zilongwang/ReadingBank huggingface dataset:
Any staff member can receive a complaint or appeal. Where possible, complaints are resolved immediately. All complaints and appeals are and resolved within 60 calendar days of receipt. If the school RTO considers that more than 60 calendar days are required to process and finalise the complaint or appeal, the complainant or appellant will be informed of the reasons for the extended timeframe in writing and will be regularly updated on the progress of the matter. The school RTO will maintain a secure Complaints and Appeals Register, documenting all complaints and appeals received, as well as actions taken and decisions made. The school RTO will undertake a continuous improvement process that includes reviewing both the details in the Complaints and Appeals Register, and the complaints and appeals policy and procedures, and taking appropriate corrective action to eliminate or mitigate the likelihood of the same problems occurring again. Procedures If a complaint relates to a report about harm or safety, refer to your school’s appropriate Student Protection procedures. On receipt of a verbal complaint: Resolve the complaint if possible, documenting the complaint, its actions taken and decisions made in the secure Complaints and Appeals Register. If the complaint cannot be promptly and simply resolved, advise that an appropriate member will deal with the complaint, but a written record of the complaint is required. To put a complaint/appeal in writing, advise the complainant/appellant that: they may use the support of a third party in progressing the complaint/appeal they can put the complaint/appeal in writing themselves you can make a written record for them to sign. In this case note whether the complainant/appellant wants the support of a third party ensure the complainant and dates the form identify yourself, and your role within the school RTO sign and date the form yourself. On receipt of a written complaint/appeal: if the complaint/appeal is not in relation to the RTO Manager forward it to the RTO Manager it into the secure Complaints and Appeals Register. if the complaint is in relation to the RTO Manager forward it to the Deputy Principal responsible for the Senior School enter it into a separate secure Complaints and Appeals Register, which is kept separate from the main Register. send a prompt written acknowledgement to the complainant from either the RTO Manager or the Deputy Principal responsible for the Senior School, as appropriate.
Term Definition Procedural Fairness A right to be heard; Customer focused; Impartiality and a lack of bias; Managed in accordance with the principles of natural justice; Evidence to support a decision; and Record keeping. Academic Appeal Application by student, whom disputes the result of assessment or project, to have it reassessed by an independent lecturer/marker Confidential Application of National Privacy Principles concerning a complaint which is only made known or referred to a person or persons as considered necessary or appropriate. Transparent Clear and understandable. Contact Information Policy Owner – General Manager, Organisational Services. Subject Expert – Planning and Evaluation Consultant. Review date October 2017 History of Changes Effective Date Last Updated date Policy version number Reference No. December 2016 December 2016 1 PCY068
compensatory damages of $20,000 from each Respondent in to deter the Respondents from continuing to engage in their unlawful and deceptive conduct. Plaintiff requests punitive damages in the amount of $10,000 from each Respondent and for any and all costs associated with this cause of action and reasonable attorney fees and for all other such relief as the judge may deem appropriate and proper. COUNT VIII Violation of the Racketeering Influenced and Corrupt Organization Act (RICO)10 18 U.S.C. 1961-1968 The allegations contained in Paragraphs 1 through 83 are incorporated by reference in this count as if fully restated herein. The Enterprise Respondents Nissan Motor Co. Nissan North American, Inc. Nissan Infiniti, Lt, Highland Park Motor Cars, Inc., Muller Nissan, Muller Auto Group, Carlos Ghosn, Nobao Araki, Roland Krueger, Michael Muller, Mark Muller, Rafal Chudoba et al at all relevant times are in violation of the Racketeering and Corrupt Organization Act. Respondents, their employees including their directors, lawyers, agents and vendors conducted the affairs associated in fact enterprise, as the term is defined. The Nissan Motor Co/Highland Park Motor Cars, Inc’s enterprise and the affairs of the Respondents affect commerce. The Nissan Motor Co/Highland Park Motor Cars, Inc’s enterprise is an ongoing and continuing group or unit of people and entities which are associated together for the common purpose of limiting costs and maximizing profits by engaging in deceptive trade practices, false 10 Claimant’s Count VIII sounds in RICO. The Eleventh Circuit Court has interpreted RICO to reach any group of individuals whose associations, however loose or informal, furnishes t vehicle for the commission of two or more
O. State Medicaid Agency Categories in this section are for complaints about Medicaid coverage, benefits and services. 111. Access to information, application Use if information is denied or delayed to resident or legal representative; case worker is unavailable, or unresponsive to requests for information or application status. 112. Denial of eligibility Use for complaint that resident is denied Medicaid. 113. Non-covered services Use for complaints about services not covered by Medicaid. 114. Personal Needs Allowance Use for complaints about the insufficiency of the personal needs allowance. 115. Services Use for complaints about the quality or quantity of services covered by Medicaid or difficulty in obtaining services. (Use 113 for non-covered services.) 116. Not Used P. System/Others Use appropriate categories in this section to document the range of complaints against or involving individuals who are not managers/staff of facilities * or of the State=s licensing and certification or Medicaid agency. (*except for 119, as specified) 117. Abuse/neglect/abandonment by family member/friend/guardian or, while on visit out of facility, any other person Use for by individuals other than facility staff, when the facility could not reasonably have been expected to observe the acts. Use A.1 or other A categories when the facility should have overseen and acted. 118. Bed shortage - placement Use when resident is unable to find a facility placement, or for a bed shortage.
