zilongwang/ReadingBank huggingface dataset:
BUS7024 Service Marketing Management 3 X BUS7025 Product Management 3 X Management Information Systems BUS6040 Management Information System 3 X BUS6041 Database 3 X BUS6042 e-Business 3 X BUS6043 Information Systems Analysis and Design 3 X BUS6044 Knowledge Management 3 O BUS6045 Supply Management 3 X BUS6046 Web Information System 3 O BUS7015 Information Resource Management 3 O BUS7016 Process Management 3 O BUS7018 Service Management for Customer 3 X BUS7023 Marketing Information Management 3 X Operations Management & Management Science BUS6024 Special Topics in Operations Management 3 X BUS6025 Special Topics in Service Operations Management 3 X BUS6026 Management of Technology 3 X BUS6027 Production Planning and Inventory Management 3 X BUS6028 Operations Strategy 3 X BUS6029 Special Topics in Quality Management 3 X BUS6030 Supply Chain Management and Strategy 3 X BUS6031 Corporate Innovation Strategy 3 X BUS7012 Operations Information System 3 X BUS7014 Seminar in Operations Management 3 X BUS7013 Corporate Sustainability Strategy 3 X BUS6032 Analysis on of Management Science 3 X BUS6033 Special Topics in Management Science 3 X BUS6034 Business Decision Theory Ⅰ 3 X BUS6035 Business Decision Theory Ⅱ 3 X BUS6036 Case Study on Management Science 3 X BUS6037 Analysis on Stochastic Model 3 X BUS6038 Advanced Management Science 3 X BUS6039 Seminar on Management Science 3 X
Equality & Diversity Health & Safety (IOSH Working Safely) Personal Safety/Lone Worker Tenant Participation Financial Inclusion Reporting Complaints & Compliments Corporate Branding Managers: Health & Safety (IOSH Managing Safely) Recruitment & Selection Managing Stress Customer Care – Team Leader ILM management course (or similar) Coaching & Mentoring Locata training training Keystone training GIS training SNAP training Covalent training Advice Pro training PERSON SPECIFICATION JOB TITLE: Business Intelligence Analyst DEPARTMENT: Corporate Services REQUIREMENTS WEIGHTING HIGH / MEDIUM / LOW HOW TESTED 1. EDUCATION/QUALIFICATION KNOWLEDGE Educated to relevant numeracy based degree level HIGH APPLICATION FORM A good standard of education and able to demonstrate literacy and numeracy skills HIGH APPLICATION FORM/INTERVIEW Advanced IT skills and knowledge of general office IT systems HIGH APPLICATION FORM/INTERVIEW Understanding of issues facing social housing tenants LOW APPLICATION FORM/INTERVIEW 2. EXPERIENCE Experience of collecting and analyzing large volumes of complex and raw data to produce meaningful reports and information HIGH APPLICATION FORM/INTERVIEW Experience of using information technology to analyse and present information HIGH APPLICATION FORM/INTERVIEW Experience of developing and managing projects HIGH APPLICATION FORM/INTERVIEW Experience of working on social housing or social environment LOW APPLICATION FORM/INTERVIEW
Hazard identification Template - Hazard Checklist Template - Hazard Observations Contact list Emergency contact numbers Police – Life threatening or dangerous 000 Police – Non-life threatening 13 14 44 Corporation emergency contacts - faults, emergencies and security 13 13 75 (24 hours) Western Faults and emergencies Power interruptions Estimated restoration times 13 13 51 (24 Horizon Power – emergency or supply interruptions 13 23 51 (24 hours) Alinta Energy – electricity emergencies and faults 13 13 51 (24 hours) Alinta Gas – gas emergencies and faults 13 13 52 (24 hours) Telstra – business customers (faults) 13 29 99 Poison Info Centre 13 11 26 or 13 14 50 (non English) Healthdirect Australia 1800 022 222 DFES Fire of life threatening emergencies SES assistance Emergency information 000 132 500 13 33 37 Flying Doctor Service (WA) Medical and emergency calls only Satellite phone 1800 625 800 9417 6389 Main Roads 13 81 38 Metropolitan hospitals Armadale-Kelmscott Memorial Hospital 9391 2000
4.2 Option 1 – <Title> <Scope> Direct costs $ Direct benefits $ Other costs Other benefits Known risks Time to deliver 4.3 Option 2 – <Title> <Scope> Direct costs $ Direct benefits $ Other costs Other benefits Known risks Time to deliver 4.4 Option 3 – <Title> <Scope> Direct costs $ Direct benefits $ Other costs Other benefits Known risks Time to deliver
UHC Organization # Active Studies Staffing levels FTE:study NCI designation Institution B 285 2 FTE pharmacists 2 FTE technicians 1 FTE: 71 studies Cancer center Institution Z 400 5 FTE pharmacists 6 FTE technicians 1 FTE pharm manager 1 FTE:33 studies Comprehensive College A 275 4.4 FTE pharmacists 5 FTE technicians 0.2 FTE student 1 FTE:28 studies Comprehensive Institution C 1000 5 FTE pharmacists 8 FTE technicians 1 FTE:77 studies Comprehensive Institution B 400 5 FTE pharmacists 3 FTE technicians 1 FTE business manger 1 FTE:44 studies Comprehensive Institution D 261 6 FTE pharmacists 2 FTE technicians 1 FTE pharm manager 1 FTE:28 studies No designation
0.2 FTE student Institution E 210 3 FTE pharmacists 2 FTE technicians 1 FTE coordinator 1 FTE:35 studies Cancer center Institution F 300 3 FTE pharmacists 2 FTE technicians 1 FTE:60 studies Comprehensive College B 140 2 FTE pharmacists 2 FTE technicians 1FTE:35 studies Comprehensive Institution G 300 1.4 FTE pharmacists 2 FTE technicians 2 FTE pharm coordinator 1FTE:55studies Comprehensive Institution H 120 2 FTE pharmacists 1 FTE technicians 1 FTE pharm manager 1 FTE:30 studies No designation V. OPERATIONAL IMPACT / SUMMARY OF SERVICE The investigational drug service is a specialized area that requires pharmacists and pharmacy technicians to be well versed in outpatient and inpatient pharmacy procedures, research
Proposed Clinical Specialist Inpatient/Outpatient Service Coverage (4FTE) EXPANDED SERVICES Specialist Hem/Onc Gen Peds 1 Gen Peds 2 Gen Peds 3 PICU CV1 Peds surg PCU ED 4cath1 4cath2 SDO A 12 mo 2 mo 6 mo B 2 mo 8 mo 4 mo 12 mo C 3 mo 3 mo 9 mo D* 12 mo 12 mo 12mo 12mo 12mo Faculty A 6 mo 8 mo Faculty B 4 mo 4 mo 4mo Faculty C 3 mo 3 mo 3 mo TOTAL months of coverage 12 mo 12 mo 12 mo 12 mo 12 mo 12 mo 12 mo 12 mo 12 mo 12 mo 12 mo 12 mo 12mo * position being requested The charts above highlight the plans for the expanded coverage of services for this new position. Cost-Savings Projections Critically ill patients often have multiple organ dysfunctions, which results in altered drug pharmacokinetics and pharmacodynamics. According to one study, the presence of a pharmacist in an adult ICU has resulted in $1700 per patient decrease in total charges. Based on the results of the study, a clinical pharmacist in PCU would save Institution B approximately $155,000 annually on drug modifications due to end organ function. Another study of cost
