zilongwang/ReadingBank huggingface dataset:
A DI-2000 form is required whenever the USGS is accepting travel expenses from a non-Federal source using the legal authority of 31 U.S.C. § 1353. The DI-2000 indicates that acceptance of $250 or more per employee must be reported to the Department of Interior Ethics Office. This is refers to the semi-annual report that the USGS Ethics Office sends to the Departmental Ethics Office. The report is forwarded by DOI to the Office of Government Ethics (OGE) and is posted on the OGE website. Travelers should add the name of their Administrative Officer (or other person) as reader on the DI-2000. This will enable that person to view and print the DI-2000. The DI-2000 must be filed (and approved) PRIOR to travel, so travel expense amounts must be estimated. Refer to the per diem rates on the GSA website for domestic travel or Department of State for foreign travel to assist in your estimation of travel expenses. It is best to estimate high on the cost of travel expenses. The Ethics Office has limited capability to make corrections on the DI-2000. If the estimated total amount of expenses is more than the actual total amount of travel expenses received from the non-Federal entity, the DI-2000 does not need to be corrected. If estimated total amount of travel expenses is less than the actual total amount of travel expenses received from non-Federal entity, the DI-2000 should be corrected to reflect the actual amount of expenses received from the non-Federal entity. When sending an e-mail to the Ethics Office () regarding a DI-2000 question, please include the traveler’s name, dates of travel, location of travel and reason for travel. More information is always helpful. If a non-Federal source offers to pay the registration fee for a USGS employee who will not be in travel status, do not use a DI-2000. Instead, use a Form 9-3089 and consider this to be a contribution to the USGS (using the legal authority of 43 U.S.Code § 36c and documented with a Form 9-3089) Non-Federal source of Payment (Identify all sources from which payment was accepted under 31 U.S.C. §1353 for this employee and/or
2 For the following questions, are the answers correct? If not, what is the correct answer? (a) 24 ÷ 6 + 6 ÷ 2 = 7; correct (b) 72 ÷ 8 – 1 x 6 = 48; incorrect = 3 (c) 5 + 2 x 1 – 7 = 0; correct (d) 16 ÷ 8 – 1 = 1; correct (e) 9 + 8 x 0 – 6 = 11; incorrect = 3
Activity 2 Solve the following: (a) 12+4 = 2 (b) 15 − 1 = 7 3 − 1 (c) 5 × 2 + 5 = 5 11 − 8 (d) (e) 9 + 1 × 5 − 8 = 6 3 × 2 − 5 40 − (2 × 8) = 4 (3 × 3) − 3 Activity 3 1 A group of 143 students met to see a hockey match. Four buses, each holding 32 passengers, took most of the students. The rest went by train. How many students went by train? =143 - (32 x 4) = 15 2 Sue and Paul are planning to They have a quote from a caterer for $24 per head. Sue has estimated that there will be at least 44 people from her side of the family and Paul wants to invite a further 38 people. (i) How many people will be attending Paul and Sue’s wedding? = 44 + 38 = 82 Guests (ii) Calculate the cost of catering for Sue and Paul’s wedding. 24 x 82 = $1,968
Activity 4 Convert these fractions to their equivalent fractions by filling in the missing numbers: (a) 1 = 2 6 = 3/6 (f) 3 4 = 12 = 12/16 (b) 2 = 8 3 = 8/12 (g) 7 9 = 42 = 42/54 (c) 4 = = 12/15 (h) 2 = = 6/21 5 15 7 21 (d) 5 = 10 8 (e) 1 = 6 18 = 10/16 = 3/18 (i) 9 = 45 10 (j) 5 = 12 60 = 45/50 = 25/60 Activity 5 Convert these fractions to their equivalent fractions by filling in the missing numbers: (a) 25 = 1 50 (b) 11 = 33 3 (c) 12 = 3 16 (d) 12 = 30 5 (e) 14 = 2 49 = 1/2 = 1/3 = 3/4 = 2/5 = 2/7 (f) 16 = 36 9 (g) 70 = 7 100 (h) 9 = 3 24 (i) 6 = 36 6 (j) 33 = 1 99 = 4/9 = 7/10 = 3/8 = 1/6 = 1/3
Activity 6 Write each of these fractions in their simplest terms. (a) 4 12 (b) 3 15 (c) 21 28 (d) 25 40 (e) 21 60 (f) 65 100 = 1/3 = 1/5 = 3/4 = 5/8 = 7/20 = 13/20 Activity 7 Find the values of: (a) 3 + 1 = 19/20 (c) 4 − 3 = 1/20 4 5 5 4 (b) 2 + 3 = 31/35 (d) 7 − 2 = 5/24 7 5 8 3
(b) 6 – (–8) = 14 (c) –2 – (–9) = –2 + 9 = 7 (d) +2 – (–2) = 4 (e) (–6) – (–3) = -3 (f) (g) (h) (–5) – (–5) = 0 0 – (–3) = 3 11 – (–7) – (–1) = 18+1 = 19 2 (a) (b) (c) (d) (e) (f) (g) (h) 5 + 6 = 11 (–2) – (+7) = -9 – 2 – (+3) = -5 – 5 – 6 + 3 = -8 0 – (–5) = 5 +4 + (–9) = -5 8 – 5 + 6 – 2 = 7 12 – (–10) = 22 3 (a) At Thredbo the temperature was –7°C and then rose by 10°C. What is the new temperature? = 3 degrees celcius (b) What is the difference in temperature between 38°C and –9°C? = 47 degrees 4 many years were there between: (a) 1215 AD and 1994 AD? = 779 (b) 55 BC and 1215 AD? = 1270 5 If your bank balance was –$42 and you deposited a cheque for $97, what would your new balance be? = $55 Activity 16 Work out these products: (a) (–2) (b) (–3)  (+8) = -16  (–3) = 9 (c) 3 (d) 6  4 = 12  (–5) = -30
Activity 17 Work out the value of: (a) −18 ÷ 3 = -6 ) 14 ÷ (+2) = 7 (b) 25 = -5 −5 ) −44 = 4 −11 (c) +30 ÷ (−6) = -5 ) −28 ÷ (−7) = 4 (d) −32 = +4 ) 12 = 2 Activity 18 Calculate the following: (a) 4 − 6 = 1 −2 f) −5 × (+6) = 5 3 × (−2) (b) −6 × 6 = -9 −2 × (−2) g) −8 + (−12) 4 −3 + (−2) (c) −3 + 9 = 2 +3 h) 3 × (−4) + (−3) = 5 −1 − 2 (d) −6 × (−6) = 9 6 + (−2) i) −3 + (−15) = 3 2 × (−3) (e) −2 + (−8) = -2 +5 j) +6 + (−8) + (−14) = 2
