zilongwang/ReadingBank huggingface dataset:
Chapter 2 – Method (how the surveys were created and administered) Chapter 3 – Results, Interpretation, and Recommendations (detailed) Chapter 4 – Conclusion and Recommendations (summarized) References and Glossary The original Short Survey and Long Survey questions are included in the ballot passage as separate documents Contents of the Package The following comprise this implementation guide package: Table 1: Contents of the Review Package Filename Description Standards Applicability CDAR2_IG_PATSUMRNP R1.pdf This document Informative RnP_Short_Survey_ Transition of Care (ToC) Document V9.0 9-16-2015.pdf The original short survey Informative RnP_LongSurvey.pdf The original long survey Informative
1.6.4.5 Anticipated budgets be considered at the time of establishment of the Terms of Reference. 1.7 ASSOCIATE MEMBERSHIP (2015) 1.7.1 On application, the Unit Executive may grant associate membership in the Unit: (2015) 1.7.1.1 without fees to a retired WCDSB teacher drawing pension benefits who was in good standing in the Association at the time of application. (2015) 1.7.2 The duties and responsibilities of an associate member shall be those designated under regulations 13 to 18 of the Teaching Profession Act. (2015) 1.7.3 An associate member may: (2015) 1.7.3.1 attend Unit meetings, conferences, social events, and workshops, on invitation or on a cost recovery basis; (2015) 1.7.3.2 receive the official publication of the Unit and other communications sent to members of the Unit; (2015) 1.7.3.3 request that the Unit make application on behalf of the associate member to be considered for associate membership in the provincial Association. (2015) 1.7.4 An associate member shall not hold elected office in the Unit nor shall the member vote on a matter affecting its finances or the salaries of its statutory members. (2015) 2. Policies 2.1 The Meaning and Purpose of Policies 2.1.1 The policies of the Unit are statements of the goals and beliefs to which its members subscribe. 2.1.2 The purpose of policy statements are: 2.1.2.1 to guide the Officers of the Unit in their public statements and in their planning of action and the conduct of Unit activities;
Signature Name Notary Public in and for the State of (SEAL) Residing at My commission expires Appendix IX Water Survey Form For BPA Funded Transactions (work element 5 and 92) and Selected Water Conservation Actions (work elements 82, 149, 150, 151) INSTRUCTIONS: The project sponsor or BPA project manager must complete this form for land transaction work elements, including Land Acquisitions (5) and Land (92). This form should be completed during the pre-acquisition phase for a land transaction, and attached to the particular Land Acquisition (5) or Lease Land (92) work element for the property involved. Project sponsors shall also use the form for the water conservation work elements designed to conserve water, including Install Well (82), Install Pipeline (149), Install Sprinkler (150), or Line Diversion Ditch (151). BPA Project Manager: ________________________________________________ Project #: ____-___-__ Name of Project Sponsor: ________________________________________________ Name of Property: ________________________________________________ Are there surface water sources (including springs), indications of water use (e.g., canals, irrigation equipment, irrigated lands), wells, or other groundwater sources on or immediately adjacent to the property boundary? If not, please add your contact information, and attach this form in Pisces as a “Water Survey” attachment to your contract.
Commercial activity Commercial or industrial activity is prohibited. ___Y ___N Observations: New residential activity New residential activity is prohibited. ___Y ___N Observations: Cutting vegetation No cutting of trees or vegetation, except as part of activities described in the Approved Management Plan or the manual removal of exotic species ___Y ___N Observations: Construction All construction, improvements and/or other man-made modifications such as buildings, structures, and parking lots are prohibited except those approved in writing by BPA. ___Y ___N Observations: Fences Fences are prohibited except for: Temporary fences for the protection of trees or wildlife which provide for deer and elk movement Fencing to control wildlife damage to sensitive vegetation is permitted provided that it is limited to areas. ___Y ___N Observations: Roads Roads and parking lots are prohibited except for: Maintenance of existing roads to allow restoration Those approved by BPA ___Y ___N Observations: Topography Altering the general topography, including but not limited to control work is ___Y ___N
C. Network Questions What is (are) the critical path (s) _____________________________________________ What is the planned project completion time? ____________ What is the for activity E? ____________ If there are burst activities, identify them here: ____________ If there are any merge activities, identify them here : ____________ How sensitive is this project network?
Task/Activity Time (mo.) Predecessor(s) Total Budget ($000) Work Package by Month 1 2 3 4 5 A. Preliminary Plan 3 None 3 1 1 1 B. Detail Plan 2 A 2 1 1 C. Hire staff 2 B 4 4 0 D. Equipment selection 1 B 5 5 E. Train staff 1 C 3 3 F. Buy clothing/supplies 3 C 9 3 0 6 G. Plane Transportation 2 C 60 5 55 H. Get custom equipment 5 D 36 5 5 10 10 6 I. Get additional equipment 3 H 20 10 5 5 J. Test equipment 1 E, I 6 6 K. Ship clothing/supplies 5 F 15 3 3 0 0 9 L. Travel 1 G, K, J 9 9 Create a Time-Phased Budget ID Task Dur A Prel Plan B Det. Plan C Hire Staff D Sel. Equip E Train F Purch. Clothing G Plane Transport H Custom Equip. I Additonal Equip. J Test Equip. K Ship Supplies L Travel Total Budget Cumulative Budget Create a Time-Cost Duration Graph.