Access to information, application Use if information is denied or delayed to resident or legal representative; case worker is unavailable, or unresponsive to requests for information or application status. 112. Denial of eligibility Use for complaint that resident is denied Medicaid. 113. Non-covered services Use for complaints about services not covered by Medicaid. 114. Personal Needs Allowance Use for complaints about the insufficiency of the personal needs allowance. 115. Services Use for complaints about the quality or quantity of services covered by Medicaid or difficulty in obtaining services. (Use 113 for non-covered services.) 116. Not Used P. System/Others Use appropriate categories in this section to document the range of complaints against or involving individuals who are not managers/staff of facilities * or of the State=s licensing and certification or Medicaid agency. (*except for 119, as specified) Abuse/neglect/abandonment by family member/friend/guardian or, while on visit out of facility, any other person Use for by individuals other than facility staff, when the facility could not reasonably have been expected to observe the acts. Use A.1 or other A categories when the facility should have overseen and acted. 118. Bed shortage - placement Use when resident is unable to find a facility placement, or for a bed shortage. 119. Facilities operating without a license Use for complaints facilities providing services to residents which should only be offered in a regulated environment.
To file a complaint: CONNECTICUT Current YES State -Member of SARA State Agency’s Page: DELAWARE Current YES -Member of SARA State Agency’s Page: DISTRICT OF COLUMBIA Current YES District -Member of SARA District Agency’s Page: FLORIDA Current YES State -Member of SARA State Agency’s Page: GEORGIA Current YES State -Member of SARA State Agency’s Page: See State Restrictions on policy page See State Restrictions on policy page See State Restrictions on policy page Students who wish to file a complaint should contact the Office of Financial and Academic Affairs for Higher Education for specific instructions: 860-947-1822 Complaints must be in writing and signed by the person making the complaint. Mail to: John W. Collette Resource Center; 35 Commerce Way; Dover, DE 19904 To file a complaint: To file a complaint please email with your name, contact information, school
See State Restrictions on policy page Please resolve the through ATU’s formal grievance procedures. Visit if issue is unresolved To file a complaint: To file a complaint: To file a complaint: To file a complaint: VERMONT Current YES State -Member of SARA State Agency’s Page: VIRGIN ISLANDS Current YES Territory -Member of SARA Agency’s Page: VIRGINIA Current YES State -Member of SARA State Agency’s Page: WASHINGTON Current YES State -Member of SARA State Agency’s Page: WEST VIRGINIA Current YES State -Member of SARA State Agency’s Page:
Pro Se 7 (Rev. 12/16) Complaint for Employment Discrimination United States District Court for the District of Division ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) Case No. (to be filled in by the Clerk’s Office) Plaintiff(s) (Write the full name of each plaintiff who is filing this complaint. If the names of all the plaintiffs cannot fit in the space above, please write "see attached" in the space and attach an additional page with the full list of names.) -v- Jury Trial: (check one) Yes No Defendant(s) (Write the full name of each defendant who is being sued. If the names of all the defendants cannot fit in the space above, please write “see attached” in the space and attach an additional page with the full list of names.) COMPLAINT FOR EMPLOYMENT DISCRIMINATION I. The Parties to This Complaint A. The Plaintiff(s) Provide the information below for each plaintiff named in the complaint. Attach additional pages if needed. Name Street Address City and County State and Zip Code Telephone Number E-mail Address B. The Defendant(s) Provide the information for each defendant named in the complaint, whether the defendant is an individual, a government agency, an organization, or a corporation. For an individual defendant, include the person’s job or title (if known). Attach additional pages if needed. Defendant No. 1
2. Is there a likelihood of the matter re-occurring? If YES, please indicate what action is proposed to mitigate such a re-occurrence? 3. As a result of this complaint, is any cause and effect on other business areas within the University Community that requires consideration? If YES, please indicate what action has been taken, if any 4. In finalising this inquiry, are there any indications that suggest the complaint may be part of a systemic or issue? If YES, please indicate what action has been if any 5. Could training (existing or otherwise) have prevented this complaint from occurring? If YES, please indicate what training options you would recommend 6. In the course of your inquiry, have you identified any deficiencies in policies and/or procedures that may require a review as a result of this complaint? If YES, please provide details 7. In the course of your inquiry, have you identified any deficiencies in internal control systems that may require a review as a result of this complaint? If YES, please provide details NOTE: Once you’re finished, please send a copy of this completed checklist to , with all other relevant documentation, emails etc associated with the complaint’s resolution (if not already done so), in order for the complaint to be closed off by the ISU. v1.1 13/10/15
being relating to the Emergency Department and 23 to Acute. Women and Children’s received the third highest number of complaints with 24 being received about Gynaecology and 23 Maternity. Surgery, Women and Children’s and the Emergency Department also received the highest number of complaints in 2015-16. Subject Breakdown Top 5 Subjects 2016 -17 Top 3 Sub-subjects Clinical Treatment - Surgical 94 Delay or failure in treatment or procedure - 20 Delay in treatment - 12 Post-treatment complications - 11 Clinical Treatment - General Medicine Group 76 Delay in treatment - 11 Other - Clinical Treatment - 9 Incorrect diagnosis - 8 Clinical Treatment - Accident & Emergency 53 Delay or failure to diagnose (inc. e.g. missed fracture) - 17 in treatment - 11 Delay or failure in treatment or procedure - 6 Admissions, Discharges & Transfers (exc. delayed discharge due to absence of care package - see Integrated care) 52 Discharged too early - 15 Discharge Arrangements (inc. lack of or poor planning)- 12 Cancelled/rescheduled surgery/procedure - 10 Communications 47 Communication with patient - 16 Communication with relatives/carers - 10 Cancelled/rescheduled surgery/procedure - 5 Figure 5: Top 5 most common complaint subjects In quarter one of 2016-17, UHCW aligned the subjects and sub-subject recording to meet the criteria set by NHS Digital. The update facilitates external reporting and more detailed data to perform thematic analysis. Learning and Improvement Examples of action taken as a result of individual complaints: ID Complaint summary Outcome and Actions Taken 13273 Complaint raised regarding communication about dural tear and after surgery care. Also raised concerns about the drain being removed and stiches being carried out without anaesthetic. The Trust acknowledged that communication could have been better and apologised for any concern caused. The Trust confirmed that it was not usual to administer pain relief but appreciated that every patient’s pain threshold is different. Action – the Group Manager created a leaflet regarding aftercare and what to expect following this procedure.
