zilongwang/ReadingBank huggingface dataset:
and the approach to service delivery and workforce planning will need to reflect the increasingly complex needs of people requiring support due to age related conditions. It is expected that due to the increase in Intermediate Care services in the community which aims to keep people living a more independent life for longer within their own homes that individuals are likely to go into residential services later in their life with more complex needs requiring additional services and attention than previous generations. Therefore although the number of residential placements is indicated to rise due to the ageing population there is an expectation that these placements will be for a shorter period and primarily in nursing/dementia care rather than ‘traditional’ residential care.
JOB DESCRIPTION Job Title Senior Programme Officer Location Ramallah, West Bank Mission Medical Aid for Palestinians (MAP) works for the health and dignity of Palestinians living under occupation and as refugees. MAP is the leading UK charity delivering health and medical care to those worst affected by conflict, occupation and displacement, in the occupied Palestinian territory and Palestinian refugee camps of Lebanon. Job Purpose Salary Hours Overseeing the implementation of MAP’s family medicine project. The Senior Programme Officer will also contribute to the management/monitoring of MAP’s other projects in the West Bank ILS 107,808 per annum pro-rate for (0.6 FTE) 21 hours per week Reporting to Director of Programmes (West Bank), and to Director of Programmes (London) for technical issues related to the family medicine project Responsible to Key Internal Relationships Key External Relationships Contract Not applicable DoP (West Bank); DoP (London); staff in West Bank office; Programme Manager UK Ministry of Health; An Najah University; Foundation for the International Development of Family Medicine in Palestine (FIDFMP); MAP’s partner organisations; National NGOs; INGOs; UN and development agencies Fixed term contract for 6 months This job description does not form part of your contract of employment and can be amended from time to time as the needs of the organisation require.
GENERAL CONDITIONS OF AGREEMENT DEFINITIONS Unless expressly indicated otherwise, the following terms whenever used in this Agreement have the following meanings: “Staff” means an individual who holds a letter of appointment with the UN Partner or is on loan to the UN Partner by another UN organization or specialized agency under the terms of the Inter-organization Agreement concerning Transfer, Secondment or Loan of Staff among the Organizations applying the UN Common System of Salaries and Allowances; “Consultant” means an individual other than a Staff who has signed an individual service or consultant agreement with the UN Partner; “Contractor” means a legal entity or an individual who has concluded a non-commercial, commercial or corporate contract with the UN Partner. When applicable, the term includes “implementing partners” or “partner organizations” as defined and used in the UN Partner’s regulations, rules, policies and procedures; “Day” means business day, unless otherwise stated; “Direct Cost” means the actual cost of the UN Partner that can be directly traced to the activities and deliverables set forth in Annex I; “Indirect Cost” means the costs incurred by the UN Partner as a function of and in support of the Technical Assistance, which cannot be traced unequivocally to the Technical Assistance. The rate applicable to this Agreement is stated in Annex V; “Technical Assistance” means the advisory services and related activities to be carried out by the UN Partner pursuant to this Agreement and as described in Annex I. SCOPE AND GENERAL OBLIGATIONS OF THE PARTIES The UN Partner agrees to: (a) provide the Technical Assistance within the scope and in accordance with the timetable and such level of input by the team of Staff, Consultants and Contractors (the “Work Plan”) as detailed in Annex I; and (b) keep the Government informed on the progress towards achieving the required deliverables by timely submission of the progress reports in accordance with Annex III (the “Progress Reports”).
Level of Participation We will participate in the following Waterwatch activities: WATERWATCH ACTIVITY YES/NO Water quality monitoring - monthly YES Spring / Autumn Water Bug Survey Quality Assurance Trials (QA) - annual YES Waterwatch activities in your area: (please specify) Parameters: (list) Temperature, pH, Electrical Conductivity, Turbidity, Available Phosphate, Dissolved Oxygen Testing frequency: ESSENTIAL- Twice per school term (8 x per year) minimum, but can test more regularly if you wish. Try to keep monitoring in a uniform pattern. Eg: Once a week, first Monday of the month, 1st and 5th week of term etc… Tick the boxes that apply to the aims of your monitoring plan Providing information about natural resource condition at the site Enhancing knowledge and understanding of catchment issues.