LEARNING AND INNOVATION Creativity and Innovation Think Creatively Work Creatively with Others Implement Innovations Critical Thinking and Problem Solving Reason Effectively Use Systems Thinking Make Judgments and Decisions Solve Problems Communication and Collaboration Communicate Clearly Collaborate with Others INFORMATION, MEDIA AND TECHNOLOGY SKILLS Information Literacy Access and /evaluate Information Use and Manage Information Media Literacy Analyze Media Create Products Information, Communications and Technology (ICT Literacy) Apply Technology Effectively LIFE AND CAREER SKILLS Flexibility and Adaptability Adapt to Change Be Flexible Initiative and Self-Direction Manage Goals and Time Work Independently Be Self-Directed Learners Social and Cross-Cultural Interact Effectively with Others Work Effectively in Diverse Teams Productivity and Accountability Manage Projects Produce Results Leadership and Responsibility Guide and Lead Others Be Responsible to Others
Work Experience required to meet position objectives Minimum of 3 years’ experience in a busy education, RTO, NGO or similar administration environment Demonstrated proficiency in general administration and office systems Experience in client management systems, and/or e-learning systems such as Moodle would be an advantage Section 3: Decision Making Authority Decision Making Authority N/A Section 4: Position Accountabilities Area of Accountability Key Activities Outputs Administration support To resource and support all activities associated with Education Services Undertake arrangements for workshops including booking of cars, accommodation and equipment Maintain databases, and the production and updating of Education resources (workbooks, handouts etc.) Assist with design and preparation of promotional materials as required Maintain program equipment and the office environment Other duties as required from time to time. Produce accurate, timely and high quality reports as directed Files being current and accurate Information sheets and handouts produced within designated timeframes Intranet entries posted regularly which are up to date and accurate Business Development Support the Service Manager and Administration Coordinator by: Following up leads for new customers to discuss booking workshops/services Providing leads to the Service Manager – Education where a potential new customer has made an enquiry Making calls to current or previous customers to offer additional or new services and products Expand customer base Record keeping Maintain accurate records for all carer and service provider workshops including, bookings, attendances, evaluations and invoicing All documentation associated with workshops processed within guidelines and invoiced within a week of delivery Relationships Act as a first point of contact regarding Education Services with people from both inside and outside the team and organisation Work collaboratively and cooperatively with the Education Services Administration Coordinator and other administration staff across the organisation Maintain knowledge of key stakeholders Maintain accurate database of contacts and the relationship Producing information and other communication to external stakeholders Other As required to meet needs and/or fulfil contract obligations within the boundaries of the role and in liaison with the Service Manager – Education
Mike Lappin provided feedback from 07/11/2016 Formal Executive Board: Paper 6a//Ambulatory Model: It was interesting to see the patient trends in attendance to A&E that result in no treatment being required; 1641 patients fell into this category and would have stayed at home had appropriate advice been given. Paper 6b//Intermediate Tier Workforce development: A workforce team is set up to address the necessary organisational development needed for staff to feel confident in working in a different way and to develop new skills. Paper 6c//Enablers: The location of the Core Neighbourhoods Bramhall and Cheadle are now at Eden Point and Stopford House at a cost of over £206,000 and will be set to remain here for the near future. ML fed back to the board the concerns of locating teams away from the neighbourhoods. The three areas for public consultation are: intermediate care changes in bed supply, outpatient reductions, and ED reductions at the Foundation Trust that result from Stockport Together Activity. Developing the care home market: There is a group working on a strategy and case (which will come through the same routes as other cases) as well as work at GM on standard pricing across the area. What happens to the outcomes that are not chosen as a priority: The idea is we pick those that best encompass the needs/wants of the population. A lot of outcomes not chosen as a priority will be picked up elsewhere as they are already being covered by others. Another group will be outcomes that contribute to a wider objectives, and so the MCP may later decide to track these themselves. Were TPA workers in place by the end of October: The initial TPA contribution was via organising of priorities within the TPA and once funding is more certain then this can proceed. The New Crisis Response team will commence on 14th November 8am to 8pm 7 days a week with a 2hour rapid response if required. The service is for over 18’s but will focus more on the over 65’s. The Stockport Together investment agreement will be signed by the end of November. The overview of Governance was helpful Comments/queries from Citizens panel was noted at the board and it would be useful to track comments used here and at the board.
1. Open-minded 2. Principled PYP Attitudes 1. Curiosity 2. Creativity Development of Skills Self-management Gross Motor skills - Exhibiting skills in which groups of large muscles are used and the factor of, Fine motor skills - Exhibiting skills in which precision in delicate muscle systems is required. Safety - Engaging in personal behaviour that avoids placing oneself or others in danger or at risk. Research Observing - Using all the senses to notice relevant details. Formulating questions - Identifying something one wants or needs to know and asking compelling and relevant questions that can be researched. Recording data - Describing and recording observations by drawing, note taking, making charts, tallying, writing statements. Unit Assessment In this unit, students will select a of art. Using that piece of art students will then create a new piece based upon their selection. Their creation should reflect the differences between their experience of form and cultural perspective. Students will then reflect upon how their experiences have shaped the new piece of art. Students will be evaluated on a predetermined rubric which will outline expected results which students need to attain in order to receive their grade. This rubric will be given at the beginning of the unit and the goal will be reviewed with students throughout the unit of inquiry. What you can do for your child at home? 1. Give students the freedom to explore the world on their own.