APPENDICES A. Accessing University IT systems Logging onto the computer network This enables you to use computers in the Learning Resources Centres or anywhere else on a Middlesex University Campus. To access a computer you will need: Your IT User ID: this is printed on the back of your student card, consisting of your initials and three or more digits, e.g. SO807 Your Password: this is your Student Number + mmm, where mmm is the month (in lower case) of your date of birth. e.g. Student Number = M00123456 (If your Student Number is all numeric, please insert an UPPERCASE M at the beginning of your password.) Date of Birth = Password = M00123456jun You will need to change your password the first time you login. Your new password MUST include the following: - at least 8 characters - at least one letter in UPPERCASE - at one letter in lowercase - at least one number e.g. Sunsh1ne or Monday63 For further information and assistance go to: Logging onto OASISplus To access OASISplus take the following steps: From the 24-7 website click on the ‘OASISplus’ link or alternatively type Click on the ‘’ link to take you to the login page. Enter your Username. This is your Student Number and can be found on your student card. For the most up to date information OASISplus passwords please go to: You should now be able to see the list of modules for which you are registered although only those with content will be listed here. Click on the module name to access the materials, discussions, assignments and other activities within the module.
D. Module Assessment Schedule Level Module Title Module Code Assessment Schedule Formative Assessment Summative Assessment Component 1 Component 2 Component 3 6 Nutrition & Lifestyle Management CMH3100 Dietary assessment (24 hour recall) Week 9 Class presentations and debates (peer group assessment) Week 18 Clinical case history incorporating dietary and nutrient evaluation and advice: 2500 words (to assess learning outcomes 1, 2, 4, 6) Week 16 Discipline-specific case history: 2500 words (to assess learning outcomes 3, 4, 5, 6) – University Hand-in Date as shown in Calendar at the front of handbook 6 Professional Practice Management CMH3110 Draft of work for summative business plan assessment. Week 15 on ethical and legal aspects of the therapeutic relationship in professional practice (50%) Outcomes 3, 4. (2500 words.) Week 19 Completion of practical First Aid training with reflective summary of formative (Not Graded). Week 22 Preparation of elements of a business plan (50%) Outcomes 1, 2. (2500 words.) University Hand-in Date as shown in Calendar at the front of handbook 6 Dissertation CMH3330 The student will arrange individual supervision times with their supervisor and keep a learning log. A 5000-7000 word Dissertation. University Hand-in Date as shown in Calendar at the front of handbook 6 Critically Evaluate Complementary Medicine CMH3550 Annotated bibliography showing the development of your summative coursework. Week 6 Essay comprising 3000 words (100%) Week 24
ALTERNATE CONTRACT SOURCE NO. 72101506-16-ACS Elevator Maintenance Services Florida Department of Management Services (DMS), Division of Real Estate Development and Management (REDM) Agency Contract No.: DMS-14/15-049B Authority The State of Florida (State) Department of Management Services (Department) is authorized by paragraph 287.042(16), Florida Statutes, “to evaluate contracts let by the Federal Government, another state, or a political subdivision for the provision of commodities and contract services, and, if it is determined in writing to be cost-effective and in the best interest of the state, to enter into a written agreement authorizing an agency to make purchases under such contract.” The Department’s contract DMS-14/15-049B with (Contractor Name), hereto attached as Exhibit A (the Authorized Contract), for the provision of elevator preventive maintenance, inspection, and testing services, was competitively procured and awarded by the Department. The DMS Division of State Purchasing has evaluated the Authorized Contract, together with any amendments and exhibits thereto, and hereby acknowledges in writing that use of the Authorized Contract is cost-effective and in the best interest of the State. Therefore, the Department enters into this alternate contract source agreement (ACS Agreement) with (Contractor Name). Definitions ACS Agreement – The agreement between the Department and the (Contractor Name), consisting of this document and documents listed below, by which the Contractor agrees to provide elevator preventive maintenance, inspection, and testing services to Agencies under the terms and conditions contained in the Authorized Contract appended as Exhibit A, as well as the terms and conditions contained in this document and in the list of Counties by Region Awarded appended as Exhibit B. Agency – An entity within the executive branch of State government, as described in subsection 287.012(1), Florida Statutes. Authorized Contract – The contract DMS-14/15-049B between the Department and Schindler Elevator Corporation. Contractor – (Contractor Name). Customer – An Agency or eligible user that procures elevator maintenance services under the ACS Agreement. State – The State of Florida. Purpose and Scope of Use The Purpose of this ACS Agreement is to acquire elevator maintenance services for use by Agencies.