3.3 Dissemination and implementation 06.2019 Quality reports + workshop (2016) + support WP 4 Eurostat as an (in)direct user of administrative sources of the European Commission 4.1 Pilot on using catch reporting data for catch statistics 12.2018 Reports + new data flows + discontinuation of old data flows 4.2 Pilot on using IACS (Integrated Administration Control Systems) for agricultural statistics 12.2018 Implementation of the results of WP1 and WP2 in agricultural statistics + changes in the structure of the IACS data base + setting up new statistical farm registers + introduction of a unique farm identifier + grant reports 4.3 pilots 12.2019 Reports + data flows (creation of new, discontinuation of old) + grant reports WP 5 Frames for social statistics 5.1 Report on existing base registers on persons and building and derived frames 03.2016 Report 5.2 Methodology for assessing the quality of frames for social statistics 12.2017 Quality indicators for frames + sufficiency criteria for data and metadata 5.3 Preparation of long-term EU actions to increase availability quality of frames 12.2018 Minimum quality requirements for sampling frames WP 6 Pilot studies and applications 12.2019 Implementation of the results of the other WP in specific statistical areas + grant reports + domain specific guidelines WP 7 Centre of excellence on administrative data 12.2019 Centre of Excellence set-up + support, training + advice Assumptions No. Assumption 1 NSIs are able to provide information administrative data sources early in the project. 2 Using administrative sources in statistical production is, in the long run, cheaper than collecting data through surveys. 3 There are sufficient communalities in the administrative environments of Member States to allow for common solutions for the ESS or at least for some groups of similar Member States. 4 EU and national data protection legislation do no impose further restrictions on using administrative data. 5 Public opinion and political climate in Member States will not become less favourable to accessing and using administrative data for statistical purposes. 6 The Vision 2020 keeps being the reference strategy document during the lifetime of the project.
Approving Authority This business case will be submitted for consultation/approval to the following bodies: Steering Committee (representatives of Eurostat and of Member States) –the Committee will be created the approval of the project by the ESSC Directors of Methodology Group (DIME); Directors of Social Statistics Group ESS Portfolio Management Office Vision Implementation European Statistical System Committee (ESSC) The Steering Committee will be in charge of supervising the progress and making decision on prioritisation of tasks. It will also decide which issues may be referred to higher level bodies. Annexes Governance structure Impact assessment DIME consultation
BUDGET & FORECASTING INFORMATION Cost Centre Is this position specifically identified and funded in your current approved Budget/Forecast? Yes No If yes, what is the commencement date of the position as identified in your Budget / Forecast and, if not an ongoing position, what is the end date? Commencement Date End Date (if applicable) Does your unit have any negative contingencies identified in your approved budget/forecast, yet to be delivered? Yes No If yes, amount remaining… and provide details of what alternative actions you will be taking to deliver your total approved budget / forecast after taking this position into account. $ COMMENTS BY MANAGEMENT ACCOUNTANT AND DIRECTOR ,FINANCIAL OPERATIONS Endorsed
A list of references focused on environmental communication and green marketing will be indicated during the course. Module II: Prof. Rossella Chiara Gambetti COURSE AIMS The course is aimed at analysing the brand concept and the basic dimensions related to branding from a communicational perspective, with a particular focus on innovative branding strategies carried out by companies to engage consumers in longlasting relationships with their brands. COURSE CONTENT The brand and the innovative branding strategies towards consumer-brand engagement 1. The concept of brand, its evolutionary features, its basic advantages offered to consumers and companies. 2. Brand positioning and brand equity. 3. Consumer-brand engagement and consumer touch-points. 4. Innovative branding strategies: – Experiential branding. – Branded entertainment. – Brand as a social platform: brand communities and beyond. – Unconventional branding: ambient and guerrilla marketing communication. READING LIST For attending students J.J. Brakus-B.H. Schmitt-L. Zarantonello, Brand experience: what is it? How is it measured? Does is it affect loyalty?, Journal of Marketing, 73, 2, 2009, pp. 52-68. L.P. Carbone-S.H. Haeckel, Engineering customer experience. Marketing Management, 3, 3, 1994, pp. 9-19. A.F. Firat-C.J. Shultz, From segmentation to fragmentation. Markets and marketing strategy in the postmodern era, European Journal of Marketing, 31, 3-4, 1997, pp. 183-207. A.F. Firat-A. Venkatesh, Liberatory postmodernism and the re-enchantment of consumption, Journal of Consumer Research, 22, 3, 1995, pp. 239-266. R.C. Gambetti, Ambient communication: how to engage consumers in urban touchpoints. California Management Review, 52, 3, 2010, pp. 34-51. R.C. Gambetti-G. Graffigna-S. Biraghi, Grounded theory approach to consumer-brand engagement: practitioners’ standpoint, International Journal of Market Research, 54, 5, 2012, pp. 659-687. C. Hackley-R. Tiwsakul, Entertainment marketing and experiential consumption, Journal of Marketing Communications, 12, 1, 2006, pp. 63-75.