have been included in red text and eight blank categories, labeled “Add Additional Cost Categories”, have been included as placeholders. States should update the fields highlighted in red to reflect the state-specific cost categories. Locking and Unlocking Cells and/or Worksheets It is critical to note when filling in the template that only the white cells should contain entered data. The green cells will automatically calculate based on formulas embedded in the spreadsheet. Unless fiscal staff familiar with Excel deem it necessary, do not overwrite or delete the formulas, as this will impact the way the calculations are determined. The template spreadsheet provided as workbook tool six(a) is unlocked so that states can update the cost categories. Once these updates are made, the operating agency should lock the spreadsheet prior to distribution to the local agencies to prevent alteration of formulaic cells. To lock the spreadsheet: Select the “Review” tab Click “Protect Sheet” Ensure that both “Protect worksheet and contents of locked cells” and “Select unlocked cells” are checked Enter a password to unlock the spreadsheet. Note: that this password should be documented by operating agency staff, as the spreadsheet cannot be unlocked without it. Select “Ok” Reenter the password when prompted and select “Ok” To unlock the spreadsheet: Select the “Review” tab Click “Unprotect Sheet” Enter the password created when locking the sheet Select “Ok” To lock/unlock specific cells: Select the cell(s) to lock or unlock Right click and select “Format cells…” Select the “Protection” tab If the cells should be locked, a check mark should appear in the box to the left of the “Locked” option. If the cells should be unlocked, there should be no checkmark Select “Ok”
You have the right to confidentiality under the General Data Protection Regulation and [the Data Protection Act 2018], and the common law duty of confidence. We also comply with professional standards on confidentiality and pharmacists have a requirement under their professional standards to keep records about you confidential, secure and accurate. All of our staff contracts of employment contain a requirement to keep patient information confidential. Our guiding principle is that we process your records in strict confidence. Your right to view your health record You have the right to ask for a copy of all pharmacy records about you (generally in paper or electronic form). Generally, will be no charge for a printed copy of the information we hold about you. We are required to respond to your request within one month. You will need to give adequate information in order for pharmacy staff to identify you (for example, full name, address and date of birth). You will be required to provide ID, for example a passport, full driving licence or credit/debit card before any information is released to you. If you think any information we hold on you is inaccurate or incorrect, please let us know. You may object to us holding your information. You may lodge a complaint with the Information Commissioner's Office 3rd Floor 14 Cromac Belfast BT7 2JB [Our Data Protection Officer is (name and contact details)] How we look after and safeguard information about you
To whom do you provide the data (recipients)? (including processors) GP practices, NHS Business Services Authority and others in the NHS (e.g. hospitals on admission), and only relevant information to those external to the NHS who negotiate and check our payments; relevant information to NHS organisations and others such as the GPhC for compliance and enforcement purposes. Processors: Date confirmed that this applies to your pharmacy Template C continued Activity: Enhanced and local commissioned services – list as relevant. Pharmacy status Data Controller Data subjects and personal data Personal data such as patient name, address, contact details, medicines and relevant health data. Purpose Care of the patient, pharmacy payment and NHS management. Lawful basis for processing personal data Article 6(1)(e) of the GDPR. Necessary for the performance of a task in the public interest. Special category of personal data Yes, data concerning health (this include information on a disability). The data may also be another special category of personal data. Basis for processing special category of data Article 9(2)(h) of the GDPR (including the Data Protection Act). ‘The provision of health care or treatment’ or ‘the management of health care systems or services or social care systems or services’ or ‘necessary for reasons of public health in the area of public health’. How is data collected? Specific to the local service; details included in the service specification. How is data stored? Specific to the local service; details included in the service specification. How long is data stored? Click or tap here to enter text. To whom do you provide the data (recipients)? (including processors)
Activity: Other non-NHS care services Pharmacy status Data Controller Data subjects and personal data Personal data such as patient name, address, contact details, medicines and relevant health data. Purpose Care of the patient. Lawful basis for processing personal data Article 6(1)(e) of the GDPR. Necessary for the performance of a task in the public interest. Special category of personal data Yes, data concerning health (this could include information on a disability). The data may also be another special category of personal data. Basis for processing special category of data Article 9(2)(h) of the GDPR (including the Data Protection Act). ‘The provision of health care or treatment’ or ‘the management of health care systems or services or social care systems or services’ or ‘necessary for reasons of public health in the area of public health’. How is data collected? How is data stored? How long is data stored? To whom do you provide the data (recipients)? (including processors) Relevant information to other organisations such as the GPhC for compliance and enforcement purposes. Date confirmed that this applies to your pharmacy Template C continued Activity: Employment records Pharmacy status Data Controller Data subjects and personal data Personal data such as employee name, address, contact details, staff appraisals, contracts. Purpose Employment purposes – and tax and National Insurance purposes.