SOCIAL SUCCESS! PARENTS PLEASE HAVE YOUR CHILD’S EDUCATOR/THERAPIST FILL THIS OUT Dear Professional, Date: ___________ Name of Student: ________________________________________________________ is being considered for placement in a group at our practice. It would be greatly appreciated if you could complete the below information regarding this student based on your own experience. Your Name: ___________________________________ of Student: _______________________ Relationship to the student: _____________________________________________________________ Please check off where you feel how this person does in your setting in the following areas: SKILL COMMENTS GRADE LEVEL AT GRADE LEVEL BELOW GRADE LEVEL NOT OBSERVED Math Reading Decoding Reading Comprehension Written Expression Participating as part of the large group during class discussion/lecture Participating as part of a small group in class Making and keeping friends during free time Ability to ask for help in class Organizational skills in class Organizational skills from home to school and back Does this child stand out as unique in his interpersonal skills, either in class or out of class? If Yes, please explain? Do you anticipate that this student will encounter more challenges in future school years? If Yes, please explain? How would this student’s peers describe him/her?
Identification of population of CYSCHN Tool to identify, follow and collect outcome data on CYSHCN CYSHCN will be identified and a data base will be established to adequately report activities affecting health outcomes Care team documentation i.e as an activity log, or Care Coordination Measurement Tool Costs of care Reduced emergency department visits Increase in measures of health Baseline of emergency or urgent care usage % decrease in usage of emergency or urgent care Activity log, or Care Coordination Measurement Tool Function(addressing the improved function of the CYSHCN or the family of CYSHCN) Ease of access to resource information Achieve skills Enhance communication among providers, family, community partners Increase functional abilities Support achievement of optimal developmental trajectory Baseline Family Reports (CMHI Family Survey) % Increase in family and professional access to information about resources % Increase in documentation of care plan or medical summary use establish baseline and compare % increase in any of following: improved functional assessment, increase in and number of care developed and shared; improved school attendance and or school success; improved ability to perform activities of daily living. Patient, family, PCP, and specialist report Patient, family, PCP, and specialist report Care plans Functional assessments Standardized screening Family report, plan report, school reports. Center for Medical Home Improvement survey tools ( see links and resource page the AAP file has examples) Additional examples of strategies that grantees may undertake to influence change may include: management
Winsor, T. (2012), Independent Review of Police Officer and Staff Remuneration and Conditions, London: Home Office. Wilson, S., Sinclair, A., Huxley, C. and Spiegelhalter, K. (2016), Evaluation of Mind’s Blue Light Programme Strand 2: Workplace Wellbeing, Brighton: Institute for Employment Studies. Yang, H. L., Kleinman, A., Link, B. G., Phelan, J. C., Lee, S. and Good, B. (2007), ‘Culture and Stigma: Adding Moral Experience to Stigma Theory’, Social Science & Medicine, 64: 1524-1535. Zhao, J., He, N. and Lovrich, N. (2002), ‘Predicting Five Dimensions of Police Officer Stress: Looking More Deeply Into Organizational Settings for Sources of Police Stress’, Police Quarterly, 5: 43–62.
Physical and Chemical Properties/Changes Chemical Properties – properties of a substance that can only be observed during a reaction. It always results in a new substance being formed. (very important to remember.) Flammability – does the substance burn (react with oxygen to release heat)? Reactivity – does the substance chemically combine with other chemicals, such as acids & bases? Rusting – does the substance react with oxygen. Signs that a chemical change has happened: Energy released (a change in temperature up or cools down/light) ex: match burns, cold packs cool gas or bubbles form ex: vinegar + baking soda CO2 permanent unexpected color change ex: burning wood changes its odor released ex: baking bread creates new gases More Evidence of a chemical change: difficult to reverse ex: can’t turn a cookie back into dough Production of a gas ex: vinegar and baking soda produces CO2 Formation of a precipitate ex: vinegar and milk forms curds (cheese) Physical Properties - Characteristics of Matter that can be easily seen through direct observation. A new substance is NOT created. Examples: 1. Elasticity-ability to return to its original shape or size after stretching
COMMENT: In the that a jurisdiction has an existing parks commission, a provision should be added that either dissolves that commission or absorbs it into the newly created Complete Parks Commission. The Director (or designee) of the Department of Parks and Recreation, who shall serve as Chair; The Director (or a designated senior staff member) of the following [departments/agencies]: Public Health, Planning, Transportation, Public Works, Police, Fire or Public Safety, and [add any additional relevant department or agency]; COMMENT: The Complete framework uses an interdepartmental approach similar to for the creation and operation of the Complete Parks Commission. While management of parks usually falls under the immediate jurisdiction of the Parks and Recreation department, virtually every municipal department has responsibilities that can affect the design, development, renovation, maintenance, safety, quality, or accessibility of public parks. Thus, it is important to include all of the departments listed above in order to ensure that this policy is fully and effectively implemented. Communities may want to include additional relevant departments, such as Senior/Elder Services, Community or Human Services, Economic Development, Finance, Library, or Housing. However, the