natural and human driven variation over time Detect any pollution events or pest species outbreaks Develop local water quality guidelines Estimate the effect of an event such as rainfall on water quality. This may include sediment, nutrient and salt inputs (loads) during high flow events. Event monitoring – may include a number of samples during and after the event. Assess impact of a land use or pollution source. Impact assessment Assess effectiveness of a management action Restoration assessment Investigate causes of a particular water quality or river health issue Investigative studies using a variety of assessments Aquatic Ecosystems Aquatic biodiversity Ecosystem health Water bug surveys Frog/ waterbird survey In-stream habitat assessment. Riparian Vegetation Assess Riparian Condition Identify priority sites for investment/management Assess impacts of management changes. Assess impacts of on-ground works. Riparian Condition Assessments
Review alternative provision needs with a view to brokering new provision that would be funded by schools directly. July 2018 Strategy and Commissioning with Learning and Achievement Integrate our services around SEND children and young people and their Families Decreased time to agree EHCPs To create a single point of entry and joint panel arrangements for agreeing and funding support for children with SEND. May 2018 0 to 25 SEND team Improve data sharing (so children, young people and their families only need to tell any member of the partnership once, and with their permission, know that the data will be shared. May 2018 0 to 25 SEND team Health Partners To recruit and train specialist foster carers. August 2018 Children’s Social Care To build partnerships to deliver Berkshire West projects and outcome focussed joint service commissioning with health and LA partners. August 2018 Strategy and Commissioning People’s Services Leadership To deliver ad hoc services through Berkshire partnerships including the reform of EDT and Sensory consortium services. April 2018 Strategy and Commissioning Support successful transition to adulthood Key indicator: Increased percentage of children and young people who go on to Transition progress should be reported regularly to the People’s Service leadership team, with an appropriate set of KPIs. August 2018 0 to 25 SEND team
exercises be extended to include partner agencies providing health and housing services. Care and Care leaders & 0 to 25 SEND team Support Parents and Carers Key indicator: an increased proportion of total spend on children with SEND via Direct Payments Review and re-shape information, advice and guidance services to move support away from face to face towards more on line and volunteer led support. May 2018 0 to 25 SEND team Review the Local Offer with a view to making it better known, more accessible and to provide user feedback. July 2018 Strategy and Commissioning Review the new short breaks programme model with a view to extending the model to other service areas, using Personal Budgets. October 2018 Strategy and Commissioning 0 to 25 SEND team
Daily Services at Westbourne Children’s Centre Monday Tuesday Wednesday Thursday Friday My Baby & Me Come and play in an environment that supports active learners explore and discover the world around them, with their parent’s and carer’s encouragement Ending the day with a Story and Rhyme time 1.30 – 3.00 pm Anti-Natal Clinic Anti-natal service for expectant mothers Your Midwife will monitor your health and your baby’s health during your pregnancy and provide health advice and support Anti-Natal Clinic Anti-natal service for expectant mothers Your Midwife will monitor your health and your baby’s health during your pregnancy and provide health advice and support Active Verbs with music & movement for 2 - 3 year olds Keep fit and Healthy, learn new words and have lots of fun. Talking, understanding others and knowing what to say are important skills. They help children make friend’s, learn and enjoy life to the full. 10.00 – 11.00 am Child Health Clinic Drop-in and talk with our Health Visitors while checking your child’s weight and measurements. Don’t forget your Red Book! 9.30am – 11.30 am Stay and Play 9am – 10am Citizens Advice Bureau Drop-in for advice on housing, welfare, benefits and much more Drop-in 9:30 - 10:30 am Appointments only from 10:30 to 12.00pm Closed
I would like access to the following information (Could the information be provided be in relation to the last 8 academic years including the current one): -WBC have only been issuing Fixed Penalty Notices since September 2013. 1. The number of fines issued to parents who took their children out of school during term-time in an unauthorised absence. 2013/14 2014/15 2015/16 (to date) TOTALS LA Controlled Secondary 19 8 18 45 Academy Secondary 19 56 71 146 LA Controlled Primary 83 256 186 525 Academy Primary 0 0 3 3 TOTALS 121 320 278 719 2. The total cost of the fines issued to parents who took their children out of school during term-time in an unauthorised absence. 2013/14 2014/15 2015/16 (to date) TOTALS LA Controlled Secondary £1,140 £480 £1,080 £2,700 Academy Secondary £1,140 £3,360 £4,260 £8,760 LA Controlled Primary £4,980 £15,360 £11,160 £31,500 Academy Primary - - £180 £180 TOTALS £7,260 £19,200 £16,680 £43,140 3. For cost, could the total be provided but also, a breakdown of cost by academic year. -See above.
context. It may be that WBE authors propose such systems. On the other hand, editors or peer reviewers may be the first to detect genuine ethical risks. In this way the publication process can provide an important service to WBE scholars. Where journal editors are unfamiliar with WBE research, scholars in this field may help to raise awareness of the ethical issues by giving editors copies of these guidelines. Without limiting other potential strategies, it is feasible that data could be provided to peer reviewers that is not included in a publication. For example, in WBE publications it is typical to report the estimated population size of the catchment studied. Yet, in some circumstances such information could be used to identify a vulnerable region or group that the researchers would prefer remained unidentified. In these scenarios all data could be scrutinized through the peer review process. However, in the resulting publication the risk of identifying the site could be minimised by only reporting population rates (e.g. per 100,000 people). After publication, any WBE scholars who wished to see the complete population estimates could contact the authors. This would dramatically reduce any risk that the scientific report was misinterpreted or misused by media sources. 5.0 Useful sources and other materials World Medical Association, Declaration of Helsinki - Ethical Principles for Medical Research Involving Human Subjects Australian Government, National Health and Medical Research Council, National Statement on Ethical Conduct in Human Research (2007) - Updated May 2015
What contributions can you make to WBF and our members?____________ ________________________________________________________________ Are you willing to serve in a leadership position with the WBF? __________ Member Sponsor:_________________________________________________ If you are unsponsored, how did you hear about us?___________________ ________________________________________________________________ Subject to membership approval, I hereby agree to abide by the Bylaws, Standing Rules and Attendance Requirements of the Women’s Business Forum. Dues: $130 per quarter (includes lunch at monthly meetings) + $50 one-time application fee. Attendance: Cannot miss more than 4 meetings in any WBF fiscal year (April 1 – March 31) Signature:____________________________ Date: _____________________ Please attach your resume and $50.00 application fee to this application form. Please mail or email completed application to: Connie L. Smith 8618 Royal Cape Ct, Houston, TX 77069 mmpfb@msn.com
WB30 Evil exam Q The point P represents the complex number z on an Argand diagram, where the locus of P as z varies is the circle C with Cartesian equation The locus of P as z varies is the curve C. A transformation T from the z-plane to the w-plane is given by The point Q is mapped by T onto the point R. Given that R lies on the real axis, (c) show that Q lies on C.
