Tainton F 5 1-1-2 19 Samuel Simard F 5 20 Owen George D 2 21 Kyle Newnham F 5 0-1-1 22 Max Kathol F 5 4-2-6 1 Jackson G 180 52/59 30 Mitchell Dudar G 120 70/75 Calgary Flames 2 Tyler Bates D 5 1-1-2 3 Charlie DeLand D 0 4 Justin Cherban F 5 6 Ethan O’Halloran D 3 7 Brayden Morrison F 5 2-3-5 8 Jake Sanderson D 4 2-3-5 9 Jayden Davis F 5 2-1-3 12 Ursulak D 3 14 Joel Freer F 5 15 Owen Dean F 5 1-4-5 16 Aidan Durnford F 5 0-2-2 17 Matthew Mazzocchi F 5 18 Wallace F 5 1-3-4 19 Gross F 5 0-2-2 20 Christopher Tychonick F 5 2-0-2 21 Graham F 5 2-0-2
15 Nicolas Eacott D 5 0-1-1 16 Ryan Popowich F 5 1-1-2 17 Jalen Luypen F 5 0-2-2 18 Matthew Rempe F 5 0-1-1 19 Brendan Lee F 5 3-4-7 30 Cameron Connolly G 60 18/24 35 Jordan Fairlie G 180 91/95 St. Albert Sabres 2 Tye Pedersen D 5 3 Robert Kincaid D 5 0-2-2 4 Michael Benning D 5 1-2-3 5 Marc Lajoie D 5 1-0-1 6 Tyson Greenway F 0
7 Matthew Savoie F 5 3-1-4 8 Carter Savoie F 5 1-2-3 10 Zach Ostapchuk F 5 12 Ethan Leyer F 5 4-4-8 14 Ryley Morgan F 5 4-1-5 16 Whillans F 5 1-2-3 17 Mathieu Gautier F 5 0-4-4 18 Austin Spiridakis F 5 2-3-5 19 Drew F 1 20 Tyson Kowaluk D 4 21 Edwards D 5 0-2-2 22 Matthew Reidy F 5 2-3-5 29 Barwick G 133 56/64 31 Kyle Nelson G 167 66/80
Notre Dame Hounds 2 Winslow D 5 1-3-4 3 Ed McNeil D 5 4 Jonah Regier D 5 0-1-1 6 Matt Millette D 5 0-2-2 7 Tom Cadieux D 5 2-2-4 8 Ilya Fedorov F 5 9 Alex Von Sprecken D 5 0-1-1 10 Drew Englot F 5 11 Ethan Ernst F 5 1-4-5 12 Ethan Mckinly F 5 1-1-2 14 Keaton Sorenson F 5 15 Dawson Springer F 5 16 Ben F 5 1-0-1 17 Dylan Scriven F 5 3-0-3 18 Josh Russell F 5 19 Stanley Cooley F 5 0-1-1 20 Brady Burns F 5 2-0-2 1 Gabriel Pare G 97 24/31 30 Bryan Thomson G 203 109/121 AP Zack Funk F 4 1-2-3
OHA Edmonton 3 Matt Smith D 5 2-0-2 4 Kaiden Guhle D 5 1-1-2 6 Jace F 5 0-2-2 7 Colton Dach F 5 8 McCoy Kudlik F 5 9 Peyton McKenzie F 5 5-2-7 10 Dane Holman F 5 0-1-1 11 Cole Dubinsky F 5 1-3-4 12 Langley Krugel F 5 13 Bode Hagan F 5 3-0-3 14 Luke Benoit D 4 15 Dalton Irvine D 3 16 Ethyn Hopp F 5 0-1-1 17 Owen Pederson F 5 0-3-3 18 Jonah Bevington F 5 1-0-1 19 Sean Tschigerl F 5 0-1-1 AP Moe Hakim F 2 0-1-1 1 Kanwar Gill G 120 33/38 31 Liam Tereposky G 180 55/68
the practice. For the same reason, he had not written the instruction for daily distribution on the prescription proper. Dr Rossouw’s prescription was not addressed to any particular pharmacist. Thus it was that the deceased could have had the prescription filled at any pharmacy. However, Dr Rossouw expected that the prescription would be filled at the same pharmacy with which Connell had his daily distribution arrangement, namely the Monarch Pharmacy at Westlands. Indeed, although he acknowledged that the script could have been taken to any pharmacist, he was quite clear that there had been some discussion to the effect that they would go the Monarch Pharmacy at Westlands. He said he would have expected the pharmacy to have retained the portion of the document that bore the written instruction. He said: 'If he received it definitely, he must have it.' (T511) He said that in accordance with the usual practice, his expectation was that the pharmacy would contact him. He did not telephone the pharmacist to explain the arrangement and he did not receive any communication from a pharmacist in relation to the deceased’s prescription. In the event, the prescription was not filled at the Monarch Pharmacy at Westlands. It was filled at the Monarch Pharmacy in Playford Avenue, Whyalla. I have already referred to the fact that 50 capsules were given to the deceased on 27 June and the remaining 50 were given to him the following day. This distribution would have been contrary to the written instruction Dr Rossouw said he had placed on the blank section of the document. The manager of the Playford Avenue pharmacy, Glenys Thompson, was called to give evidence at the inquest. She provided the prescription (Exhibit C49) to the police during the course of their investigation. The prescription does not have the blank section of the original A4 document attached and so it does not bear the instruction as to daily dispensation that Dr Rossouw claims the whole document originally bore. Ms Thompson remembered the deceased. From time to time the deceased had brought in prescriptions from his general practitioner, a Dr Connelly. I gained the impression that Ms Thompson was a responsible pharmacist. She told me, and I have no reason to disbelieve her, of her having contacted Dr Connelly and having told him that the arrangement by which the deceased had been collecting his medication for
