zilongwang/ReadingBank huggingface dataset:
Financial Responsibilities The CEO is legally responsible for the financial management of the organisation including the organisation office, bank accounts, investments, debtors/creditors, insurances, payroll, superannuation, workcover, computers etc. The CEO will be required to: develop and implement a proper accounting system; develop and implement a financial reporting system; develop and implement operating budgets for the organisation including the submission of regular financial reports to the Board; maintain cost control measures; and maintain insurance policies for the organisation including public liability, directors and officers and building and contents. The CEO shall also authorise the reimbursement of business expenses. Business expenses are costs reasonably incurred by employees and Directors in the course of carrying out their duties (eg. travel, accommodation, entertainment, car parking). Business expenses may be reimbursed if provided for in an appropriate budget and approved by the Board. Claims for reimbursement of expenses are to be submitted on the approved form (if any). The CEO shall not provide a reimbursement where the details are incomplete or where details of the expense are not adequately supported with documents. Asset Protection The CEO shall: not permit any cheque or other payment to be processed with only one signature; set and comply with an approval to incur expenditure under delegated authority policy as amended from time to time by the Board; ensure that a backup of the computer system is conducted at least weekly; and not allow staff access to material amounts of funds. Staff The CEO shall: not operate without written personnel policies or office administration systems that clarify the rules and guidelines for the staff; provide effective handling of grievances or disputes;
Don’t forget, the Board is live on LinkedIn! For those of you who are on LinkedIn, you can follow the Board’s page . Karen Payne Chief Executive Officer Board of Taxation phone: +61 2 6263 2122 mobile: 0405 843 880 fax: +61 2 6263 2617 email: C/- The Treasury 100 Market Street, Sydney NSW 2000 website: The of Taxation Secretariat Langton Crescent, Parkes ACT 2600 Australia
At the time of publishing, exhibition and advertising opportunities were still available. For more information, please contact Julie Walton at or 02 9256 3115. About the event We’ve come a long way since the initial vision of the NDIS. In only six years it has been imagined, designed, fought for, legislated, funded and trialled. Now that the full transition of the NDIS has begun, there’s still a road to travel to full implementation. NDS’s CEO Meeting for 2016 focusses on that journey ahead. The state of the disability sector and future directions of NDS will be presented, considering the practical path to a future disability services sector that is vibrant, diverse and sustainable. Attendees will hear from government, learn from business and industry leaders, and be challenged in their own strategic directions. Disability service providers are agents of change, delivering NDIS supports for better life outcomes for people with disability amidst a challenging policy environment. This year’s CEO Meeting recognises the considerable contribution of disability services in making the NDIS a reality while understanding we’re not there yet.
8.15am - 8.45am Registration / Arrival Tea and Coffee 8.45am - 9.00am Welcome Paul Byrne, Vice-President, National Disability Services 9.00am -9.15am Where the opposition stands/ 9.00am – 12.30pm Workshop – From Data to Insight Andrew Means, Director, beyond.uptake 9.15am – 10.15am Kenneth Jenkins Oration Andrea Mason, CEO, Ngaanyatjarra Pitjantjatjara Yankunytjatjara (NPY) Women’s Council 10.15am - 10.45am Morning Tea 10.45am -12.15pm NDIS Q&A CEO, National Disability Insurance Agency plus others 12.15pm - 1.15pm Lunch 1.15pm - 2.15pm Consumer Choice: How rational is it? Adam Ferrier, Founder, THINKERBELL 2.15pm - 2.45pm Getting together: navigating the merger minefield Liz Forsyth, Global Lead for Human Services, KPMG 2.45pm - 3.15pm The Great Debate: Bigger is always better NDS Members 3.15pm Conference Concludes Program Disclaimer National Disability Services Limited (NDS) believes that the information contained in this publication is correct at the time of printing. However, NDS reserves the right to vary any of the speakers, topics or times referred to in this publication without further notice. Any conference or public forum referred to in this publication may involve the presentation of information by speakers or other persons (presentations). The views expressed in any presentations are not necessarily the views of NDS and NDS does not warrant or represent that the presentations are accurate or suitable for any specific needs. The presentations are intended to provide general information only that
Conference participants are responsible for making their own accommodation bookings direct with the hotel of their choice. NDS has negotiated special conference rates with surrounding hotels. To book your room online, please . Suites and other room types can be booked by calling the hotel directly. Day 1 Preliminary Program Monday, 19 November 2018 8.30am - 9.15am Registration / Arrival Tea and Coffee 9.15am - 9.25am Welcome To Country Wurundjeri Land & Compensation Cultural Heritage Council Aboriginal Corporation 9.25am – 9.40am Welcome Joan McKenna Kerr, President, National Disability Services 9.40am –10.00am The Government’s priorities for disability services Hon. Paul Fletcher, Minister for Families and Social Services (Invited) 10.00–11.00 The State Of The Disability Sector Chris Tanti, Chief Executive Officer, NDS 11.00am -11.30am Morning Tea 11.30am - 12.15am Gamification A new technique for staff engagement and training
FULL PAPER CeO2 nanoparticles with different shapes and sizes were synthesized and tested with an array of methods. Cytotoxicity tests on two lung cell lines were performed and no negative effect due to the exposure to CeO2 nanoparticles was found. Cytotoxicity, ceria Giulia Spezzati, Kristina Fant, Anwar Ahniyaz, Maria Lundin-Johnson, Emiel J. M. Hensen, Harm Langermans, Jan P. Hofmann* Page No. – Page No. Synthesis, physicochemical characterization, and cytotoxicity assessment of CeO2 nanoparticles with different morphologies
Sample 2 Dear Employee, Please mark your calendar for the kick-off of (Company’s) annual United Way workplace giving campaign on (Date). This year’s campaign will run from (Date) to (Date) and our Campaign Coordinator (Name) has put together a series of exciting events for everyone to enjoy. Here at (Company) we are committed to making long-lasting change in our community. Our support of United Way’s Community Impact Fund helps address many of southern Nevada’s most pressing issues and creates the foundation for a better life through innovative programs in Education, Income, and Health. When you support United Way, your dollars stay in our community to create better lives through United Way’s work. United Way unites our community to improve people’s lives. United Way is developing innovative strategies to impact Southern Nevada’s most vulnerable populations. By supporting them, we are creating a community where everyone has the chance to succeed and building a brighter future for Southern Nevada. I encourage you to visit United Way’s website at to learn more about the change your gift will make in Southern Nevada’s future. Please join me in choosing to LIVE UNITED! Sincerely, (CEO / Manager)