Prospect Profile – Workbook – Prospect Profile Development - Sample 1 Business consultant who offers high-level expertise in high-tech business development, channel development, distribution strategies, and marketing of high-tech products. Write out any words, phrases or pain points that best describe these clients in the section below. Prospects are high-technology manufacturers of computer hardware and software, services, and networking in the United States, Europe, and America.
Psa. 87:3 “Glorious things are spoken of thee, O city of God” Psa. 87:6 “this man was born there” The sons of Korah had a very detailed vision of future things to come. Having seen the many aspects of the kingdom that the sons of Korah longed for, revisit the final question of Psalm 42-43 in Part 1. Explain anything that you might add to what your vision of the kingdom looks like.
Strengths Weaknesses DRIVER Strong Willed Determined Independent Optimistic Practical Productive Decisive Leader Confident Unforgiving Opinionated Domineering Inconsiderate Unemotional Impatient Independent Insensitive Hard to please PROMOTER Friendly Compassionate Carefree Talkative Outgoing Enthusiastic Warm Personable Fun Generous Expressive Unstable Undisciplined Restless Loud Exaggerates Disorganised Untimely Gossipy Impulsive Unfocused Excitable SUPPORTER Likeable Diplomatic Caring Calm Dependable Efficient Practical Reliable Good Listener Stingy Fearful Indecisive Unmotivated Timid Unenthusiastic Quiet Protective Unchanging ANALYSER Sensitive Perfectionist Idealist Loyal Self-sacrificing Thorough Orderly Logical Cautious Precise Self-centered Moody Critical Negative Impractical Unsociable Inflexible Picky Rigid My
evidence for rejection or infection. It’s important to remember that everyone recovers from surgery at a different pace. It is normal to have good days, as well as some not so good days as your child recovers. Your child’s body is going through many adjustments as he recovers from the surgery, and as he gets used to the new medications. He will be slowly resuming regular activities. Some transplant recipients learn how to do things that they never did before! The challenge is to help your child achieve whatever his dreams are. Instructions For Discharge The child should not lift anything greater than 10 pounds for six weeks after surgery and not participate in strenuous activity for six weeks. We will have you follow up in the Physical Therapy twice a week to help with the proper types of exercise to accomplish. Check your child’s chest incision every day. If there is unusual redness or swelling, pus or drainage, or pain, contact the transplant nurse immediately. Clean the incision daily with warm water and soap. Check the PICC or Mediport site every day. If there is any redness, swelling, pus, drainage, or pain, contact the transplant nurse immediately. Call the transplant nurse, or on call physician immediately, for any of the following: Fever over 99.6oF. Flu-like symptoms (achiness, nausea, vomiting, runny nose, etc). Cough or shortness of breath Blood in the stool Nausea, vomiting, or diarrhea Chills Redness, swelling, drainage, pus, or pain at the incision or central line
Name _____________________________________________________________ Solar System Workbook IAC The assignments in this workbook cover the following standards: STANDARD III: Students will understand the relationship and attributes of objects in the solar system. a table, identify physical properties of the components of the Solar System (i.e., planets, dwarf planets. comets, asteroids, meteors) and contrast comets, asteroids, and meteoroids/ meteors/meteorites.
P5 Describe the main roles and responsibilities of officials in one team sport. P6 Describe the main roles and responsibilities of officials in one individual sport. M2 Assess, appropriate examples, the rules, regulations and scoring systems for one team and one individual sport Overall Comment Signed: Date: Final Grade Points
Grading Criteria To achieve a pass grade the evidence must show that the learner is able to: To achieve a merit grade the evidence must show that the learner is able to: To achieve a distinction grade the evidence must show that the learner is able to: P1 demonstrate use of practical skills, techniques and tactics appropriate for one team sport P2 demonstrate use of practical skills, techniques and tactics appropriate for one individual sport M1 describe use of tactics appropriate for one team and one individual sport D1 justify use of tactics appropriate for one team and one individual sport, identifying areas for improvement P3 describe the rules, regulations and scoring systems for one team sport P4 describe the rules, regulations and scoring systems for one individual sport M2 assess, using appropriate examples, the rules, regulations and scoring systems for one team and one individual sport P5 describe the main roles and responsibilities of officials in one team sport P6 describe the main roles and responsibilities of officials in one individual sport P7 produce, with tutor support, an observation checklist that could be used to review the sports performance of an individual or a team M3 independently produce an observation checklist that could be used to review the sports performance of an individual or a team P8 use the observation checklist to review the sports performance of an individual or a team, identifying strengths and areas for improvement M4 explain the strengths and areas for improvement of an individual or a team, in one individual sport or one team sport, justifying recommendations for improvement P9 use the observation checklist to review own sports performance in an individual l sport or team sport, identifying strengths and areas for improvement. M5 explain own strengths and areas for improvement in an individual sport or team sport, providing recommendations for improvement. D2 analyse own strengths and areas for improvement in an individual sport or team sport, justifying recommendations for improvement.
