zilongwang/ReadingBank huggingface dataset:
Advanced Diploma of Food Production (Management) Diploma of Food Production (Supervision and Administration) Certificate IV in Food Production (Cookery) Certificate IV in Food Production (Operations) Certificate IV in Food Production (Patisserie) Certificate III in Food Production (Cookery) Certificate III in Food Production (Operations) Certificate III in Food Production (Patisserie) Certificate II in Food Production (Cookery) Certificate II in Food Production (Patisserie) Front office qualifications: Advanced Diploma of Front Office (Management) Diploma of Front Office (Supervision and Administration) Certificate IV in Front Office (Guest Services Supervision) Certificate III in Front Office Certificate II in Front Office Housekeeping qualifications: Advanced Diploma of Housekeeping (Management) Diploma of Housekeeping (Supervision and Administration) Certificate IV in Housekeeping (Guest Services Supervision) Certificate III in Housekeeping Certificate II in Housekeeping Tour operations qualifications: Advanced Diploma of Tour Operation (Management) Diploma of Tour Operation (Operations) Diploma of Tour Operation (Supervision and Administration) Certificate IV in Tour Operation (Guiding) Certificate IV in Tour Operation (Eco Tours) Certificate IV in Tour Operation (Sales and Finance) Certificate IV in Tour Operation (Reservations and Ticketing) Certificate III in Tour Operation (Guiding) Certificate III in Tour Operation (Sales and Finance) Certificate III in Tour Operation (Reservations and Ticketing)
Preparing assessment tools as required for the assessment – and ensuring they are available for use in sufficient numbers as required Cleaning the area – if required Setting-up equipment and items – especially where practical tasks are being assessed there can be a need for the Assessor to prepare items to be used so they are ready for use by the candidate Taking action to ensure: Distractions are eliminated – to the best extent possible Privacy is optimised – for the candidate Access to the areas by others is restricted Safety is guaranteed – will require checking equipment/machinery and the environment itself. Communication and confirmation of assessment requirements When all arrangements for assessment/s have been finalised there is a need to communicate and confirm these with relevant others. Relevant others In this context ‘relevant others’ can include: The candidates Trainers Other Assessors/Co-assessors Employers Nominated personnel within the Training Provider organisation. Ways to communicate The following are all acceptable ways of notifying relevant others regarding assessment arrangements: Meeting face-to face – at scheduled meetings Using hard copy advice/notification Using emails. Information to be communicated These notifications need to address: Names of candidates to be assessed Details of the Competency Standard to be assessed – including details of: Elements and/or Performance Criteria as appropriate Other Competency Standards to be assessed/co-assessed at the same time
If the tool is not in-house then some assessment will need to be made as to future demand. If this is a once-off situation then a once-off hire arrangement may solve the immediate problem without committing the business to a significant capital outlay.
I’m sorry I’m very sorry I’m terribly sorry I’m afraid that I apologise I regret to inform you that. Activity Analyse the following situations and give appropriate apologies. Example: Can I extend my stay for one more night? Response: I’m sorry, but we’re fully booked tomorrow. 1. The steak was completely overcooked.
Example of Criterion Problem Criteria 1 Customer Frustration 5 Ease to Solve 4 Speed to Solve 3 Effect on Other Systems 2 Customers wait for hostess High - Nothing else for customer to do 3 x 5 = 15 Medium - Involves host and bus boys 2 x 4 = 8 High - Adequate empty tables 3 x 3 = 9 High - Gets customer off to a bad start 3 x 2 = 6 Customers wait for waiter Medium - Customers can eat bread 2 x 5 = 10 Medium - Involves host and waiters 2 x 4 = 8 Low - Waiters involved in many activities 1 x 3 = 3 Medium - Customers feel ignored 2 x 2 = 4
Customers wait for food Medium - Customers can setting 2 x 5 = 10 Low - Involves kitchen and waiters 1 x 4 = 4 Low - Kitchen is design/space limited 1 x 3 = 3 Medium - Waiters have more work 2 x 2 = 4 Customers wait for check Low - Customers can relax and talk 1 x 5 = 5 Medium - involves waters/host 2 x 4 = 8 Low - Computerised system 1 x 3 = 3 Medium - customers see 2 x 2 = 4 Speaking Activity
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Glossary Term Explanation Back of House An area in the workplace which is not in the view of the public. These areas normally comprise kitchens, storerooms, reservations areas Communication The imparting or interchange of thoughts, opinions, or information by speech, writing, or sign language Disabled A person that is partially or totally unable to use one or more limbs; a or disabled person External customer A person who purchases goods or services from another Feedback Information in response to an inquiry or experiment Formal Being in accordance with the usual requirements, customs, conventional Front of House An area in the workplace which is in the view of the public. These areas normally comprise restaurants, bars, reception Harassment The act or an instance of , or disturbing, pestering, or troubling repeatedly; persecution Informal Not according to the prescribed, official, or customary way or manner, irregular, unofficial Internal customer Someone with whom you have a professional relationship with the aim of working together to provide a product or service: staff and suppliers Kosher Fit or allowed to be eaten or used, according to the dietary or ceremonial laws Offering A combination or products and services that are provided to an external customer Prioritise To arrange or do in of priority or importance
You should have the necessary information and communication technology skills to open programs. Parts of the email To fill in the To: box, first, you need the person’s address. For other staff members, usually this is easy to find. For guests: Use the property’s database. Guest information often includes their email address Look in the email address book as there might be previous email communication with that guest CC (now) ‘courtesy copy’. Put in the email addresses for the people whom you want to tell, just for their information. You do not have to fill in this space. The Subject should tell you what the email is about. Put words such as ‘Confirmation of booking Oasis Hotel’, ‘Blue Water Restaurant closed tonight’, or ‘John’s farewell party’. Do not put words such as ‘Hello’, ‘Important’, or ‘Read this’ because they do not give any information. For a formal greeting, you can use ‘Dear’, the same as for letters. For an informal greeting, you can use ‘Hi’. Follow your property’s policy and procedure on emails. If there is not a policy and procedure especially for emails, you can follow the rules below. You should follow email rules because: It makes your work professional