Coaches – Only one coach shall officially represent each team. The coach is the only adult permitted to discuss procedures, ask questions, or advocate for his/her team with Range Officials. The coach should be designated on the entry form. Coaching - No coaching or spotting is permitted only participants advance to the firing line. No Smoking – No smoking is permitted on or near the firing lines or in any situation where the smoke constitutes interference to shooters. Smoking by minors is prohibited by law and is not permitted on the grounds at any time. Alcohol Policy – No alcoholic beverages may be consumed on the grounds during this event. Violation of this policy is grounds for ejection from the property. Dress Code – Participants are expected to dress appropriately. Team uniforms or shirts are encouraged, but not required. Both youth and adults should wear attire appropriate for the weather while remaining modest and socially acceptable. Clothing with sexually suggestive wording or graphics and alcohol or tobacco advertisement is not permitted. Shorts permitted on the firing line, they must not be shorter than 4” above the knee. Only closed-toed, closed heeled shoes allowed, no clogs, Crocs or sandals. Range Officials have the final word concerning the dress code and may announce or address specific cases. All shooters and coaches should remember that they may be having photographs taken or be asked to interview for the media. Remember that you represent all of 4-H Shooting Sports. Make it a positive image! Behavior and Sportsmanship – All participants and observers are expected to conform to the 4-H Code of Conduct. Rules – Knowledge of procedures and rules – Questions are encouraged to clarify any area of misunderstanding or ignorance. Ignorance of the rules in any event does not obviate their existence. Shooters are responsible for knowing the rules of their event and staying within them. Learning the rules of the events is part of the educational process for shooting sports participants. Physically Disabled Shooters – Carolina State University and North Carolina A&T University commit themselves to positive action to secure equal opportunity regardless of race, color, creed, national origin, religion, sex, age or disability. In addition, the two Universities welcome all persons without regard to sexual orientation. 18. Time limits will be implemented for each discipline. If the shooter is not in line by the end of the allotted time for each discipline, the shooter will forfeit participation in this event.
EMERGENCY EQUIPMENT Purpose: Ensure readiness by prepositioning supplies and equipment. Guidelines: Having the equipment ahead of time can make an effective emergency response much easier and safer. Some of the items such as the all-hazards radio, campus Go Kits and megaphones have been provided by the Emergency Operations and Compliance department for your campus as a one-time equipment distribution. You may choose to purchase other items with campus funds or work with your community partners for additional supplies and materials. Directions: Check the appropriate box for each item you currently possess: All hazards (weather) Campus Go Kit (See website for recommended contents) Yes Yes [x ] [x ] No No [ ] [ ] N/A N/A [ ] [ ] c. Campus map for first responders Yes [x] No [ ] ] d. Campus first aid kit (To include a plan for ensuring students and Yes [ x ] No [ ] N/A [ ] Staff have critical medicines for 24 hours.) e. Traffic control equipment (cones, reflective vests, signs for directing Yes [ ] No [ ] N/A [ ] Traffic, etc.) For evacuating students across busy streets School UHF radios I walkie-talkies Megaphone(s) Yes Yes [x ] [x ] No No [ ] [ ] N/A N/A [ ] [ ] h. Class rosters for accountability during an evacuation Yes [x] No [ ] N/A [ ] i. Classroom Go Kit Yes [x] No [ ] N/A [ ] j. Extra batteries Yes [x ] No [ ] N/A [ ] k. Steps cards for staff 7 Yes [ x ] No [ ] N/A [ ] i. Lockdown poster I sign(s) for front door Yes [ ] No [x ] N/A [ ] Other: [Optional: List any additional readiness equipment or supplies. First aid kit
General Recommendations [REC_GEN_ALL_01] In order to be able keep track of an organisation’s digital assets related to Earth Sciences and Earth Observation missions, it is recommended to collect and store the metadata of the digital objects in use, or deemed to be preserved, according to international metadata standards and practices for preservation (e.g. PREMIS, Dublin Core, etc.). [REC_GEN_INF_01] In to guarantee a reliable preservation of information, several formats are identified. When a digital object is identified as mandatory, two different formats should be used. Mission documentation (mandatory): the preservation formats considered should be PDF/A and FITS. SW and HW documentation (recommended): the preservation formats to be considered are PDF/A and/or FITS. Images (mandatory) related to EO missions (e.g. missions quick-looks, paper images etc.): the preservation format considered should be TIFF and FITS. (FITS preferred for flexibility in metadata editing. It allows handling more complex metadata schemas). Metadata files (mandatory): the main selected preservation formats are XML and ASCII. Multimedia files (mandatory): the main recommended formats (e.g. Videos) are MJ2 and MPEG-A [REC_GEN_SW_01] Emulation, virtualization requires using other software in order to preserve the software of interest. Despite the approach (emulation or virtualization) chosen and implemented to preserve the mission SW and tools, it will have to be refreshed and upgraded periodically. [REC_GEN_SW_02] If Emulation is selected for SW preservation the emulator should have the following characteristics: The emulator is upon freely available source code and appropriate licensing. The emulator is actively maintained. There is reasonable internal and external documentation. The emulator interface is easy to use by non-technical players. The emulator supports a wide range of performance and tuning options. The emulator is robust and provides a believable of fidelity when compared to the original game experience. [REC_GEN_SW_03] If Virtualization is selected for SW preservation the emulator should have the following characteristics: The virtualization technology is upon freely available source code and appropriate licensing. In cases where the source was not available, the virtualization technology was being developed by a company dedicated to virtualization.