itself both in style and substance. Companies often approach the process of developing a global culture as a one way process dominated by corporate headquarters, exemplified by common terms such as “cultural transfer,” “cultural transmission, “cultural penetration,” and “culture dissemination.” In addition, core values often originate at corporate headquarters and fail to reflect and incorporate diverse cultural influences. This approach breeds skepticism about global culture that is often perceived by overseas employees as ethnocentric and parochial. A second often overlooked reason is that thinking about strong global culture has been too heavily influenced by a common model that conceptualizes strong global culture along a linear continuum ranging from “weak” to “strong” culture. However, a linear and unidimensional approach is too simplistic to capture complex cultural realities in MNCs, which are composed of geographically operations and may have “islands” of strong culture distributed across the network. As a result, companies often do not discern nor harness these “islands” of cultural capabilities that may exist across their global operations. Building a strong global culture requires companies to break away from a headquarters-centric and linear way of thinking and to develop a more fine grained understanding of how organizational culture manifests itself across the multinational company. In this article, we offer a conceptual framework that maps patterns of global culture in multinational corporations and identifies assets and mechanisms that companies can use to build a strong global culture that fits with their strategic need. In particular, we view strong global culture as consisting of three interrelated elements: core values and practices that are shared both within and across organizational units of the multinational corporation, specifically across corporate headquarters and overseas
Status (ie. Submitted, accepted) Institution Name Start Date of Studies Length of Program Program Field of Study Degree or Diploma Sought * Extracurricular and Community Activities Please use the following page to demonstrate volunteer, community and/or extracurricular activities. List most relevant extracurricular activities to this application. Activity Type (volunteer, community, extracurricular or part time work) Name of Activity Start Date End Date Total Hours Payment Received (Y/N) Mandatory Service Requirement (Y/N) Details of Role Activities and Accomplishments: Activity Type (volunteer, community, extracurricular or part time work) Name of Activity Start Date End Date Total Hours Payment Received (Y/N) Mandatory Service Requirement (Y/N) Details of Role Activities and Accomplishments:
Activity Type (volunteer, community, extracurricular or part time work) Name of Activity Start Date End Date Total Hours Payment Received (Y/N) Mandatory Service Requirement (Y/N) Details of Role Activities and Accomplishments: Activity Type (volunteer, community, extracurricular or part time work) Name of Activity Start Date End Date Hours Payment Received (Y/N) Mandatory Service Requirement (Y/N) Details of Role Activities and Accomplishments: * Additional Information Are you a Canadian citizen or permanent resident? Y/N Which Big Brothers Big Sisters Agency are you affiliated with? * Essays
ASSESSMENT OF CULTURAL HERITAGE SIGNIFICANCE AND EXECUTIVE DIRECTOR RECOMMENDATION TO THE HERITAGE COUNCIL NAME: Rogers Memorial Reserve LOCATION: 109 Cumberland Road Pascoe Vale, Moreland City HERITAGE OVERLAY NO: HO291 (This overlay only covers the war memorial within the park) FILE: 14/001705 HERMES NUMBER: 19706 NOMINATION Heritage Council Criteria This place was nominated on the basis that it satisfies Criterion A, B, C, E, F, G and H of the Heritage Council of Victoria's Criteria for Assessment. The nomination is provided as Attachment 1 to this document. ASSESSMENT OF CULTURAL HERITAGE SIGNIFICANCE EXECUTIVE DIRECTOR’S ASSESSMENT OF CULTURAL HERITAGE SIGNIFICANCE [s.34A(2)(d)] It is the view of the Executive Director that the Rogers Memorial Reserve should not be included in the Victorian Heritage Register for the reasons outlined in this report. It is that the Rogers Memorial Reserve was assessed by Context Pty Ltd in 2008 and did not meet the threshold for local significance. The war memorial within the Rogers Memorial Reserve is of local significance which is currently acknowledged by its inclusion in the City of Moreland Heritage Overlay (HO291). RECOMMENDATION REASONS REASONS FOR NOT RECOMMENDING INCLUSION IN THE VICTORIAN HERITAGE REGISTER [s.34A(2)(c)] Following is the Executive Director's assessment of the place against the tests set out in The Victorian Heritage Register Criteria and Thresholds Guidelines (2014). CRITERION A