first name. Similarly, a handshake can cause embarrassment to some guests who prefer a brief bow instead Giving directions or instructions – where the use of even simple language and gestures leads to confusion or the wrong message being received by the guest Answering questions – where the necessary complexity of a response causes misunderstanding and frustration Serving customers – for example, offence may be caused in the following situations: Offering an alcoholic drink to someone whose religion forbids the consumption of liquor Recommending pork or shellfish dishes to certain customers
BOM Board of Management R&D Research and Development There are many more abbreviations for job titles. Look at the Hotel organisational chart below and match the abbreviations with their full spelling. The Hospitality and Tourism industry has its own set of abbreviations that are very common and specific to the profession. Food and Beverage Manager Housekeeping Manager General Manager Personal Assistant Chief Financial Officer Rooms Division Manager Front Office Manager Useful language for messages are many common abbreviations that are generally recognised by most Native English speakers when writing messages. One of the most common is ‘Re:’. For example, ‘Alan phoned re: the dinner booking tonight.’ Re: here means ‘regarding’. It is very common in emailing especially in subject lines. There are many other common abbreviations that can help you when writing a message but you must make sure the reader understands the abbreviations. When using an abbreviation more than once you can write the full form the first time then put the acronym or abbreviation in brackets to explain the abbreviation and then you can use the abbreviation in the remaining part of the message. For example: ‘Hi Bob, the Human Resources Department (HRD) rang to speak to the General Manager (GM) but he wasn’t in. Could you ask the GM to ring HRD when he gets in, please?’ This way of explaining an abbreviation is also used with acronyms. For example:
Pax Person/people Twn Twin bed kgs kilograms Dbl Double bed/room mins minutes Sgl Single am morning VAT Added Tax pm afternoon/evening ASAP As soon as possible Mgr Manager Urg Urgent PA Personal Assistant Imp Important hr hour Ans Answer 4WD Four wheel drive Q&A Question and Answer Arr: Arrive/arrival morn Morning Dep: Depart/departure Rm Room COB Close of Business Ph COD Cash on Delivery ADR/Add Address Text message abbreviations Mobile phones have become extremely popular in the world today and you may have to text a message to someone or your supervisor may need to text you. There are many abbreviations for text messaging in English.
Selling and marketing activities to promote the enterprise. 3.5 Introduction The skill of transferring a connected call to a caller requires a complete understanding of the workings of the telephone equipment you are using. Transfer connected call In the example of the call being made to Mr. Morton previously once you have been put through to him you will need to follow procedures to transfer the connected call. Make sure you let Mr. Morton know what you are doing. For example: Mr Morton, I have Mr Buxton on the line for you, one moment and I will put him through" Using the telephone system put Mr. Morton on hold.
During The Call You want to be sure to be prompt for your conference call so login a few minutes ahead of time so you can be on the line when new people join in. Keep a list of everyone who is supposed to be on the call and check their names off as they join. Some of them may be gathered together in a conference room and it is a good idea to have them mute their phone until one of them needs to speak. This will block out excess noise from people talking and shuffling papers. Also, if people are teleconferencing from home, have them mute their phones as well. There's nothing more distracting than trying to hold a business meeting while kids are screaming in the background! After The Call When ending the call, be sure to go over any action items and add them to the to-do list. Put these in the minutes from the meeting and send to all attendees. This is also a good time to schedule any follow up audio conferences if needed so all attendees can agree on a time.
policy-making staff and steering committee members social business and relevant international best practices. Intermediate Result indicator Two: Policy Issues Paper Number 0 0 1 Yearly Preparation and issuance of the Policy Issues PIU, by coordinating ministries / institutions in the GoT Issuance of the Policy Issues Paper Intermediate Result indicator Three: Guidelines on Social Business Development Number 0 0 1 Yearly Preparation and issuance of the Guidelines on Social Business Development PIU, by coordinating MFPE and AfDB Issuance of the Guidelines on Social Business Development Sub-component 1.2: Capacity building for other key stakeholders Intermediate Result indicator One: # Private sector companies, service providers, technical expertise groups, investor representatives, and financial institutions trained in workshops on supporting social businesses Number 20 50 80 Yearly Number of other key stakeholders trained PIU, by coordinating the Incubator and the SBIF Number of private sector companies, service providers, technical expertise groups, investor representatives, financial institutions trained in workshops Intermediate Result (Component Two): Support for social business incubation and investment Sub-component 2.1: Support for social business incubation Intermediate Result indicator One: # Business plans received Number 68 268 568 Yearly Number of business plans received by the Incubator. PIU, by using Incubator’s report Number of business plans received by the Social Business Incubator. Intermediate Result indicator Two: # Social Businesses incubated Number (by MENA Trust Fund) 5 20 35 Yearly Number of SBs that have entered IP1 PIU, by using Incubator’s report Preliminary assessment completed by Social Business Investment Fund. Number (by GoT 0 130 330
Intermediate Result indicator One: Introduce project management system Number 0 0 1 Yearly Design, setup and utilization of IT-based project management system for the PIU and the Incubator PIU The M&E report on the design, installation and functioning of the IT-based project management system. Intermediate Result indicator Two: Quarterly M&E report produced Number 4 8 12 Quarterly KPIs, Milestones and Financials of past quarter PIU Produced for quarters ending June and September. Intermediate Result indicator Three: Annual auditing report Number 0 1 2 Yearly Financials audited by an external auditor. PIU Produced yearly for activities to December 31. Intermediate Result indicator Four: Program Completion Report Number 0 0 1 By the completion of the Program Project Completion Report PIU Produced to summarize the actual outputs of the Program and compare the actual with the planned to draw experience and lessons.