Acronyms and Abbreviations CBR Community-based Rehabilitation CBM CRPD Convention on the Rights of Persons with Disabilities CTP Cash Transfer Program CWD Children with Disabilities DPO Disabled People’s Organization EDSP Education Development Strategic Plan FGD Focus Group Discussion ICF INGO International Classification of Functioning, Disability, and Health International Non-Government Organization MOEHE Ministry of Education and Higher Education MOH Ministry of Health MOL Ministry of Labor MOSA Ministry of Social Affairs NAD Norwegian Association of Disabled NGO Nongovernmental Organization PA Palestinian Authority PCBS Palestinian Central Bureau of Statistics PWD People with Disabilities TVET Technical and Vocational Education and Training UN United Nations UNESCO United Nations Educational, Scientific, and Cultural Organization UNICEF United Nations Children’s Fund UNRWA United Nations Relief and Works Agency for Palestine Refugees in the Near East WHO World Health Organization WWD Women with Disabilities Regional Vice President Country Director Senior Global Practice Director Practice Manager Task Team Leader Task Team Hafez M. H. Ghanem Steen Jorgensen Arup Banerjee Yasser El-Gammal Iqbal Kaur Samira Hillis, Monsterrat Pallares-Miralles ACKNOWLEDGEMENTS This assessment was prepared by a World Bank team led by Iqbal Kaur, Senior Social Protection specialist and comprising Samira Hillis (Program Leader for West Bank and Gaza, GSPDR), Ola
Patrol Leadership Positions Daily Roster *The positions of scribe and chaplain aide may be held by the same individuals throughout the course, or they may rotate among several or all members of the patrol. **Because of their involvement with the chaplain aides meeting on Days Two, Three, Four and Five, the person or persons serving as chaplain aide should be patrol leader on days other than Days Two or Three or Days Four or Five. Between: If a patrol has 7 members, one will serve as patrol leader during the period between the two course weekends. If a patrol has 6 or fewer members, the patrol will choose which patrol member will lead during this ‘tween period. Note: Each day a different member will serve as leader of your patrol, thus allowing each person to have at least one chance during a Wood Badge course to experience that leadership opportunity. The person assigned as assistant patrol leader will become patrol leader on the following day.
Personal and Lifestyle Characteristics by Generation Characteristic Greatest Generation Born Baby Boom Generation Born 1946-1964 Generation X Born 1965-1980 Millennials (Gen Y) 1981-2000 Current Ages 68 to 85 49 to 67 33 to 48 13 to 32 Size of Generation 52 Million 78 Million 46 Million 75 Million + Core Values Respect for Authority Conformity Loyalty Discipline “Me” Generation Internally Driven Competitive Independent Self-Confident Skeptical Confident, Ambitious, Optimistic, Open to Change, Sense of Entitlement Motivated by Loyalty Team Development Love to Fly Solo Fellowship Work/Family Life Balance Duty Before Fun No Balance Live to Work Work to Live Demand a Work/Life Balance Work Hard, Play Hard Family Comes First, Value Free Time Work Ethic Hard Work Sacrifice Hard Working Results-Driven Want Structure and Direction Team Players View of Authority Respectful Accepting of Authority, But Question Challenge Authority Not Intimidated Accepting, Deferential Leadership Style Hierarchy seniority Command and Control Collegial Participative Consensus Straightforward Based on Competence Inclusive, Averse to Conflict Feedback Preference No News is Good News Annually with Documentation Interrupts and asks, "How am I doing?" Wants constant feedback Communication Skills and Styles Prefer Prefer Meetings and Telephone Calls Favors Email and Voicemail Prefers Texting and Social Media What They Want To Be Respected and Contribute in a Meaningful Way Respect for Their Experience and Coming Together to Solve Problems Independence and Recognition for Individual Achievement Structure and Watchful Interest
Personal and Lifestyle Characteristics by Generation Characteristic Greatest Generation Born Baby Boom Generation Born Generation X Born 1965-1980 Millennials (Gen Y) 1981-2000 Digitals (Gen Z) Born Current Ages 71 to 88 52 to 70 36 to 51 16 to 35 15+ Size of Generation 52 Million 78 Million 46 Million 75 Million+ 75 Million Core Values Respect for Authority Conformity Loyalty Discipline “Me” Generation Internally Driven Competitive Independent Self-Confident Skeptical Confident, Ambitious, Optimistic, Open to Change, Sense of Entitlement Acceptance of New Ideas, Greater Social Diversity Motivated by Loyalty Team Development Love to Fly Solo Fellowship Fulfilment and Excitement Work/Family Life Balance Duty Before Fun No Balance Live to Work Work to Live Demand a Work/Life Balance Work Hard, Play Hard Family Comes First, Value Free Time