arrangement concerning prospective employment with Respondents, Contracting Parties, subcontractors, or Affiliates. Prohibition against Rebates, Gifts, Compensation. No Central Procurement Office or Covered State Agency Personnel shall solicit, demand, accept, or agree to accept from any Person, which includes without limitation, Respondents, Contracting Parties, subcontractors or Affiliates, any rebate, gift, money, or anything of value whatsoever, or any promise, obligation, or contract for future rewards or compensation in connection with Procurement or Contract Administration. Organizational Conflicts of Interest. All Central Procurement Office or Covered State Agency Personnel shall at all time conduct and carry out their duties and responsibilities in a manner intended to uphold high ethical standards and to comply with this policy. If Personnel of the Central Procurement Office or a Covered State Agency have actual knowledge of an Organizational Conflict of Interest, the Organizational Conflict of Interest shall be disclosed to the Chief Procurement Officer and shall be Avoided, Mitigated or Waived as more particularly described in Section 8.D. below. The Central Procurement Office or a Covered State Agency must consider potential Organizational Conflicts of Interest during preparation of all Solicitation documents, during the evaluation of Responses, during the award of contracts and must disclose the existence of Organizational Conflicts of Interest that become known or discovered at any time during the term of any contract. All Respondents or Contracting Parties must disclose the existence of Organizational Conflicts of Interest that are known or discovered at any time during the Procurement process or during the term of any contract awarded pursuant to a Procurement, and must upon request, disclose all facts bearing on Organizational Conflicts of Interest. Upon identification of an Organizational Conflict of Interest, the Central Procurement Office or any Covered Agency shall, as soon as reasonably possible, simultaneously notify the Chief Procurement Officer of the Organizational Conflict of Interest and submit to the Chief Procurement Officer a plan to address the Organizational Conflict of Interest, which plan shall include actions or agreements necessary to Avoid, Mitigate, or Waive (as these terms are described below) the Organizational Conflict of Interest. Avoidance may involve the removal or limitation of Personnel of the Central Procurement Office or any Covered State Agency from being involved in the drafting of the Solicitation, Procurement activities, evaluation of Responses, or management of a contract awarded to a Respondent or the award of future contracts. Mitigation may involve specific actions by a Respondent, a Contracting Party or Personnel of the Central Procurement Office or any Covered State Agency to limit the effect of an Organizational Conflict of Interest. Mitigation may also
Spare batteries Mobile phone charger(s) Torch First aid kit Duct tape Plastic sheeting Personal protective equipment Waterproof container or bag 3.5 Emergency team roles and responsibilities List the people in your organisation that have emergency management roles. Emergency team roles and contact details Role Responsibilities Name and contact details First aid officer [For example, attends first aid training and keeps certification current while in this role] [Employee’s name and contact details] fire warden [Add others as your business requires]
Insurance company contact Last review date Payments due Part 2. Get The tables below will help you get started on preparing your business for a disaster. “Get ready” is also available as a stand-alone template from Checklists for specific disaster events are also available from the website and may be helpful when completing this template. 2.1 Temporary office accommodation Temporary office accommodation Type [What kind of building is it – for example, warehouse, private residence] Address [Address of the site] Equipment available [What you have at the site already] Resources needed for operation [What you will need to bring in order to use this site as a base for your business operations] 2.2 Data security and backup Data security and backup Data to be backed up [For example, forms, client contacts, emails, contracts] Storage location [For example, cloud, hard drive, flash drive, offsite computer] Steps to complete backup and frequency [Outline what is required to complete the backup and how it is to be done] Person responsible [Who is responsible for ensuring data is backed up?] Data to be backed up Storage location
During an emergency, keep yourself, your staff and guests updated by checking the TasALERT website and social media, and by listening to the emergency broadcaster, ABC local radio Part 3. Take action The tables below will help guide the action you take during a disaster. It should be completed before a disaster so that you can refer to it during a disaster situation. Take Action is also available as a stand-alone template from 3.1 Emergency contacts Keep up to date during disaster events at and your emergency broadcaster, ABC local radio Emergency contacts Life threatening emergencies Fire/Police/Ambulance – Phone 000 Flood and storm assistance Emergency Services (SES) – Phone 132 500 Non-emergency – fire 1800 000 699 Non-emergency – ambulance 1800 008 008 Non-emergency – police 131 444 Poison Information Centre 131 126 Road condition and closures For statewide details go to Power supply/outages To report an outage/fallen power lines – 132 004 For current outages Weather and warnings Visit the Animal disease 1800 675 888 or visit the Biosecurity Tasmania website Telecommunications Telstra – Faults and damage 132 203 Telstra – Business-only technical support 132 299 Optus – 133 937 3.2 contacts Staff contacts Name Job title/emergency team role? Contact details Staff emergency contact