2. Have many opportunities for students to be responsible at home so they can build more self-management skills. 3. Having missions or tasks for students to figure out on their own is essential to their personal development (puzzles, lego, planning a trip). 4. Reading English with your children. 5. Support students in developing their own interests and trying new things. 6. Ask students questions in mother tongue relating to the Key Concepts we are working on in class. Transdisciplinary Links Math Language Arts Visual Arts Key Vocabulary Art, artist, vision, environment, culture, form, movement, century, design, create, ratio, stroke, dimension, texture, balance, pattern, unity, sketch, outline, P6 In our next Unit of Inquiry, we will look at how we express ourselves through the varied medium of art. We will examine art and artists through the lenses of the concepts: form, perspective, and reflection. We will work to use the language of design to describe art. We will try to look at various pieces of art through the window of time. We will look at why an
AGENCY DESCRIPTION Target Deployment Date Actual Date IGC Problem Gambling Help II deployed the Problem Gambling Help website on 11/21/16. The site, in the IN.gov template, was a new site created for this new IGC initiative. The build out was completed under a quick timeline in an effort to get the site launched before the end of 2016. The request was covered under baseline services. 11/21/16 11/21/16 FSSA HIP Employer Link The HIP Employer Link program provided by the Family and Social Services Administration (FSSA) has been rebranded and updated. The current site does not fit the new design and requires an update before it goes live to the public. 11/09/16 11/07/16 INDIANA: Quarterly Applications and Websites Deployed Chart Q1 Q2 Q3 Q4 A Total # revenue applications deployed (New self-funded applications only) 0 5 2 0 B # non-revenue applications/websites deployed (New applications/websites that are not self-funded) 8 3 7 5 C Total # of applications and websites deployed (Total of A and B) 0 1 0 1 D Total # of revenue application or website enhancements (Self-funded change orders only) 8 7 2 2 E # of non-revenue application or website enhancements (Application/website change order that are not self-funded) 4 12 2 3 F Total # of application functional upgrades deployed (Technology Refresh/Rewrite) 1 2 1 0 G Total # of mobile websites/applications deployed (New and CO projects that are responsive) 1 2 1 0 H Project (Under $50,000) 14 23 8 10 I Medium Project (Between $50,000 - $100,000) 3 0 2 0 J Large Project (Over $100,000) 1 2 3 0 [These can’t be totaled since some items are counted twice] No No No No
# of calls assigned by State Weekends and Holidays N/A N/A N/A N/A N/A N/A Percentage N/A N/A N/A N/A N/A N/A f. IN.gov Availability (Network Connectivity) Matrix November Q1 Q2 Q3 Q4 YTD # of minutes of Availability within the reporting period 43,200 131,040 130,540 132,480 87,840 482,400 Total # of minutes in the reporting period less the sum of the total # of minutes of scheduled maintenance and Force Majeure events downtime 43,200 131,040 131,040 132,480 87,840 481,900 Percentage 100.00% 100.00% 99.62% 100.00% 100.00% 99.905% g. End User Support – Phone Availability (Target hours = 45 hours per week) Matrix November Q1 Q2 Q3 Q4 YTD Actual hours available during Peak Usage Periods 162 558 585 585 342 2070 Target hours of availability during Peak Usage Period 162 558 585 585 342 2070 Percentage 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% h. End User Support - Problem Resolution (VSM) Matrix November Q1 Q2 Q3 Q4 YTD Application Support 37 150 163 94 Bugs (4 hr SLA) 18 68 87 70 Content (3 day SLA) 196 901 801 767 Financials 143 346 337 415 Outages (2 hr SLA) 4 20 19 7 Web Address (3 day SLA) 2 25 29 22 Other 4 23 30 40 404 1,553 1,466 1,415 i. End User Support – Compliance (VSM) Matrix November Q1 Q2 Q3 Q4 YTD Application Support (200 hrs) 84% 91% 85% 92% Bugs (4 hour SLA) 100% 99% 100% 100% Content (3 Business days SLA) 98% 98% 98% 98% Outages (2 hour SLA) 100% 100% 100% 100% Web Address (3 business day SLA) 100% 84% 79% 78% Percentage - - - - - - j. Customer Satisfaction
4 5 JC @ Bolingbrook 4:30pm Br. 6 Practice 3:45 – 5:15 Hill Lanes 7 Practice 3:45 – 5:15 Crest Hill Lanes 8 Minooka @ JC 4:30pm CHL 9 10 Strikefest T & C 9:00 am Varsity Only 11 12 Practice 3:45 – 5:15 Crest Hill Lanes 13 Plfd North @ JC 4:00pm CHL 14 Practice 3:45 – 5:15 Crest Hill Lanes ATHL. AWARENESS 15 JC @ Oswego East 4:00pm Parkside Lanes 16 17 Lockport Invite Strike & Spare II 9:00 am 18 19 20 Practice 2:00 – 3:45pm Crest Hill Lanes 21 Practice 12:30 – 2:30pm Crest Hill Lanes 22 Practice 10:00am – 12:00pm Crest Hill Lanes Christmas Break 23 Practice 10:00am – 12:00pm Crest Hill Lanes 24 25 26 27 Plfd Tourney T & C 9:00 am Varsity Only 28 Practice 10:00am – 12:00pm Crest Hill Lanes 29 Practice 10:00am – 12:00pm Crest Hill Lanes 30 31 Sunday Monday Tuesday Wednesday Thursday Friday Saturday 1 2 3 4 Practice 3:45 – 5:15 Crest Hill Lanes 5 Practice 3:45 – 5:15 Crest Hill Lanes 6 7 8 9 Practice 3:45 – 5:15 Crest Hill Lanes 10 JC @ Plfd South 4:00pm T & C 11 Plfd Central @ JC 4:30pm CHL ATHL. AWARENESS 12 Practice 3:45 – 5:15 Crest Hill Lanes 13 14 Morris Invite Varsity 9am Echo Lanes 15 16 Plfd North – JV 17 JC @ Oswego 18 Practice 19 JW @ JC 20 21
Transition timeline Sep 2016 Available Now Sep 2016 Available Now AUSkey Developer Kit (with CAA Updates) Preliminary System Test 2016 2017 August September October November December January February March April May June July August September October ADK available via SBR (including CAA changes) dotNET/ Java: ADK 2.1 C version: ADK 2.2 Testing ADK Preliminary system test (agile build) Agile build and UI available for Testing End to End UAT Date TBC CAA deployed to Prod in RAM (Go-live) Date 24 Apr Impacted SWD must transition their clients to new solution RTO transition 2017 to be completed by 31 Oct 2017 Date TBC
Support models ATO currently working with USI on developing support models Signing up for SBR Software developers (SWDs) Query and incident management Granting access to CAA role Registered Training Organisations (RTOs) Managing CAA notification Online and Query and incident management
