zilongwang/ReadingBank huggingface dataset:
More detailed planning for exercises should be included in a revised WESTPLANBUSHFIRE to be endorsed by the State Emergency Management Committee. Outcomes WESTPLAN-BUSHFIRE has been updated to reflect the need for multi-agency exercises that test evacuations centres, critical infrastructure and traffic management. A Bushfire Exercise Plan produced in conjunction with DEC, WAPOL, Local Emergency Management Committee (LEMC), local governments and Department for Child Protection. A State Bushfire exercise (including regional centres) was completed on 8 November 2011 and a report was subsequently delivered. 50. The State Government transfer responsibility for the installation, removal, maintenance of fire hydrants to the Water Corporation, in accordance with the recommendations of the 2006 CDJSC Inquiry into Fire and Emergency Services Legislation. DPC 51. The Water Corporation immediately review the outstanding orders for hydrant repairs and develop strategies to reduce the backlog. Progress Advice has been sought from the Solicitors Office concerning transfer issues. The maintenance backlog has been significantly reduced, and an audit jointly undertaken by the Water Corporation and FESA of all outstanding maintenance orders and of missing hydrants. FESA and the Water Corporation have been working closely to reduce the number of outstanding fire hydrant faults in gazetted fire districts. The Water Services Bill currently before Parliament enables the transfer of fire hydrants from FESA and local governments to the water providers. The Water Corporation has confirmed that from 1 July 2012 they have taken full responsibility for the repair and maintenance of all fire hydrants connected to its reticulated network within FESA controlled areas. The responsibility for payment of invoices for fire hydrant maintenance in areas connected to the reticulated mains managed by AgWest and Busselton Water will remain with FESA and Local Government until the legislative process has been finalised. Next A Service Level Agreement prescribing the responsibilities and key performance indicators for the completion of hydrant repairs for the water providers, FESA and local government is being finalised. The Joint Interagency Working Party consisting of FESA, Water Corporation, AQWEST and Busselton Water staff will be tasked with developing a business plan for the remediation of Local Government fire hydrant deficiencies.
11. The Fire and Emergency Services Authority consider alternative wording to Total Fire Ban that ensures people gain a more complete understanding of what actions are prohibited. FESA Outcomes A letter was sent to the Australasian Fire and Emergency Service Authorities Council (AFAC) requesting information and advice, including the policies of other states, on the terminology of ‘Total Fire Ban (TFB)’. FESA received advice to retain the existing wording to ensure consistency across Australia. As a consequence of the requirement to retain the existing terminology a communication strategy was developed to: educate people about what a TFB is and why they are necessary. educate people about what they can and cannot do when a TFB has been declared. encourage people to check if a ban is in place during bushfire season. encourage people to make informed decisions about actions they take on days where a TFB is in place. educate the agricultural community about the changes that have been made to the TFB process. educate the agricultural community about the distinction between a TFB and a Vehicle and Harvest Movement Ban. 12. The Fire and Emergency Services Authority work in partnership with Main Roads Western Australia and local governments to develop and implement a comprehensive strategy for the use of mobile variable message boards to alert the community to the declaration of a total fire ban and what it means. FESA Outcomes A review of the capacity of other agencies in regard to mobile message boards has been completed. The review and investigation demonstrated that the use of mobile message boards to alert the community about the declaration of a total fire ban is not a viable option. An alternative communication strategy has been developed as part of Recommendation 11 which includes the use of fixed message boards to notify when a total fire ban is in place. Recommendation Responsible Agency 17. governments consider increasing the number of green waste collections carried out each year to encourage a more proactive approach to property (and vegetation) maintenance by residents. WALGA
Government agencies (Water Corporation, Main Roads WA etc) in the system would assist in the delivery of outcomes to the community. Actions to Date is in the final stages of developing the application. It is scheduled to be launched with a public campaign within the next few months. Next Steps In supporting the tool, funding the capacity for State agencies to receive and action relevant requests made on the system by the community needs to be considered. Regulation to require timely action by Local Governments to requests made by the community using the system should also be considered. Recommendation 19 (Part b) (TOR 1) The State Government reaffirm its 2009 decision to approve DEC exercising greater flexibility in managing smoke within national guidelines, in order to achieve its prescribed burn program. DEC Key Issues Government to send a clear signal that it intends to allow DEC to relax its approach to smoke management, within national guidelines, in an effort to maximize prescribed burning achievement and as such protection from damaging summer bushfires. Actions to date Agreed that the Government needs to re-affirm its previous decision. Next Steps Further education of the public about the need for prescribed burns, including that they may be undertaken by DEC, FESA or Local Government. Re-affirm the Government’s previous decision through a statement by the Premier or the Minister. Recommendation 24 (TOR 4) The Fire and Emergency Services Authority convene a facilitated debriefing session between the families who remained behind to protect their properties, and the incident controllers. This session should include open discussion and explain the decisions of all parties – including how the incident controllers determined priorities, and why residents chose not follow their advice to evacuate. FESA Key Issues Identifying property owners that elected to stay and actively defend. Psychological sensitivities of homeowners having to recount their story on the day. The session is required to be a closed due to the needs of both the residents and the incident controllers. Professional advice has identified that it is essential that this feedback session is undertaken privately with small groups. Actions to Date