Achieve Emotional & Financial Independence Before Marriage Work Ethic Hard Work Sacrifice Hard Working Results-Driven Want Structure and Direction Team Players Prefer Fast and Efficient Productivity, Masters of Multitasking View of Authority Respectful Accepting of Authority, But Question Challenge Authority Not Intimidated Accepting, Deferential Little Need for Direction Leadership Style Hierarchy seniority Command and Control Collegial Participative Consensus Straightforward Based on Competence Inclusive, Averse to Conflict Self-directed, Decisive, High Self Esteem Feedback Preference No News is Good News Annually with Documentation Interrupts and asks, "How am I doing?" Wants Constant Feedback Immediate Affirmation of Achievements Communication Skills and Styles Prefer Prefer Meetings and Telephone Calls Favors Email and Voicemail Prefers Texting and Social Media Technology a Necessity, Prefer Person to Person What They Want To Be Respected and Contribute in a Meaningful Way Respect for Their Experience and Coming Together to Solve Problems Independence and Recognition for Individual Achievement Structure and Watchful Interest Contentment and Passion, Express their Identity, Flexibility
Geometry Tentative Second Nine Week Schedule October 17 Lesson 5.1 Exploring What Makes Triangles Congruent October 18 Lesson 5.1 Exploring What Makes Triangles Congruent October 19 Lesson 5.2 ASA Triangle Congruence October 20 Lesson 5.2 ASA Triangle Congruence October 21 Module 5 Quiz October 24 Lesson 5.3 SAS Triangle Congruence October 25 Lesson 5.3 SAS Triangle Congruence October 26 Lesson 5.4 SSS Triangle Congruence October 27 Lesson 5.4 SSS Triangle Congruence October 28 Lesson 6.1 Justifying Constructions October 31 Lesson 6.2 AAS Triangle Congruence November 1 Lesson 6.2 AAS Triangle Congruence November 2 Lesson 6.3 HL Triangle Congruence November 3 Lesson 6.3 HL Triangle Congruence November 4 MODULES 5 & 6 TEST November 7 Lesson 7.1 Interior and Exterior Angles November 8 Lesson 7.2 Isosceles and Equilateral Triangles November 9 Lesson 7.3 Triangle Inequalities November 10 Lesson 7.3 Triangle Inequalities November 11 Module 7 Quiz November 14 Lesson 8.1 Perpendicular Bisectors November 15 Lesson 8.2 Angle Bisectors of Triangles November 16 Lesson 8.3 Medians and Altitudes of Triangles November 17 Lesson 8.4 Midsegments of Triangles November 18 TEST MODULE 7 & 8 November 21 Thanksgiving Break November 22 Thanksgiving Break November 23 Thanksgiving Break November 24 Thanksgiving Break November 25 Thanksgiving Break
November 28 Lesson 9.1 Properties of Parallelograms November 29 Lesson 9.1 Properties of Parallelograms November 30 Lesson 9.2 Conditions for Parallelograms December 1 Lesson 9.3 Properties of Rectangles, Rhombuses, and Squares December 2 Module 9 Quiz December 5 Lesson 9.3 Properties of Rectangles, Rhombuses, and Squares December 6 Lesson 9.4 Conditions for Rectangles, Rhombuses, Squares December 7 Lesson 9.5 Properties and Conditions for Kites and Trapezoids December 8 Module 9 Test December 9 Nine Weeks Exam Review December 12 Nine Weeks Exam Review December 13 Nine Weeks Exam Review December 14 2nd Nine Weeks Exam December 15 December 16 *Christmas Break: December 19-January 3
____________________________________ ________________ Employer’s signature Date ____________________________________ ________________ WBL-Coordinator’s signature Date
Student Handbook 2015-2016 Michelle Ausley Work-Based Learning and Youth Apprenticeship Coordinator 4686 U.S. Highway 84 Bypass Thomasville, Georgia 31792 Office: 229.-225.5050 x192 Fax: 229.227-2404 E-mail: mausley@thomas.k12.ga.us
___________________________________________________Student ______________________________________________Parent
FOR SUMMER WBL: Collect all required documents for WBL experiences and provide them to each student’s Teacher of Record for grading at the beginning of the next academic year. Training Plan Job Competencies List up to 5 job competencies student will work to accomplish during WBL Course. By signing this document you agree to the responsibilities as outlined herein: Print Student Name: _____________________________________ Student Signature: ______________________________________ Date: Print Parent/Guardian: ____________________________________ Parent/Guardian Signature: _______________________________ Date: Print Worksite Supervisor: _________________________________ Worksite Supervisor Signature:______________________________ Date: Print Teacher of Record: ______________________________ Teacher of Record Signature: __________________________ Date:
References: Bailey, T.R., Hughes, K.L., & Thorton Moore, D. (2004). Working Knowledge: Work-Based Leaning and Education Reform. NY: RoutledgeFalmer. Benard, B. (2004). Resiliency: What We Have Learned. : WestEd. Cahill, C. (2016). Making Work-Based Learning Work. Jobs For The Future.