Next steps  Confirmed timelines – any updates will be posted on the USI website  Next forum in February 2017 – we’ll highlight possible impacts/issues and how to mitigate  Share the with your clients and provide feedback ()  Future  Developing end-to-end testing process  Refining support model
except with the prior written permission of [Rights Owner], MOD’s rights of use and dissemination in the document are limited to those set out in that Condition and the Contract for the use of Full Rights Versions of Technical Deliverables. Requests for permission for wider use or dissemination should be made to the relevant [Rights Owner] Account Manager. written permission of [Rights Owner], MOD’s rights of dissemination of the document are limited to UK government departments and to service providers under the terms of Clause 14 of DEFCON 705. Requests for permission for wider use or dissemination should be made to the relevant [Rights Owner] Account Manager. (see note 3) 1. This must always be the customer’s contract number. 2.Include name of the Rights for example: supplier name, sub-contractor name(s) or a combination, as appropriate. 3.If conditions other than DEFCON 705 apply to third party information included in reports subject to DEFCON 705, then this should be clearly indicated. Reports comprising technical information - DEFCON 703 Table 4 MOD reports comprising technical information - DEFCON 703 Only information generated under the contract Third party information or information not generated under the contract also included in document © Copyright (year of production) Supplied to MOD under DEFCON 703 in accordance with Contract No [ABC/1234, task XYZ/9876] (see note 1). © Crown Copyright (year of production) Supplied to MOD under DEFCON 703 in accordance with Contract No [ABC/1234, task XYZ/9876] (see note 1). This document contains additional information proprietary to [Third Party Rights Owner] (see note 2) and which has been supplied in confidence for the purposes of the Contract. Such information is identified. (see note 3)
* Denotes a mandatory field 9. Name and address of publisher: * 10. Name and address of funding source: Dstl Knowledge and Information Services Fort Halstead Sevenoaks Kent TN14 7BP 11. Funding source contract: 12. Dstl project number: 13. Programme: 14. Other report numbers: 15a. Contract start date: 15b. Contract end date: 16. IP conditions for report: * Non-MOD Funded Dstl authored report 17a. Patents: NO 17b. Application number: 18. Release authority role: Leader, Knowledge Management & Exploitation Group Guidance on completing the report documentation page can be found on the .
Clear commercial focus and related successful track record X Ability to deliver at a strategic level while effectively managing operational performance X Strategic thinking skills, including the ability to recognise cross-field strategic risk and opportunity X Strong analytical skills and an excellent aptitude for developing innovative solutions to complex problems X Excellent motivator and communicator with first class leadership, management and interpersonal skills X Strong people management skills X Organised and proactive with high levels of drive, creativity and vision X Ability to propose, develop and implement effective strategies in pursuit of agreed and to make clear informed, appropriate and timely business decisions X Thorough understanding of relevant legislation, regulations and professional best practice applicable to the role X Contract negotiation and dispute resolution skills X
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head, but it does indicate that the connection works through public expenditure on health care, and poverty removal. The consequences for living standards and human well-being of factors other than increases in per capita GDP and consumption will therefore be analysed. Life expectancy and overall social conditions It is obvious that China’s rise in consumption – reflected materially in increase in food quality, housing, holidays, phones, cars, furniture, health care etc. – is a decisive factor in determining its living standards and creating the basis for prosperity. China’s rapidly growing numbers of smartphones, cars, internet users, foreign holidays trips etc. reflect this. However attempts are sometimes made to claim that China’s dramatic increases in measurable consumption are offset by other factors – for example weaknesses in health care, deterioration in the environment etc. Factual analysis shows the reality is the opposite. Data on the impact of social conditions, health, environment, education etc. show that China’s life expectancy is better than would be expected purely from its economic development. This, evidently, again does not indicate that there are not negative factors, nor is this being argued, but that these are clearly and considerably outweighed in China by positive trends. This fact can be tested objectively. As already noted, life expectancy provides the most sensitive indicator of overall living conditions. Earlier, to assess the pre-1978 period, a comparison was made of China with the second largest developing country – India. Comprehensive comparative data does not exist to allow a comparison for all countries back to 1949, however for the post- 1978 period it is possible to make a systematic comparison with most countries. To provide an overall framework Figure 3 confirms clearly the high degree globally to which life expectancy is primarily determined by the direct and indirect consequences of a country’s per capita GDP. It shows the correlation of per capita GDP and life expectancy in 2011 - the latest year at the time of wrirting for which comprehensive international data exists. Coverage is for all 117 countries for which annual records exist from 1980-2011 – these states include the overwhelming majority of the world’s population. It may be seen differences in per capita GDP account for 71% of differences in life expectancy.