Context, Moreland Local Heritage Places Review 2004 (Updated 2008) Department of Planning and Community Development, War-related heritage in Victoria, 2011 ATTACHMENTS Nomination material Context, Moreland Heritage Places Review 2004 (Updated 2008) IMAGES Rogers Memorial Reserve – Showing in pink circle (War Memorial – Commemorative Drinking Fountain) This memorial was built c. 1916-17 and moved to this location c.1948. Rogers Memorial Reserve – Aerial view (Google Maps). CONFIDENTIAL INFORMATION REMOVE THIS PAGE TO PUBLIC CIRCULATION OFFICER REPORTING: Marina LARSSON CONFLICT/INTEREST DECLARATION: I have considered whether there is a conflict of interest in assessing this nomination and I have determined that I have: No Conflict OFFICER’S NAME: Marina LARSSON SIGNATURE: DATE: NOMINATOR: Ms Julieanne Bell DATE NOMINATED: 14 May 2014 OWNER: CITY OF MORELAND ARE THERE ANY IMAGES NOT FOR PUBLIC CIRCULATION? IF SO, WHICH? NA COMMENTS: NA
‘Offence related programs’ measures the delivery of programs to prisoners and offenders by corrective services that target specific factors related to risk of re-offending. Data are not yet available for reporting against this indicator. Appropriateness — Education and training ‘Education and training’ is an indicator of governments’ objective of providing programs and services that address the causes of offending, maximise the chances of successful reintegration into the community, and encourage offenders to adopt a law abiding way of life (box 8.4). Box 8.4 Education and training ‘Education and training’ is defined as the number of prisoners participating in one or more accredited education and training courses under the Australian Qualifications Framework, as a percentage of those eligible to participate (that is, excluding those unable to participate for reasons of ill health, relatively short period of imprisonment or other reason). These data do not include participation in nonaccredited education and training programs or a range of offence related programs that are provided in prisons, such as drug and alcohol programs, psychological programs, psychological counselling and personal development courses. High or increasing education and training participation rates of prisoners are desirable. The rates reported for this indicator should be interpreted with caution as the indicator does not assess participation relative to individual prisoner needs, or measure successful program completion. Data reported for this measure are: comparable (subject to caveats) across jurisdictions and over time complete for the current reporting period (subject to caveats). All required 201617 data are available for all jurisdictions. Nationally in 201617, 32.9 per cent of eligible prisoners participated in accredited education and training courses (figure 8.6). Vocational education and training courses had the highest participation levels (22.4 per cent), followed by precertificate Level 1 courses (8.4 per cent), secondary school education (3.1 per cent) and higher education (1.7 per cent) (table 8A.10). Figure 8.6 Percentage of eligible prisoners in education and training, 201617a
—— 2013b, Australian national notifiable diseases list and case definitions, www.health.gov.au/internet/main/publishing.nsf/Content/cda_surveilnndssdislist.htm (accessed 8 January 2014). —— 2017, Pharmaceutical Benefits Fees, Patient Contributions and Safety Net Thresholds, http://www.pbs.gov.au/info/healthpro/explanatory-note/front/fee (accessed 7 December 2017). —— unpublished, MBS Statistics. Department of Veterans Affairs (unpublished) DVA Collection.
ABS 2016, Disability, Ageing and Carers Australia: Summary of Findings 2015, Cat. no. 4430.0, Canberra. —— 2013a, Experimental Life Tables for Aboriginal and Torres Strait Islander Australians, Australia, 2010–2012, Cat. no. 3302.0.55.003, Canberra. —— 2013b, Population Projections, Australia, 2012 (base) to 2101, Cat. no. 3222.0, Canberra AIHW (Australian Institute of Health and Welfare) 2015, Use of aged care services before death. Data linkage series no. 19. Cat. no. CSI 21. Canberra. Department of Health 2017, 2016 National Aged Care Workforce Census and Survey – The Aged Care Workforce, 2016, Canberra, -care-workforce-2016 (accessed 20 June 2017) —— 2016, 201516 Report on the Operation of the Aged Care Act 1997, www.agedcare.health.gov.au/sites/g/files/net1426/f/documents/12_2016/201516_ report-on-the-operation-of-the-aged-care-act-1997.pdf (accessed 21 December 2016). DoHA (the former Department of Health and Ageing) 2012, Report on the Operation of the Aged Care Act 1997, 1 July 2011 — 30 June 2012, Canberra, www.health.gov.au/internet/main/publishing.nsf/Content/ageing reports acarep 2012.htm (accessed 10 December 2012).