advantages of broader departmental participation may need to be balanced against the potential for inefficiencies if the Commission has a large number of members. [If applicable, people whose primary role is to coordinate efforts across departments at the city, county, or regional level, such as a Bicycle and/or Pedestrian [Coordinator/Manager]]; COMMENT: Many jurisdictions employ a person who is responsible for helping to implement plans and policies relating to the various Complete Parks elements. While such staff members are typically referred to as coordinators, they may have other titles. Bicycle or pedestrian coordinators, for example, can substantially assist with issues relating to access to parks and walking or biking activities within a park. Other types of coordinators can advance other elements and promote collaboration across sectors. A School District Liaison; COMMENT: As above in Section B, many municipalities have augmented their park offerings by entering into shared use or joint use agreements with schools. Including a liaison from the school district, if the school district can make such a person available, would facilitate such collaboration. County or Special District Liaisons;
NOVEMBER 01 Diploma in Quality Management (Saturdays + Sundays) 02 Diploma in Food Quality Assurance (Sundays) 03 Workshop on ISO 9001:2008 Standard and the Preparation of Quality Manual 04 ISO 9001 Quality Management System Auditor/Lead Auditor Course 05 Workshop on Quality Control (Sinhala) 06 Training Programme on 5 S Applications in Productivity and Quality Improvement 07 Workshop on Internal Auditing as per ISO 9001:2008 Quality Management Systems 08 Training Programme on ISO 9001:2008 Standard for Supervisory Grades DECEMBER 01 Diploma in Quality Management (Saturdays + Sundays) 02 Diploma in Food Quality Assurance (Sundays) 03 Workshop on Good Manufacturing Practices (GMP) (Sinhala) 04 Training Programme on 5 S Applications in Productivity and Quality Improvement (Sinhala) 05 Workshop on ISO 22000:2005 Food Safety Management Systems (HACCP System) 06 Training Programme on Occupational Health and Safety (OHS) Management Systems
Diploma in Quality Management Quality Management will ensure the effective design of processes that verify customer needs, plan, design and develop products or services. This also incorporates monitoring and measurement of all process elements, analysis of performance and the continual improvement of the products, processes and services which are delivered to delight the customer. Quality Management is also referred to as business management or integrated management. OBJECTIVES The course is designed to enable executives and managers of the industrial and service sectors to broaden the perspective of their role in developing and maintaining quality and quality related functions and to provide knowledge on utilization of statistical and managerial techniques for quality improvement. FOR WHOM Executives and Managers in manufacturing and service organizations, and Persons who wish to make quality management a career COURSE CONTENTS Basic concepts of Quality & Standardization Total Quality Management (TQM) Human Resource Management Basic and Advanced Statistics Seven / New Seven Tools for Quality Control Sampling and Inspection Advanced Mgt Techniques in Quality Control Marketing for Quality Management Tools for Quality Improvement Effective Teams for Quality Improvement Quality Function Deployment Quality Engineering by Design (Taguchi Approach) Approach) Just-in-time Manufacturing ’Kaizen’ - continuous process improvement ISO 9001, ISO Global GAP and ISO 22000, ISO 17025 SA 8000, OHSAS 18001 Standards Organic Certification, FSC Nanotechnology Quality Systems Documentation Quality Audits Customer Relations Benchmarking Quality Costs Awareness of Legal Factors Relating to Quality Project - Four(04) Months (At least 20 Man days) DURATION & 38 full days (Saturdays/Sundays) March 2012 (Saturdays)/October 2012(Sundays) 0900 h to 1215 h and 1245 h to 1600 h MEDIUM : English COURSE FEE : LKR 50 000 per participant +12% VAT (LKR 56 000) NO. OF PROGRAMMES FOR THE YEAR 02 (Certificates will be awarded on successful completion of the Evaluation tests and the Project) TIME:
and wildlife habitat and watering; fills Elk Spa Pond Elk Spa Pond (Fig. 2) 252524 4430571 0.75 af (0.25 acre surface area) Fill and refill for stock watering and wildlife habitat and watering Flag Creek; filled by Elk Spring and inflows Construction of 6’ filled by Elk Spring; collection and use of water Upper Elk Pond (Fig. 2) 252581 4429889 0.1 af (0.04 acre surface area) Fill and refill for watering, wildlife habitat and watering Inflows and springs tributary to Flag Creek Construction of 5’ collection and use of water Copley Spring 4 (Fig. 2) 253192 4431197 5 gpm watering and wildlife habitat and watering Developed spring trib to Flag Creek of spring; use of water Ranch House Pond 253821 4431528 1.0 af (0.30 acre Overflow from Copley Channeling of springs; use of water
and watering Wagon Wheel Spring 1 (Fig. 3) 249557 4427294 5 gpm (0.011 cfs) stock watering and wildlife habitat and watering Developed spring trib to Flag Creek 2002 Collection of spring in tire tank and overflow pond; use of water Wagon Wheel Spring 2 (Fig. 3) 249559 4427288 5 gpm (0.011 cfs) Stock watering and wildlife habitat and watering Developed spring trib to Flag Creek 2002 Collection of spring in tire stock tank and overflow pond; use of water Lower Dewey Pond A (Fig. 3) 250029 4427104 0.15 af (0.05 acres surface area) Fill and refill for stock watering and wildlife habitat and watering On channel pond; on a drainage trib to Flag Creek; inflows 2002 of pond; use of Chris Spring (Fig. 3) 250365 4426935 2 gpm (0.0044 cfs) stock watering and wildlife habitat Developed spring trib to Flag Creek 2002 of spring to fill stock tank; use of water