EXECUTIVE COMMITTEE MEETING MINUTES Thursday, November 24, 2016 @ 7:00 p.m. BPAC – Main Floor Meeting Room (Jen Col) 1. CALL TO ORDER Leanne Couves called the meeting to at 7:02 p.m. with the following in attendance: Leanne Couves - President Donna Fortune – Director of Administration Stuart Becker – Director of Active Start / U10 S-1 Shackleton – Coordinator of Sweetheart Tournament Sherry Stypula – U16 Director Johnanne Parker – U12 Director Kew – U14AA Coordinator Heather Murray – Director of Finance Kunyk – U19 Director, Statistician Chantal McKenzie – Coordinator of Gaming Nancy Bechard – Director of Player Development & Assessment Snider – Director of Ice Acquisition & Allocator Melanie Murtha – Director of Officiating & Officiating Development Lisa McIntyre – Coordinator of Equipment / Apparel & Ringette Pants Barb Hoffman – Director of U10, Step 2 and 3 Lynne Anderson – Coordinator of Referree Scheduling Dillon Elliott – Director of Coaching Development and Assessment Karen Shackleton – Coordinator of Sweetheart Tournament 2. ADOPTION OF AGENDA Lisa McIntyre moved to adopt the agenda of November 24, 2016. Johnanne Parker seconded. All in favour. CARRIED 3. CREDENTIALS REPORT Quorum established – 10 voting members in attendance. 4. ADOPTION OF MINUTES Deferred to next meeting as had not had a chance to review the Minutes. We will need to adopt Minutes of October and November, 2016. Rhonda Kew will post both Minutes to website. 5. COMMITTEE REPORTS Daron Kew brought up issue of whether or not we would be proceeding with U16AA or U19AA as the process should initiate the process for 2017/2018 season soon. He reported that the process from last ran well but felt decision should be made a little earlier this time. MOTION: Heather Murray made a motion to investigate the feasibility of a U16AA division. Lisa McIntyre seconded. CARRIED
Stir up your power, Lord Christ, and come. With your abundant grace and might, free us from the sin that hinders our faith, that eagerly we may receive your promises, for you live and reign with the Father and the Holy Spirit, one God, now and forever. Amen. The assembly is seated. Word God speaks to us in scripture reading, preaching, and song. First Reading: Isaiah 7:10-16 An Israelite and Aramean military coalition presented a serious threat to King Ahaz of Judah. In response, Ahaz decided to secure his throne and kingdom by seeking refuge in Assyrian help. Isaiah reminds Ahaz that human attempts to establish security will fail. The prophet gives the sign of Immanuel that is the only source of true safety: God is with us! A reading from Isaiah. 10The Lord spoke to Ahaz, saying, 11Ask a sign of the Lord your God; let it be deep as Sheol or high as heaven. 12But Ahaz said, I will not ask, and I will not put the Lord to the test. 13Then Isaiah said: “Hear then, O house of David! Is it too little for you to weary mortals, that you weary my God also? 14Therefore the Lord himself will give you a sign. Look, the young woman is with child and shall bear a son, and shall name him Immanuel. 15He shall eat curds and honey by the time he knows how to refuse the evil and choose the good. 16For before the child knows how to refuse the evil and choose the good, the land before whose two kings you are in dread will be deserted.” The word of the Lord. Thanks be to God. Second Reading: Romans 1:1-7
Productivity Productivity refers to the effective allocation and use of resources, supported by evidence and adapted to the unique contexts of each school. Successful productivity outcomes exist when a school uses its resources – people, time, space, funding, facilities, community expertise, professional learning, class structures, timetables, individual learning plans and facilities – to the best possible effect and in the best possible combination to support improved student outcomes and achieve its goals and targets. Key improvement strategies Key improvement strategies are the high-level actions that the school will undertake to achieve its goals and targets. They represent the sequential process of change that will need to occur if the goals and targets are to be realised. Key improvement strategies are broad and are likely to take several years to implement successfully and sustainably. Implementation of the key improvement strategies will be documented in detail through the school’s Annual Implementation Planning process. Goals Goals are aspirational statements. They define what outcomes the school is striving to achieve. Goals evolve from the school’s purpose, values and context and build on the analysis of student outcomes undertaken through the self-evaluation and review processes. To make the best use of the resources available to the school (human, physical, financial, time, space and materials) to maximise learning outcomes for students. Teams will be planning using consistent documentation based on the Professional Learning Community model across the school. Leadership will be distributed across the school in key strategic areas. A whole school professional learning plan will have been developed that aligns school improvement goals and staff performance with targeted professional development. Commence the process to become an accredited Professional Learning Community. Targets Targets are defined measures of the successful achievement of the school’s goals. Targets can take a number of forms and may focus on the outcomes achieved by all students, such as the learning growth all students will be expected to achieve, or on the outcomes of a smaller group of students. Highly effective teaching and learning teams developed through providing time to support teachers to: plan, assess and moderate together from the commencement of term 1, 2016 using the PLC model. To identify and develop leadership capacities and roles within the school. Actions Actions are the specific activities to be undertaken in each year to progress the key improvement strategies. may Success criteria Success criteria are markers of success. They are useful in demonstrating whether the strategies and actions have been successful. Success criteria reflect observable changes