For example: Dial the enterprise Call is answered: "Good morning, Somerset House Enterprise, Sonya speaking, how may I help you?' You reply: “It is the High Quality Hotel calling on behalf of Mr. Buxton; we want to speak to Mr. Morton in Security please" Enterprise: “Yes, I will put you through" You to Mr. Morton: "Hello Mr Morton, I have Mr Buxton on the line for you, one moment and I will put him through" You to Mr. Buxton:
throughout the implementation phase for capacity enhancement on Bank procedures; (iii) the use of the Bank’s SBDs; and (iv) a Bank’s prior review adapted to the situation. The low capacity of the MVTE. / (i) The PIU is led by an experienced manager familiar with the implementation of complex programs (ii) Senior staff of MVTE and ANETI will be trained in project management and implementation. Output 3.1 Output 3.2 Output 3.3 Output 3.4 Online platform for feedback of job seekers, trainees and private companies Quarterly M&E report Annual auditing report Program completion report (PCR) N/A N/A Annually N/A Online platform functional Quarterly produced Annually produced By completion of the program Online platform Project Reports Project Reports Project Reports Key activities components Component 1. Capacity building for key stakeholders participating in employment programs and increasing the employability job seekers Component 2. Supporting the Development of the employment policy Component 3. Program management and support tools Inputs Component 1: Training, workshops, consultancy and technical expertise, (USD 1885,000) Component 2: Consultancy (USD 425,000) Component 3: Consultancy, and equipment (USD 90,000) Miscellaneous: USD 60,000 AfDB time and missions: USD 100,000
growth constraints from skills gap issued and approved Intermediate Result indicator Two: Roadmap endorsed (National Employment policy developed and adopted) Report 0 NA 1 NA NA NA Once Strategy document PIU + Steering committee National Employment policy developed by MVTE Intermediate Result indicator Three: Action plan endorsed (National Employment Action Plan developed and approved) Report 0 NA 1 NA NA NA Once Strategy document PIU + Steering committee National Employment Action Plan developed and approved by MVTE Intermediate Result indicator Four: Workshops to share the results of the Strategy is organized Number 0 NA 6 NA NA NA Annual Project Reports PIU + Steering committee Number of Workshops to share the results of the Strategy is organized, especially in the religions Intermediate Result (Component Program management and support tools Intermediate Result indicator One: Online platform for feedback of job seekers, trainees and private companies Number 0 1 NA NA NA NA Once Online platform PIU + Steering committee The Online platform for feedback of job seekers, trainees and private companies is functional Intermediate Result indicator Two: Quarterly M&E report Number 0 4 4 NA NA NA Annual Project Reports PIU + Steering committee The Quarterly M&E report is produced Intermediate Result indicator Three: Annual auditing report Report 0 1 1 NA NA NA Annual Project Reports PIU + Steering committee The Annual auditing report is produced Intermediate Result indicator Four: Program completion report (PCR) Report 0 NA NA 1 NA NA Once Project Reports PIU + Steering committee The PCR is produced
Make copies of your data and store the master copy away. Use the copy for making edits, cutting and pasting, etc. Tabulate the information, i.e., add up the number of ratings, rankings, yes's, no's for each question For ratings and rankings, consider computing a mean, or average, for each question. For example, "For question #1, the average ranking was 2.4". This is more meaningful than indicating, e.g., how many respondents ranked 1, 2, or 3 Consider conveying the range of answers, e.g., 20 people ranked "1", 30 ranked "2", and 20 people ranked "3". Analysis of "qualitative" information
Virudhunagar Dist -626205 5 Devadhanam SF NO. 14/4, Devadhanam Village, Anaicut Road, Trichy-620002 Trichy TN 372 3 15 23 6 Bhavani 1175-A, Bhavani Main Road, Lakshmi Nagar, Vasavi College PO Erode – 638 007 Erode TN 416 3 15 26 7 S.No.15, Avinashi Road NH544 (old No.NH-47), Pudupalayam Avinashi Road Tirupur 641 654 Tirupur TN 159 3 15 10 8 COIMBATORE 1047, Avinashi Road Coimbatore 641 018 TN 193 3 15 13 9 5-1B, Trichy Road Oddarpalayam Village Coimbatore – 641 005 TN 630 3 15 41 10 COIMBATORE 252, DR. NAJAPPA ROAD Coimbatore 641 018 TN 335 3 15 22 11 ERODE Erode TN 319 3 15 21
Accounts Receivable Room S260 Banner 9 Navigation Teresa Workman (TBR/Ellucian) Birds of a Feather Sinthea Reynolds (ClSSC) Ones, Twos, Threes of PopSel Creation Teresa Workman (TBR/Ellucian) TZPCUPD and the real world Teresa Workman (TBR/Ellucian) Banner 101 – Introduction to Banner (TCAT) Banner Navigation & Introduction to General Person Hector de (Ellucian) Hands-On Room S314 Banner Overview (Student, Financial Aid) Alexander, Ryan Haller, Greg Ross (Ellucian) This session will take be the entire day. Ending around 4pm. Room S102 BI Visual Analytics (Hands On) Room S308 Visual Analytics: Basis (SAS) Visual Analytics: Basis (SAS) Visual Analytics: Basis (SAS) Report Writer with Visual Analytics (SAS) Finance Room S275 TSM Amy Watts and Jaggaer Representative eProcurement TBR and Jaggaer Representatives My Ledgers are Out of Balance … What do I do? Rick Gerry (Ellucian) Grants Processing in Banner – Part 1 Rick Gerry (Ellucian) Grants Processing in Banner – Part 2 Rick (Ellucian) Banner's PO to Check Processing, Help Me Navigate the Banner 9 Pages Jennifer Estrada (Ellucian) Fixed Assets and Depreciation – How is it Done in Banner? Jennifer Estrada (Ellucian)