Box 15.6 Client and carer satisfaction ‘Client and carer satisfaction’ is defined by four measures: the proportion of people with disability aged 15–64 years who are satisfied with the quality of assistance received from organised and formal services in the last six months the proportion of people with disability aged 15–64 years who are satisfied with the range of organised and formal service options available the proportion of primary carers (of people with disability aged 0–64 who are satisfied with the quality of assistance received from formal services, by the person with disability and by the carer in the last six months the proportion of primary carers (of people with disability aged 0–64 years), who are satisfied with the range of formal service options available to help them in their caring role. A high or increasing proportion of clients and carers who are satisfied is desirable as it suggests that the service received was of a higher quality. Data reported for this measure are: comparable across jurisdictions and over time complete (subject to caveats) for the current reporting period. All required 2015 data are available for all jurisdictions. Nationally in 2015, of people aged 15–64 years with disability who received formal services in the previous six months, 78.7 per cent were satisfied with the quality of assistance they received (table 15A.57), and 49.2 per cent were satisfied with the range of services received (table 15A.62). These figures were not significantly different from 2012 (tables 15A.57 and 15A.62). Nationally, the proportion of primary carers who were satisfied with the quality of services received was 73.4 per cent in 2015 compared to 69.0 per cent in 2012 (figure 15.14), however there was no significant change in satisfaction with the range of services received (32.5 per cent in 2015) (table 15A.63). Data disaggregated by special needs groups are available in tables 15A.59–61 and 15A.63–65. Figure 15.14 Proportion of carers of people with disability who are satisfied with the quality of services receiveda a See box 15.6 and table 15A.58 for detailed definitions, footnotes and caveats. Source: ABS (unpublished) SDAC; table 15A.58.
The specialist homelessness services system aims to support people who are homeless or at risk of homelessness to achieve sustainable housing, social inclusion and greater economic participation — reestablishing their capacity to live independently — through the delivery of transitional supported accommodation and a range of related support services that: are accessible identify and address individuals’ needs as appropriate are of high quality, provided by qualified staff in a safe environment. Governments aim for specialist homelessness services to meet these objectives in an equitable and efficient manner. The performance indicator framework provides information on equity, efficiency and effectiveness, and distinguishes the outputs and outcomes of homelessness services (figure 19.2). The performance indicator framework which data are complete and comparable in the 2018 Report. For data that are not considered directly comparable, text includes relevant caveats and supporting commentary. Chapter 1 discusses data comparability and completeness from a Reportwide perspective. In addition to section 19.1, the Report’s statistical context chapter (chapter 2) contains data that may assist in interpreting the performance indicators presented in this chapter. Chapters 1 and 2 are available from the website at www.pc.gov.au/rogs/2018. Improvements to performance reporting for specialist homelessness services are ongoing and include identifying data sources to fill gaps in reporting for performance indicators and measures, and improving the comparability and completeness of data. Figure 19.2 Government funded specialist homelessness services performance indicator framework
B1.2 B1.3 B1.4 B1.5 Table B2: Passenger Safety Key Risk Area 2017 Target 2017 Target Outcome Commentary on outcome B2.1 B2.2 B2.3 B2.4 B2.5 Table B3: Operational
3.1. Samples Type sample information … 3.2. Methods Type method information … Blank lines is required if you describe the equation (x), as follows: Y = aX + b (x) where …. 3. Results and discussion 3.1. First category Type first category in results and discussion … One line is required between the end of paragraph and figure. Type the next paragraph … 3.2. Second category Type second category in results and discussion … One blank line is required between the end of paragraph and figure. 3.2. Third category Type third category in results and discussion …
Note: The Foundation does not fund general operating (i.e., indirect or overhead) costs, construction or renovation projects, or medical services. Ribbon of Hope Program Proposed Project Budget Form Project budgets should align to the activities described in your proposal; amounts are not required for every category in the table below. Category Dollar Amount % of Ribbon of Hope Grant Funds % of Overall Proposed Project Budget Description Personnel Professional Fees Printing Office Supplies Phone/Fax Travel Training Evaluation In-kind goods/services Other (please list) TOTAL $25,000 100% Budget Narrative Details:
3. If you need to make-up a test you must make arrangements with the teacher during the last 5 minutes of Tests can only be made up before school or during lunch and only if previous arrangements have been made. B. E-mail assignments: If you have access to the Internet at home you may e-mail me at: tperuski@swcrk.org and ask for missing work. You can also e-mail work if possible. C. Class work and homework are posted on my course page : Turning in Assignments: The teacher will sometimes collect homework, group-work or individual work. You will turn these in only when the teacher asks for them. Make sure the assignment has your full name, period number and date. This should be on the top margin of your paper. Credit Assignments: NO Extra credit assignments will be given in this class. Getting Your Attention: There may be times when I may need to get everyone’s undivided attention so that I may give directions, explanations, answer group questions, etc. or if the noise level gets too loud. When I need everyone to stop talking and pay attention to me: I will say “Class, your attention please” and raise my hand. When you see me raise my hand you must: 1. Raise your hand and keep it up until I put down mine. 2. Stop talking and look at me. 3. Wait for me to ***This procedure should take us no more than 10 seconds. Procedure for the End of Class and Class Dismissal: Right before the bell rings everyone should: be in assigned seat, be quiet, gather all their materials and wait for the teacher to dismiss the class. When We Have a Visitor: When we have someone come into our classroom who is not part of our class (teacher, administrator, student, parent) you are expected to follow the same classroom rules and procedures. You are expected to be polite to the visitor. Do not talk to the visitor unless he/she is talking to you directly. Continue working on your assignment as usual.