OUT-3: CEOS Database update survey and release of online version Survey Q2 annually, release Q4 annually Background information: CEOS agencies to provide resources to support their response to the update survey issued in the April-May timeframe; release of the updated CEOS Database online prior to CEOS Plenary. ESA, with support from SEO and CEOS Agencies OUT-4: EO handbook Q4 2015 Periodic releases of EO Handbook rely on data from MIM. ESA OUT-5: Initial CEOS Database-ECV Inventory integration Q4 2014 Release of the initial integration of the ECV Inventory with the CEOS Database. ESA, with support from SEO, WGClimate, and other CEOS Agencies OUT-6: Updated CEOS website Q4 2014 SEO will present a proposal for update at SIT-29, and complete the update by 2014 CEOS Plenary. SEO Organizational Issues Develop additional detailed guidance documents as proposed by the CEOS Self-Study Implementation Initiative (CSSII). 2014: Three documents will be prepared in 2014 to provide detailed information that supplements the general process descriptions described in the CEOS Governance and Processes document: a CEOS Three-Year Work Plan; a Working Group Process Paper detailing how Working Groups are proposed, formed, governed, and operated; and a New Initiatives Process Paper to describe details regarding the process by which new initiatives are proposed to and considered by CEOS. CEOS will also propose and implement a new document configuration management system. Organizational Issues Deliverables: 2014-2016 Objective/Deliverable Projected Completion Date Background Information Responsible CEOS Entity ORG-1: Version of the new CEOS Three-Year Work Plan (this document). Q1 2014 This version should be suitable for: a) providing visibility to SIT and Plenary regarding the main CEOS deliverables and associated activities, and b) monitoring progress during the course of the year (e.g., by providing progress reference points for the regular SIT and CEOS Chair tag-ups with Working Groups and VCs). CEO ORG-2: Process for CEOS Working Groups Q2 2014 Prepare a Process for guidance on the leadership, structure, governance, execution of activities, evolution of Working Groups; provide guidelines for proposing new Working Groups. CEO in consultation with SEO and CEOS SEC
Session 4: GEO and GEO Initiatives Updates on GEO Status and future, and specifically on flagships GFOI and GEOGLAM. Strategic assessment of outlook and impact for CEOS and agencies. Highlight opportunities and challenges. Identify actions specific to each to direct and progress. Consider new priorities and resources in of common importance (internal timings approximate). 5 GEO Framework Update and Outlook (B Ryan) (45m) GFOI Status and Issues (CEOS Lead/SDCG EXEC) (15m) GEOGLAM Status and Issues (S Cherchali, B Doorn) (15m) Blue Planet Update (P DiGiacomo) (5m) Other CEOS actions in GEO WP (CEO/DCEO) (10m) (Discussion & Actions in each item) 10:15 – 11:45 1h30m Break (Group Photo) 11:45 – 12:00 15m Session 5: UN Framework Initiatives Updates on and UN-SDG processes Outlook and impact for CEOS and agencies Agreement on objectives and next steps 6 UN Framework Initiatives Session Process Update (S Chalifoux) CEOS Way Forward (I Petiteville) UN-SDG Process Update (M-J Bourassa) CEOS Way Forward (A Held) 12:00 – 13:15 1h15m Lunch (ESRIN cafeteria) 13:15 – 14:15 60m
14 Discussion: Inputs from CEOS Initiatives (VCs, WGs, AHTs etc.) on Access and Uptake of Sentinel Data in CEOS Actions 14:45 – 15:30 45m Session 11: SIT-31 AOB, Actions, and Closing 15 AOB: Including: GOOS G-7 initiative report (10 m) – A Fischer 2016 SIT Technical Workshop (5 m) – SIT Chair 30th CEOS Plenary (5 m) – CEOS Chair 15:30 – 16:00 30m 16 Review of Actions (SIT Chair Team) 16:00 – 16:15 15m 17 SIT-31 Closing Remarks 16:15 – 16:45 30m Adjourn 16:45
In 2018, the SDCG will build on previous activity by continuing to implement the first element of the CEOS Space Data Strategy for GFOI — the Global Baseline Data Acquisition Strategy for GFOI, endorsed in 2013 and updated in 2015. The SDCG will also work to implement the Space Data Services Strategy for GFOI, endorsed in 2014. Through this strategy, SDCG seeks to provide a coordinated strategy for national data acquisition that will accommodate countries that have specific technical requirements or heritage and experience with working with a particular EO data source or type. An update of this strategy is planned for 2018 to reflect the changes within GFOI moving into its Phase 2. The SDCG, with support from the CEOS Systems Engineering Office (SEO), will continue to work with several countries to develop pilot data services based on a new Data Cube architecture, in coordination with FDA, Moderate Resolution Interoperability and LSI, with regular reports to be provided. The SDCG will also continue work in cooperation with GOFC-GOLD to implement the Strategy for Satellite Data in support of GFOI R&D endorsed at the 29th CEOS Plenary. The discussion and efforts at SDCG-12 towards a GFOI Near-Real-Time Monitoring system will continue in 2018 with a dedicated User Needs Assessment and pilot demonstrations. 2019-2020: The SDCG will deliver annual implementation updates to the Global Baseline Data Acquisition Strategy for GFOI and the Space Data Services Strategy for GFOI at the annual SIT meetings.