Team Customer List An inventory list of all primary customers - including name, address, telephone number, and contact – That must be notified during the recovery process. Damage Assessment/Salvage Team Customer List # Customer Name Phone Number Contact Name Email Address Mailing address Product
3.3 BCP Awareness and Training This section contains basic information on how you administer the Awareness and Training Programs for your BCP. The following table provides some suggestions and allows you to schedule BCP Awareness training. Employee newsletters are a great tool to keep awareness high in between annual events. They are also the perfect venue to remind employees about seasonal hazards like severe winter storms, flooding, hurricanes, tornadoes, etc. Helping to keep your employees personally prepared and resilient will help the company be more resilient as well. # Awareness Activity Frequency Responsible Office Required Materials Comments
Realistic: Do you have the resources necessary to accomplish the objective (people, money, material, equipment, etc.)? Time bound: Have you allowed a reasonable timeframe in which the objective can be accomplished? The plan is updated as needed: In response to major changes to the organization such as office moves, telephone number changes, new personnel, changes in BCP Teams, retirements, duty changes, new product lines, and additions or deletions of critical applications or manufacturing processes; In response to changes in business processes revealed during updates to the Business Impact Analysis; After each alternate site test to reflect the recommendations resulting from the post-test wrap-up debriefings; and Based on exercise lessons learned and annual plan reviews. # BCP Team Objective # BCP Team Objective
To work within the policy framework of Dementia UK To adopt an anti-discriminatory approach in all aspects of the role This job description is not exhaustive and serves only to highlight the main requirements of the post holder. The line manager may stipulate other reasonable requirements. The job description will be reviewed regularly and may be subject to change. Person Specification The preferred candidate will have the following experience, abilities and aptitudes. Shortlisting (*) and interview assessment (+) criteria indicated Essential Desirable Qualifications Educated to degree level in relevant field (*) Substantial experience in business development and project/service management (*)(+) Advanced degree (eg: MA, MSc) (*) Prince 2 qualification (*) Experience in Project Management Office (PMO) (*)(+) Work Experience & Attainments Experience of negotiation with commissioning authorities and/or grant making bodies (*) (+) Proven ability to market and promote innovative models of practice/service delivery (*)(+) Experience in process-led development, with an ability to manage and share information (+) Experience of working in health and/or Substantial, relevant and up-to-date knowledge of dementia and best practice approaches to dementia care and support (*)(+) Understanding and experience of working with the voluntary sector (*)(+)
US Department of Treasury 84 Preble Street Portland, ME 04101 (207) 780-3344 LURC, State of Maine State House Station #22 Augusta, ME 04333 (207) 287-2631 Bureau of Alcoholic Beverages & Lottery Operations 8 House Station, Augusta, ME 04333 (207) 287-3721 Maine Career Center Bureau of Employment Services 55 State House Station Augusta, Maine 04333-0055 (207) 872-5516 1-888-457-8883 http://www.mainecareercenter.com Maine Dept. of Environmental Protection State House Station #17 Augusta, ME 04333 (207) 287-2811 Bureau of Standards State House Station #45 Augusta, ME (207) 287-6410 Development PO Box 405, 967 Illinois Ave., 4 Bangor, ME 04402-0405 (207) 990-9174 Maine Small Business Administration Edmund S. Muskie Federal Building, Room 512 68 Sewall Street Augusta, ME 04330 Finance Authority of Maine (FAME) 5 Community Drive, P.O. Box 949 Augusta, ME (207) 623-3263 Unemployment Compensation Div. House Station #54 Augusta, ME (207) 287-3176 Maine Dept. of Inland Fisheries and Wildlife 284 State St. State House Station #41 Augusta, ME 04333 (207) 287-2571 US Department of Labor- Wage & Hour Division PO Box 211 DTS, 66 Pearl Street, Room 211 Portland, ME (207) 780-3344 Internal Revenue Service 1-800-829-1040 (Federal Tax) 1-800-829-3676 (Federal Tax Forms) 1-800-322-9401 (Soc. Security Admin.) OSHA 40 Western Avenue, Room 121 Augusta, ME 04333 (207) 622-8417 Maine Dept of Transportation (MDOT) PO Box 309 State House Station #6 Augusta, ME 04333 (207) 287-2551 Maine Made: Maine Products’ Marketing Program Office of Business Development State House Station #59 Augusta, ME 04333 (207) 287-3153 Maine Bureau of Corporations 101 State House Station Augusta, Maine 04333-0101 Tel: 207-624-7736 Fax: 207-287-5874 Town Office Hours
THE BUSINESS IMPACT OF CORPORATE EXECUTIVE DEVELOPMENT By: James F. Bolt, Chairman and Kevin J. Sears, Research Consultant Executive Development Associates Significant progress is being made in the measurement and evaluation of training. For example, a recent study by the American Society for Training and Development (ASTD) provided hard evidence that investments in workplace learning improve a company’s financial performance. The data came from a study that compared 540 companies’ expenditures on workplace learning with their performance. Those companies that spent more on workplace learning had: 57% higher net per employee 37% higher growth profits per employee 20% higher ratio in market to book values. The Conclusion? The report stated that “companies that invest more heavily on workplace learning are more successful, more profitable and more highly valued on Wall Street.” Much less progress has been made in measuring the impact of executive development. The purpose of this study conducted by Executive Development Associates (EDA) was to find and present evidence of the impact of corporate executive education and leadership development programs. Our