and watering Dewey Pond B (Fig. 3) 250579 0.1 af (0.04 acre surface area) Fill and refill for stock watering and wildlife habitat and watering On channel pond; on a drainage trib to Flag Creek; inflows 2002 of pond; use of Lower Dewey Pond C (Fig. 3) 250723 4426475 0.1 af (0.04 acre surface area) Fill and refill for watering and wildlife habitat and watering On channel pond; on a drainage trib to Flag Creek; inflows 2002 of pond; use of water Rubber Tire Spring (Fig. 3) 251136 4427183 5 gpm (0.011 cfs) stock watering and wildlife habitat and watering Spring trib to Flag of spring; use of water Rubber Tire Spring (Fig. 3) 251405 4427096 5 gpm (0.011 cfs) watering and Developed spring trib to Flag Creek of spring to fill stock tank; use of water
wildlife habitat and watering Upper Rubber Tire Spring (Fig. 3) 251480 4427189 5 gpm (0.011 cfs) watering and wildlife habitat and watering Developed spring trib to Flag Creek of spring; use of Green Sign Pond A (Fig. 3) 251906 4427568 af (0.05 acres surface area) Fill and refill for stock watering and wildlife habitat and watering On channel pond; on a drainage trib to Flag Creek; inflows 1979 of pond and use of water Red Canyon Pond A (Fig. 4) 253056 4423960 af (0.04 acre surface area) Fill and refill for watering and wildlife habitat and watering On channel pond; on a drainage trib to East Flag Creek, tributary to Flag Creek; inflows of pond; use of water Red Canyon Pond B (Fig. 4) 253281 4424134 0.20 af (0.06 acre On channel pond; on a drainage trib to East of pond; use of
Step 2: Complete the information for New User Sign Up and click the button: Note: A red asterisk (*) indicates a required field Figure : New User Sign Up screen Step 3: Click the “I’m not a robot” box, which brings up an image with instructions. Continue to select the required fields until the “I am not a robot” question shows a green checkmark The claimant will be returned to the New User Sign Up Screen; click Next to continue Note: In this case, the instructions are to “Select all squares with street signs” (instructions vary) Figure : CAPTCHA screen
Step 2: From the home screen, navigate to File Appeal. Click “File Appeal” Figure : File Appeal path Step 3: Select the Button for the decision to be appealed. Click the button to move to the next screen Figure : List of Decisions screen A decision with “Appeal Status”: Appealed, cannot be Appealed until the current Appeal is resolved
Jan. 28, 2016 For more information contact: For immediate release Tanya Brooks – City of Dallas Planning & Urban Design – Mobility Planning (214) 670- 4038 City of Dallas adopts Complete Streets design manual Dallas - The City of Dallas is proud to announce that after four years of collaborative work with our funding partners, the Dallas City Council has approved a Resolution adopting the Complete Streets Design Manual. The manual is a product of years of work with community partners including the Texas Department of Transportation (TxDOT), the North Central Texas Council of Governments (NCTCOG), Dallas County and Dallas Area Rapid Transit. This policy is a major milestone in the City’s efforts to create a safe transportation system for all and will help to create and maintain economically vibrant communities. The City of Dallas Complete Streets Resolution takes the strong position that streets will be designed and built to be safe and comfortable for all modes of travel, regardless of one’s age or ability. The policy is also sensitive to the needs of motorists, bicyclists, pedestrians, wheelchair users, and bus and train riders. The manual also takes into consideration the surrounding neighborhood character based on public engagement. Adoption of this policy is an important first step that establishes a consistent framework to influence all development related activities that impact how streets are designed and operated. The Complete Streets Design Manual outlines the process for how Dallas and its partner agencies will consider the needs of all users when planning and developing projects. For more information
“Best means the highest overall value to the state based on objective factors that include, but are not limited to, price, quality, design, and workmanship. “Cold site” means environmentally prepared computer space, properly equipped to facilitate the installation of a computer system comparable to the Hotsite Configuration, which the Eligible User may use for six months. “Confidential Information” information in the possession or under the control of the State or the Contractor that is exempt from public disclosure pursuant to Article I, Section 24 of the Constitution of the State of Florida; the Public Records law, Chapter 119, Florida Statutes; or to any other provision that serves to exempt information from public disclosure. “COOP” means Continuity of Operations Plan, and is an effort within individual state agencies and other eligible users to ensure the continued performance of minimum essential functions during a wide range of potential emergencies. This is accomplished through the development of plans, comprehensive procedures, and provisions for alternate facilities, personnel, resources, interoperable communications, and vital records/databases. “Disaster” means any unplanned event or condition that renders an Eligible User unable to use a location for its intended computer processing and related purposes. “Disaster Recovery” means the process, policies and procedures related to preparing for recovery or continuation of technology infrastructure critical to an organization after a natural or human-induced disaster. “HIPAA” means Health Insurance Portability and Accountability Act. “ICS” means Incident Command System. “ITDRP” is Information Technology Disaster Recovery Plan, and stands for the portion of the COOP that covers the resumption and recovery of the Information Technology functions of the Eligible User. “Hot site” means an installed, operational computer system and networking capability equal to or better than (in all material respects including equipment quality and processing capacity) the Hotsite Configuration described in the Eligible User’s Schedule, which they may use for a time specified in the Eligible User’s SOW. “MTD – Maximum tolerable Downtime” the total amount of time leaders/managers are willing to accept for a business process outage or disruption and includes all impact considerations.