Recommendation 43 (TOR 5) The State Emergency Management Committee amend State Emergency Management Policy 4.1 (Operational Management) to: give clear and explicit direction about when and how an incident should be declared clearly articulate the actions to be clearly define accountabilities provide detailed criteria for elevating issues and engaging other agencies. FESA Key Issues Any amendments need to be implemented across all hazards. May need interim fire solution to ensure enhancements are in place. Actions to Date Discussions between State Emergency coordinator and Executive Officer SEMC (SECG). Concept developed for the automatic activation of the SECG and a possible Emergency Situation. Note: Only high consultation has occurred. Appropriate consultation with key stakeholders (operational level) has not yet been undertaken. Next Steps Concept to be discussed by the Implementation Discussion to be completed with FESA, DEC & WAPOL. By Friday 16 September: clarification with SSO to clarify and legislation issues; and consultation with FESA, DEC, & WAPOL. FESA to complete documentation Recommendation 44 (TOR 5) The Government amend section 50 of the Emergency Management Act 2005 to allow the Chair of the State Emergency Coordination Group to declare an emergency situation. FESA Recommendation 45 (TOR 5) Emergency Management Western Australia and the State Emergency Management Committee amend WESTPLAN-BUSHFIRE to require State Emergency Coordination Group meetings to be held at the State Coordination Centre in West Leederville. FESA Recommendation 47 (TOR 5) Emergency Management Western Australia develop mechanisms to calculate the estimated total cost of a fire to the community. FESA Key Issues Requires significant research work to identify issues such as scope, methodology, timeliness Actions to Date N/A Next Steps N/A Recommendation 48 (TOR 5) The Government move the responsibility for the management and distribution of the Emergency Services Levy to the Department of Finance. Finance Key Issues The completion of this recommendation is not considered an urgent matter, at this time. Recommendation is that a review of the grants application and approval process for the Emergency Services Levy be undertaken after the revised FESA administrative arrangements are put in place Recommended that the review be undertaken within 6 months of the revised FESA administrative arrangements being put in place. Actions to Date Reviewed papers from the report on recommendation 48. Reviewed the 2006 report by the Community Development and Justice Standing Committee of the Parliament. Meeting held between Department of Finance and FESA representatives to understand the current application and approval process for grant applications lodged by local governments, with FESA, for funding allocations. Next Steps What will be done?
Bushfire Factsheet What is a Bushfire? You don’t have to live in the bush for bushfire to harm you− you just have to be near burning material, sparks and smoke. All Queenslanders should know the official bushfire warnings levels and have a bushfire survival plan. When there’s a bushfire in your area, you need to know about it, get information, make decisions and act. Everyone should be prepared for bushfire, but if you answer ‘yes’ to any of these four questions, you are likely to be more at risk. Do you live within a few kilometers of bushland? Does your local area have a history of bushfires? Do you have trees and shrubs within 20 meters of your house? Is your home built on a slope (the side of a hill)? for more info Source: RACQ Get Ready Queensland, www.qld.gov.au and How could this affect you? In order to take care of other loved ones, you need to take care of yourself Limit the amount of news your children see and the conversations they hear about the bushfire Think about where you will keep your pets, and what food and exercise they will need. Make sure your property is safe and locked? Having a plan in place, including other support for people you care for if you can’t continue helping them because of a bushfire, will help to keep them safe and well PREPARING FOR A BUSHFIRE: Prepare your home and business: know the risk of bushfires in your community and be prepared all year Prepare an emergency kit: which contains all the items you need in an emergency Prepare for evacuation: discuss possible things that could happen during a bushfire with people in your home and make a plan for what you will do Download the Self Recovery app our website www.qld.gov.au/ communityrecovery Follow us on Twitter @RecoveryQld Check your neighbours and elders: Check in on them each day after a bushfire warning and let them know what your plans are. Pet emergency planning: it may not be possible to take your pet with you to an evacuation shelter, so plan ahead and prepare a pet emergency kit. Register for warnings and alerts and tune in: contact your local council to register for warnings and alerts. Tune into your local ABC radio, TV station or remote Indigenous radio station for weather and warning updates
or involve institutional uses evacuating people may be particularly difficult (e.g. Child care centre, Residential care facility and Detention facility). AO3.2 Development within High or Very high bushfire hazard areas complies with a Bushfire Management Plan for the premises. AO3.3 Bushfire hazard is minimised with planting of bushfire resistant species near Medium, High and Very high Bushfire Hazard areas identified on the Bushfire hazard overlay maps contained in Schedule 2. Note – Planning scheme policy – Natural hazards, provides a guide to the preparation of a Bushfire Management Plan. PO4 Community infrastructure is able to function effectively during and immediately after bushfire events. AO4.1 Development complies with a Bushfire Management Plan for the premises. Note – Planning scheme policy – Natural hazards, provides a guide to the preparation of a Bushfire Management Plan. PO5 Public safety and the environment are not adversely affected by the detrimental impacts of bushfire on hazardous materials manufactured or stored in bulk. AO5.1 Uses that include manufacturing or storage of hazardous materials do not occur or are adequately separated from the hazard area and the development complies with a Bushfire Management Plan for the premises. Note – Planning scheme policy – Natural hazards, provides a guide to the preparation of a Bushfire Management Plan. Scenic amenity PO6 Bushfire management measures do not have a detrimental impact on scenic amenity values. AO6.1 No acceptable outcomes are provided.