Australian Department of the Environment Nikki Fitzgerald ESA Stephen Briggs Australian Joint Remote Sensing Research Program Peter Scarth EUMETSAT Paul Counet CAST Li Shaohui EUMETSAT Robert Husband CNES Pascale Ultre-Guerard GA Adam CNES Steven Hosford GA Jonathon Ross CONAE Laura Frulla GA Medhavy Thankappan CSA Eric Laliberté GA Simon Oliver CSA Marie-Josée Bourassa GA Trevor Dhu CSA Stéphane Chalifoux GCOS Carolin Richter CSIRO Alex Held GEO Secretariat Barbara Ryan* Andy Steven GEO Secretariat Ochiai Arnold Dekker IMOS Tim Moltmann CSIRO Caroline Bruce ISRO Misra CSIRO Cindy Ong JAXA Koji Akiyama CSIRO David Williams JAXA Yabe Ogawa CSIRO Flora Kerblat JAXA Yoshinori Yoshimura CSIRO Matt Paget KMA Ryu CSIRO Matthew Steventon NASA Andrew Mitchell CSIRO Mike Grundy NASA Bradley Doorn CSIRO Paul Bertsch NASA Brian Killough CSIRO Robert Woodcock NASA Christine Bognar Stephen Ward NASA David Green CSIRO Thomas Schroeder NASA Kim Holloway CSIRO Tim Malthus NASA Kurtis Thome DLR Albrecht von Bargen NASA Matthew Koeppe DLR Klaus Schmidt NASA Michael Freilich EC Astrid-Christina Koch NOAA Charles Wooldridge EC Dinkova NOAA Kerry Sawyer EC Mark Dowell Chuanrong Li EC Mauro Facchini NRSCC Shi Qiu * indicates remote participation. Agency/Organisation Participant Agency/Organisation Participant NSC Einar-Arne Herland SEO Support George Dyke NSMC/CMA Caiying Wei US Department of State Fernando R. Echavarria NSMC/CMA Jiashen Zhang USGS Eric Wood NSMC/CMA Jinlong Fan USGS Frank Kelly NSMC/CMA Wang Keran USGS Jennifer Lacey NSMC/CMA Yeping Zhang USGS Steve Labahn Office of the Queensland Scientist Geoff Garrett VAST Anh Tuan Pham SANSA Jane Olwoch VAST Khac Ban Ninh * indicates remote participation.