experience in working with CEOs in major corporations around the world is that they care much less about sophisticated measurements than they do anecdotal evidence. They know by what they see, hear and feel whether their executive development efforts are making a difference. Nevertheless, this report covers both measured impact, e.g., 16-1 ROI and anecdotal evidence. Eight examples of the business impact of corporate executive development are included in this study: Ameritech BellSouth CalPERS (California Public Employees Retirement System) General Motors. IBM Kodak Siemens Nixdorf InformationsSysteme AG Weyerhaeuser AMERITECH’S NETWORK LEADERSHIP DEVELOPMENT PROGRAM (NLDP) Over 1,400 Ameritech managers completed the one- week long Network Leadership Development Program. The goals of NLDP included: Improving leadership skills. Improving ability to manage in a changing and competitive environment. Improving productivity and quality. The program administrators felt it necessary to evaluate NLDP with hard data even though the concept of leadership is often considered ambiguous. The newly developed evaluation strategy was made “Leading Strategic Change: Tools and Techniques”. Article from: Human Resource Planning; Tempe; 1998; Dina M. Pasalis
Agreed by Director…………………………............................ Date Reviewed. ..................... Agreed by Post Reviewed. ..................... PERSON SPECIFICATION FACTORS CRITERIA ESSENTIAL / DESIRABLE Education; Training and Experience A good standard of education and able to demonstrate literacy and numeracy skills E Direct relevant experience in business improvement initiatives ideally educated to degree standard or equivalent. D A change-friendly attitude and a willingness to learn and develop E Well-developed interpersonal, influencing, negotiation and problem-solving skills. Confident communicator. E Competency in Microsoft office applications. With in depth knowledge of Excel, Word and Visio. E Ability to prepare and interpret information accurately and present information in an accessible way E Ability to lead and manage sessions, encouraging discussions and debate E Previous experience of leading continuous improvement or change initiatives E Experience of developing new performance processes and analysing, interpreting, presenting and reporting data E Knowledge of performance management systems E
Experience of applying systems thinking/lean/lean six sigma. Experience of Define, Measure, Analyse, Improve, Control approach. D Evidence of continuing professional development D Experience of working in a performance management or a business improvement setting D An understanding of how specific business IT applications underpin business processes and outputs D Understanding of data management D Competency in Mini Tab (17) D Experience of project management, coordinating working groups and task and finish groups D Knowledge Knowledge of the social housing sector D Experience/understanding of a Housing Association Performance Environment and Regulatory System. D Knowledge of Equality and Diversity within the public and third sector, particularly the Equality Act 2010. D Melin Mindset ‘Can Do’ attitude E Excellent communicator E Takes responsibility E Professional E Welcomes Change E One Team Melin E Fun at Work E Top Performers E Customer Service Excellence E Respect for customers and colleagues E
XXXX Project Author Name Exec NameClient Name SP-NN Business Justification Case PD Project Name XXXX Project Document Name Business Justification Case Product Description Document Identifier SP-NN Business Justification Case PD Release Version: 01_00 Draft/Final Date: 01 July 2013 Authorities Author: Author Name Owner: Exec Name Client: Client Name
Availability of Required Technology4 Universal Limited Restricted Restricted to Scarce Scarce Unique Access to buyer’s critical systems and processes4 None Low Medium High Very High Critical Strategic Impact/Core Competency for Buyer3 No No No Maybe Yes Degree of Business Risk1,4,5 Profit Impact (volume purchased, % of total purchased costs, impact on business growth)5 None Low Medium High Very High Critical Service failure impact on end experience4,5 None Low Medium High Very High Critical Service failure impact on internal customer experience4,5 None Low Medium High Very High Critical Regulatory Compliance Policy Meet Standard Meet Standard Meet Standard or Higher Meet Standard or Higher Meet Standard or Higher Meet Standard or Higher Uncertainty of Demand1.5 N/A Manage demand spikes with multiple sources Provider response to unanticipated volume spikes limited Contractual ability for supplier to respond to spikes Contractual flexibility for supplier and client to respond to spikes to optimize the business Capacity is set based on captive assets + using market if not asset specific Economic Model Mapping Template (refer to definitions on 13 if you have questions about what an attribute means) Attributes to Determine the Best Economic Model Transaction - Based Output -Based Outcome -Based 1 2 3 4 5 6 Potential to Create Value / Mutual Advantage* Potential Efficiency Gains4,5, None Low Medium High Very High Significant Potential for Revenue Increase4,5 None Low Medium High Very High Constant Potential for Innovation4.5 None Low Medium High Very High Critical Size of investments needed in to achieve outcomes (buyer or supplier)* Low Medium High High to Invest Invest Invest
Please use the word “Vested” throughout any presentation, except where you are referring to the outsourcing industry, in which case the words “Vested Outsourcing” may be used. Please do not abbreviate “Vested Outsourcing” as “VO.” Please do not commercially sell, rent, or profit from the use of this Open Source Material unless Vested Outsourcing gives you explicit prior written permission to do so. The complete terms of use is located at If you would like to use this material for commercial purposes / for profit basis, please contact Kate Vitasek at .