Rainforest Grassland Rainforest Grassland Rainforest Grassland Rainforest Grassland Effective Slope (under the classifiable vegetation within 150 metres) Upslope / Flat DOWNSLOPE >0 to 5 ° >5 to 10° >10° to 15° >15 to 20° >20° Upslope / Flat DOWNSLOPE >0 to 5 ° >5 to 10° >10° to 15° >15 to 20° >20° Upslope / Flat DOWNSLOPE >0 to 5 ° >5 to 10° >10° to 15° >15 to 20° >20° Upslope / Flat DOWNSLOPE >0 to 5 ° >5 to 10° >10° to 15° >15 to 20° >20° Distance (m) to Classifiable Vegetation 52.47-1 Dwellings in Existing Settlements – Bushfire Protection Objective To specify bushfire design and construction measures for a single dwelling or alteration and extension to an existing dwelling that reduces the risk to life and property to an acceptable Approved Measure (AM) 1.1 - Siting Requirement A building is sited to ensure the site best achieves the following: The maximum separation distance between the building and the bushfire hazard The building is in close proximity to a public road Access can be provided to the building for emergency service vehicles Any comments
Length of access is greater than 30 metres The following design and construction requirements apply: All weather construction A load limit of at least 15 tonnes Provide a minimum trafficable width of 3.5 metres Be clear of encroachments for at least 0.5 metres on each side and at least 4 metres vertically Curves must have a minimum inner radius of 10 metres The average grade must be no more than 1 in 7 (14.4%)(8.1°) with a maximum grade of no more than 1 in 5 (20%)(11.3°) for no more than 50 metres Dips must have no more than a 1 in 8 (12.5 per cent) (7.1 degrees) entry and exit angle. Length of access is greater than 100 metres A turning area for fire fighting vehicles must be provided close to the building by one of the following: A turning circle with a minimum radius of eight metres A driveway encircling the dwelling The provision of other vehicle turning heads such as a T head or Y Head – which meet the specification of Austroad Design for an 8.8 metre service vehicle. Length of access is greater than 200 metres Passing bays must be provided at least every 200 metres. Passing bays must be a minimum of 20 metres long with a minimum trafficable width of six metres. Additional Information: Has Approved Measure (AM) 4.1 (Access) been met? Yes No Attachment 1 – Bushfire Landscape Assessment
2: DEPI Actions for Science Knowledge Translation Action Objective (high leverage, extensive or sustained gains) Outputs Primary Participants Developing research collaboration Relationship & partnership strengthening – DEPI and research providers engage in regular dialogue both in strengthening the research program, sharing knowledge and contributing to management decision-making models. Engagement & active involvement of research providers – DEPI staff and research providers create opportunities to discuss, debate, and define the research, to shape delivery and manage the program. Annual Fire Science seminar – presenting and discussing outcomes and aspirations for the future (appreciative enquiry); and developing communication options with the audiences involved. Joint development, testing and use, and improvement of program. Complementary options: Forums. Workshops. DEPI fire management – policy makers and practitioners. Research institutions/individuals. Embedding Knowledge Meaningful context for research – DEPI and research providers respond increasingly well to the nuances of policy context and management decision- making frameworks or models, as well as demonstrate that they understand and adapt to the various priorities for research development between and within organisations. They respond empathetically and collaboratively in maximising the program’s efficacy. Recruitment of district, regional & topical champions. DEPI Fire Division/research providers collaboration sessions. Complementary options: Learning conversations. Professional development. Other education. Fire Division, L& F Areas/Districts. DEPI, Universities of Melbourne, LaTrobe, Deakin and Monash. Interactive Knowledge Sharing Building research capability & capacity – DEPI and research providers respond meaningfully and consider and adapt practices that translate knowledge. Individual research project presentations. Fire Science Strategy presentation/briefing. Complementary options: Presentations. Project briefings. Contact mapping. DEPI Fire management – policy makers and practitioners. Research provider institutions/individuals. Passive Information Quality products – DEPI and research providers summarise, on-line and/or in print, the reports for DEPI-sponsored research projects. They develop a suite of audience-specific “fact sheets’ to encapsulate and transfer findings to a mainstream audience. Audit DEPI fire research web page and the relevant part of Fireweb. Support information on external organisations’ websites. Publish consistent high-quality reports for projects. Develop project-based fact sheets in “plain English”. Complementary options: Website. Report Series. Fact Sheets. Email bulletins. DEPI community. Community & stakeholder groups. Government. Research institutions/individuals.