Contact: Dr. Muhammad Iqbal Member (Strategic Planning, Reforms & Statistics) 051-9219665 Fax: (051)-9202848 Mr. Inamullah Khan Chief: (Strategic Planning, Reforms & Statistics) e-mail: adnan.inamullah@fbr.gov.pk (051)-9204043
FBR DT CD GST STM STD FED WHT VP CoD AOPs NTN USAS SED PCT GDP CH RTO LTU FY CFY PFY Federal Board of Revenue Direct Taxes Customs Duties General Sales Tax Tax Import Sales Tax Domestic Federal Excise Duties Withholding Taxes Voluntary Payments Collection on Demand Association of Persons National Tax Number Universal Self-Assessment Scheme Special Excise Duty Pakistan Customs Tariff Gross Domestic Product Chapter Regional Tax Office Large Tax Payers’ Unit Fiscal Year Current Fiscal Year Previous Fiscal Year
Preserve Access · Invest in Caregivers · Ensure Quality · Promote Efficiency 2016 LEGISLATIVE AGENDA: FOUR CORE PRIORITIES Create Sustainable Funding for Elderly Waiver (EW) State funding for EW has fallen far short of actual need, causing shortages in caregivers and prohibiting innovation in caregiving to meet increasing consumer preferences and demand. Our Goal: Secure investment in the Elderly Waiver Program and establish framework for a sustainable, predictable reimbursement system. Our Outcome: Secure 5% rate increase for Elderly Waiver that includes a quality component Develop a reform proposal for Elderly Waiver that adequately the cost of care, incentivizes quality and provides livable wages and benefits for the hardworking caregivers in these settings. Support consumer choice by preserving access to care in the places they call home for as long as possible. Build the Pipeline of Professional Caregivers As Minnesota’s senior population grows by 60,000 per year, attracting quality caregivers into the senior services field is the top priority of all providers. However, providers are currently struggling to draw employees into their settings. Our Goal: Create opportunities to bolster efforts to improve recruitment of caregivers in the older adult services field. Our Outcome: Obtain grant funding from state agency partners to help promote older adult services careers. Work with higher education to support exposure to potential careers in senior services through nursing programs. Support the Nursing Home Reimbursement System The legislature made major investments in nursing homes last session and helped create a sustainable, predictable reimbursement system that adequately funds quality of care. Our Goal: the benefits of the new value-based payment system and secure moratorium exceptions funding. Our Outcome: Showcase the positive impact of the new payment system including improved quality of care, as well as increased wages and benefits to ensure experienced caregivers. Secure new funding for the Moratorium Exception Process as a bridge to Property Reform to create safe, comfortable homes for seniors. Ensure access and choice for consumers The legislature supported disclosure and choice in discharge planning from hospitals last session, helping to ensure seniors and families were provided with options of where to receive care Our Goal: Continue to support choice and access to nursing facilities in hospital discharge planning. Our Outcome: Support informed consumer choice by enforcing current laws for hospital discharges and hospital swing bed limits that serve to promote post-acute care in home communities.
4. I have little knowledge of workplace values, cultures and practices. Disagree: 1 2 3 4 Agree: 5 4. The course did not help me gain knowledge of workplace values, cultures and practices. Disagree: 1 2 3 4 5 Impact Analysis: The construct being measured was “having knowledge of workplace values, cultures, and practices.” The percentage of people who either disagree or strongly disagree with this construct increased by 41.7% (from 34.6% before the course to 76.3% after the course). By disagreeing, respondents note that they have gained substantial insights into workplace values, cultures, and practices.
6. Fans. (1) Insulation Varnish (Polyurithene / Polyester / Polyesterimide with Baking Temperature Ranging from 100C to 220C) 3208.1010 10% Nil (2) Composite and paperboard (made by sticking flat layers of paper or paperboard together with an adhesive), not surface- coated or impregnated, whether or not internally reinforced, in rolls or sheets. 4807.0000 10% (3) Paper & Paper Board Cellusose Wadding & Webs of Cullulose Fibers, Cated, Impregnated Covered Surface 4811.4900 10% (4) Non Grain Oriented Electrical Steel Sheet 7225.1900 0% 7226.1900 5% 7. Transformers Grain Oriented Electrical Steel Sheet 7225.1100 7226.1100 10% Nil 8. Electric Motors Non Grain Oriented Electrical Steel Sheet 7225.1900 7226.1900 5% Nil”. 2. The notification shall take effect on and from the 1st day of July, 2016. [C. No. 1(4)Tar-III/2016] (Nasir Masroor Ahmed) Additional Secretary
2. PERSONAL DATA (Address and telephone number where applicant may be reached between 3/1/2012 & 06/30/2012.) Address City/State/Zip Telephone Email A. ACADEMIC BACKGROUND (Post Secondary Schools Attended) College/University 1. From – To Expected Graduation Date Major Grade Point Average – Overall Completed Grade Point Average – Accounting or Finance courses College/University 2. From – To Major Grade Point Average – Overall Hours Completed Grade Point Average – Accounting or Finance courses College/University 3. From – To Major Grade Point Average – Overall Hours Completed Grade Point Average – Accounting or Finance courses Attach one [1] official transcript. B. EXTRACURRICULAR ACTIVITIES AND HONORS Extracurricular Activities and Offices Held (include academic, professional, etc.)