The information commissioner can be contacted at: Information commissioner’s Office Wycliffe House Water Lane Wilmslow Cheshire SK9 5AF Policy Review The policy will be reviewed every year or earlier in accordance with any amendments to the regulations or any other legislation. Version: 1 Policy author: Paul Harris Policy dated: 22/05/2018 Review date: 22/05/2019 Appendix
year. If any of this doesn’t make sense, please be assured that it will all be explained in detail during the parent meeting on the 26th of August. If you have any questions, please don’t hesitate to contact me. E-mail is probably the quickest way to get in touch with me rather than calling. My e-mail address is . The phone number at the school office is 934-4010, and they can forward your call to my extension. With best wishes, Paul Miller Chorus Director Woodlawn Beach Middle School 934-4010 ext. 202 CLASSROOM PROCEDURES 1) BE READY FOR CLASS WHEN THE BELL RINGS A) Be in your assigned seat with music folder, pencil, and water bottle before your bell rings. B) Fill water bottle before class. If the bottle requires filling, it must be filled at the water fountain directly outside the chorus room. 2) BE PREPARED FOR CLASS A) Bring chorus folder with pencils, paper, and water bottle every day. B) Utilize the restrooms before or after class for personal grooming. 3) RESPECT OTHERS A) Keep inappropriate comments to yourself. B) DO NOT touch classroom equipment without teacher permission (this includes the PIANOS). C) Students must remain quiet and attentive even when they are not singing. Much rehearsal time is saved when students observe other sections. 4) STRIVE FOR EXCELLENCE TRY YOUR BEST AND YOU WILL ALWAYS END UP A WINNER!! DISCIPLINE POLICY The behavioral journal is used for disciplinary behavior. There are four steps in the journal.
8. The following data was obtained during the titration of 2.0554 M hydrochloric acid with a 25.00 mL aliquot of barium hydroxide: Trial 1 Trial 2 Trial 3 Burette Final Reading 22.92 mL 25.32 mL 41.30 mL Burette Initial Reading 0.06 mL 2.58 mL 18.54 mL Volume of Acid Added Use the above information to determine the concentration of the barium hydroxide. 0.9352 M 9. What volume of 2.549 M NaOH is needed to fully titrate 50.0 mL of 1.285 M HCl solution ? HCl + NaOH → 0.0500 L HCl x 1.285 mol x 1 mole NaOH x 1L = 0.0252 L 1 L 1 mole HCl 2.549 mole 10. What volume of 1.146 M KOH is needed to fully titrate 20.8 mL of 0.557 M H2SO4 solution ? H2SO4 + 2KOH → 0.0208 L H2SO4 x 0.557 mol x 2 mole KOH x 1L = 0.0202 L 1 L 1 mole H2SO4 1.146 mole Titrations Worksheet # 5
10. A compound is 42.3 % C, 5.94 % H, 32.9 % N, and 18.8 % O and has a molecular mass of 425.25 g/mol. Calculate the empirical and molecular formula. C15H25N10O5 11. How many moles of Al2O3 are produced by the reaction 200. g Al? 4Al + 302 → 2Al2O3 3.70 mole 12. How many moles Al are required to produce 300. g Al2O3? 4Al + 302 → 2Al2O3 5.88 mole 13. 100. g Al reacts with excess O2 to produce 150. g Al2O3 according to Calculate the theoretical and percentage yield. 4Al + 302 → 2 Al2O3. 79.4 % 14. Calculate the energy produced by the complete reaction of 150. g H2. 2H2 + O2 → 2H2O + 130. KJ 4.83 x 103 kJ 15. How many grams of H2 would be needed to produce 260. KJ of energy? 2H2 + O2 → 2H2O + 130. KJ 8.08 g
Jon Copans made the motion to approve the November minutes. Kim Kendall seconded the motion. The motion was carried. Review of Internal Controls Collin wrote up his procedures. The Internal Control (Jon, Collin and Kim) will meet March 5th and March 19th (if needed) to review Collin’s write-up and examine VLCT policies. Our next board meeting will be April 9th, and we will approve a draft of the financial policies. National Outdoor Recreation Conference Attendance and Registration This agenda item was deleted since the registration fee for this conference was already approved in the budget. Discussion on Long-term Planning and Establishing Board Goals Collin drafted an outline for a Five-Year Strategic Plan and presented it to the Board. The Board had a long discussion about trails at Wrightsville and connections to regional trails. The Board also discussed the idea of collaborating with trail organizations over the long term to promote trail development in the greater Montpelier region. The Board also discussed the idea of adopting a long-term strategic plan and Board goals for the year. Collin will prioritize the items in his outline, and we will continue this discussion at the next meeting.