Communications systems Other: (e.g. roller shutters on the shelter-in-place location) The service’s register of emergency equipment and maintenance testing is up to date Nominated have been instructed in, and practised the operation of fire protection equipment Fire safety equipment, including hydrants are clear of vegetation and obstruction, is easily accessible and visible All fire protection equipment has clear signage and operating instructions are displayed The service has equipment to safely move children if necessary 2. Vegetation Management Yes/No Required Action Due Date The site has been slashed or cleared of all flammable undergrowth such as dry grass to the site boundary A fuel reduction zone has been established around buildings (20 metres as a guide) by cutting long grass, removing dead vegetation and pruning lower limbs of established trees (check with local council before removing trees)
SC6.4 Bushfire planning scheme policy Contents 1 Introduction 1.1 Relationship to planning scheme 1.2 Purpose 2 Bushfire hazard mapping 3 Undertaking a bushfire hazard assessment 4 Preparation of a bushfire management plan 5 Requirements for a bushfire management plan 6 Assumptions for assessing bushfire risk 7 Requirements for essential community infrastructure 8 Principles for siting buildings in high and medium bushfire hazard 9 Separation from sources of bushfire hazard 10 Design and construction of building protection zones 11 Roads and fire maintenance trails 12 Landscaping 13 Useful references 1 Introduction 1.1 Relationship to planning scheme This planning scheme policy provides: information the Council may request for a development application; guidance or advice about satisfying an assessment benchmark which identifies this planning scheme policy as providing that guidance or advice; states a standard for the assessment benchmarks identified in the following table. Column 1 – Section or table in the code Column 2 – Assessment benchmark reference Column 3 – Standard in the planning scheme policy Bushfire overlay code Table 8.2.5.3.A AO1 Section 6 8.2.5.3.A PO2 note Section 5 Table 8.2.5.3.A PO4 note Section 5 Table 8.2.5.3.A PO8 note Section 5 Table 8.2.5.3.A PO9 note Section 5 Table 8.2.5.3.A AO10 Section 5 Table 8.2.5.3.A AO10 note Section 5 and Section 6 Table 8.2.5.3.A AO11 Section 5 and Section 7
Where development involves provision of a new public or private road, the layout, design and construction of the road:- allows easy and safe movement away from any encroaching fire; allows easy and safe access for fire fighting and other emergency vehicles; and provides for alternative safe access and evacuation routes should access in one direction be blocked in the event of a fire. The road layout provides for “through roads” and avoids culs-de-sac and “dead end” roads (except where a perimeter road isolates the development from hazardous vegetation or the cul-de-sacs are provided with an alternative access linking the cul-de-sac to other through roads). AO6.2 Roads have a maximum gradient of 12.5%. Click and provide your representations. AO6.2 Click and provide your representations. Fire breaking trails PO7 Fire breaking trails are located, designed and constructed to mitigate against bushfire hazard by:- ensuring adequate access for fire fighting and other emergency vehicles; ensuring adequate access for the evacuation of residents and emergency personnel in an emergency situation, including alternative safe access routes should access in one direction be blocked in the of a fire; providing for the separation of developed areas and adjacent bushland. AO7 Where development involves the creation of a new road, fire breaking trails are:- provided along and within a cleared road reserve having a minimum width of 20m; a maximum gradient of 12.5%; located between the development site and hazardous vegetation. OR development does not involve the creation of a new road, fire breaking trails are provided between the development site and hazardous vegetation. Such fire breaking trails:- have a cleared minimum width of 6m; have a maximum gradient of 12.5%; provide continuous access for fire fighting vehicles; allow for vehicle access every 200m; provide passing bays and turning areas for fire fighting appliances at frequent intervals (e.g. typically every 200m); AO7 and provide your representations.