Legal Aid NSW CEO's Award 2012 Recognising outstanding service by a private practitioner for a disadvantaged client Application form (Please read Guidelines before completing) Nominee details Indicate whether nominee is an individual lawyer or a firm Individual lawyer Firm Name of nominee Name of firm Firm address Email Telephone/Mobile Fax Nominator details (if not self-nominated) Nominated by Address Telephone/Mobile Fax Case details Client name(s) Legal Aid NSW reference number (if known) Please attach a supporting statement of no more than 500 words. The statement should include a brief description of the service provided and the successful outcome for the client(s). You may submit photographs or other additional items in support (up to a maximum of three). Certification I certify that: The information provided in this application is true and correct I have obtained the necessary permissions regarding client identification and quotes. (Delete 2 if not applicable) Signed: Name: Title: Date:
90 Day Detention Reviews and Estreat Court Held on each Trial Scheduling Court day (as listed above) – heard at 10:30 a.m. Regular Motions No motions during judicial seminar weeks and not every Friday during the summer months. See below for exact dates: Short Motions 1 Hour or Less Total Time - Heard at 10:00 a.m. on the following dates: January 11, 18, 25, 2019 February 1, 8, 15, 22, 2019 March 1, 8, 15, 22, 29, 2019 April 5, 12, 26, 2019 May 13, 17, 24, 31, 2019 June 7, 21, 28, 2019 July 12, 26, 2019 August 2, 16, 30, 2019 September 6, 13, 20, 27, 2019 October 4, 11, 18, 25, 2019 November 1, 15, 22, 29, 2019 December 6, 13, 20, 2019 Note: Any motion more than 1 hour will be booked through the Trial Coordinator for a “week of”. Trial Sittings—Jury and Non-Jury January 7, 2019 – 3 weeks February 19, 2019 – 2 weeks **Non-Jury only** February 25, 2019 - 2 weeks April 8, 2019 – 2 weeks June 24, 2019 – 1 week July 2, 2019 – 2 weeks July 15, 2019 – 2 weeks August 19, 2019 – 2 September 3, 2019 – 2 weeks September 16, 2019 – 2 weeks October 15, 2019 – 2 weeks November 12, 2019 – 2 weeks December 2, 2019 – 2 weeks Note: Criminal JPT’s, Family Conferences, Civil Pre-trials are arranged through the Trial Coordinator. BRANTFORD Continued Long Trials: (Any Civil or Family Trial Longer than 3 Weeks) March 18, 2019 October 15, 2019 Long trial intake form to be completed in full by all counsel/self-represented parties and provided to the Office of the Regional Senior Justice for consideration by the Regional Senior Judge. SIMCOE Trial Scheduling Courts Court commences at 9:15 a.m. on the following dates:
If your School/Division Winner selected to participate for the District Wide CEOTY, the Winner’s completed packet should be submitted to the school Secretary or Principal/Supervisor and then saved on the S: Drive () By Friday, May 31, 2019. If the alternate is interested in the district wide nomination, their packet should be completed as well, but held at the local school. Alternate packet will be requested at a later date, if needed. Although it is not mandatory that the CEOTY participate in the District Wide process, it is mandatory to select a CEOTY to recognize the Classified Employees at your school. We appreciate your support of this program and encourage your participation. Chief Academic Office Leadership & Learning and Chief of Staff Teaching & Learning Instruction & Innovative Practice Assessment & Personalized Learning Community Engagement & Title I Virtual, Learning Resources Band/Orchestra/Choral Special Education/Special Schools & Programs Special Student Services Legal & Policy Issues Physiological Services Level Assistant Superintendent Athletics Events & Strategic Initiatives Leadership Development Communications Policy, Planning & Student Support Operational Support Financial Services SPLOST Construction Procurement Services Public Safety Administration Transportation Administration Accounting Services Budget Services Payroll Services Internal Compliance Accounts Payable & Capital Projects Resources Accountability & Research Employment Employee Relations Compensation & Certification Risk Management Benefits Leadership Management Alternative Education Accountability, Research & Grants Accreditation & Continuous Improvement
CEOs will commit to a target contribution toward the sector-wide priority areas identified by the Public Sector Commissioner below. CEOs may consider the size, structure and functions of their agency when nominating sector-wide priorities to focus on (and in proposing the level and type of contribution to be made). Additional KPIs may be included. Priority Specific and measureable KPIs for 2017/18 End of cycle commentary (including reasons for any significant variances) End of cycle status (Achieved; On track; At risk, Not achieved) Priority 1: Fiscal responsibilities CEO to manage the financial targets in their agency resource agreement. Actual v budget figures for: Total cost of services Net cost of services Total equity Salary expense level Borrowing (if applicable) Working cash limit E.g. Actual financial figures were within budget, and are as follows: cost of services $4,550,654 Net cost of services $5,433,199 etc. Achieved CEO to outline the strategies and policies to manage and reduce agency leave liability. CEO to maintain leave liability below cap set by Treasury (State target figure, e.g. Cap is $4.65M) E.g. Leave liability was $4.66M. It is expected that the Department’s leave liability will be below $4.65M by December 2018 On track CEO must demonstrate compliance with Public Sector Commissioner’s Circular: 2017-02 Workforce Management – Senior Executive Service and leave liability 1. Complete audit of Senior Executive Service (SES) and submit to PSC as required. 2. Implementation of plan to reduce SES cohort Delete KPI C.2 for agencies impacted by Machinery of Government changes 1. 2.
CEOs will commit to a target contribution toward the sector-wide priority areas identified by the Public Sector Commissioner below. CEOs may consider the size, structure and functions of their agency when nominating sector-wide priorities to focus on (and in proposing the level and type of contribution to be made). Additional KPIs may be included. Priority Specific and measureable KPIs for 2017/18 End of cycle commentary (including reasons for any significant variances) End of status (Achieved; On track; At risk, Not achieved) Priority 1: Fiscal responsibilities CEO to manage the financial targets in their agency resource agreement. Actual v budget figures for: Total cost of services Net cost of services Total equity Salary expense level Borrowing limit (if applicable) Working cash limit E.g. Actual financial figures were within budget, and are as follows: Total cost of services $4,550,654 Net cost of services $5,433,199 etc. Achieved CEO to outline the strategies and policies to manage and reduce their agency leave liability. CEO to maintain leave liability below cap set by Treasury (State target figure, e.g. Cap is $4.65M) E.g. Leave liability was $4.66M. It is expected that the Department’s leave liability will be below $4.65M by December 2018 On track CEO must demonstrate compliance with Public Sector Commissioner’s Circular: 2017-02 Workforce Management – Senior Executive Service and leave liability 1. Complete audit of Senior Executive Service (SES) and submit to PSC as required. 2. Implementation of plan to reduce SES cohort Delete KPI C.2 for agencies impacted by Machinery of Government changes 1. 2.