A Division B Division C Division D Division E Division Based on the tabulated votes of the submitted game sheets of each regular season game, let’s also recognize the Most Valuable Player and the Most Sportsman like players from our last season: Division MVP 2015 Sportsman 2015 AA Jay Hayes (Piranhas) Nevin Blair (Piranhas) A Damien Crone (Warriors) Joey Skinner (Cobras) B Ashton Nelson (DWIW) Ian Simpson (Bears) C Kevin Logan (Renegades) Sinh Nguyen (Shockers) D Triston Hackett (Raiders ... Kryptonite) Brian Merker (Offerdahl Ornery) E Rodney Charles (Onyx) Karim Kolia (Valley Rebels) and from recent seasons ... Division MVP 2014 Sportsman 2014 AA Marko Glavin (Killer Instincts) Delroy George (Killer Instincts) A Derrick Ogden (Warriors) Peter Hoang (Super Troopers) B Chadwin Bartley (Saints) Dimaline (Axeman) C Kyle Badham (GSOT) Tharsan Sivaramalinghan (ThunderCats)
D Dieter Kusel (Stingers) Warsame Garad (Raiders) Division MVP 2013 Sportsman 2013 AA Adrian Ferenc (Reapers) George Ioannides A Ryan Bachelor (Canes) Vic Carvalho (Rack) B Ian Simpson (Bears) Gordon Shantz (Super Troopers) C Sutharsan Sivasoothalingan (ThunderCats) Kevin O'Carroll (ThunderCats) D Dieter Kusel (Stingers) Joe Kincaid (Stingers) Division MVP 2012 Sportsman 2012 AA Josh Granek (Cobras) Henry (Spartans) A Melios (Canes) Justin Tang (Canes) B Chris Rauch (BullDogs) Daryl Brady (Bears) C Ben Bilz (Hounds) Phil Attrell (Wolves) D Mark Mlakar (Delta Squad) Bill Chan (Arrows) 6. League Finances League finances are in an acceptable state. As of 31-Dec-2015, the league’s bank account cash on hand balance was $3305.92. Approximately $450.00 of that amount has been spent in order to finalize the reconciliation of other expenditures needed and approved before tonight’s AGM. Specifically, expenses for room and equipment rental, printing costs, Executive Committee meetings, life-time/special awards, software tooling/licenses, etc. For comparative purposes, the league’s bank balance as of 31-Dec-2014 was $7244.61. The 2015 closing balance is than that of 2014 as some of the in-season expenses as well as refunds issued to teams were larger than forecasted within the 2015 AGM package. Furthermore, in-season revenues (and in particular, revenues for hosting the 2015 Brampton Trillium Tour event were less than typical. In specific, both days of the May-2015 Trillium Tour event in Brampton were disrupted by wind or rain and the daily temperatures were not encouraging of the typical amounts of food and beverage sales enjoyed at “warmer/sunnier” tournament events hosted by MTFL in the past).
TEAM COMPETITION NOVICE TEAMS Placing Team (180 points) 1 Elk - 141.1 2 Turlock – 114.8 3 Holtville – 109.5 4 Lodi – 80.5 ADVANCED TEAMS Placing Team (180 points) 1 Elk Grove - 148.3 2 Escalon – 144.1 3 Ceres – Central Valley – 137.1 4 San Luis Obispo – 131.5 5 Bakersfield Christian 128.0 6 Tulare – 119.5 7 Healdsburg – 104.2
support the joint needs of Maine, Rhode Island, and Mississippi and continue to interface with over 170+ existing systems and data partners. Scheduled to be complete in 2019. Public Safety – Spillman Records Management System The Records Management System (RMS) application contains detail data from the start of an Investigation through closure. The Mobile application will replace ROADS, the current Mobile application with Spillman Mobile installed on the Officers’ laptops in the vehicle. A contract has been signed with Spillman. Spillman is a well-known provider of CAD, Mobile, and Record Management Systems in Maine with 41 other Sheriff's Offices and local police departments using the application. These agencies will now share data through the Insight Broker with the State level agencies. Solutions II (Spillman Managed Care) installed the hardware and software. Scheduled to be completed summer of 2017. Agriculture, Conservation, Forestry – Convert MS Access to SQL Server/.NET front ends Smaller agencies tend to rely on vendor toolsets requiring less technical depth to meet the daily IT demands. Over time these proliferate and suddenly require support that wasn’t budgeted. Collectively analyzing common data elements and business requirements across a multitude of small applications that are built in MS Access like toolsets allows Application Services to propose collective replacements in supportable, secure technologies and reduce overall support costs. Scheduled to be completed in 2019. DHHS - Electronic Health Records Project This involves the implementation of a new, remotely hosted, Electronic Health Record (EHR) and related information systems for the two psychiatric facilities, Riverview Psychiatric Center and Dorothea Dix Psychiatric Center. It will replace the legacy Meditech system which does not meet hospital requirements. It includes an Electronic Health Record System (CoCentrix Coordinated Care Platform (CCP)), a new electronic billing system (Profiler), and a new pharmacy management system (Ascend). A document archive will contain the medical records from Meditech. has been significant progress to date configuring CCP to meet
Morgen MM to approve/ Alan 2nd it, Motion Carried. Nest meeting date and time: Adjourn: All Next Meeting is on May 17th @ 7 pm. Kenny MM to adjourn/Brad 2nd it. Motion Carried. Meeting adjourn at 8:00 pm