Table 3: Classification according to part 3 of Annex VI, Table 3.1 (list of harmonized classification and labelling of hazardous substances) of Regulation (EC) No 1272/2008 1 Index No International Chemical EC No CAS No Classification Labelling Spec. Conc. Limits, M-factors Notes Hazard Class and Category Code(s) Hazard code(s) Pictogram, Signal Word Code(s) Hazard code(s) Suppl. Hazard statement code(s) -- -- --
Outgoing 1070 736 630 Mediated literature searches 30 26 28 Enquiries 2550 2412 2407 User Education Number 26 15 18 Hours used 13 7.5 9.00 User Induction Number 565 403 443 Hours used 18.5 9.5 10.5 Resources Stock print journals 17 17 13 Electronic journals 40 40 36 Book stock 1351 1466 1464 Theatre Registers 324 324 324 additions to 115 34 e-books 19 21 Medline full text >1400 .1470 1470 ATHENS Access by job role & Managers 92 55 5 Allied Health Profs 437 321 496 Consultants 757 496 369 Drs (SpR, SHO, PrHO) 1766 1997 1935 Library Staff 1950 1300 1270 374 175 346 Other 40 0 13 Scientific/Technical 169 421 274 Students - placement 15 8 42 5600 4773 4750 Access to Athens Authenticated resources by professional group Admin & Managers 8 27 59 Allied Health 465 472 459 Consultants 509 494 345 Drs (SpR, SHO, PrHO) 1,200 1,356 2149 GPs 23 16 22 Library Staff 1,269 1,466 1165 no group 5 Nurse/Midwife/Visit 422 448 187 7 176 94 Scientific/Technical 61 114 127 Students - placement 111 223 128 Total 4075 4792 4735
To meet the information of all users, current and potential by providing high quality knowledge resources and access Resources Discovery March 2018 Aim 1 (PHASE 2) SMART 2016/17 objectives Potential benefits Resources required BASE Leads To develop a BASE Procurement toolkit to share purchasing/licensing good practice Meet with regional procurement contacts to set project objectives and milestones. Keep BASE colleagues informed via patch meetings Write progress report by March 2017. To share good practice with colleagues. To use all our library budgets as efficiently and effectively as possible Group procurement Time for discussion with colleagues Time for updating toolkit annually Jennie? Regional Procurement Group (Martin and Preeti)?? Aim 2 (PHASE 2) 2016/17 objectives Potential benefits Resources required BASE To develop a BASE collection development plan Initial discussions with colleagues. Examine current CDP within BASE for crossover. Devise suggested approach. Meet with book providers to discuss online stock management tools. Keep BASE colleagues informed via LMS Groups Write progress report by March 2017. To maximise budgets and space constraints across the BASE area Streamlining via agreed BASE protocols (numbers ordered, cat/class, processing). Support for periphery subjects e.g. leadership To ensure all staff groups are supported across the BASE area Time for discussion, possible support from developmental funds for new modules in Koha e.g. acquisitions or systems from suppliers Jessica? Christine? Helene? Jennie? Objective K4H Work stream Deadline
PCHS-Main Office 230 E. Marydale, Soldotna, Alaska 99669 Phone (907) 262-3119 Fax (907) 262-9290 PCHS-Dental 395 Main Street Loop Kenai, AK 99611 Phone (907) 283-7759 Fax(907) 283-4883 Patient Authorization for Release of Information To have your records released to or to obtain your medical Records, you must provide the following information to us for each entity or organization you want records sent to or obtained from. This disclosure is for (choose ONE only): Personal Legal Request Further Medical Care First Name: Last Name: Soc Sec No. XXX-XX- Date of (Choose ONE only) I hereby authorize PCHS to: ____ Get your records from: ~OR~ ____ Release your records to: Name: Address: City: State: Zip Code: Phone: Fax: Please initial the information to be released or obtained: Demographic Information Only Medical Records Behavioral/Mental Health/Integrated Assessment Dental Records Psychological Tests/Reports Lab/X-ray Results Psychiatric Evaluation/Record(s)/Assessment(s) Other (explain): All of my PCHS Health Care Records From date: _____________ To date: _______________ I understand that this request may include diagnoses, consultations, evaluations, Integrated Assessments, Treatment Plans, tests/results, medications, and treatment for all Medical, Behavioral Health, Psychological, Psychiatric, Substance and Alcohol Use and/or Dental records. I understand that federal or state law may restrict re-disclosure of HIV/AIDS, mental health information, genetic testing information, and drug/alcohol diagnosis, treatment, or referral information. If Behavioral/Mental Health/Integrated Assessment, or Psychiatric Evaluation/Records/Assessment are initialed above (marked with “”), please initial the appropriate yellow box below as required by Federal Regulations. I understand and that the information marked with a “” above will be disclosed ONLY if I place my initials in the applicable space below next to the type of information requested: HIV/AIDS testing information/results Mental Health specific visits Substance/Alcohol Use treatment visits/progress Genetic testing
Age and religious belief makes her nostalgic sharing all those things, Hasi shared, “My situation has brought me to this stage. I am becoming old. I want to enter into the house; after all, I am a woman. What will I say to the almighty on the day of resurrection?” However, this religious belief has impact on the movement of women, which can be investigated further why and how religious belief affects the lives of women.