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REGISTRATION FORM AMEU BUSHVELD BRANCH MEETING – MOGALAKWENA – 01 AUGUST 2014 Name of Organisation: ______________________________________ Please indicate Halaal or Vegetarian First Name Last Name Membership E – Engineer A – Affiliate C – Councillor O – Ordinary H - Honorary 1st session - SARPA Thurs, 31 July 14h00 – 17h00 2nd session AMEU Fri, 1 August 08h30 – 13h00 Evening Social Event - Braai Thurs, 31 July YES / NO Light Lunch Fri, 1 August YES / NO Do you wish to present a paper? Name of presenter _____ ___________ Direct Contact number: ______________________ Topic: ______________________________ (Note that deadline for submission of papers to be considered is 28 JULY 2014). PLEASE NOTE : Presentations should not be longer than 20 minutes, as we need to allow a further 10minutes question/answer session. Depending on the responses we receive, we cannot guarantee everyone a slot – a panel will select the best topics. Please fax or e-mail the attached Registration Form to ERIC MATSETELA on 0865298318 [Telephone :(015) 491 9691] or by no later than 28 JULY 2014
Assessment 1: Questions (summative): Intermediate bushwalking skills Questions Candidate’s answers Definition: Intermediate environments are tracks with limited or no modifications to the natural surface, track alignment is indistinct in places, tracks may be overgrown with little or no regular maintenance, signage may be modest or none at all. Completing the bushwalk will require specialised navigation skills with use of maps and navigation equipment, location will have natural hazards and obstacles, participants may be faced with unpredictable environmental conditions, and participants will need to be self reliant to complete the walk. Planning a bushwalk 1 List 10 factors or issues to consider when you are planning a bushwalk in an intermediate environment? 1 2 3 4 5 6 7 8 9 10 2 If you are leading a bushwalk in an intermediate environment, what aspects if any of your Workplace Health and Safety Act will impact on the walk? List 6. 1 2 3 4 5 6 3 Considering the definition above, list 4 “unpredictable environmental conditions” that could impact on a walk and explain how you will plan for each one? 1 2 3 4 4 Considering the definition what research should be done before a plan is developed for a bushwalk in an intermediate environment? In each case, why? List 6. 1 2 3 4 5 6 5 When developing a route plan in an intermediate environment, what are 6 things to consider when planning escape routes? 1 2 3 4 5 6 6 Besides escape routes, what else should be put in an Emergency Response Plan for a walk in intermediate environments?
For further information Parks Victoria Information Centre Call 13 1963 or visit the Parks Victoria website Rd Caring for the environment Gully Bushy Park Wetlands Help us look this park by remembering these guidelines: Please take all rubbish home with you Dogs are restricted to the multi-purpose trail, where they must be restrained by a leash Please clean up after your dog Dogs and cats are not permitted in the wetland sanctuary Horses are restricted to Drummies Bridge Reserve and the agistment area on the east of Dandenong Creek in Bushy Park All native plants and wildlife are protected Please don't throw this park ENTRANCE "" "" "" "" To Koomba Park 0 2.5 5 Kilometres note away. Keep it, return it for others to use, or recycle it ENTRANCE "" "" Bushy Park Wetlands Park Area Water Body Seasonal Wetlands Road Multi-purpose Track Access Trails Fence "" Grazing Bike Track Parking (limited) Information Bird Watching Bird Hide Drinking Fountain ENTRANCE DRUMMIES BRIDGE RESERVE (Managed by Monash Council) Walking Track Park Bench Gate Bridge 0 100 200 Updated April 2007 To Jells Park Metres M/6943 N ©
RISK ASSESSMENT – STEP 1 – ENTER INFORMATION ABOUT THE ACTIVITY/TASK, ITS LOCATION AND THE PEOPLE COMPLETING THE RISK ASSESSMENT RA RA RA] RA RA] School/Faculty/Department: [Name School/Faculty/Department] Date(s) of work: [Date(s)] Assessed by (Field Work Supervisor): [Supervisor’s Name] Health and Safety Rep.: [HSR or employee representative’s name] Location of field work: Provide the location of the field work. GPS coordinates etc could be added especially where field work may be remote or isolated. Are there any licensing/permit requirements? Yes No If “yes” provide details: Description of the field work: Provide a description of the work activity. Also provide some description of the conditions of the field work – eg remote, time of year expected conditions, availability of resources etc. Number of Participant(s): List systems of work for undertaking the field work: Training SOPs Risk assessments Leader competency Equipment Guidance material Emergency situations Previous risk assessments Field Work Plan Field Work OHS Guidelines briefing prior to departure Is there past experience or background material regarding the plant operation that may assist in the assessment Existing controls SOPs Standards Industry standards Legislation and Training Incident Investigation Guidance material OHS Act 2004 Outdoors Victoria: Adventure Activity Standards Forest Recreation Notes Work OHS Guidelines