SCOPE AND FEE ASSUMPTIONS Project Management Scope, Schedule and Change Management (7/28/16) 886 Develop Project Scope (7/13/16) This activity is primarily done by WisDOT staff, unless the project is a planning study. 886.0 Includes activities directly related to scope development Determine the basic project characteristics and limitations, establish alternatives, determine project requirements, complete field inspections, develop initial project schedule and budget and facilitate the scoping kickoff meeting. 886.1 Develop and review project concept definition To establish initial agreement between the Region PDS, SPO, TSS and other sections as to the timing and scope of the project, initiate authorization to incur engineering charges. Low – Preventative Maintenance: Resurfacing, Reconditioning and Pavement Replacement projects, Bridge Rehabilitation, Single Span Bridge Replacement – minimal right of way impacts. Medium – Within the State Highway Rehabilitation (SHR) Program: Reconstruction, new alignment, multi-span bridge replacement and Expansion projects on urban interstate, rural or urban collectors High – Within the Major Highway Development subprogram, Improvement types: Reconstruction, new alignment, multi-span bridge replacement and Expansion projects on urban arterial, complex urban and interstate. The selection of Low, Medium and high should consider such factors as Jurisdictional Relationships, Connecting Highways, Functional Classification, Special Bridges and Detours/temporary routes. 886.2 Define purpose and need Low – Preventative Maintenance projects, Improvement type: Resurfacing, Reconditioning and Pavement Replacement projects, Bridge Rehabilitation, Single Span Bridge Replacement – minimal right of way impacts. Regulatory compliance is not at issue. Medium – Roadway improvements blended with community goals, economic development, agency coordination, avoidance and minimization of environmental impacts. High – All projects for which an EIS is prepared. Any proposed major action significantly affecting the quality of the human environment. 886.3 Define study area and logical termini Low – Preventative Maintenance: Resurfacing, Reconditioning and Pavement Replacement projects, Bridge Rehabilitation, Single Span Bridge Replacement – minimal right of way impacts.
Division 2 Member’s liability 15 Fines payable by members (CNL ss56 & 126) (1) The board may impose on a member a maximum fine of $ 100.00 for a contravention of these rules. Note. The maximum amount to be inserted must not be more than $1,000, or $500 for a co-operative with a charitable purpose (see section 56 of the law and National Regulation 2.1). (2) A fine must not be imposed on a member under sub-rule (1) unless: (a) written notice of intention to impose the fine and the reason for it has been given to the member; and the member has been given a reasonable opportunity to appear before the board in person (with or without witnesses), or to send to the board a written statement, to show cause why the fine should not be imposed. 16 Liability of members to co-operatives (CNL ss117(2) & 121) A member is liable to the co-operative for the amount, if any, unpaid by the member in respect of entry fees and regular subscriptions, together with any charges, payable by the member to the co-operative under these rules. Division 3 Member cancellations 17 Forfeiture and cancellations—inactive members (CNL ss156–163) The board must declare the membership of a member cancelled if: (a) the whereabouts of the member are not presently known to the co-operative and have not been known to the co-operative for a continuous period of at least one year; or (b) the member is not presently active and has not been active within the meaning of rule 4 in the past two (2) years. Division 4 Deceased or incapacitated members 18 No claim on Club Property No member shall, by reason of his membership, have any transmissible assignable interest by operation of law or otherwise in any property of the club. When any person ceases by death, resignation or otherwise to be a member, all of their interest shall survive, accrue and belong to the members for the time being. 19 Rights and liabilities of members under bankruptcy or mental incapacity Upon application by a person appointed to manage the affairs of a member referred to in sub rule (2), the board may decide to suspend some or all active membership obligations if there are grounds to believe that the member’s physical or mental infirmity is temporary. Part 3 General meetings, resolutions and voting
Optum360 Learning: Introduction to Medical Coding Basics Introduction to Medical Coding Basics - The billing and reimbursement process depends on the accurate coding of medical services and procedures, as well as the correct interpretation of these codes and the coding rules and guidelines that impact the reimbursement process. When you complete this course, you will understand the key elements of medical coding, diagnosis coding, and procedural coding, and you will have a basic understanding of the CPT®, ICD-9-CM, and HCPCS Level II coding systems. Skill Level I, pre-approved for 2 CEUs from the AAPC and AHIMA. Key Features and Benefits Skill level--Each course is designated by skill level: Level I – Provides baseline knowledge Level II – Delivers a deeper understanding Level III – Transitions learners to on-the-job improvement Receive actionable, comprehensive and flexible training--Optum360 provides actionable training you can apply to your day-to-day job functions. Whether you're a coder, a physician or part of the support staff, we offer comprehensive training for each staff member at your facility. Get started with our eLearning courses today--Our training was developed by experts to fit each and every learner. Whatever role you play in your medical facility, Optum360 offers relevant training solutions. Accuracy--Each module includes several layers of validation to assure accuracy and relevance. Current offerings: WBT01 Introduction to Medical Coding Basics – Level I WBT02 Medical Terminology – Level I WBT03 Understanding Insurance – Level I WBT04 Introduction to Procedure Coding – Level I WBT05 Introduction to HCPCS Level II Coding – Level I WBT09 Introduction to Present-on-Admission Diagnoses – Level II WBT10 Coding from the Operative Report (ICD-10-CM and PCS) – Level III CPT is a registered trademark of the American Medical Association.