Household Livelihoods ranked in of contribution to that years’ income : Om Par(Head) Parboti 1. Helper of fisherman 1.Housewife 1.Fishing 1.Agricultural farming 2. Housewife Productive assets ranked in terms of value (who is key owner) Two decimals of homestead land (not by the household) Two decimals of homestead land (not owned by the household) 2.Fishing boat (11300 taka)and net (7000 taka) House and homestead: Ownership or tenure and condition of house. Own house, measuring 6’ X 12’, with a tin roof and straw/leaf wall Own house, measuring 6’ X 12’, with a tin roof and straw/leaf wall
Indicator Just before the Shiree intervention End of ROI (1) Well-being category of Socially designated female Shahana Destitute (1) Destitute (1) Diets* Two and one or half per day reducing to one in the lean period. At times, they do not have any meals at all. The respondent reported only having half a meal 2/3 days a week. Two and one or half meals per day reducing to one in the lean period. At times, they do not have any meals at all. The respondent reported only having half a meal 2/3 days a week. Household Livelihoods ranked in terms of contribution to that years’ income : 1. Student Shahana’s Mother Housemaid Collected vegetables from surrounding farm 1. Student Shahana’s Mother 1. Nothing. Now she is housewife Productive assets ranked in terms of value (who is key owner) One shared goat with two babies Two goats from the projects and one goat she bought House and homestead: Ownership or tenure and condition of house. Own house, made of straw/leaf. Own house, made of straw/leaf.
Pilot 1856 03/01/1850 Creation of the Roize association to maintain and protect the city New protection measures: bed sills at the fan apex, large deposition basin surounded by dikes in the fan distal part, downstream of the dikes (extension: ~ 20,000m²) dept. Archives BD-RTM 31/7/1851 Severe flood with huge sediment transport, extensive bank erosions Creation of the first torrent control check dams built in France: 3 dams 600, 1300, 1800 m upstream of the fan apex. Built to promote sediment deposition and prevent incision BD-RTM Gras 1857
Company Searches You can search the Register by providing information in the company number or name field or the case reference field in the search facility. Please note that by using partial company names or numbers will return a far broader range of records, making it more difficult to pinpoint an individual case. You can refine your results by providing a start and/or end date for when the case was uploaded to the Register. You can also sort the results returned by case reference ascending or descending and by surname ascending or descending.
‘Wild cards’ and name searches All name searches are given a wild card at the start and end of the word you are searching. In the example in 2.8 above, if you were searching for McDonald but wanted your search to return cases with the surname MacDonald, you only have to enter “Donald”, as the automatic wild cards will return both versions of the surname. Similarly, searching the surname ‘Andrew’ will return the surnames McAndrew and Andrews. ‘Wild cards’ and case reference searches Case Reference numbers are prefixed by the year of registration. Searches can be narrowed by year without needing to use a wild card in the ‘Case Reference’ For example, a search using only ‘2011’ will return all the cases from 2011. Please note that searches in the Case Reference field that are truncated dates, eg searching ‘14’ for cases from 2014, will return cases that have ‘14’ anywhere in their reference number, eg ‘2008/114532’. If you are searching for older cases that were registered before May 2008, please see 2.12 Duplicate Case Reference Numbers for more advice. ‘Wild cards’ and address searches The automatic wild cards that are added at the beginning and end of all fields can be used to assist searches where common street names may be spelled differently. Address searches are best carried out without including the word “street”, “avenue”, “road”, etc, as the automatic wild card will return all variations of the address. Part post can be searched using the automatic wild card. For example, if you search ‘G14’ in the post code the search will return all records with a post code starting with G14. Please note that the automatic wild cards that are added to all searches mean these searches will also return post codes starting with DG14. Duplicate Case Reference Numbers For registered before May 2008, it was possible for a bankruptcy, protected trust deed, receivership or liquidation case to have an identical case reference number. Company receiverships or liquidation searches are carried out separately from bankruptcies and trust deeds, which removes any issue for these cases. Bankruptcies and protected trust deeds share a common register and search facility and to
How to apply for an advertised vacancy Start a Job Search Open the Recruitment Online portal (Jobs in Victorian Government Schools) via link Careers Home screen A list of the most recently advertised jobs will appear. Open the advertised Job Description View the job description: To view the Job Description and advertised Selection Criteria, the blue hyperlink in the search results. Apply Now Scroll to the bottom of the advertised Job Description. Press the yellow “Apply” button to start your application process. You can email the job description to your own or another person’s email account. To do this, click the yellow “Email to Friend” button. Sign into your Recruitment Online account You will be prompted to sign into your Recruitment Online account. If you have not already created an account, click the “Register Now” link and follow the prompts to set up your account.