Filter with User Prompt Step Description Element Query Filter – User Prompt 3.1 Edit Data Provider Click the Edit Data Provider button. 3.2 Locate Query Filters panel In the Query Filters panel, locate Agency Code filter 3.3 Define Filter Type Select the “Define Filter Type” Button 3.4 Set to Prompt Select the “Prompt” value as Filter Type 3.5 Show Prompt properties Select the “Show Prompt Properties” button 3.6 Set Prompt Properties Set Prompt Text (i.e. what will be displayed to users). Set checkbox for “Prompt with List of Values” and “Select only from List” Uncheck “Keep last value(s) selected” and “Optional Prompt” 3.7 Default Values Determine if Default should be selected automatically 3.8 Run Click OK, then Run Query 3.9 Review Agency Code Prompt The Prompt window is displayed. 3.10 Select Agency Code Select Agency Code to execute the report 3.11 Review Report Click OK to execute report with selected Agency Code prompt 3.12 Save Report 4 – Input Controls Step Description Element 1.1 Open Report from Previous Exercise 1.2 Locate Input Controls button Click on the Input Controls button on the Left Panel or under the Analysis Tab, Filters subtab.
Telephone logs will be issued to each department and individual with access to institutional telephones. There will be a monthly audit of telephone usage and a report will be submitted to the President. SHORTER COLLEGE LONG DISTANCE TELEPHONE LOG DATE DEPARTMENT PHONE EXTENSION CALLER TIME PAYROLL POLICY POLICY: It is the policy of Shorter College that all employees will be paid according to their contract. PROCEDURES: In order to carry out this policy, the Business Office will make sure of the following: Each individual’s contract states the terms by which he/she will be paid. Full-time salaried employees will be paid on the 5th and 20th of each month. Wage employees will be paid two weeks according to the schedule established by the Business Office. Time for wage employees must be supported by time sheets, which should be turned in to the Business Office along with proper signatures. W-2 forms are prepared for each employee by January 31st each year. New employees are to fill budget positions upon approval of the President. SHORTER COLLEGE PAYROLL SHEET
TRANSPORTATION POLICY POLICY: It is the policy of Shorter College that all requests for vehicles are made to the Director of Institutional Advancement at 48 hours prior to departure. PROCEDURE: The person requesting college vehicles must have a valid driver’s license. The college vehicle should not be given to any one once they have been assigned to an employee. POLICY: It is the policy of Shorter College that no alcoholic beverages should be carried in college vehicles at any time. PROCEDURE: The Director of Fiscal Affairs and Director of Institutional Advancement inform all drivers that Shorter College does not permit the use of Alcoholic Beverages in college vehicles at any time. POLICY: It is the policy of Shorter College that no responsibility for traffic violations incurred by a driver will be assumed. PROCEDURE: Shorter College will not assume any responsibility for traffic violations incurred by a driver in the college vehicle. It is expected that all employees will drive within the speed limit at all times. Use Of Personal Vehicle The rate for any employee using their private vehicle for official travel will be $.25 per Mile. No employee will be paid for gas & mileage. The following expenses are not authorized for reimbursement: Personal Expenses Entertainment Expenses Travel Insurance Alcohol Beverages TRAVEL RECEIPTS Receipts for travel must be in the original form. A receipt printed on an adding machine or calculator tape must be stamped, dated, and signed by the vendor.
Place This section is to describe which marketing methods you will use and where you plan to promote your business. Treat it as a review of current activities and to decide whether you will need to introduce new routes to market in line with your development plans e.g. Word of Mouth Advertising for example: use of local media in a local newspaper, the internet, or directories such as Yell.com Business cards Flyers Direct marketing Social Media Website Tradeshows and exhibitions Again you can make this as detailed as you like to flesh out your marketing plans
Plan B: Konkuk University Strength Weakness Cheap price and convenient Near the high school Near Hanyang University Special menu Freewheeling Many floating population Not luxury interior space High rent fee Opportunities Threats Affordable price Near Hanyang Univ. station Student’s vacation Many restaurants near this restaurant Summarization Question Interview 1: Ginza (Seohyeon) Interview2: Onigiriwayigyudong (Hanyang Univ) How long have you been to open? About 6 years 2 years Product Sea foods Onigiri, Donburi, Woodong, Gyudong and Cub-rice Seasonal product yes No The most popular product Sashimi Gyudong The busiest time 12:00~1:30pm 6:30pm~7:30pm 12:00~2:00pm 7:00pm~9:00pm Membership card or Coupon None Coupon Advantage of this location Environment and atmosphere Many people Disadvantage of this location Transportation No parking lot Main customer Week day- business men Weekend- general people Students Delivery No No Discussion Interpretation In my interview, the first interview gives me good location which can obtain wealthy customers. However, Second interview can obtain many customers but it should be mostly students. As I need wealthy customers, I think Plan A is imperative for me to manage restaurant.
How many covers are in the pub? Average daily servings no. Average retail price per serving (inc VAT) Average retail price per serving (exc VAT) Average weekly turnover (exc VAT) margin percentage Average weekly gross margin (exc VAT) Restaurant £ £ £ £ % £ Bar Food £ £ £ £ % £ Breakfast £ £ £ £ % £ Sandwiches/Wraps/Other £ £ £ £ % £ Sundry food/hot drinks (snacks, crisps, etc) £ £ £ £ % £ Total £ £ £ £ % £ Income Cost Part 2
Pub Name: SAMPLE Date: DEC Short Address: ANYWHERE Input current figures here from customer information (fill in one column only) Annual Monthly Weekly Current £ Wet sales 0 Dry Sales 0 Machines 0 Accommodation 0 Other Sales 0 Total Sales 0 Cost of sales Wet Sales 0 Dry Sales 0 Machines 0 Accommodation 0 Other Sales 0 Total Cost of Sales 0 Gross Profit GP% Wet Sales 0 0% Dry Sales 0 0% Machines 0 0% Accommodation 0 0% Other Sales 0 0% Total Gross Profit 0 #DIV/0! % of total Fixed Costs #DIV/0! Rent 0 #DIV/0! Business 0 #DIV/0! Water 0 #DIV/0! Insurance 0 #DIV/0! Fixed Costs 0 #DIV/0! Variable Costs Wages 0 #DIV/0! Electricity 0 #DIV/0! Gas 0 #DIV/0! Energy Costs 0 #DIV/0!