Maine Compost School—(Photos by John Leslie, Casella Waste Management) Casella Organics, “Hawk Ridge” Compost Facility-Unity Plantation, Maine GICOM “Dutch Tunnel”, In-Vessel System—George Belmont, Operator Maine Compost School—(Photos by Mark King, Maine DEP) “Kinney Compost”—Knox, Maine Turned Windrow System, Wes Kinney-Owner/Operator
Compost School—(Photos by Mark King, Maine DEP) Pat Jackson Septic Compost Facility-Belgrade, Maine Green Mountain Technologies,“ComptainerTM”, In-Vessel System—Pauline Dube, Owner Maine Compost School— (photos by Mark King) Rainbow Valley Farms-Sidney, Maine “Turned Windrow”, Compost System—Harland Bragg, Operator
IMPORTANT ADDRESSES Spokesperson(s) for Lifelong Learning Councillor Hugh Ross & Councillor Jim Roberts East Ayrshire Council KA3 7BU Executive Director of Educational and Social Services Graham Short Executive Director (Educational and Social Services) East Ayrshire Council Council Headquarters KA3 7BU *Local Elected Member(s) East Ayrshire Council Council Headquarters KA3 7BU Head of Service : Community Support Kay Gilmour East Ayrshire Council Council Headquarters KA3 7BU Principal Officer (Early Education & Childcare) Janie Allen East Ayrshire Council Office KA1 3AR Quality Improvement Officers Educational & Social Services East Ayrshire Council Centre KA1 2BE Assistant Principal Officer Education & Childcare) Dorothy McAvoy East Ayrshire Council Westpark Base CROSSHOUSE KA2 0JJ Early Education and Childcare Quality Officer Avril McCutcheon Centre KA1 2BE Early Years Day Care Service Carol McGregor/Janett Campbell
COMPLETE LIST OF CAREER TECHNICAL EDUCATION COURSES AVAILABLE AT WALKER VALLEY HIGH SCHOOL 2018-2019 CONTINUED Program of Study Class 1 Class 2 Class 3 4 Health Science Nursing Services Industry Cert. CNA Health Science Education (5998) Medical Therapeutics (5999) Anatomy and Physiology (3251) Nursing Education* (6000) Emergency Services Industry Cert. EMR-First Responder Health Science Education (5998) Medical Therapeutics (5999) Anatomy and Physiology (3251) Emergency Medical Services (5995) (4100DE) Sports and Human Performance Health Science Education (5998) Rehabilitative Sports Therapy (5990) Anatomy Physiology (3251) Clinical Internship* (5993) Therapeutic Services Health Science Education (5998) Medical Therapeutics (5999) and/or Pharmacy Prep (6133) Anatomy Physiology (3251) Clinical Internship* (5993) Human Services Human and Social Sciences and Lifespan Development (6013) **** Family Studies (6136) Psychology (3433) or Sociology (3432) Education and Training Teaching as a Profession Fundamentals of Education (6123) Teaching as a Profession I (6010) Teaching as a Profession II (6125) Teaching as a Profession III (6126) Information Technology Networking Systems Industry Cert. CompTIA+ Computer Science Foundations (6095) Computer Systems (6094) Networking (6097) Cabling and Internetworking (6093) Coding Industry Cert. CompTIA Computer Science Foundations (6095) Coding I (6098) Coding II (6099) Coding Practicum* (5908) Law and Public Safety Law Enforcement Services Criminal Justice I (5987) Criminal Justice II (5988) Criminal Justice III (5989) WBL Career Practicum* (6105) All focus areas may take Work Based Learning Career Practicum as an elective focus course. * (6105) * Indicates a course required Intent to Participate Form ** Can be taken as a Science Credit *** Can be as an Economics Credit ****Can be taken as a Social Studies Elective
develop new skills and make their own informed choices. Ability to undertake Universal Help assessments, identify needs and undertaking appropriate actions Experience of & ability to assess the of children, young people and families, including undertaking risk assessment Demonstrate the ability to produce reports, maintain records, statistics and receipts. Experience of providing health and wellbeing information and advice. Communication: using interpersonal skills to relate confidently with others to understand and be understood Listens actively Questions and summarises Shares information Writes well Delivers information clearly Alters approach to suit the situation Knowledge and experience of developing and maintaining contacts with agencies/organisations. Demonstrate the ability to work as part of a team. Team working: Working with others to deliver added benefits to the team and customers. Builds relationships Works collaboratively Behaves fairly Supporting others Demonstrate effective organisational skills. Enthusiasm, with good time management and able to work whilst under pressure. Personal effectiveness: Understanding and managing yourself to maximum performance Self-knowledge Self-management Is organised Assertiveness Has drive and energy Experience in lone working in the community. Problem solving: Identifying when a problem addressing, thinking clearly and identifying clear, workable and creative solutions Identifies problems and understands keys issues Gathers information Challenges assumptions Generates creative options Reaches decisions Ability to undertake an acceptable Enhanced DBS including Vetting and Barring.