Photo: Participants in White Cane Day walk in Yangon, the capital of Myanmar. (Photo Credit: Victoria Milko/ NPR) The World Blind Union is the global organization representing the estimated 253 million people who are blind or partially sighted worldwide. We are blind men and women who advocate on our own behalf for full and equal participation in all aspects of community life. Our members are organizations of and for the blind in about 190 countries, as well as international organizations working in the field of vision impairment. We work through six regions: Africa, Asia, Asia-Pacific, Europe, Latin America, and North America & the Caribbean. We are governed by a board of officers comprised of six regional presidents and six internationally elected officers: Dr. Fredric Schroeder of USA, Mr. Fernando Riaño of Spain, Ms. Donatilla Kanimba of Rwanda, Mr. Ajai Kumar Mittal of India, Mrs. Martine Abel-Williamson of New Zealand and Mr. Arnt Holte of Norway. www.worldblindunion.org Vision Impairment Facts Worldwide, 253 million people are visually impaired; of these, 36 million people are blind and 217 million people have moderate or severe vision impairment. 124 million people have uncorrected refractive errors and 65 million have cataracts. More than 75% of all blindness and visual impairment is avoidable 89% of vision impaired people live in low and middle-income countries. 55% of moderate or severely vision impaired people are women. Source: The International Agency for the Prevention of Blindness (IAPB) 1929 Bayview Avenue Toronto, ON M4G 3E8 Canada Phone: 416-486-9698 Fax: 416-486-8107 E-mail: Twitter and Facebook: @BlindUnion World Blind Union Our Vision A world in which we, as blind or partially sighted people, can participate fully in any aspect of life we choose. Our key Priorities (2017 – 2020) Human Rights and Representation Accessibility Capacity Building Information Sharing and Collaboration or Changing What It Means to be Blind… Human Rights and Representation The WBU promotes full participation, equal opportunities and the human rights of blind and partially sighted people. We work with our members to monitor ratification and implementation of human rights instruments, including the Convention on the Rights of Persons with Disabilities
will all be visited, including San Marco’s square, Palazzo Ducale, the Rialto Bridge, the fish market, the Lido and the Jewish Ghetto. The tour is 90 euro per day per person, and it does not include accommodation or travel to Venice. For more information, please contact Lorenzo at or Marta at FanFold-D V5, an affordable high-speed tractor-feed braille printer from Index Braille Index Braille has a new braille printer, the FanFold-D V5 with speeds up to 1,000 pages per hour, low noise level, smart user interface, and a competitive price. It has a simple construction using the BrailleBox’s embossing platform, extended with formula tractors all packed in an acoustic hood. The shared cost with other Index V5 printers makes it possible for FanFold-D to keep a significantly lower price than its competitors. Standard braille text can now be mixed with high-resolution tactile graphic in the same document and you can use almost any of the existing braille editors to prepare the braille file. In addition to this, you can print easily by sending Word or PDF files directly to the printer, to be converted by Index-direct-Braille (idB). A built-in application in the printer, idB includes text-to-braille translation, braille page size formatting, and braille page numbering. idB supports over 140 languages, all major operation systems, literary/contracted braille, and is free of charge. For more information, please see Index Braille’s website on: . RESOURCES NEW RNIB Resource: 'Guide for working with blind and partially sighted colleagues' RNIB's new ' is essential reading for line managers, supervisors, or anyone working alongside or supporting colleagues with sight loss. It has been developed in partnership with a group of blind and partially
of the WBU office, subject to content and space. You can send your letters to THE WBU REGIONS Our regions are the bridge between the international level of work and the local level. Policies and treaties constructed at global levels are then carried out by our members in their own countries. Most of the regions have their own websites where they post updates on their work, member activities, and upcoming events in their area. AFRICA http://www.afub-uafa.org ASIA Website is currently unavailable ASIA-PACIFIC http://wbuap.org/index/ EUROPE http://www.euroblind.org LATIN AMERICA http://ulacdigital.org NORTH AMERICA/THE CARIBBEAN Website is currently unavailable WBU TABLE OFFICERS Dr. Fredric K. Schroeder, President Mr. Fernando Riaño 1st Vice President Ms Donatilla Kanimba 2nd Vice President Ms. Martine Abel-Williamson Treasurer Mr. A. K. Mittal Secretary General Mr. Arnt Holte Immediate Past President arnt.holte@blindeforbundet.no REGIONAL PRESIDENTS AFRICA (AFUB) Mr. Yaw Ofori-Debra ASIA (ABU) Mr. Santosh Kumar Rungta ASIA PACIFIC (WBU-AP) Ms. Michiko Tabata
The Treaty directly addresses the book famine in two important ways; First, it will enable “authorized entities,” such as blind persons’ organizations and libraries, to more easily reproduce works into accessible formats for non-profit distribution. Second, the Treaty will permit the same authorized entities to share accessible books and other printed materials across borders with other authorized entities, helping to end the needless and inefficient duplication of efforts. Now that the treaty is about to enter into force, its implementation has become an important focus for the WBU and its members from all over the world. WBU’s Immediate Past President and our Right to Read Chair, Maryanne Diamond, commented on this importance: “Literacy for all is fundamental to getting an education, work and participating in the community. The Marrakesh treaty must be properly implemented to make it possible for people who are blind or have a print disability to have the same experiences as persons without print disabilities.” Our hope is that every country will ratify the Marrakesh Treaty and then effectively implement its provisions in line with the treaty’s overarching goal of furthering the human rights of persons with print disabilities by promoting their access to literature and information. The WBU and its members will continue to work with countries that have ratified the Marrakesh Treaty to ensure that it achieves its goal. To learn more about the Marrakesh Treaty, our Right to Read Campaign and what you can do to encourage your government to ratify the treaty, visit our . The World Blind Union (WBU) is the global organization that represents the estimated 285 million people worldwide who are blind or partially sighted. Members consist of organizations of blind people advocating on their own behalf and organizations that serve the blind, in over 190 countries, as well as international organizations working in the field of vision impairment. Visit our website at - 30 - For further information, please contact: Caitlin Reid, Communications Officer, World Blind Union