This section details your human resources plan: key staff, policies & procedures. If your business is expanding, indicate what future resources will be needed. KEY EMPLOYEES NAME OR TITLE (Nº OF POSITIONS) KEY RESPONSIBILITIES QUALIFICATIONS 1 2 3 4 ADDITIONAL INFORMATION POLICIES & PROCEDURES OF OPERATIONS NUMBER OF EMPLOYEES VACATION PROGRAM PERFORMANCE ASSESSMENT TRAINING & DEVELOPMENT REMUNERATION AND BENEFITS
Annual 2012-15 Changes People See Are we seeing the changes we need to see? Business Plan Team Heads Quarterly Reports Key Activity and Inputs Are we the things we said we would do? Programme Plans Team Heads Covalent Programme Activity and Inputs Are we doing the things we said we would? Project Plans Lead Managers Covalent Project Activity and Inputs Are we doing the things we said we would do? Personal Objectives Line Managers PPP system Personal Performance Are we behaving and contributing to expected standards and values?
Please complete this schedule of your registered professionals who will be involved in the implementation of your service/project proposed for funding: 1 2 3 4 5 6 7 8 9 Location of office / service point / satellite service / facility Occupation Race Gender Registration no. in terms of relevant Professional Act of post if applicable Funding for post (X) Area(s)/place where staff member is deployed (indicate suburb/informal settlement, etc.) Salary per annum R Funded by Dept. Not funded
Vision and Mission Statements Write a clear vision and mission statement. Vision statement—what is/are your purpose, values, and beliefs? Mission statement—what are your aspirations of a company and major goals? Industry Overview Use the Internet to research YOUR industry. This section should be 2-3 GOOD paragraphs (5-8 sentences each) in length. What are the trends and areas for growth in the industry? Organisational Plan (Self evaluation) What is the role of each of your team members? What is your management philosophy? Will your business be a sole proprietorship, partnership, or corporation? Why was this form of ownership selected? Explain! Growth Plan How will you expand in the future? How will you deal with your businesses growth? Contingency Plan What risks/challenges for your business? (every business has risks/challenges) What if are lower-than-expected? What changes could you make to your business? BUSINESS PLAN RUBRIC: STANDARDS 5 4 3 2 1 NOT DEMONSTRATED Address all topics as stated on the Shark Tank Business plan. All topics covered to an excellent standard. Correct spelling and grammar! All topics covered to a high standard with correct spelling and grammar. All topics covered to a moderate standard. All topics covered to a low standard. All topics covered to a very poor standard. Business plan is engaging and demonstrates business personality. Business personality is demonstrated to an excellent standard and engages reader. Business personality is demonstrated to a high standard and engages reader. Business personality is demonstrated to a moderate standard and engages reader. Low standard of Business personality represented and does not engage reader. Very poor representation of Business personality and does not engage reader. Use of class time. Excellent use of class time. Very good use of time. Good use of class time. Satisfactory use of class time. Poor use of class time. Professional presentation of Business Plan. Presentation of work is of an excellent standard. Presentation of work is of a very good standard. Presentation of work is of a moderate standard. Presentation of work is satisfactory. Presentation of work is poor.
Seed Cleaning & Marketing Dynamic Seeds Ltd 780- 835-5435 Fairview Co-Operative Seed Cleaning Plant 780- 835-2478 South of HWY 2 Golden Acre Seeds 780- 835-4508 Lonesome Spruce Seed Farms-780 835 2419 Seniors Fairview and Area Senior’s Check In Line 780 835 8873 Fairview Golden Age Drop in 780-835-4397 10307 - 110 Street Harvest Lodge Senior Citizens Complex North Peace Housing 780-835-2862 - 108 Street Royal Canadian Legion 780-835-2442 10315 - 110 Street Sewing Services Divine Stitches 780-835-2403 10910 - 102 Avenue Signs Alrite Signs 780-835-3231 Mall on Main by Lori 780-835-4274 11128 - 101 Avenue Small Engine Repairs Davey Sprockets small engine mechanical repairs 780 834 6518 Rec-Vec 780-835-2007 10 km. E on Hwy 2 Storage Country Storage 780-835-3353 9017 - 109 Street Taxi Hello Cab & Delivery 780 834 6787 Tourism Fairview & District Visitor Information Centre 780 835 5999 Mighty Peace Tourist Ass. 780-332-2363 Box 1697, Grimshaw Towing Fairview Towing 780-835-2965 NW 33-81-3 W6 Warren's Towing Ltd. 780-835-3333 11113 - 101 Avenue Town Town of Fairview 780-835-5461 #101, 10209-109 St. (Prov. Bldg.) Training Services
MULLIN Independent School District Business Procedures Manual Section 7 Student Travel 1.0 Student Travel - General Instructions 1.1 All MULLIN ISD student travel should be in compliance with district policies. 2.0 Overnight Trips by Students All individuals and groups representing the MULLIN ISD in competition requiring an overnight trip must receive advance written approval from the school principal. Each student and parent/guardian will be required to sign the supporting documents that will include a liability waiver, comments regarding conduct requirements, adequacy of chaperones, and other appropriate data. The principal/director’s office should be provided with a list of all students, teacher/sponsors, parents etc. as well as the itinerary. Parent/guardian expenses cannot be incurred by the school district unless there is a financial hardship, which will be considered on a case-by-case basis by the principal. 3.0 Meal Allowance for Student Related Trips (In-State) Students and sponsors/coaches (MULLIN ISD employees) taking a single day trip will be provided a maximum of $8 for breakfast, $10 for lunch, and up to $10 for dinner, unless otherwise authorized. Receipts will be required. Students taking a trip requiring an overnight stay will be provided a maximum of $8 for breakfast, $10 for lunch, and up to $10 for dinner, unless otherwise authorized. Meals should be taken during the day and not “saved” to have one large meal. Itemized receipts will be required. Sponsors/coaches (MULLIN ISD employees) accompanying students on an overnight trip should refer to Employee Travel, Section 6.0 for meal allowances. Receipts will be required.