Luminis (Functional) Room S272 Luminis 5.3 Content Administration Overview John Edwards (Ellucian) Luminis Administrators Working Group Meeting Terrence Mahnken/John Edwards (Ellucian) Portal Design Concepts Matt Dempster (Ellucian) Luminis 5.3 Theme Development Matt Dempster (Ellucian) Guerilla Usability Testing Matt Dempster (Ellucian) Ellucian Ethos Identity – Branding Terrence Mahnken Dempster (Ellucian) Student Room S128 Introduction of the Common Application Tim Amyx, Brad McCormick, Matthew Gann, Heidi Leming, Steve Vieira DegreeWorks & Tricks Jean Summers (Ellucian) DegreeWorks Scribing Jean Summers (Ellucian) Let’s Talk About Immunization! Brad McCormick (ChSCC) CPoS Tips and Tricks ClSCC, RSCC, WSCC Birds of a Feather Laqueta Soule (ChSCC) Technical Room S328 Unix 101 Paul “Tank” McNamara (RSCC) ESM Mark Hoye (Ellucian) Office 365 Tips and Tricks Banner Workflow Eric Wallace (Ellucian) Identity Management Microsoft Azure Framework and Banner 9 Vendors 1 Room S274 Functional Capabilities of Touchnet Mike Morefield (TouchNet) Touchnet One Card System Bill Alt (Touchnet) Overview and SMS Opt in feature Kyle Grasso (Rave) Alertus Eric Murphy (Alertus) Getting to know Cornerstone Cadie (Cornerstone) Blackboard Transact One Card System Jared R. Marber (Blackboard)
Common Bermudagrass 10 lbs May 1 – July 1 Fescue (Tall) Clover 40 lbs 2 lbs February 20 – April 1 August 15 – September 15 Switchgrass2/ 15 lbs (PLS)3/ December 1 – July 1 Switchgrass Big Bluestem Indiangrass 5 lbs (PLS) 5 lbs (PLS) 5 lbs (PLS) December 1 – July 1 Switchgrass Big Bluestem Illinois Bundleflower Partridge Pea 5 lbs (PLS) 5 lbs (PLS) 1 lb 3 lbs December 1 – July 1 Eastern Gamagrass Switchgrass 10 lbs (PLS) 7 lbs (PLS) December 1 – July 1 Switchgrass Kobe or Koran Lespedeza 10 lbs 5 lbs 1 – June 1 1/ All seeding rates in this table are high for filtering purposes. 2/ Switchgrass seed should be at least two years old, if available. 3/ PLS = Pure Live Seed
These efforts would be in conjunction with an on-going, regularly-updated, disease/event-specific education of the public by experts and public health officials. The public should be provided information about: Informational phone hot-lines and other communication channels. When and how to access limited services When and why to stay home How to care for yourself How to care for others How to stop the spread of the disease or harmful agents Creating a family plan (provided in good times) Advance directives Pediatrics Attachment D developed by Minnesota Department of Health contains many recommendations in section 10 for the conservation and allocations of pediatric resources during major emergencies. The Tennessee Committee on Pediatric Emergency Care is also developing an annex to the TN ESF 8 emergency plan for the care of children during emergencies. This annex outlines measures to be taken during emergencies to respond to the needs of children. Emergency Credentialing In a significant public health event, hospitals may experience severe staff shortages in critical areas. At the same time, hospitals are likely to experience physician and other healthcare volunteers presenting to assist who are not members of the hospital/health system staff. Hospitals should do everything possible to adhere to existing credentialing protocols. However the circumstances of the situation may require the use of an emergency credentialing system. Reference: Memorial Health Care System policy. Patient Tracking Hospitals and other care providers will also be expected to maintain a tracking system for all those sick or injured who present for help, including those who are not admitted to the hospital. At best, this will tie into regional or state tracking efforts utilizing interoperable systems for hospitals and other providers. At a minimum, hospitals should use the HICS 254 disaster victim/patient tracking form, which is included as Attachment A. Procedure for activating an emergency patient tracking event activation notice: The activation of the emergency patient tracking system will occur through HRTS messaging and/or TNHAN. Specific instruction based on the event will be included in the message(s). Receiving facilities for the emergency patient transports will generally have the initial responsibility to be sure all patients for the event are registered into a tracking system to establish a common operating picture. Affected regional Health Operations Centers will coordinate the collection and exchange of patient tracking information. Under these activations, electronic patient tracking should be implemented where possible as follows:
Attachment A HICS 254 - DISASTER VICTIM/PATIENT TRACKING FORM INCIDENT NAME DATE/TIME PREPARED 3. OPERATIONAL PERIOD DATE/TIME 4. TRIAGE AREAS (Immediate, Delayed, Expectant, Minor, Morgue) MR#/ Triage # Name Sex Area Triaged to Location/Time of Diagnostic Procedures (x-ray, angio, CT, etc.) Time sent to Surgery Disposition (home, admit, morgue, transfer) Time of Disposition 5. SUBMITTED BY 6. AREA ASSIGNED TO 7. DATE/TIME SUBMITTED 8. FACILITY NAME