Protons, Electrons, and Neutrons all increase. 3. half-reactions to show how each atom forms an ion. Label each as oxidation or reduction. The first two are done for you. a) K → K+ + 1e- oxidation b) N2 + 6e- → 2N3- reduction c) P + 3e- → P3- reduction d) O2 + 4e- → 2O2- reduction e) Ca → Ca2+ + 2e- oxidation f) Br2 + 2e- → 2Br- reduction g) I2 + 2e- → 2I- reduction h) Al → Al3+ + 3e- oxidation i) Ba → Ba2+ + 2e- oxidation j) Cs → Cs+ + 1e- oxidation k) Mg → Mg2+ + 2e- oxidation l) Zn → Zn2+ + 2e- oxidation m) Ga → Ga3+ + 3e- oxidation n) Cl2 + 2e- → 2Cl- reduction o) F2 + 2e- → 2F- reduction 4. Describe five properties of: a) Metals
4. Write half-reactions to show how each atom forms an ion. Label each as oxidation or reduction. The first two are done for you. a) Ca → Ca2+ + 2e- oxidation b) O2 + 4e- → 2O2- reduction c) I2 + 2e- → 2I- reduction d) N2 + 6e- → 2N3- reduction e) Cs → Cs+ + e- oxidation f) Ba → Ba2+ + 2e- oxidation g) Al → Al3+ + 3e- oxidation h) F2 + 2e- → 2F- reduction i) H2 → 2H+ + 2e- oxidation j) Na+ + 1e- → Na(s) reduction k) N3- → N2 + 6e- oxidation l) Ca2+ + 2e- → Ca reduction m) Ba2+ + 2e- → Ba reduction
C6H6 (cyclic) CF4 .. : F : .. .. .. : F ׃ C ׃ F : .. .. .. : F : .. N2Cl4 Cl – N – N – Cl | | Cl Cl NBr3 Br – N – Br | Br .. .. .. : Br : N : Br : .. .. .. : Br : .. N2 N ≡ N : N : : : N : O2 O = O .. .. : O : : O : I2 I - I .. .. : I : I : .. .. CO2 O = C = O .. .. : O : : C : : O :
Li2SO4 + 2 Li 2- .. : O : .. .. .. : O : S : O : .. .. .. : O : .. CCl4 .. : Cl : .. .. .. : Cl ׃ C ׃ Cl : .. .. .. : Cl : .. NI3 .. .. .. : I ׃ N ׃ I : .. .. .. : I : .. NSCl .. .. : Cl : N : : S : .. NH4+ H + .. H : N : H .. H H3O+ NaCl + − .. .. : Na : : Cl : .. .. ClO3- Draw structural and electron-dot diagrams for each.
.. Na2SO4 + 2 Na 2- .. : S : .. NCl3 N2 O2 .. .. : O : : O : Cl2 .. .. : Cl : Cl : .. .. C2H6 C2H4 C2H2 Draw electron dot diagrams for each ionic compound
LiCl .. [ Li ]+ [ :Cl: ]- .. Na2O .. [ Na ]+ [ :O: ]2- [ Na ]+ .. K2S .. [K ]+ [ : S : ]2- [ K ]+ .. BaO .. [ Ba ]2+ [ :O: ]2- .. GaH3 [ H: ]- [ H: ]- [ Ga ]3+ [ H: ]- Worksheet # 13 Practice Test # 1 1. Classify as stable or reactive. Na N+ Ne Cl- S3- P P3- Ca Ca2+ NaCl 2. Describe a metal and a nonmetal in terms of gaining or losing electrons. Metals lose electrons and nonmetals gain electrons.
Indicator 1.4 (new from 2008/09) Resolution of Disputes: 1) Percentage of Part XI disputes resolved within 26 weeks of the date the application was received 61% 55% 68% 60% 2) Percentage of Part XII disputes resolved within 5 working days of referral to Arbitrator for a decision 93% 97% 90% 96% 3) Percentage of common law applications relating to an injury occurring to 14 November 2005 resolved within 52 weeks from date an application is received 48% 44% 50% 39% Key Performance Indicators of Efficiency 2006/07 2007/08 2008/09 2009/10 Target 2009/10 Indicator 2.1 Average weighted cost ($) per regulation activity $177 $153 $152 $214 $193 Indicator 2.2 (new from 2008/09) 1) Average weighted cost ($) to resolve a: a) Part XI dispute $4567 $4109 $4600 $4594 b) Part XII dispute $826 $721 $950 $758 c) Common law application relating to an injury occurring prior to 14 November 2005 $3112 $4627 $3600 $3404 2) Average weighted cost ($) to process a Memorandum of Agreement $370 $327 $430 $332
Interest Rate Exposure Maturity Date 2010 Weighted Average Effective Interest Rate % Carrying Amount ($000) Variable Interest Rate ($000) Fixed Interest Rate Maturity Less than 1 Year ($000) Non Interest Bearing ($000) Up to 1 Month ($000) 1 to 3 Months ($000) 3 to 6 Months ($000) 6 to 12 Months ($000) More than 1 year ($000) Financial Liabilities Payables - 1,011 - - 1,011 1,011 - - - - 1,011 - - 1,011 1,011 - - - - 2009 Financial Liabilities Payables - 2,116 - - 2,116 2,116 - - - - 2,116 - - 2,116 2,116 - - - - (1) The amounts disclosed are the contractual undiscounted cash flows of each class of financial liabilities.