Noted by Public Sector Commissioner (signature and date): Portfolio: xxx DELETE THIS TABLE IF NOT REQUIRED Date of meeting: Minister’s comments: CEO’s signature: Minister’s signature: Minister’s overall assessment of performance: Outstanding Highly Satisfactory Satisfactory Unsatisfactory Noted by Public Sector Commissioner (signature and date):
Noted by Public Sector Commissioner (signature and date): Portfolio: xxx DELETE THIS TABLE IF NOT REQUIRED Date of meeting: Minister’s comments: CEO’s signature: Minister’s signature: Minister’s overall assessment of performance: Outstanding Highly Satisfactory Satisfactory Unsatisfactory Noted by Public Sector Commissioner (signature and date): Portfolio: xxx DELETE THIS TABLE IF NOT REQUIRED Date of meeting: Minister’s comments: CEO’s signature: Minister’s signature: Minister’s overall assessment of performance: Outstanding Highly Satisfactory Satisfactory Unsatisfactory Noted by Public Sector Commissioner (signature and date):
Portfolio: xxx DELETE THIS TABLE IF NOT REQUIRED Date of meeting: Minister’s comments: CEO’s signature: Minister’s signature: Minister’s overall assessment of performance: Outstanding Highly Satisfactory Satisfactory Unsatisfactory Noted by Public Sector Commissioner (signature and date):
CEOs must demonstrate compliance with the Service Priority Review Insert relevant KPI CEO must demonstrate compliance with Premier’s Circular 2017/04: Review of payment of all existing attraction and retention incentives Review of all attraction and retention incentives are undertaken by 31 August 2017, and the outcome of the review reported to PSC. Priority 2: Building public trust in the conduct and ethical decision making capacity of the public sector CEOs must demonstrate compliance with Commissioner’s Instruction No.8 – Codes of Conduct and Integrity Training State target number or % of employees to receive AEDM training
CEO’s signature: Date of meeting with Board Chair: Chair’s comments: Board Chair’s signature: Board Chair’s overall assessment of performance: Outstanding Highly Satisfactory Satisfactory Unsatisfactory Date of meeting with Minister: Minister’s comments: Minister’s signature: Noted by Public Sector Commissioner (signature and date):
PERSON SPECIFICATION Post: Chief Executive Officer CRITERIA DESIRABLE METHOD of IDENTIFICATION Qualifications: Degree (although significant relevant experience may compensate) Business Management qualification Essential Desirable Application Application Proven Experience: Significant senior experience in a charity or not for profit setting Significant senior management experience in a commercial organisation Strong Leadership style with experience in successfully managing and communicating organisational change Robust knowledge of Charity Governance, Policies and statutory requirements Significant experience and track record in developing and successfully delivering business plans and strategies Experience of working closely with Boards of Trustees, advising and guiding robust decision making Experience of financial management including forecasting, budget setting and monitoring income and expenditure Experience of risk strategy and management in a charity, not for profit or commercial setting Experience of representing an organisation at a senior level with key stakeholders including Government and high profile funders Essential Desirable Essential Essential Essential Essential Essential Essential Essential Application Application Application Application Application Application Application Application Application
Knowledge, skills and abilities: Knowledge of providing mentoring services to families ideally in a residential setting Able to ‘think on feet’ and respond to challenging situations whilst also taking a measured approach when required Excellent communication skills at all levels Personal presence and presentation skills, able to represent the organisation professionally Excellent financial management skills Excellent organisational skills and ability to prioritise multiple tasks Project Management Excellent IT skills with ability to prepare reports in Word, spreadsheets in Excel and Power Point Strong management & Leadership skills – able to lead and motivate a diverse team Detailed knowledge of safeguarding requirements, policy and procedure Full driving licence Essential Essential Essential Essential Essential Essential Desirable Essential Essential Essential Essential Interview Interview Interview Interview Application Form/Interview Interview Application Form/Interview Application Form/Interview Interview Application Form/Interview Application Form/Interview Other Attributes: Strong team player Able to work under own initiative and follow direction from the Board Confidential, tactful and diplomatic Committed to upholding the CREATE core values framework Essential Essential Essential Essential Application Form/Interview Interview Interview Interview
Name Development Commission specific goals and commitments The Name Development Commission’s specific goals and commitments will be developed and negotiated collaboratively between the CEO and the Name Development Commission Board Chair, through discussions that consider: Name Development Commission specific commitments major service redesign or delivery requirements specific agency planning and longer-term strategic objectives key strategic risks and opportunities which have been identified by the Chair of the Board, the responsible minister and the CEO. This may also include consultation with the Regional Development Council (Council). Performance outcomes sought (Completed before commencement) Evaluation of achievement (Completed at the end of the agreement period) Key deliverables for the reporting period Key performance indicators (to be specific and measurable) Frequency for progress reporting Explanation of results achieved and any reason for significant variance Chair comment (where relevant) CEO to provide 3 to 4 initiatives (as key deliverables) are specific to their respective Regional Development Commission. CEO to provide specific and measurable key performance indicators that demonstrate how achievement will be measured against the key deliverables.