Legislator Name DC Official Webpage Scheduler Name/Email/Key Committee Assignments Senator Lamar Alexander (R, TN) 202-224-4944 Victoria Souza Victoria.souza@alexander.senate.gov -Senate Appropriations Committee -Senate Health, Education, Labor and Pensions Committee (Chairman) Senator Bob Corker (R, TN) 202-224-3344 Hallie Williams hallie_williams@corker.senate.gov -Senate Budget Committee Representative Phil Roe (R, 202-225-6356 Catherine Bartley -House Education & Workforce Committee Representative John J. Duncan Jr. (R, TN-02) 202-225-5435 Denise Lambert denise.lambert@mail.house.gov -No key committees for mentoring Representative Chuck Fleischmann (R, TN-03) 202-225-3271 Carol Anne Spohn caroleanne.spohn@mail.house.gov -House Appropriations Committee Representative Scott DesJarlais (R, TN-04) 202-225-6831 Allison Farless Mills allison.farless@mail.house.gov -No key committees for mentoring Representative Jim Cooper (D, TN-05) 202-225-4311 Savannah Darnall savannah.darnall@mail.house.gov -No key committees for mentoring Representative Diane Black (R, TN-06) 202-225-4231 Greg Dowell greg.dowell@mail.house.gov -House Budget Committee -House Ways and Means Committee Representative Marsha Blackburn (R, 202-225-2811 Grace Burch grace.burch@mail.house.gov -House Budget Committee Representative David Kustoff (R, TN-08) 202-225-4714 Tyler Threadgill (tyler.threadgill@mail.house.gov) -No key committees for mentoring Representative Steve Cohen (D, TN-09) 202-225-3265 Patrick Cassidy patrick.cassidy@mail.house.gov -House Judiciary Committee
Air Force Aide Society (AFSC) Navy/Marine Corps Relief Society (NMCRS) 703-696-1481 Military OneSource 1-800-342-9647 For the family support center nearest you: Army Community Services (ACS) Airman and Family Readiness Flights Navy Fleet and Family Services (FFSC) Marine Community Service (MCCS) Joint Family Support Assistance Program supporting the National Guard and Reserve National Guard Reserve Components www.Defenselink/ra 1-888-777-7731 National Suicide Prevention Lifeline Support and assistance for military personnel, veterans and their families 1-800-273-TALK (8255) Military Pay, Compensation & Benefits Information military pay, compensation, benefits, sources of assistance and online calculators. Compensation & Benefits Handbook Defense Finance and Accounting Service (DFAS) DoD Pay and Compensation Military Pay Calculator
Item Action Item Presenter Due Agenda and Meeting Purpose N/A Chairperson N/A Review of Current Invoice Signing Process Current process needs to be archived Jane Smith June 5 Review of New Invoice Signing Process New process needs to be posted to SharePoint Joe King June 5 Questions and Answers Answer Sam’s question about impact on server Jane Smith June 1 Wrap-Up N/A Chairperson N/A (Although this informal structure will be sufficient for most meetings, more formal meetings may require more formal minutes.) Your job as chairperson is to keep the meeting running according to the agenda. If an item runs past its scheduled time, ask the if they think more time is needed to discuss the item. If so, how do they want to handle it? They can reduce the time for other items, remove other items altogether, schedule an offline follow-up session, or schedule another meeting. No matter what the group agrees to, make sure that they stick to their decision. At the end of the meeting, get agreement that all on the agenda were sufficiently covered. This will identify any gaps that may require follow-up and it will give people a positive sense of accomplishment about the meeting. Estimated Time 5 minutes Topic Objective To understand how to effectively lead a meeting. Topic Summary Use the agenda as a framework during the meeting to keep everyone on Materials Required Finished agenda from previous activity Planning Checklist Prepare a sheet of flip chart paper with the finalized agenda from the previous activity. Recommended Activity Post the finished agenda from the previous activity. Discuss how this meeting could possibly become derailed, and how the agenda could help.
Don’t forget that even if you use a meeting alternative, you should still use the PAT approach that we discussed in the last module, take minutes, and distribute post-meeting notes and action items. Instant Messaging and Chat Rooms Instant message applications and chat rooms can be a great alternative to meetings, especially if meeting members are separated by distance. Some things to remember: Make sure you have an agenda and stick to it. The chairperson’s role in keeping things on is more important than ever. Set some ground at the beginning of the meeting to eliminate distractions such as emoticons, sounds, and acronyms. Make sure you keep a record of the meeting. Some applications to try: Campfire Meeting Pal Microsoft Office Communicator Windows Live Messenger Estimated Time 10 minutes Topic Objective To understand how instant messaging and chat rooms can be used in place of meetings. Summary Instant message applications and chat rooms can be a great alternative to meetings, especially if meeting members are separated by distance. Recommended Activity Discuss participants’ experience with instant messaging and chat rooms, and how these applications could be used in place of meetings. Stories to Share Instant messaging has been around since the mid 1960’s, while the first chat rooms did not emerge until the late 1980’s.