When the next screen appears, you will click on “Create Requisition” in blue letters as shown: Make sure that the Company field indicates if this is a District transaction or a Foundation transaction. You will need to select the type of requisition here. The box will populate; but because it has the three lines to the right, it is a searchable field to find your selection. Click on the three lines (prompt) to open the selection: Once open, you will see five (4) options to select from:
On the next screen, click once on the blue link, “Request Non-Catalog Items”: You will now go into the first screen of your requisition: First screen of requisition (continued from previous page): Once all of your information has been submitted, you can click on the goldenrod box marked “Add to Cart” to continue with the requisition, or you can click on “Cancel” to cancel the requisition completely. You will receive this prompt and simply click on the green “OK” button. This will place your item in your cart. After you click on “Add to Cart”, you will see that you have something in your cart and you will also see that a new blank screen appears for you to add another item if you wish. You will continue using the blank screens to add items until all items have been entered for your requisition.
A pop up box will appear and you will scroll down until you see the circle for “My Requisitions”. Click on the circle. Once you click the circle, it will populate the open line with “My Requisitions”, then click OK. You will then see the worklet name displayed and you will click Done. Now click “Home” on your worker profile and you will see the “My Requisitions” worklet. To use the “My Requisitions” worklet, click on it and it will display your recent requisitions as follows: Here is the report that will open to search by a number of criteria: Search the Search field
Review the details within the task and then select to “Approve” if the manager authorises the goal(s) or select “Send back” if amendments are required to the goal(s). Note that until the goal is approved, you cannot edit the submission – so for example, if the due date needs changing then you will need to discuss this with your team member so that they are clear on what needs to be amended. To assist with this you may wish to print off the goal. In the top right hand corner of the review screen there is a print icon - Click on this and open up the document so that you can print in the usual way. Once approved, it will display that the process has been successfully completed for creating, reviewing and approving the goal. Staff Viewing Their Own Goals To view your personal goals, log in to Workday. From the Home Screen, click on the ‘Performance Icon’ icon. Important: This is not the same as the Team Performance Icon. Click ‘View Goals’ to view the existing goals which have been approved. Alternatively: From anywhere in Workday, click on icon at the top right of the screen and select ‘View profile’ under your picture. From your profile, click on the ‘Performance’ tab and ‘Individual Goals’ page will be displayed which shows the full detail of your goals. Select the ‘Goal Details’ tab to view a tabular list of all your goals.
Glossary: Role Assignments Role Responsibility of HR Transactions Access to: Supervisory Orgs Approval requirements Division Administrative Assistant 1. Initiating Position related events 2. Approving Position related events 3. Initiating Job related events 4. Approving Job related events 1. Pre-hire 2. Create job requisition 3. Close job requisition 4. Create Position 5. Edit Position restrictions 6. Edit Position 7. Hire 8. Add job 9. Add additional jobs 10. Edit job 11. Terminate 12. Review/edit/correct/ cancel transactions 13. View employee’s record 14. Employees compensation/salary Entire division Division VP, HR Partner Administrative Assistant 1. Initiating Position related events 2. Approving Position related events 3. Initiating Job related events 1. Pre-hire 2. Create job requisition 3. Close job requisition 4. Create Position 5. Edit Position restrictions 6. Edit Position 7. Hire 8. Add job 9. Add additional jobs 10. Edit job 11. Terminate 12. Review/edit/correct/ cancel transactions Supervisory Org they reside in and any subordinate supervisory orgs Division VP, HR Partner Timekeeper 1. Manages timekeeping function for department 2. Assists employee with time entries 3. faculty sick time as applicable/needed 4. Liaison with Payroll and HR for employee time 2. Enter time off 3. Correct time off 4. View time off balance 5. Adjust calculated time 6. Approve time / time off Supervisory org that they reside in Division VP/ HR Partner Manager 1. Initiating Position related events 2. Approving Position related events 3. Initiating Job events 4. Approving Job events 5. Assigned “Time Keeper” role only if they have a supervisory org 5a. Approving time entry 5b. Approving time off 1. Pre-hire 2. Create job requisition 3. Close job requisition 4. Create Position 5. Edit Position restrictions 6. Edit Position 7. Hire 8. Add job 9. Add additional jobs 10. Edit job 11. Terminate 12. Review/edit/correct/ cancel transactions 13. View employee’s record 14. Employees compensation/salary Supervisory Org they reside in and any subordinate supervisory orgs Division VP/ HR Partner Unit Head 1. All tasks of “Manager” role 2. Second Level of approval Same as “Manager” role Supervisory Org they reside in and any other subordinate supervisory orgs Division VP/ HR Partner Budget Manager Budget check Budget approval View all information on employee All MSU Budget Executive Director
Glossary: Role Assignments Role Responsibility of HR Transactions Access to: Supervisory Orgs Approval requirements Division Administrative Assistant 1. Initiating Position related events 2. Approving Position related events 3. Initiating Job related events 4. Approving Job related events 1. Pre-hire 2. Create job requisition 3. job requisition 4. Create Position 5. Edit Position restrictions 6. Edit Position 7. Hire 8. Add job 9. Add additional jobs 10. Edit job 11. Terminate 12. Review/edit/correct/ cancel transactions 13. View employee’s record 14. Employees compensation/salary Entire division Division VP, HR Partner Administrative Assistant 1. Initiating Position related events 2. Approving Position related events 3. Initiating Job related events 1. Pre-hire 2. Create job requisition 3. Close job requisition 4. Create Position 5. Edit Position restrictions 6. Edit Position 7. Hire 8. Add job 9. Add additional jobs 10. Edit job 11. Terminate 12. Review/edit/correct/ cancel transactions Supervisory Org they reside in and any other subordinate supervisory orgs Division VP, HR Partner Timekeeper 1. Manages timekeeping