BARTON COMMUNITY COLLEGE COURSE SYLLABUS GENERAL COURSE INFORMATION Course Number: BUSI 1816 Course Title: Tax-Exempt & Governmental Plan Administration – 1 (TGPC-1) Credit Hours: 2 hours Prerequisite: BUSI 1812 - Retirement Plan Fundamentals 1 (RPF-1) and BUSI 1813 - Retirement Plan Fundamentals 2 (RPF-2) with of “C” or better. Division/Discipline: Workforce Training and Community Education/Business Course Description: This course focuses on the administration and compliance requirements of 403(b), 457(b) and other plans maintained by tax-exempt and governmental entities. This course will prepare the student for the TGPC-1 examination administered by the American Society of Pension Professionals & Actuaries (ASPPA). Variable Credit: Not Applicable INSTRUCTOR INFORMATION COLLEGE POLICIES Students and faculty of Barton Community College constitute a special community engaged in the process of education. The College assumes that its students and faculty will demonstrate a code of personal honor that is based upon courtesy, integrity, common sense, and respect for others both within and outside the classroom. Plagiarism on any academic endeavors at Barton Community College will not be tolerated. The student is responsible for learning the rules of, and avoiding instances of, intentional or unintentional plagiarism. Information about academic integrity is located in the Student Handbook. The College reserves the right to suspend a student for conduct that is determined to be detrimental to the College educational endeavors as outlined in the College Catalog, Student Handbook, and College Policy & Procedure Manual. (Most up-to-date documents are available on the College webpage.) Any student seeking an accommodation under the provisions of the Americans with Disability Act (ADA) is to notify Student Support Services via email at . COURSE AS VIEWED IN THE TOTAL CURRICULUM This course will prepare the student for the TGPC-1 examination administered by the American Society of Pension Professionals & Actuaries (ASPPA). Transferability varies institutions, and perhaps even among departments, colleges, or programs within an institution. Also, these requirements may change from time to time and without notification. Therefore, is shall be the student's responsibility to obtain relevant information from intended transfer institutions during his/her tenure at Barton Community College to insure that he/she enrolls in the most appropriate set of courses for transferability.
protection process. Children looked after (to ensure children who are looked after have the same life chances as their peers) No. Priority Action Lead 3.6 Receive and monitor the implementation of the new Corporate parenting Strategy and reports from the Corporate Parenting Board Executive 3.7 To develop a framework for monitoring and working with children and young people missing from care and the responses made to them Missing Sub-Group Child Sexual Exploitation No. Priority Action Lead Sub-Group 3.8 Complete and implement the CSE Strategy. CSE 3.9 To review, adjust and implement CSE procedures and protocols based on the West Midlands model, but integrated into the Birmingham frameworks for early help(universal plus and additional needs) and child protection processes (complex and significant needs) Practice Standards and Procedures 3.10 - Further development of datasets particularly around CSE and Missing children - and outcome measures informed by the West Midlands regional model Performance and Quality Assurance 3.11 Develop a of rolling multi-agency training programmes to support professionals to identify, assess and respond to concerns about the risk or CSE for individual children Learning and Development Sub PRIORITY THEME 4 BUSINESS EXCELLENCE DESIRED OUTCOME: The works collectively and collaboratively and delivers on its statutory requirements. EVIDENCE OF IMPACT AND EFFECTIVENESS Learning from Serious Case Reviews is embedded in front-line practice. In Birmingham a national model of good practice in the commissioning and publication of learning from Serious Case Reviews has been established. Practice Standards and Procedures:
No. Priority Action Lead Sub-Group 4.10 Work with the West Midlands Chairs to establish regional policies, procedures and protocols. Practice Standards and Procedures 4.11 Respond to outcome of National Review of LSCB to inform Birmingham Transformation Programme Executive Group Child Deaths: No. Priority Action Lead Sub-Group 4.12 Use annual data analysis to inform the JSNA and relevant public health activity and service commissioning Child Death Overview Panel 4.13 Development of death IT system to enhance analytical capability and case management. Child Death Overview Panel 4.14 Explore the potential for accrediting DSL training providers that schools use to improve the governance and quality of the early help and safeguarding services they offer and use. Child Death Overview Panel Safeguarding in Education: No. Priority Action Lead Sub-Group 4.15 Ensure effective commissioning of ‘Systems Approvals’ to SCR’s pending outcome of D&E National Review to centralize the review process. Safeguarding in Education 4.16 Review the Learning and Improvement Strategy to ensure that learning from serious case reviews is used effectively to inform practice and that audits begin to demonstrate that learning is having an impact on improving practice across partner agencies. Serious Case Review Sub-Group