Performance outcomes sought (Completed before commencement) Evaluation of achievement (Completed at the end of the agreement period) Key deliverables for the reporting period Key performance indicators (to be specific and measurable) Frequency for progress reporting Explanation of results achieved and any reason for significant variance Chair comment (where relevant) Governance The CEO will maintain high standards of corporate governance in the agency and fulfil their functions as outlined under sections 29 and 30 of the Public Sector Management Act 1994. The Public Sector Commissioner may provide information to the Regional Development Commission Chair to assist in evaluation of this performance objective. 2015/16 CEOs performance agreement submitted to Public Sector Commissioner via the Board Chair by 30 September 2015. Appropriate governance arrangements are identified and put in place. Internal and external audits are conducted and responded to, with timely reporting to the Board. The annual report meets all requirements of the relevant guidelines and legislation. 30 September 2015 As required As required Strategic Framework Implement a strategic framework for the RDC that aligns with Regional Blueprints and broader goals/outcomes at the State level and, where appropriate, Commonwealth level. The strategic framework implemented throughout the RDC will include (but is not necessarily limited to): A Strategic plan for 3-5 years and Business plan for 2015/16 endorsed by the RDC Board annually. A comprehensive risk management plan being reviewed annually Annually Reviewed as part of annual audit process Regional Blueprint Program Initiate implementation of the Regional Blueprint Demonstrated progress towards implementation of Blueprint strategies, this may include (but is not necessarily limited to): development of Regional Blueprint implementation plan; development of priority project business cases; and evaluation, monitoring and reporting of progress. Ongoing
Managing Director to outline the strategies and policies to manage and reduce agency leave liability. Net increase (decrease) in cash held Full-time equivalent staff level Salary Cap Enhancing the public sector workforce Managing Directors to provide specific and measurable key deliverables which demonstrate their contribution toward this sector-wide priority. Managing Directors may wish to consider the following initiatives (further outlined in the 2014/15 CEO performance agreement framework guidelines) when considering key deliverables and key performance indicators. Aboriginal employment strategy 2011-2015 Disability employment strategy 2013-2015 Managing Directors must demonstrate compliance with Commissioner’s Instruction No.6 – Workforce data reporting obligations Managing Director to provide specific and measurable key performance indicators which demonstrate how achievement will be measured against the key deliverables. Building public trust in the conduct and ethical decision making capacity of the public sector. Managing Directors to provide specific and measurable key deliverables which demonstrate their contribution to this priority. Managing Directors must demonstrate compliance with Commissioner’s Instruction No. 8 – Codes of Conduct and integrity training. In this regard, Managing Directors are required to include a Managing Director to provide specific and measurable key performance indicators which demonstrate how achievement will be measured against the key deliverables. Target number or % of employees to receive AEDM training.
contribution to this sector wide priority. Managing Director to manage the financial targets in their agency’s resource agreement. Managing Director to outline the strategies and policies to manage and reduce agency leave liability. Borrowing limit (if applicable) Working cash limit Enhancing the public sector workforce Managing Directors to provide specific and measurable key deliverables which demonstrate their contribution toward this sector-wide priority. Managing Directors may wish to consider the following initiatives (further outlined in the 2015/16 CEO performance agreement framework guidelines) when considering key deliverables and key performance indicators. Aboriginal employment strategy 2011-2015 Disability employment strategy 2013-2015 Managing Directors must demonstrate compliance with Commissioner’s Instruction No.6 – Workforce data reporting obligations Managing Director to provide specific and measurable key performance indicators which demonstrate how achievement will be measured against the key deliverables. Building public trust in the conduct and ethical decision making capacity of the public sector. Managing Directors to provide specific and measurable key deliverables which demonstrate their contribution to this priority. Managing Director to provide specific and measurable key performance indicators which demonstrate how achievement will be measured against the key deliverables.
Date of meeting: Minister’s comments: CEO’s signature: Minister’s signature: Minister’s overall assessment of performance: Outstanding Highly Satisfactory Satisfactory Unsatisfactory Minister for (insert portfolio) (Ignore this table if not required) Date of meeting: Minister’s comments: CEO’s signature: Minister’s signature: Minister’s overall assessment of performance: Outstanding Highly Satisfactory Satisfactory Unsatisfactory
Date of meeting: Minister’s comments: CEO’s signature: Minister’s signature: Minister’s overall assessment of performance: Outstanding Highly Satisfactory Satisfactory Unsatisfactory Minister for (insert portfolio) (Ignore this if not required) Date of meeting: Minister’s comments: CEO’s signature: Minister’s signature: Minister’s overall assessment of performance: Outstanding Highly Satisfactory Satisfactory Unsatisfactory Noted by Public Sector Commissioner Signature: Date:
produced from mergers and the renaming of stock exchanges that were previously listed. This list was updated in response to a Sounding Board suggestion that has now been marked as completed. The Board encourages stakeholders to post new ideas for tax system improvement on the or make comments on existing ideas. Tax Transparency Code The discussed the take-up of the Voluntary Tax Transparency Code (the Code). As at 9 July 2018, there were 137 signatories to the Code, of which 116 have published at least one tax transparency report. The Board continues to monitor developments in the tax transparency landscape both in Australian and overseas, to identify ‘best practice’ disclosures and opportunities to further improve the Code. The Board welcomes views from the business and broader community on the Code. The Board recently met with the Australian Accounting Standards Board to understand proposed changes to implement the International Accounting Standards Board’s Reporting Conceptual Framework in Australia, which is likely to include the phasing out of Special Purpose Financial Reports. The Board will continue to keep abreast of developments in financial reporting which may impact on tax transparency. The Board encourages you to adopt the Code and support and assist your clients to adopt it. It is as simple as sending us an email setting out your groups’ intentions! For further information on the Code or to register your intention to adopt it, please contact us at . Thank You! you to all our stakeholders and advisory panel members who continue to support the Board’s work. Thank you also to the Office of Parliamentary Counsel and Deloitte for hosting our recent Board meetings. Our next meeting will be held in Adelaide on 9 August 2018. Stay in You can keep up to date with the latest news from the Board on our website and via LinkedIn. For those who are on LinkedIn, follow the Board of Taxation . Kind Regards Karen Payne Karen Payne Chief Executive Officer Board of Taxation phone: +61 2 6263 2122 mobile: 0405 843 880 email: Treasury Building, Langton Crescent, PARKES ACT 2600 • Telephone: 02 6263 4366 • Email: Website: • Sounding
*Identifying pain points *Insights and problem framing 2. about a time when you have faced a significant personal or professional challenge. How did you think your way through it? What role did "innovative thinking” play in that process? No Written Submission Week of: XX-X Module 2: Clarify – Achieving Deep Patient/Customer Understanding *Design research – making observations *Identifying pain points *Insights and problem framing Upon Successful completion of this week, you should be able to: 1. Identify pain points in the customer. 2. Be able to frame problems to the customer in a manageable way. Required Datar, S.M., Chaturvedi, S. & Bowler, C.N. (2014). BMVSS: Changing Lives, One Jaipur Limb at a Time (Abridged). HBS Case 9-115-009 Krasker, W. (1994). Freemark Abbey Winery . HBS Case 9-181-027 Recommended Recent Blog Post by Priti Lakhani (MHCM 2013). How to Show Up, Not What to Say: Engaged Empathy in Health Care care) Boodman, S.G. (2015). How to Teach Doctors Empathy . The Atlantic. March 15, 2015. Homework Assignment #2: Case Preparation - Jaipur Limb and Freemark Abbey Reflect on the Jaipur Limb case and be prepared to discuss: 1. What are some of the innovations described in the case? 2. How and why did these innovations happen? Was there a process? Reflect on the Freemark Abbey case and be prepared to discuss: 1. What issues would you evaluate? 2. You do not need to do the detailed calculations, but describe your approach(es) to the problem. 3. What alternatives would you consider? Participation: Assignment 1 discussion and required reading discussion
Course Schedule & Assessment of Student Learning EXAMPLE COURSE SCHEDULE Session Date Session Topic Session Objectives Assessment Method(s) Apply the skills necessary for success at all levels in an organization in the areas: communication analysis 3. team behavior 3 minute speech, classroom activities, and the book Conduct stakeholder analysis and SWOT analysis Stakeholder analysis Homework & case studies Identify and practice conflict management and negotiation skills Negotiation game and case study Explain process redesign and the role of informatics In class activity Summarize supervising, mentoring and coaching In-class activity Explain strategy development and change management Classroom group activity Explain the knowledge and application of emergency preparedness principles to leadership in a public health crisis Homework Case Study Describe the attributes of leadership in public health In class group activity Summarize the present importance of partnerships in public health In-class group activity Demonstrate an understanding of managing financial resources necessary to carry out public health activities and achieve public health goals Group budgeting activity Please note, session topics and activities may be subject to change during the course
2017 Current Procedural Coding Expert Turn to the resource that goes beyond coding with the Current Procedural Coding Expert, your CPT® coding resource. Equipped with the entire 2017 CPT® code set with easy to use coding includes and excludes notes for coding guidance, and Medicare icons for speedy coding, billing and reimbursement, this easy-to-navigate resource will benefit physician practices, outpatient hospitals, and ASCs. You’ll also find a comprehensive listing of annual code additions/changes/deletions/reinstatements in the appendix, new code icons and notes, plus reimbursement information and mid-year changes not found in the American Medical Association’s (AMA) CPT® code books. Key Features and Benefits Features common to both Current Procedural Coding Expert and the Current Procedural Coding Expert – Professional Edition New — Optum360 Edge —Evaluation and Management Appendix – Easy to use grids and extended guidelines to facilitate E&M code selection. Optum360 Edge — Headings with detailed Optum360 subheadings. Locate CPT® codes quickly. Optum360 Edge — Code-specific definitions, rules, and references. Reference comprehensive information compiled from the AMA, Centers for Medicare & Medicaid Services (CMS), Optum360, and other sources to assist with accurate coding and speed reimbursement. Optum360 Edge — Resequenced CPT® code alerts. Identify the AMA’s code ”resequencing” at a glance with our specific instructions, color bars, and brackets. Optum360 Edge — Extensive user-friendly index. Find codes in a flash with the most accurate and expansive index of any CPT® coding resource with terms listed in a variety of ways. Optum360 Edge — CCI edit icon. Quickly identify those CPT® codes with corresponding CCI edits. New, Changed and Deleted appendix. Easily identify changes to CPT® code descriptions. CPT® Assistant references. Identifies that an article or discussion of the CPT® has been in the American Medical Association’s CPT® Assistant Newsletter. Use the citation to locate the correct volume.