function for department 2. Assists employee with time entries 3. Input faculty sick time as applicable/needed 4. Liaison with Payroll and HR for employee 1.Enter time 2. Enter time off 3. Correct time off 4. View time off balance 5. Adjust calculated time 6. Approve time entry / time off Supervisory org that they reside in Division VP/ HR Partner Manager 1. Initiating Position related events 2. Approving Position related events 3. Initiating Job events 4. Approving Job events 5. Assigned “Time Keeper” role only if they have a supervisory org 5a. Approving time entry 5b. Approving time off 1. Pre-hire 2. Create job requisition 3. Close job requisition 4. Create Position 5. Edit Position restrictions 6. Edit Position 7. Hire 8. Add job 9. Add additional jobs 10. Edit job 11. Terminate 12. Review/edit/correct/ cancel transactions 13. View employee’s record 14. Employees compensation/salary Supervisory Org they reside in and any other subordinate supervisory orgs Division VP/ HR Partner Unit Head 1. All tasks of “Manager” role 2. Second Level of approval Same as “Manager” role Supervisory Org they reside in and any other subordinate supervisory orgs Division VP/ HR Partner
Role Responsibility of HR Transactions Access to: Supervisory Orgs Approval requirements Division Administrative Assistant 1. Initiating Position related events 2. Approving Position related events 3. Initiating Job related events 4. Approving Job related events 1. Pre-hire 2. Create job requisition 3. Close job requisition 4. Create Position 5. Edit Position restrictions 6. Edit Position 7. Hire 8. Add job 9. Add additional jobs 10. Edit job 11. Terminate 12. Review/edit/correct/ cancel transactions 13. View employee’s record 14. Employees compensation/salary Entire division Division VP, HR Partner Administrative Assistant 1. Initiating Position related events 2. Approving Position related events 3. Initiating Job related events 1. Pre-hire 2. Create job requisition 3. Close job requisition 4. Create Position 5. Edit Position restrictions 6. Edit Position 7. Hire 8. Add job 9. Add additional jobs 10. Edit job 11. Terminate 12. Review/edit/correct/ cancel transactions Supervisory Org they reside in and any other subordinate supervisory orgs Division VP, HR Partner Timekeeper 1. Manages timekeeping function for department 2. Assists employee with time entries 3. Input faculty sick time as applicable/needed 4. Liaison with Payroll and HR for employee 1.Enter time 2. Enter time off 3. Correct time off 4. View time off balance 5. Adjust calculated time 6. Approve time entry / time off Supervisory org that they reside in Division VP/ HR Partner Manager 1. Initiating Position related events 2. Approving Position related events 3. Initiating Job events 4. Approving Job events 5. Assigned “Time Keeper” role only if they have a supervisory org 5a. Approving time entry 5b. Approving time off 1. Pre-hire 2. Create job requisition 3. Close job requisition 4. Create Position 5. Edit Position restrictions 6. Edit Position 7. Hire 8. Add job 9. Add additional jobs 10. Edit job 11. Terminate 12. Review/edit/correct/ cancel transactions 13. View employee’s record 14. Employees compensation/salary Supervisory Org they reside in and any other subordinate supervisory orgs Division VP/ HR Partner Unit Head 1. All tasks of “Manager” role 2. Second Level of approval Same as “Manager” role Supervisory Org they reside in and any other subordinate supervisory orgs Division VP/ HR Partner
Chapter 5 Ex: The amount of protein in a sample is measured by the samples absorbance of light at a given wavelength. Using standards, a best fit line of absorbance vs. mg protein gave the following parameters: m = 0.01630 sm = 0.00022 b = 0.1040 sb = 0.0026 An unknown sample has an absorbance of 0.246 ± 0.0059. What is the amount of protein in the sample? determine the absolute uncertainty associated with the subtraction: Then convert to relative uncertainty: Determine uncertainty associated with division: Convert back to absolute uncertainty:
Worker Survey Instructions: Please complete the following information. All information in this survey is confidential and will be used to help the WIOA Rapid Response Teams provide the services that best meet the needs of all employees. Oregon WIOA Response Employer Name: Job Title: Employer Address: How many years have you worked for this employer? Layoff Date: Hourly wage: Full or Part-time: Do you belong to a union? No Yes If yes, please list the union name/local #: What city and zip code do you live in: City: Zip Code: Are you a veteran or the spouse of a veteran? No Yes Are you the only wage earner in your household? Yes No What is your age range: 16-24 25-35 36-54 55+ What is your education level: (check the highest you have earned) Less than High School/GED Community College degree High School/GED completion Bachelor’s Degree Vocational or Trade Certificate Master’s Degree or higher Do you need additional language or accommodations? Please list: I have already lined up a replacement job: Yes If yes, when is your start date: Future Career Plans: (check all that apply) I want to return to work as quickly as possible with the skills that I have I need to upgrade my skills before I look for my next job I need help deciding my future career/training plans I am interested in these services: (check all that apply) Exploring Careers Job Search Resume Development Basic Computer Skills Interviewing Skills Job Applications Networking and Social Media for Job Search Updating skills in math, reading, writing I am interested to talk with someone about: (check all that apply) Determining my transferable skills Assessments and Skill Development Skill Development to address gaps, develop new skills Work-Based Learning such as On-the-Job Training, Apprenticeships, and Work Experience Pell Grants and Community College training Services for Veterans and veteran spouses WorkSource Center services and help to find a job I am interested in these services: (check all that apply) Information on financial support Information on dealing with job loss Information on dealing with stress Transportation, Child Care or Housing resources Do you want someone to follow up with you? Yes No If Yes, Name: Please provide your preferred method of contact Phone: Email: Text:
Sample Restroom Monitoring and Cleaning Log Name of farm: Please see the food safety plan for detailed first aid kit monitoring procedures. Date Restroom # or location Checked (√) Cleaned (√) Supplies filled/actions completed Comments (e.g. special maintenance required) Initials 4/30/13 #3 √ √ Cleaned the inside and emptied trash None EAB Reviewed by: Title: Date:
Sample Visitor Log Name of farm: Please see the food safety plan for information on food safety procedures for visitors. Date Enter time Exit time Visitor (name) Purpose of visit Host (initials) Read visitor policy (yes or no) 6/4/13 8:30 am 9:45 am Jason Gointobe Looking for new cabbage supplier EAB Yes Reviewed by: Date:
Sample Visitor Log Name of farm: Please see the food safety plan for information on food safety procedures for visitors. Date Enter time Exit time Visitor (name) Purpose of Host (initials) Read visitor policy (yes or no) 6/4/13 8:30 am 9:45 am Jason Gointobe Looking for new cabbage supplier EAB Yes Reviewed by: Title: Date:
Welcome to our farm! Food safety is a priority so please review and follow the visitor policy. If you are ill, please come back another day to visit us. If you have diarrhea, jaundice, fever, sore throat, or are vomiting, you will not be allowed to enter the farm or packinghouse. 2. Please remove all jewelry and place in a pocket. If this is not possible, let your host know so an alternative safe storage spot can be provided. It is okay to wear a plain ring that does not contain a stone or jewel. 3. Please wash your hands at the beginning of your visit as well as after using the restroom or eating. 4. Eating is permitted only in designated areas. If you have any questions about the location of these areas, please ask your host. 5. Smoking is not allowed on our farm. 6. If required, please wear all protective gear provided for you. 7. If you are injured, tell your host immediately. Please let your host know if any blood or bodily fluid has come in contact with any surfaces or fresh produce, so we can clean the area and properly dispose of the contaminated produce. 8. Pets are not allowed on the farm, unless it is a service animal. To reduce food safety risks, service animal access may be limited in areas where fresh fruit and vegetable production, handling, or packing occurs.
The RTW Co-ordinator must: Identify the rehabilitation needs of the injured worker to estimate required time off work. Provide advice to injured worker about the claims process and what they can expect. 4e. Should the injured worker wish to make a claim for compensation: The injured/ill worker must: Submit the following documents to the RTW Co-ordinator within 10 days of the injury occurring: Certificate of Capacity - Issued to the injured worker by their treating doctor. Register of Injury - This document provides information about the injury. This information will be used to support the claim for compensation, and to assist the RTW Co-ordinator to make arrangements for a return to work. Injured Worker’s Claim Report - This must be completed by the injured worker to support a claim for compensation. The RTW Co-ordinator must: Provide the injured worker with the required documents to assist with making a claim. Provide the injured worker with the Managing workplace illness and injury: A guide for employees fact sheet (or policy and procedures) Follow up with the injured worker to obtain required documents. Complete the relevant section of the Injured Worker’s Claim Report. Complete the Employer’s Injury Claim Report. Submit all documents to the WorkCover Agent within 10 days of the injury occurring. The injured/ill worker will be notified within 28 days of submission of all required documents whether or not the compensation claim has been accepted. 4f. While the injured worker is off work: The injured/ill worker must: Maintain contact with their RTW Co-ordinator and/or manager at least once per week during their time off work to advise of progress. Provide the required documents from their doctor and health providers to further support their claim for compensation. The RTW Co-ordinator must: Maintain regular contact with the injured worker, their doctor and health provider to check the progress of the injured worker’s recovery. Make sure to communicate in writing where possible, to ensure accurate recordkeeping. Planning a return to work: Who’s involved:
training needs The Department needs to maintain all staff certifications (i.e. Registered Sanitarians and septic inspection licenses), as well as ensure that staff upkeep existing training (i.e. soil evaluation trainings). Health equity training needs Some health equity training were identified in our self-assessment of core competencies and training preferences. A further assessment was conducted according to the National Culturally and Linguistically Appropriate Services (CLAS) standards. The full assessment is available in Appendix D. The most significant needs assessed in the NCLAS assessment were the ability to “collect and maintain accurate and reliable demographic data” (standard 11), the conduction of “regular assessments of community health assets and needs” (standard 12), and the need for conflict and grievance resolution processes (standard 14). However, standard 12 is currently being addressed by our CHA/CHIP cycle, the Strategic Plan, and a newly implemented PM/QI system.
and Public Health diversity issues in public health. Diversity and Cultural Competency in Public Health Settings- Basic Level This course is worth 1 CE credit and provides public health practitioners with awareness and knowledge to incorporate diversity and cultural competency concepts, tools, and techniques on a community level. Tier 1 & 2 staff COL Core: 3A2, 3B2, 4A1-4A7, 4B1-4B8 Public Health Policy and Advocacy This course is worth 3 CE credits and provides public health professionals with the tools to advocate for, develop, and analyze public health policy. Tier 2 staff COL Core: 1B15, 4B8, 5B10, 8B10 A General Overview of Public Health Accreditation This 30-minute presentation will familiarize staff with the importance and process of accreditation. Tier 1 & 2 staff COL Core: 7A14, 7B14 Managing Change in Public Health: Brining Out the Leader in Each of Us This course is worth 2 contact hours and will explore the change process and strategies for adapting successfully within the public health field. Tier 1 & 2 staff COL Core: Domain 8 Public Health Financial Management A course worth 7 CEUs that provides an overview of the Tier 1 & 2 staff COL Core: Domain 7
During 2013 the influenza coverage rate for Doctors is 64 percent compared to 57 percent during 2012. 6. Influenza coverage rates for Midwives by DHB (2012 – 2013) During 2013 Northland, Capital and Coast and Tairawhiti DHBs made significant increases in coverage for Midwives compared to 2012. 7. Influenza coverage rates for Allied staff by DHB (2012 – 2013) 8. Influenza coverage rates for Other employees by DHB (2012 – 2013) Compared to all occupational groups, Other employees made the most significant increase in total influenza coverage from 60 percent in 2013 compared to 46 percent during 2012.