Glossary Term Explanation PMS Property Management system Rule or pattern or set of instructions presented in a or abbreviated format Autotext Software feature allowing for the same information to be repeated multiple times Information system Software and hardware systems that are used by an organisation to capture, report and store data Document system An electronic or manual system designed to keep track of documents in an organisation Computer software Software is a set of computer instructions that direct certain tasks to be performed Computer hardware Physical elements of a computer system Quality assurance Series or set of activities designed to meet quality requirements in an organisation
The Royal Hotel DOCKET NO 1633 Guest Laundry and Dry Cleaning Summary Sheet Date: ________/________/________ Completed by: ____________________ QUANTITY POLYMARK NUMBER ROOM NUMBER SURNAME LAUNDRY DRYCLEAN PRESS ONLY CHARGES 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18
6. Audit circle – Satna and Rewa of Jabalpur Commissionerate Annexure – VII of the Trade Notice No. 04/2017 dated 22.6.2017 issued by Bhopal Zone Circle – wise jurisdiction of Audit Commissionerate of Central Tax, Indore S.No. Name of the Circle Jurisdiction of the Circles in divisions of the Commissionerates 1. Audit Circle – I , Indore Indore-I, Indore-II & Indore-III Divisions of Indore Commissionerate. 2. Audit Circle – II , Indore Indore-IV, Indore-V & Indore-VI Divisions of Indore Commissionerate. 3. Audit Circle - III, Indore Indore –VII & Dewas Divisions of Indore Commissionerate. 4. Audit Circle – IV, Indore Pithampur – I and Khandwa Divisions of Ujjain Commissionerate. 5. Audit Circle – V, Indore Pithampur – II and Pithampur – III, Divisions of Ujjain Commissionerate. 6. Audit Circle, Ujjain Ujjain – I, Ujjain – II & Ratlam Divisions of Ujjain Commissionerate. Annexure – VIII of the Trade Notice No. 04/2017 dated 22.6.2017 issued by Bhopal Zone Circle – wise jurisdiction of Audit Commissionerate of Central Tax, Raipur S.No. Name of the Circle Jurisdiction of the Circles in terms divisions of the Commissionerates 1. Circle – I , Raipur Raipur-I Division of Division Commissionerate. 2. Circle-II, Raipur Raipur-II Division of Raipur Commissionerate. 3. Audit Circle-III, Raipur Raipur - III Division of Raipur Commissionerate. 4. Audit Circle- Bhilai Bhilai – I, Bhilai - II & Raipur-IV Division of Raipur Commissionerate. 5. Audit circle – Bilaspur Bilaspur Division & Korba Division of Raipur Commissionerate. 6. Audit Circle - Raigarh Raigarh Division of Raipur Commissionerate.
HUD-CoC General Body No Chair Community Open to Public/Public Agenda CoC & HMIS Lead: MDHA (Suzie Tolmie & Amanda Wood) *Decide Priorities *Provide input to Governance *Appoint Governance Members *Voting Powers Attached HUD-CoC Performance Evaluation Committee No Chair 5-7 Members Public and Non-public CoC & HMIS Lead: MDHA (Suzie Tolmie & Amanda Wood) *Analyze System Performance via HMIS *Analyze Project Performance *Score and rank projects *Based on Community feedback, choose scoring matrices Attached-Current Members and Nominations made by Community Final Timeline of Events for FY2016 Competition in Nashville, Davidson County, TN Nashville, TN: FY2016 Timeline Key Dates: Actions Need from Agencies:
Open meeting on Reallocation with CoC Providers (discussion on MDHA unexpended funds lost in FY2015 included) 06.30.2016 Completed on Time Open meeting for FY2015 CA Review Community Workshop to review narrative and priority listing 07.11.2016 Completed on Time July 2016 CoC General Meeting 07.21.2016 Completed On Time FY2016 CoC Applications for Renewal Projects 08.05.2016 by 12:00 pm Completed on Time: (16) Submissions MDHA to Staff PEC Orientation for current and new members 08.09.2016 Completed On Time: 5 New Members Renewal Applications Scored by MDHA Staff and forwarded to PEC (MDHA Grants will be scored independently by a PEC Member) 08.10.2016 Completed On Time FY2016 CoC Applications for New Projects 08.12.2016 by 4:00 pm Completed on Time: (6) Submissions for new via Reallocation or Bonus FY2016: 30 Day Project Application Deadline for Local Consideration (HUD Required) 08.14.2016 Completed On Time: All projects considered August-CoC Governance Board Meeting 08.16.2016 Completed On Time
Ability to identify, gather, critically appraise and synthesise research literature, identifying gaps and prioritising research in gaps. A1 Project Presentations at Group Meetings CASE Presentations Conference Presentations Monthly Student-Supervisor Meetings Experience of specific laboratory equipment. A1 NMR training, Grubbs solvent training, H-cube training, HPLC/GC training, UV/vis titration, AFM training, Gas cylinder training, Preliminary first aid, First aid at work, Laser safety training, Radiation safety training, Cyanide safety course Demonstration of computer/modelling or programming skills. A1 Ability to convert a research idea into a testable hypothesis A2 Departmental Seminars, conference etc (Part of CHM6150) Ability to use common equipment expected to be found in a science laboratory and ability to troubleshoot methodological problems A2 Departmental services talks (part of CHM6105) Ability to evaluate and scrutinize own experimental results, demonstrating that as much information as reasonably possible been extracted A2 Group meetings 1st and 3rd year 12 month Confirmation Review viva Ability to respond to findings and innovate when progressing a research question A3 1st and 3rd year 2nd year poster Ability to keep up to date with new research developments and Project Presentations at Group Meetings CASE Presentations Conference Presentations