increased support personnel in the classroom, and an opportunity to learn Spanish. Mother also testified that the move would allow the children to be raised on an apple orchard/farm, which would provide them with greater opportunities to learn about farming. Mother also indicated that the “new area” would provide more cultural diversity for the children. On Mother admitted that some of the same variables which tipped the scale toward the Gravenstein School as opposed to the present school setting, were applicable, available or occurring here in Carbon County. Clearly, while expanding the opportunities for the children, the move to California does not provide the extent of enhancement from an educational standpoint that Mother would hope the Court would find. Additionally, as indicated earlier, the Court believes that to completely eliminate approximately nine (9) months of physical custody with Father during the school year, where he otherwise had three (3) to four (4) days per week, would have a detrimental effect on the emotional relationship between the children and Father, a situation this Court is not willing to create. The reasons and motivation of each party for seeking or opposing the relocation
Part 2A Qualifications and Professional Memberships: Experience: Key Knowledge and Expertise: Essential: Qualifications and Professional Memberships: A Degree Qualification in a relevant subject area Knowledge/Experience: An ability to work under own initiative within a given area An ability to take complex information and provide concise summary reports Excellent time and project management Excellent attention to detail Proactive Excellent communication skills both written and verbal Excellent IT skills including an understanding of technical implementations Date Completed: February 2018
Part 2A: Essential and Desirable Criteria Essential Qualifications and Professional Memberships: Educated to degree level Knowledge and Experience: Experience in relationship management and business development. The ability to identify and obtain new business opportunities. Excellent communication skills, both written and verbal, with the confidence to cold call companies directly. Sales experience, with the ability to spot an opportunity as well as up and cross sell. Experience of working to tight deadlines and deliver measured financial targets. Experience of working in a fast paced dynamic environment. Organised with the ability to handle a number of projects and clients simultaneously. Research and planning ability. The ability to develop a thorough understanding of client companies, their industry and sector as well as their culture and environment. The ability to support the negotiation and facilitation of pay and salary rates, finalising arrangements between the client and candidates as well as the client and the Employment Agency. The ability to ensure that all necessary administration, payment and aftercare services are concluded in line with Employment Agency policies and professional standards. Good event management skills, ideally with experience of organising and delivering recruitment events and/or assessment centres. Professional approach with excellent commercial awareness. Proactive and driven with a composed enthusiasm. Approachable and personable. Resourceful and resilient. Good IT skills with experience of Microsoft Office. Desirable Qualifications and Professional Memberships: Ability to drive with access to a car – (Business Insurance is essential). Knowledge and Experience:
Mr D Hay Dr RN Khan Person Specification: ESSENTIAL DESIRABLE Qualifications/ Education MRCOG part 1 Evidence of good progress in clinical training in obstetrics and Gynaecology BMBS or equivalent DM/PhD or equivalent Evidence of commitment to specialty Intercalated honours degree and/or additional qualifications e.g. MSc etc NTN in Obstetrics and Gynaecology Knowledge/ Achievements Demonstration of acquisition of the of knowledge and skills necessary for the achievement of Foundation and at least clinical ST3 competencies or equivalent Demonstration of understanding of, and commitment to, an academic career Demonstration of the potential for scientific independence and the ability to lead a research team Potential to become a leader in chosen field Knowledge of the centre hosting the research (Nottingham) and how this is best placed to support the research, education and training needs Prizes or distinctions Presentation of work at a national or international meeting Significant publications in peer reviewed journals Educational & Personal Attributes Demonstration of understanding and commitment to an academic career Indication of medium and long-term career goals Demonstration of educational reasons for applying for Clinical Lectureship Programme Professional Skills Evidence of team working skills Evidence of leadership potential Teaching Experience and expertise in undergraduate education Masters or other relevant postgraduate qualification in education. Statutory/Legal Satisfactory enhanced Disclosure is obtained from the Disclosure and Barring Service Full GMC registration with a licence to practice
Develop a general knowledge of other postgraduate funding schemes across the University in order that any enquiries can be accurately redirected; Develop the ability to interpret the impact of externally imposed changes on a scheme, so that internal stakeholders can be advised in a timely manner and necessary changes to local processes and procedures implemented, or new ones developed; Plan the annual Graduate School funding programme in conjunction with Postgraduate Funding Manager, ensuring all activities are identified and resourced, and deadlines identified; Maintain details of key contact data within the University and Research Councils to ensure accuracy of data dissemination; Take responsibility for developing new processes and procedures to support funding activities, particularly as external changes are imposed, and regularly review the performance of existing processes and procedures to ensure they are fit for purpose – suggesting changes to support a continuous improvement activity; funding opportunities onto UoN studentship funding database to ensure current and future students have up to date information about opportunities available; Evaluate the most effective way to distribute limited endowment across eligible students in order to ensure that maximum benefit is derived from limited funds. 