Midcentral DHB – workforce influenza immunisation coverage Nelson-Marlborough DHB – workforce influenza immunisation coverage rates Northland DHB – workforce influenza immunisation coverage rates South Canterbury DHB – workforce influenza immunisation coverage rates Southern DHB – workforce influenza immunisation coverage rates Tairawhiti DHB – workforce influenza immunisation coverage rates Taranaki DHB – workforce influenza immunisation coverage Waikato DHB – workforce influenza immunisation coverage rates Wairarapa DHB - workforce influenza immunisation coverage rates Waitemata DHB – workforce influenza immunisation coverage rates
Workforce Impact Collective (WIC) Shared Measurement Framework Key Evaluation Questions Sub-questions Related indicators Information needs and source Data collection methods 1. What has been the impact of all our activities? a. What have been the impacts of all of our work on the sector Number of new partnerships or collaborations Average satisfaction rating of WIC stakeholders Number of changes implemented in participating organisations Data on partnerships and collaborations from the start of WIC from monitoring data (#) Satisfaction data from WIC monitoring data (%) Policy/procedural changes due to WIC (#) WIC Monitoring data (ongoing) Organisational Questionnaire (survey monkey) MSC (Steering Group or other stakeholders) Reflection / Summit workshop (to consider all findings) b. What have been the impacts of all of our activities on the workforce? (intended and unintended) Number of new workers that have entered the sector via pilots Data from pilots on new workers (#) Perceptions of new workers Pilots’ statistical reporting MSC c. How have the pilots impacted the relationship between people living with disability and disability support workers? N/A Perceptions of participating people living with disability and disability support workers MSC
2. What have we learned and how have we adapted? a. What have we learned? N/A Consolidated lessons from pilots ranked in terms of importance at reflection workshop Stories of change from people living with disability and disability support workers WIC monitoring data (Lessons Learned) Reflection / Summit workshop (to rank lessons learned) MSC b. How have we incorporated significant learnings and knowledge in the WIC program? Number of ways used to communicate learning WIC monitoring data on communication (#) Assessment of adaptation WIC monitoring data on communication and adaptation (ongoing) Reflection / Summit workshop (to assess adequacy of adaptation) 3. What works (or not) for whom and why? a. What has worked in relation to increasing suitable job seeker awareness of the sector? N/A Reasons behind new workers awareness of the sector New Worker Questionnaire (Survey monkey) b. What has worked in relation to organisations building positive relationships between people living with disability N/A Data on strategies and tools developed to improve relationships between people living with disability and disability support workers Perceptions of people living with disability and Organisational questionnaire (survey monkey) New and existing Worker questionnaire (survey monkey) MSC
and disability support workers? disability support workers of strategies and tools c. What has worked in relation to improving organisations; utilisation of, and support for disability support workers? N/A Perceptions of new and existing disability support workers about the extent of utilisation of their capacities and capabilities New and existing Worker questionnaire (survey monkey) Note: **MSC – Most Significant Change (The collection and sharing of stories, to support the analysis and evaluation of change). Document Update: 30/05/2018
Reports and Forecasts South Carolina Department of Employment &Workforce Website – Unemployment Stats, workshops, UI, job fairs Workforce Carolina Information Resource Website – LMI, Layoff reports, Workforce Resources Carolina Career Information System (SCOIS) – Career exploration, assessments, scholarship info South Carolina Commission on Higher Education – Higher Education Information, SC Scholarships, Non- Licensed Schools South Carolina Department of Commerce - Events, New businesses, Entrepreneurship South Carolina Work Ready Communities ACT Reports for WORKKEYS & NCRC - Work Keys stats by county State Library Quick List of Employment Resources WorkSC – Comprehensive website of employment resources Click the Find a Job button, then choose the Job hunting portal SC Tech Jobs – - A public service of the SC Technical College System's Workforce Training Program – ReadySC™ Indeed.com – – Comprehensive aggregator job search website Snagajob.com – – Hour employment website XAMIRE.com – – Jobs, housing, employment information for Felons South Carolina Association of Non-Profit Organizations Job Portal (SCANPO) USAJOBS Federal Student Employment – WORKSC Overcoming Employment Portal – Assisting the Hard to Employ
Employee M/F Position Age FTE Status Tenure Salary Reports to Insert employee name here Insert gender here Insert position title here Insert age here Insert employment status here Insert tenure information here Insert salary details here Insert manager details here Insert employee name here Insert gender here Insert position title here Insert age here Insert employment status here Insert tenure information here Insert salary details here Insert manager details here Employee Qualification(s) Training Package Ref Skills/Competency Competency level* Insert employee name here Insert qualification’s details here Insert Training package reference details here Insert skills and competency details here Insert competency level details here Insert employee name here Insert qualification’s details here Insert Training package reference details here Insert skills and competency details here Insert competency level details here *0=Needs training, 1= Capable under supervision, 2=Competent, N/A Not applicable Workforce Information Example Employee M/F Position Age FTE Status Tenure (Yrs) Salary ($) Reports to Mike M CEO 35 1.0 Ongoing 7 65,000 N/A