UG Business Program Assessment “Closing of the Loop” Summary of Observations, Improvements, and Actions Taken 2012-2013 Qtr/Year of: Pilot Qtr/Year of: Re-Test Learning Objective Assessed Met Std 1st Time? Observation/Improvement/Action Advised or Taken Champion(s) (List Committee and/or Instructor Applying Improvement) Effective? (2nd Data Set Shows Improvement) F2012 W2013 Ethics No Re-evaluate lectures to determine how ethics/stakeholder concepts can be clearly communicated in MGMT 326. Additionally, small-group exercises that improve class interaction when this topic is covered may be used to enhance topic engagement. While cognitive coverage of ethics may be adequate for MGMT 326, MGMT 423 must emphasize ethical reasoning. Be sure to include ethics readings and exercises in MGMT 423. (Review syllabi and inform faculty of importance of including exercises in ethics reasoning). Provide more focus on text concepts and spend less time on discussions that “go beyond the book”. This should help students to master the basics. They may not be ready to engage in more analytical discussions. Provide an opportunity for students to test their knowledge so that they can see what they don’t know. Hopefully, this will encourage them to either ask questions or reread the material. Emphasize the importance of reading the material. MGMT faculty Yes In some cases, additional improvement in scores is needed. Continue to monitor this learning objective. Assessment methodology is changed in Ethics Reasoning Rubric has been developed for use across classes
Person Specification Job Title: Business Advisor Team/Service: Economy, Investment and Enterprise Essential Skills and Effectiveness: Desirable Skills and Effectiveness: The ability to understand and interpret financial information The ability to analyse and assess a business plan and recommendations to improve. Able to convey information professionally, accurately and clearly in a manner is clearly understood, demonstrating presentation, report writing and general communication skills Ability to utilise appropriate IT systems including Microsoft Office, internet and database systems Able to produce results and prioritise workloads meeting the needs and expectations of clients and colleagues. Able to see tasks through to a successful conclusion, meeting challenging deadlines whilst maintaining attention to detail. Contributing effectively to team working Ability to demonstrate effective client management skills to high level of trust between the client and the TDA Ability to develop and maintain professional and local networks. Essential Knowledge: Desirable Knowledge: Demonstrate understanding of commercial investment decisions Demonstrate understanding of business development issues understanding of the steps required to prepare a business plan including budgeting, forecasting and marketing An understanding of the specific issues facing the Torbay economy Knowledge of appropriate funding opportunities and regimes Knowledge of business support providers operating across the South West of England which may support delivery of the outcomes required An understanding of the current policy and regulatory environment for business
Lagging – a measurement that depicts what has already occurred; sometimes called “rear view mirror view,” these may be used to determine corrective measures. Quantitative – a numerical measurement of an outcome. Qualitative – a non-numerical measurement of an outcome such as customer satisfaction. Output – typically numerical and measures of goods or services produced. Outcome – can be quantitative or qualitative and measures broader impact. Micro-environmental Factors: The external factors specific to an organization that affect its ability to fulfill its mission e.g.: external customers, agents, distributors, suppliers, competitors, etc. Milestone: The end of a stage that marks the completion of a work package (project management) or phase, typically marked by a high level event such as completion, endorsement or signing of a deliverable, document or a high level review meeting. A large complex project may have numerous milestones before the project is complete.
How can I see total purchases? By unit? By manufacturer? By division? on “Product Usage>Purchase Details Descending Dollar. Click on “Cancel” to stop the auto report. Click on “Month” to select date range. Report will generate for all customers / divisions. To view the division, wait until the report finishes generating. Click on the first “View by” to expose the Division column. To view the customer name, click on “Then by” and click on “Go”. You will see the clock spinning, indicating that the data is being refreshed. Sample report showing division and customer: How can I see extended product information? Use the “View by” or “then by” on any of the reports. To see all data elements at the invoice line level, run a Data Download Report. How can I pull purchases for a specific product group without knowing all of the product numbers? Pull the report by Class, Category or Group. In the example, we will pull a report for all Chicken breasts purchased. Click on the “Group” selection box enter the words “Chicken, breast” into the “Begins with” box. Click on the “Go” button to the immediate right. Note: If you don’t know the Group name for a particular product, look on the use the Product Hierarchy posted on the Welcome page or look for the assigned hierarchy in any of the Purchase reports for the products. All of the groups that begin with “Chicken, breast” will appear. Click on the double arrows to move all of the groups to the “Selected” box and click on “OK”. You will be returned to the main screen. Click on “Go” in the upper right corner. The report will generate in a minute or two.