Networking skills with individuals from other institutions and/or industry B3 Sheffield University Graduate School (SUGS) Understanding of how to prepare for the viva B3 Undertaking 1st year confirmation review Ability to write a good CV, and highlight employability through, for example, a cover letter demonstrating the transferable nature of research skills gained to other work environments B3 Careers service (presentation during intro session) Understanding of the range of career destinations PhDs both within and outside academia B3 Careers service (presentation during intro session) Anything else identified and agreed by the supervisor and the student [please specify]: RDF Domain C: Research Governance and Organisation the knowledge of the standards, requirements and professionalism to do research Current skill level How has this skill level been obtained (with evidence)? Required skill level Priority Training plan agreed with supervisor(s), i.e. DDP modules, training courses etc. Ability to keep good records of own research according to professional and legal requirements where appropriate C1 Monthly Student-Supervisor Meetings Understanding of plagiarism, why it is wrong, and how to avoid it C1 PCP6100 Research Ethics & Integrity Sheffield University Graduate School (SUGS)
Together with our major partner Fernwood, deliver on the 2018 theme ‘TNA – where families are healthy together” September President and Fernwood $500* Through advertisement within the community, and supply of coaches, encourage and engage players to join clubs or commence independent teams Pres and VP Admin $3000 Establish independent teams for players who do not wish to join clubs April VP Comp Retain all existing senior members through new competitions March VP Comp $500* Encourage past members to return through different competitions April VP President, VP Comp $500 Organise the payment of fees through ACT Government, NDIS, Patron scholarship, and One Netball March President Nil Expand Net Set Go as a more appropriate mechanism to encourage participation from local schools. This includes additional NSG afternoon sessions at a local school April NSG coordinator $2500 Conduct the Reconciliation day to celebrate Indigenous membership May President, $1000* Implement the new Participation Netball Competition, including NDIS registration February President, VP Comp $1000* With the Family, commence social inclusion program to increase involvement of children from socially disadvantaged backgrounds February President, VP Comp $1000* Hold the end of year presentation subsidising September President $10,000 committee
InGOS TNA 5 Activity Report [Title, Acronym] [Name of Project Leader] [TNA request id] Please limit the report to max 3-5 pages, including tables and figures. The report should be sent as a pdf document and include the following subheadings: Introduction and motivation Scientific objectives Method and experimental set-up Preliminary results and conclusions Outcome and future studies References
12:15 pm – 1:00 pm 1:00 pm – 1:45 pm OB/GYN Trauma D. Cruz 1:45 pm – 2:30 pm Pediatric Considerations J. Arena 2:30 pm – 2:45 pm Break 2:45 pm – 3:45 pm Legal/Ethical/Abuse/Spiritual N. Kramer Day 3 Outline – Eakins Lounge - Jefferson Alumni Hall, 1020 Locust Street 7:00 am – 7:30 am Registration 7:30 am – 10:00 am Hands-On - Separate into 2 Groups Group # 1 – Classroom E. Singh Demonstration/Skills Equipment Group # 2 – ED Trauma Bay (if available) K. Deis, or Kaiserman Classroom N. Glatfelter, and A. Brunswick 10:00 am – 10:15 am Break 10:15 am – 11:15 am Geriatric Considerations D. Gardiner 11:15 am – 12:15 pm Rehabilitation Care C. Farnan 12:15 pm – 1:00 pm Lunch 1:00 pm – 1:30 pm Organ Procurement S. Mills-Higgins 1:30 pm – 2:30 pm Prevention /Outreach N. Kramer 2:30 pm – 3:30pm Case Studies N. Kramer Day 4 Outline – TNC Exam **Must wear work uniforms if scheduled to work** Location: Jefferson Alumni Hall – Room M13A & M13B – 1020 Locust Street 7:45 am – 8:00 am Arrive and Register for Exam 8:00 am – 10:00 am Multiple Choice Examination **Return to work on Designated Unit** *Note 1*: At the completion of the exam (Day # 4) participants are to report to their Nurse Managers/Clinical Nurse Specialist on their individual units as scheduled. For Nursing Continuing Education Contact Hours: As a registered participant, you will receive an evaluation to complete via the email address you entered during the registration process. You must complete the evaluation to receive the contact hours. You have 30 days from the receipt of the 1st “Time Sensitive” email to complete the evaluation. There will also be a 2nd email, a “reminder” email. Click the link embedded in your e-mail, complete survey, & hit “submit”. Once evaluation is completed & submitted, an email with the subject “Certificate of attendance for online program: “Program Title”XXX” will be sent to you which has your certificate with contact hours as an attachment.