6. PROJECT PLAN What are you proposing to achieve through implementing the project (outcomes)? Examples: re-establish native vegetation; improve groundcover and pasture species composition, raise community awareness What works or activities will you undertake? Examples: Plant & establish 500 trees; 2km fencing to exclude stock from stream; install 5 stock watering points, control 2ha of lantana & blackberry Completion date? (month & year) (Implementation of projects must be completed by 31 May 2017) What maintenance will you undertake to ensure project success on the long term? (Funded activities are generally required to be maintained for a minimum of 5 years see funding conditions) 7. PROJECT BUDGET WORKSHEET Note: For estimate purposes landholders/community groups should cost their in kind labour component at $30/hour. All amounts on this page must exclude GST. LLS funding is provided exclusive of GST. Please see the LLS GST Fact for more advice on funding and the GST implications. A B C D E F G H Activity Cost Funding Proposal Proposed Activity Examples of Activities: Purchase trees, plant trees, erect electric fence Unit of Measure Quantity Unit Cost (excl. GST) Total Activity Cost (C x D) (excl. GST) LLS Funds Sought (excl. GST) Applicant’s Cash Contribution (excl. GST) Applicant’s In-Kind Contribution (excl. GST)
Meet your Bike Louisville and Look Alive Louisville Staff: John Rolf Eisinger Rolf Eisinger works as Louisville Metro’s Bicycle and Pedestrian Coordinator. Rolf was car free while he earned his BA at the University of Colorado at Boulder. Since then, he moved to Louisville and earned a Master’s in Public Health from UofL. While in graduate school Rolf raced his bike at the professional level across the country. Rolf has worked for Louisville Metro since 2009 where he developed a number of bicycle and pedestrian programs including helping Louisville become a bronze level Walk Friendly Community, and helped Louisville reach a silver level Bicycle Friendly Community, started the Bike and Walk Sense programs, added 80 new bikeway miles to Louisville’s Urban Bike Network, manages Louisville’s recently awarded National Highway Traffic Safety Administration (NHTSA) pedestrian education and enforcement grant and Louisville’s Bike Share project. Along with an inspiring, passionate and action-oriented attitude, Rolf has been able to capitalize of a number of trainings including: Federal Highways Administration Road Safety Audits/Assessments, Designing for Pedestrian Safety, ADA Compliant Design, Developing a Pedestrian Safety Action Plan Louisville, National Association of City Transportation Officials (NACTO) Road Show in Indianapolis and design charrette, North American Bike Sharing Association Meetings, Project Management Professional certification, and years’ worth of APBP webinars. Kate Holwerk Kate Holwerk recently joined Louisville Bicycle and Pedestrian team in November 2016. Holwerk has a true passion for cycling as a long time commuter and volunteer for Bike Louisville, Bicycling for Louisville and for the Urban Bike Safety program at the Cabbage Patch Settlement House. In 2011, Holwerk helped design, launch and direct programs in conjunction with Bike Louisville for teaching bike safety to students. She is an active member of the Younger Woman’s Club of Louisville. She has been a League of American Bicyclist's League Certified Instructor (LCI) since 2011.
Protocol for Meningococcal Group B Vaccine (MenB) TRUMENBA® Precautions and Contraindications Screen all patients for precautions and contraindications to immunizations Vaccine Information Statements Provide all patients with a copy of the most current federal Vaccine Information Statement (VIS). Provide non-English speaking patients with a copy of the VIS in their native language, if one is available and desired; these can be found at . FDA Approved Indications and Usage (See Package Insert, current version dated 1/2015) TRUMENBA is indicated for active immunization to prevent invasive disease caused by Neisseria meningitidis serogroup B. TRUMENBA is approved for use in persons aged 10 through 25 years. ACIP Recommended Use of MenB Vaccines (Note that some of these recommendations differ from the package inserts) High-Risk (See “Eligible Groups” on page 3) TRUMENBA is recommended routinely for use in persons aged 10 through 25 years at increased risk for meningococcal disease attributable to serogroup B. TRUMENBA is recommended routinely for use in persons aged 26 years or older at increased risk for meningococcal disease attributable to serogroup B. Other than High-Risk (See “Eligible Groups” on page 3) TRUMENBA may be administered to adolescents aged 16 through 18 years to provide short-term protection against most strains of serogroup B meningococcal disease. TRUMENBA may be administered to young adults aged 19 through 23 years to provide short-term protection against most strains of serogroup B meningococcal disease. No preference is stated for the use of either of the two currently licensed MenB vaccines,) TRUMENBA (MenB-FHbp) or BEXSERO® (MenB-4C). Because the two MenB vaccines are antigenically different, the same vaccine product must be used for all doses. TRUMENBA is a three-dose series and BEXSERO is a two-dose series.