INITIATIVE # 2: Full accessibly of Microsoft OS and other Microsoft products, Apple OS and their products, and Google platforms ACTION PLAN Despite hard work to overcome Microsoft accessibility shortcomings, there is still much to be done for accessibility in their products, including accessibility of Edge, their web browser, the default mail client, PDF access, native apps, and mobile to desktop platform integration. Work also needs to be done to promote a more usable and intuitive design in Microsoft products to make their platform more useful and accessible to screen readers. Although Apple and Google have taken a lead in accessibility of their products, continued conversations and feedback should be provided so that their accessibility continues to be a priority. Follow up with Microsoft on previous meetings and proposals to get firmer work plan and financial commitments from them Work with Microsoft to influence their vision to include accessibility as a priority Maintain conversations with Apple and Google on continued accessibility of their products. STATUS: INITIATIVE # 3: Access to consumer and household goods and services ACTION PLAN Establish a working group to study the issues related to access to consumer and household goods and services. Items to be considered are issues related to touch screens and menus on household appliances, service kiosks, braille and tactile labeling of products (including pharmaceuticals) and access to medical devices (such as glucometers) Establish a working group to develop a plan of action by the end of 2017
If deemed appropriate, explore options of sharing membership or recruitment of new member organizations to ensure that blind and partially sighted persons in the concerned country are properly represented Identify additional resources to support members – for example small projects with members/Officers as mentors or consultants Develop guidelines and strategies for sharing membership Identify countries in need or those having potential resources Engage the Regions in the entire process STATUS: INITIATIVE # 2: Monitor membership application process to ensure that applications are dealt with in a timely and appropriate manner ACTION PLAN Clarify the membership application process/sequence, as required, in response to requests Have tracking mechanism/log in place to monitor process Follow-up with Regional Presidents regarding applications Identify applications not approved within prescribed timeframe Make appropriate recommendations to resolve any problems that arise with the process STATUS: INITIATIVE # 3: Develop strategy to identify potential members in countries that currently are not members of the WBU ACTION PLAN Identify countries which are currently not members Work with Regional Presidents to develop strategy Approach Regional Presidents to assess country situation with reference to current organizations of or for the blind and their level of interest in WBU
Telephone: 1-416-486-9698 Fax: 1-416-486-8107 E-mail: .ngo Website: International Council for Education of People with Visual Impairment #5030, Third Floor, Sreevatsa Center, G N Mills Post, Mettupalayam Road, Coimbatore 641 029, Tamil Nadu, India Telefax :+91 422 2648104 E-mail: Website: APPENDIX 1: THE BRAILLE ALPHABET The basic Braille system: The Braille alphabet is formed within a Braille cell. A Braille cell is a group of six dots. Braille letters are made by raising one or more dots in the cell. The six dot positions within the cell are numbered and referred to as dot 1, dot 2, dot 3, dot 4, dot 5, and dot 6. Here are the letters of the alphabet and numbers in Braille: a b c d e f g h i j k l m n o p q r s t u v w x y z
At its Mid-term General Assembly in Hong Kong in November 2014, WBUAP issued a closing statement, part of which Called upon all governments throughout the Asia-Pacific region to ratify the Marrakesh Treaty at the earliest opportunity so that persons who are blind or partially sighted or who have other print disability, have full access to works of literature, culture and to educational materials. The statement also Welcomed the opportunity to co-operate with the United Nations (UN) Development Programme to build capacity across the region so that persons who are blind or who have print disability are able to advocate for greater access to information. The second point in that statement referred to a joint project between UNDP and WBUAP, which included a situational analysis and a mapping exercise which examined copyright laws in selected countries in the region. This study culminated in a report, authored by Jonathan Band and published in December 2015, which examined how those laws compared with the requirements of the Marrakesh Treaty and showed what changes were needed to meet those requirements. The report was officially launched by Neil Jarvis at a regional workshop hosted by UNESCAP and China Federation of Disabled Persons entitled “Accessible Knowledge, Information and Communication for Persons with Disabilities in Asia and the Pacific”, which took place in . The report, “Our Right to Knowledge” is an excellent tool which is enabling advocates to work with governments around the region in our campaign to get more ratifications of the Marrakesh Treaty. Capacity building Working with international development organizations WBU AP/Danish Association of the Blind (DAB)/Danish International Development Agency (DANIDA) project and extension with Myanmar <Current status> As was reported at the 2014 Mid-Term Regional Assembly in Hong Kong, the Danish Association of the Blind and WBUAP successfully made an application to the Danish International Development Agency (DANIDA) for a grant of US $3 million to continue implementing the Third Phase of the Capacity-Building of Organisations of the Blind and Partially-Sighted to run from October 2014 to September 2017. The First Phase began in 2006 with the Second Phase continuing in 2010. Strictly speaking, this Third Phase is to further develop and strengthen the Lao Association of the Blind (LAB) and the Mongolian National Federation of the Blind