1:45 pm – 2:30 pm Pediatric Considerations J. Arena 2:30 pm – 2:45 pm Break 2:45 pm – 3:45 pm Legal/Ethical/Abuse/Spiritual N. Kramer Day 3 Outline – DePalma Auditorium 7:00 am – 7:30 am Registration 7:30 am – 10:00 am Hands-On (no contact hours) - Separate into 2 Groups Group # 1 – Classroom E. Singh Demonstration/Skills Equipment Group # 2 – ED Trauma Bay (if available) K. Patrizzi, or Kaiserman Classroom N. Glatfelter, and A. Brunswick 10:00 am – 10:15 am Break 10:15 am – 11:15 am Geriatric Considerations D. Gardiner 11:15 am – 12:15 pm Rehabilitation Care C. Farnan 12:15 pm – 1:00 pm Lunch 1:00 pm – 1:30 pm Organ Procurement S. Mills 1:30 pm – 2:30 pm Prevention /Outreach N. Kramer 2:30 pm – 3:30pm Case Studies N. Kramer Day 4 Outline – TNC Exam **Must wear work uniforms if scheduled to work** Location: Jefferson Alumni Hall – M13A & M13B 7:45 am – 8:00 am Arrive and Register for Exam 8:00 am – 10:00 am Multiple Choice Examination **Return to work on Designated Unit** *Note 1*: At the completion of the exam (Day # 4) participants are to report to their Nurse Managers/Clinical Nurse Specialist on their individual units as scheduled.
Mamelodi Campus Reception Mr Richard Pheme 0760714010 Rosslyn Reception Mr Thami Mtshali / 082 547 5058 Soshanguve North Reception Mr Josias Makgoba 071 433 0635 Temba Reception Ms Marry Mokoena 012 401 1710 082 610 9059 The required cover page can be obtained online or at the campus where you will be submitting your application. Application Layout:
Learnership Programmes and Campuses Learnership Programme Requirements Target Sides where each training will take place # Code Name Level Credits Who can apply for this learnership Mamelodi Pretoria Rosslyn Soshanguve South Soshanguve North Temba 59709 FET: Mechanical Engineering: Fitting L2 138 N2-N6 Electrical Engineering or Grade 12 Unemployed Youth √ 48972 NC: Plant Production L1 120 Grade 10 Unemployed Youth √ 58761 Early Childhood Development L4 140 Grade 10 Unemployed Women & Youth √ √ √ 61591 NC: End User Computer L3 130 N6 Engineering TNC Graduates √ √ √ NC: Freight Handling L3 128 Grade 10 Unemployed Youth √ 49091 NC: Furniture Making: Wood L2 125 Grade 10 Unemployed Youth √ 64709 NC: Automotive Body Repair L2 120 Grade 10 Unemployed Youth √ √ 24273 NC: Community House Building L2 124 N2-N6 Civil Engineering or Grade 10 Unemployed Youth √ √ 73313 NC: Electrical Engineering L2 140 N2-N6 Electrical Engineering or Grade 12 with Maths & Science (Not Maths-Lit) Unemployed Youth √ √ 57881 NC: Welding Application & Practice L2 N2-N6 Civil Engineering or Grade 10 Unemployed Youth √
Complete cycle Department operating schedule Daily, Weekly Monthly Revenue and expense for each department Complete cycle asset schedule Annually (or as requested) Lists all fixed assets by location and description Complete cycle Exception reports (by department and for establishment) Daily, Weekly Monthly Differences between actual and budgeted results Cash Cash flow summary Daily, Weekly Monthly Actual cash flows compared to budget Cash Cash budget Daily, Weekly Monthly Plans for future cash inflows and outflows Cash Bank reconciliation statement Monthly (or daily) Cash balance in the bank account and the ledger account Production of and services Payroll cost report Daily Labour cost by department Production of and services Food cost report Beverage cost report Daily Food and beverage costs by department
to three past reporting periods included on the balance sheet. This information is easily sourced from past copies of balance sheets that have been prepared. An example of a simple balance sheet in narrative format from a small hospitality business (hypothetical) follows. Your Balance Sheet as at Day, Month, Year Assets Current Assets Bank 64,203 Accounts Receivable 11,000 Inventory 15,000 Total Current Assets 90,203 Non Current Assets Equipment 52,000 Accumulated (16,000) Furniture 25,000 Accumulated (4,000) Total Non Current Assets 57,000
that are employed by that department. For example, a food and beverage department manager may ask for the payroll cost report to be separated by kitchen staff, floor staff and supervisors. Month to date calculations Regular and overtime worked and the total payroll cost for the month to date are also included in the daily payroll cost report. This enables managers to review their payroll costs to date for accuracy, completeness and against expected costs. Budget payroll The budgeted payroll cost for the is reported in the daily payroll cost report so managers can compare the actual cost to the cost that was planned or expected. At the time the budget was prepared, managers would have made certain assumptions to determine their staffing needs and therefore payroll cost. When managers can compare the actual costs to the budget, the accuracy and validity of their assumptions is confirmed. Also, if the actual results vary from the budget, managers can investigate reasons. This will improve control of costs for future reporting periods. Ratios for analysis The final calculations included in the report are relevant ratios that management use to monitor and control payroll costs. This is most commonly the payroll cost expressed as a percentage of sales. We have referred to this as the labour cost percentage earlier in this manual. A pre-determined labour cost standard, the current daily calculation and the month to date percentage are usually contained in the report. There may also be a percentage for the labour cost for the same time last month or year. Often, this is the first part of the report the department manager will look at as a labour cost percentage that varies significantly from what was expected would always be investigated. Other key expense reports