Headings and Labels Headings and labels describe topic or purpose. 9.2.26 visible ICT is a web page, it shall satisfy WCAG 2.0 Success Criterion 2.4.7 Focus Visible: Any keyboard operable user interface has a mode of operation where the keyboard focus indicator is visible. Supported 9.2.27 Language of page Where ICT is a web page, it shall satisfy WCAG 2.0 Success Criterion 3.1.1 Language of Page: The default human language of each Web page can be programmatically determined. Supported 9.2.28 Language of parts ICT is a web page, it shall satisfy WCAG 2.0 Success Criterion 3.1.2 Language of Parts: The human language of each passage or phrase in the content can be programmatically determined except for proper names, technical terms, words of indeterminate language, and words or phrases that have become part of the vernacular of the immediately surrounding text. Supported 9.2.29 On Where ICT is a web page, it shall satisfy WCAG 2.0 Success Criterion 3.2.1 On Focus: When any component receives focus, it does not initiate a change of context. Supported 9.2.30 On Where ICT is a web page, it shall satisfy WCAG 2.0 Success Criterion 3.2.2 On Input: Changing the setting of any user interface component does not automatically a change of context unless the user has been advised of the behaviour before using the component. Supported 9.2.31 Consistent navigation Where ICT is a web page, it shall satisfy WCAG 2.0 Success Criterion 3.2.3 Consistent Navigation: Navigational mechanisms that are repeated on multiple Web pages within a set of Web pages occur in the same relative order each time they are repeated, unless a change is initiated by the user. Supported
12.2.2 Information on accessibility and compatibility features ICT support services shall provide information on the accessibility and compatibility features that are included in the product documentation. Supported 12.2.3 Effective communication ICT support services shall accommodate the communication needs of individuals with disabilities either directly or through a referral point. Supported 12.2.4 Accessible documentation Documentation provided by support services shall be made available in at least one of the following electronic formats: a) a Web format that conforms to clause 9, or b) a non-web format that conforms to clause 10. Supported Section 13 ICT providing relay or emergency service access This section does not apply to Business Application Platform Marketing Site.
IV.B.4.b. Senior Project Manager i. Minimum Qualifications ii. Resume IV.B.5.a. Core Staff References i. References ii. Restrictions IV.B.6.a. Project Requirements i. General ii. Business Process Review iii. Strengths and Weakness Report iv. Recommendations Report v. Process Development vi. Streamline Processes vii. Staff Recommendations viii. Policy Recommendations ix. Records and Archives x. Compliance Assessment xi. Bi-Lingual Service xii. Workshop(s) xiii. Pilot Project IV.B.6.b. Project Reporting i. Reports ii. Inquiries IV.B.6.c. Billing i. Monthly Invoices IV.B.7.a. Project Plan i. General ii. Project Management iii. Plan Content IV.B.8.a. Cost Proposal i. General ii. Cost Response Forms iii. Costs APPENDIX M MANDATORY RFP REQUIREMENTS CHECKLIST In the event of a discrepancy between the contents of the RFP document including any amendments thereto and this checklist, the RFP document shall govern. Yes No Deliver binders as prescribed in Section III.B. Yes No Send one (1) electronic copy to the Procurement Manager as prescribed in Section III.B. Yes No All proposals shall be typewritten on standard 8 ½” x 11” paper (larger paper is permissible for charts, spreadsheets, etc.) and placed within binders with tabs delineating each section. Yes No The proposal shall be organized and indexed in the order in which they appear in this RFP and shall contain, at a minimum, all listed items in the sequence indicated.
Experience – Four years of related experience in general office, bookkeeping, or personnel operations. Knowledge/Skills – Knowledge of word processing and spreadsheet applications. Interpersonal and communication skills. Planning and organizational skills. Ability to – Ability to multitask and work cooperatively with others. Licensing / Professional Certification – None. Physical Requirements – None. The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions. Supervision of Others This position generally does not supervise Other Requirements Approved by: Date approved: Reviewed: Revised 7/7/17
Business Case for Supplier Diversity Economic Benefits: Wealth and Job Creation Wealth As the minority population grows, minority-owned businesses will play a significant role in the economic development of our country. It is clear that the utilization of supplier diversity not only benefits companies, it also benefits consumers as well as the community. According to the Small Business Administration minority and women-owned business enterprises are among the fastest-growing segments of the U.S. economy. There are more than 12 million such firms accounting for over $4 trillion in annual gross sales. If diverse businesses are not a part of a company’s supply chain, not only is the company deprived of the fastest growing segment of our economy, but it’s deprived from tapping into the rich perspective and talent of our communities. The Census Bureau estimates that minorities, both arriving from abroad and born in the U.S., will account for nearly 90 percent of the total growth in the U.S. population from 1995 to 2050. The Catalyst states; African-Americans’ buying power has increased from $318.1 billion in 1990 to $910.4 billion in 2009 and is projected to climb to $1.1 trillion in 2014. The percentage change in African-Americans’ buying power between 1990 and 2014 is 257.3%, higher than the 189.1% growth rate for whites, but lower than other race/ethnic groups. African-Americans’ share of the consumer market was 8.5% in 2009.7 As a result of global demand for materials, equipment, and natural resources, prices for companies to do business have risen considerably. Supply chain initiatives focused considerably on diverse suppliers should be one of the ways in which companies leverage their price for the procurement of goods and services. In 2008, according to new research from The Hackett Group, a strategic advisory firm and an Answerthink company (NASDAQ: ANSR), increasing the reliance on women- and minority-owned businesses as suppliers does not cost leading procurement organizations more. In fact, some cutting-edge companies find quite the opposite is true, and are finding ways to use supplier diversity to drive new sources of revenue. Hackett’s research shows that world-class procurement organizations which focus heavily on supplier diversity don’t sacrifice procurement savings to do so. In addition, these leading