Crisis events Discussion points Actions required Yes/No Who 81 Ensure practices reflect the required state jurisdictional and NDIA incident response procedures 82 Implement established processes for crises 83 Implement processes for when a formal review is required Stage 7: Transition and termination Discussion points Actions required Yes/No Who 84 Exit customers in accordance with agreed procedures for: customers moving on to a different provider customers who no longer require services customers who are deceased 85 Follow protocols for relationship management for exiting customers: internal communication – program/service coordinator, finance, etc. archiving and storage of data feedback and any follow-up after service termination 86 Identify how any learnings might inform future service offerings
1. From the left hand menu choose “Forms in Process or “Completed Forms” 2. Select the form you would like to cancel. Cancelling a TUF Worklist showing approvals and current status of form. Comments are required when cancelling the form. Click on “Cancel Form”
behavior of the potential targeted customers helps Amina Gallery with many decision regarding pricing, distribution and location. (Vel, Captain, Abbas, & Hashemi, 2011) Overall, it is recognized that the citizens of Dubai, UAE are wealthy according to the “Credit Suisse Research Report” and the country itself has been tremendously developing in the past years. The targeted customers are individuals that are interested in Fashion and Designing which are furthermore seeking to have specific designs on items such as Bags, Wallets, Phone Covers or other accessories that will help them in standing-out or being unique. Not forgetting individuals that are interested in interior designing that is one of a kind as Amina applies her designs on several items like Cushions, Tables, Stands and many other home décor items. Furthermore, due to the high purchasing power, most of the targeted customers are expected to acquire the characteristic of “Quality and Uniqueness over Price”. Thus, give attention to the products’ design quality rather than its price. (Credit Suisse, 2014) Align Marketing Objectives to the Strategy of the Business Amina is recommended to continue possessing the same logo and brand when she internationalizes, as her logo signifies the Arabic calligraphy and heritage which is showcased in her art. The logo showcases her promise of delivering high quality goods, which is represented in her use of colors, black and white, which highlight each other with a sense of professionalism. Amina Gallery Marketing Mix will include: Product: Amina Gallery offers customers with high valued pieces of contemporary art mixed with a traditional twist. She focuses on many cultural themes and tries to combine between tradition and modern techniques used to develop art. Customers who visit Amina Gallery often want to buy stylish accessories and furniture that showcase their love for the Middle Eastern traditional art while having common grounds with modern interior design. Amina paints her art on phone cases, bags, wallets, clutches, furniture, tables, stands, treys and other accessories and home décor components. Amina also sells independent paintings. Amina is most famous for painting a traditionally dressed woman on her pieces of work. (ABBASI, 2014)
Approval and Revision History This section records the history of changes and approvals to this document. Name Approval Date Notes indicating approval or change made (including reason for change) Version Ex: Tom 1/1/11 Enhanced security requirement by minimizing #people who have access to system. Reason: grant requirement. v.1 Ex: Tom Jones 1/3/11 Approval v.2
Date range where the date is a fixed date at the end of a month. (ACHV_DAT – 1 month) Where dates are specified in months this refers to one calendar month. As the Achievement Date is usually the last day of a month, this example would calculate the last day of the previous calendar month. e.g. 1) if Achievement Date was 30th April, this example would return 31st March. e.g. 2) if Achievement Date was 31st March, this example would return 28th February (or 29th February in a leap year). Activity within date range where the date is a fixed date at the end of a month. VACCINE_DAT > (ACHV_DAT – 1 month) This example look for activity within or after the 1 month period leading up to the Achievement Date. e.g. if Achievement Date was 30th April, this example would return activity after 23:59:59 on 31st March (i.e. activity from 00:00:00 on 1st April). This type of calculation could be treated the same as “VACCINE_DAT >= ((ACHV_DAT + 1 day) – 1 month)” where the result would also be activity from 00:00:00 on 1st April. Date range where reference date is not a fixed date at the end of the month. (PAT_DOB + 1 month) This example would calculate the date 1 calendar month after the PAT_DOB. As the PAT_DOB could be at any point during the month, this example would calculate the same day of the next month. e.g. if PAT_DOB was 10th April, this example would return 10th May. If the PAT_DOB does fall on the last day of a month or on a day where there is no corresponding date for the next month (e.g. 29th, 30th and 31st January) then this example would calculate the ‘closest’ valid date (29th, 30th or 31st January + 1 calendar month = 28th Feb or 29th Feb in a leap year).