Within 12 months of the incident that caused the problem; or Within 12 months of discovering that you have a problem What we shall do Our complaints procedure is designed to make sure that we settle any complaint as quickly as possible and always look where possible for a local resolution. Where the complaint involves more than one organisation, we will with them to ensure you receive one coordinated reply. We shall acknowledge your complaint within 3 working days and aim to have looked into your complaint within 10 working days of the date when you raised it with us. If this is not possible, we will explain why, and with mutual agreement, agree on a timescale. We shall then be in a position to offer you an explanation, or a meeting with the people involved. When we look into your complaint, we shall aim to: find out what happened and what went wrong make it possible for you to discuss the problem with those concerned, if you would like this know. We hope that most problems can be sorted out easily and quickly, often at the time they arise and with the person concerned. Need to make a complaint? If your problem cannot be sorted quickly and locally with the person concerned, you may wish to make a complaint. We would like you to let us know as soon as possible – ideally within a matter of days or at most a few weeks if possible – because this will enable us to establish what happened more easily. If it is not possible to do that, please let us have details of your complaint: The Practice Manager will be pleased to deal with any complaint. She will explain the procedure to you and make sure that your concerns are dealt with promptly. You can make your complaint, preferably: In person – ask to to Ann Batty (Practice Manager) or in her absence please ask for the senior receptionist on duty. Or …. In writing – some complaints may be easier to explain in writing - please give as much information as can, then send your complaint to the practice for the attention of the Practice Manager as soon as possible We hope that, if you have a problem, you will use our practice complaints procedure. We believe that this will give us the best chance of putting right whatever has gone wrong and the opportunity to improve our practice. However this does not affect your right to approach NHS England if you feel you cannot your complaint with us. Under the complaints regulations complaints can either be made to the
Orientation Schedule 1:00 1:30 2:00 2:30 3:00 3:30 4:00 4:30 5:00 5:30 6:00 6:30 7:00 7:30 8:00 8:30 Welcome - Deans Legal System & Process Law Student as Learner Dinner & Intros Welcome - Law Student as Learner U.S. System & Process Monday Reading the Law & Briefing Analysis & Briefing Contracts Reading the Law & Briefing Analysis & Briefing Contracts Wednesday I.R.C. & Tech. Stud. Res. Analysis & Briefing Torts I.R.C. & Tech. Stud. Res. Analysis & Briefing Torts Thursday* * Optional drop-in Westlaw and TWEN registration help: 12:00-1:00 and 5:00-6:00 8:00 8:30 9:00 9:30 10:00 10:30 11:00 Coffee, Pastries Skills, Success & ASP Saturday
DDRC ENTRY FORM 2017 Show date: / / 2017 Name:……………………………………. Telephone No:……………………... Address………………………………….: Email:…………………………………... Address:…………………………………. Postcode:………………………………… I have read the & regulations laid out in the schedule and agree to abide by them Signed…………………………………………………………. SAVE TIME & MONEY BY PRE-ENTERING ONLINE at How Did You Hear About Us (please tick)? Facebook Riding Diary Twitter Chiltern Rider Magazine/Website DDRC Website East Anglia Rider Magazine/Website Been to our Shows Before Other (please state) …………………………………………………… NO RIDERS NAME RIDERS AGE (if under 18) HORSE/ PONY NAME HEIGHT HH HORSE/ PONY AGE CLASS SECTION (A OR B) DDRC MEMB. NO. Chiltern Rider Memb No FEE Please make cheques payable to Dacorum and District Riding Club and write your name and address on the back of the cheque. Return this form with your payment to: DDRC SHOW SECRETARY, DEBBIE SHELDON, 15 BOURNEHALL AVENUE, BUSHEY, HERTS WD23 3AU. Please no calls after 9pm. Calls will be returned to land lines and texts to mobiles but not calls to mobiles. First Aid Cover £3.00 Per Competitor TOTAL £ Amount Received £ FEES Members Non Members Pre-Booked £5.00 £7.00 On The Day £8.00 £10.00 Pairs £12 per pair £15 per pair For membership fee please see separate form Entry forms must be received by Wednesday before the date of the show along with the correct payment to qualify for pre-entry prices. Trophies are only awarded to a fully paid up member who is placed first in each class. POINTS will be awarded to members throughout the season with trophies awarded at the AGM. Points are awarded to the combination. Members must attend a minimum of 2 shows during the year to qualify for this. Junior members must be under the age of 18 as at the 1st January 2017.
very shiny nose and if you ever saw it you would even say it glows. 2. All of the other reindeers used to laugh and call him names they never let poor Rudolph join in any reindeer games. 3. Then one foggy Christmas Eve Santa came to say: "Rudolph with your nose so bright, won't you guide my