4. Marketing Maintain the information about postgraduate funding on the Graduate School’s website; Develop content for relevant workspaces; Promote postgraduate funding opportunities through a variety of media, including Twitter. 10% 5. Work with other funding support staff within the Graduate School; Undertake other duties appropriate to the role as may from time to time be required; Attend personal development activities to ensure that you have the skills and training necessary to undertake your role to a high standard. 5% Knowledge, Skills, Qualifications & Experience Essential Desirable Qualification / Education Educated to HND/HNC/A-level standard or equivalent, with GCSEs in English and Maths (Grade C or above) or equivalent, or considerable relevant experience in a similar role. Educated to degree level or equivalent; A recognised project management qualification (Prince 2, ILM or equivalent). Skills / Training Ability to interpret the regulations and Terms and Conditions (T&Cs) of funding bodies, and recommend actions as a result of changes to the T&Cs; Excellent communication skills – written, verbal and interpersonal; Ability to build relationships with individuals and representatives of external organisations; A high level of IT skills, including demonstrable experience in the use of Microsoft Office IT Knowledge of financial procedures; Familiarity with University standard software including Agresso (Financials) for reporting purposes; Familiarity of working with Je-S (RCUK joint electronic submission portal); A detailed and operational knowledge of the funding mechanisms of primary sponsors of postgraduate
Managing risk Ability to manage and undertake risk assessments of strategies and to identify and communicate mitigation measures to colleagues, partners and stakeholders. Ability to recognise potential personal risk when on site and take appropriate action; to recognise potential outcomes of decisions, able to cope with pressure in a high profile role. X X X X Interview/Form Managing change Ability to assess and monitor internal processes and suggest changes in order to deliver continuous improvement. To lead on continuous improvement and respond positively to changes and support others in coping with change, demonstrates a flexible approach to pressure and problem solving in a timely and effective manner. X X X X Interview/Form ACCOUNTABILITY and RESPONSIBILITY Undertakes tasks without supervision Ability to work autonomously, managing service delivery and responding to competing requirements of a fast paced set of service areas. Manage and monitor the work of the teams and manage performance effectively. To make decisions under the Councils scheme of delegation. X X X X X X Interview/Form Managing people Direct line management responsibility for a team comprising professionally qualified officers, technical staff and administrative staff, ensuring consensus and consistency of service delivery and customer satisfaction through successful management, motivation and leadership of staff and the ability to coordinate the work of others. X X Interview/Form Managing financial resources Budget management; monitoring and control skills. Demonstrable ability to monitor budgets (over £…. million) Ability to generate additional income to the Council X X X X X X Interview/Form
solving problems and contributing new ideas People development This is about showing a desire to learn and also helping others to learn. It is about taking responsibility for your own development; including ensuring behaviours, skills and knowledge are up to date. This includes: being proactive in identifying areas where you need to develop making sure your development plan is kept up to date asking for and acting on feedback to improve performance understanding that development is more than training courses, it also includes learning new skills and competencies on the job or through other means Application / Interview Functional competencies Recruitment and selection High level of interpersonal skills. Application / Interview Effective oral and written communication skills including appropriate IT skills and report writing. Interview Effective organisational skills. Application / Interview Ability to work to deadlines. Application / Interview
Excellent communication skills; a strong team-player Ability to exercise good judgement, maintain confidentiality & provide motivational support to colleagues in the clinical MDT as well as undergraduate & postgraduate students Statutory/Legal Satisfactory enhanced disclosure from the Disclosure and Barring Service Decision Making i) independently by the role holder Clinical decisions at Consultant level involving patient care. Decisions regarding personal research projects. ii) taken in collaboration with others Clinical care planning within the MDT. Collaborative research within the University Division or School. iii) referred to the appropriate line manager (please name) by the role holder Clinical and Academic job planning. Decisions regarding clinical service development and academic development. The line manager for clinical matters will be Prof M. Taal, Assistant Clinical Director for the Renal Department. The line manager for academic matters will be Prof R. Donnelly, Head of Division. Additional Information Head of School/Department (or nominee): Prof. R. Donnelly Date completed: Dec 10th 2014 Job Description The University of Nottingham invites applications for a Clinical Associate Professor in Nephrology. The person appointed will be expected to have a primary research commitment in conjunction with service and teaching responsibilities (5 University and 5 NHS programmed activities with 1 temporary additional clinical PA potentially available, subject to the needs of the clinical department and negotiation). The standard academic job at the University of Nottingham involves a combination of teaching, research, scholarship and elements of related management, administration and leadership. While all roles will combine these areas of work, the relative weight of each will vary from level to level and over time for individual role holders. The Kidney Research Group The Kidney Research Group has a wide range of research opportunities and we aim to appoint the strongest candidate regardless of specific research interests.