zilongwang/ReadingBank huggingface dataset:
ICS AREA Functional Responsibility Preferred Qualification Minimum Qualification Accepted Command Type 3 Incident Commander ICT3 ICT3 Command Type 3 Incident Commander Trainee ICT3(t) ICT3(t) Command Safety Officer SOFR SOFR (t) or DIVS or TFLD Command Public Information PIOF Public Affairs Specialist Operations Operations Section Chief (Primary) DIVS DIVS Operations Operations Section Chief (Secondary) DIVS DIVS (t) or TFLD Operations Division Supervisor DIVS TFLD Planning Planning Section RESL or SITL RESL or SITL Logistics Logistics Section Chief BCMG or FACL or GSUL or SUPL BCMG or FACL or GSUL or SUPL Logistics Logistics Support BCMG(t) or FACL(t) or GSUL(t) or SUPL(t) BCMG(t) or FACL(t) or GSUL(t) or SUPL(t) or CAMP or THSP and self starter and ability to coordinate with others to solve problems Finance¹ Finance Section Chief COST or PROC or PTRC or EQTR COST or PROC or PTRC or EQTR ¹Planning chief will oversee finance function area if there is a no-fill on the finance section chief position. Exhibit 2 Cody Interagency Dispatch Zone Type 3 Team Nomination Form
CIDZ Coordinating Group representative will collect nominations for their agency/unit and submit them to CDC Zone Training Coordinator, Katie Williamson, or other designated person. Submitted By: Agency/Unit: ICS Area Functional Responsibility Nominee Name(s) Alternate or Primary or Trainee Quals¹ Command Type 3 Incident Commander Command Type 3 Incident Commander Trainee Command Safety Officer Command Public Information Operations Operations Section Chief Operations Operations Section Chief – Secondary Operations Division Supervisor Planning Planning Section Chief Logistics Logistics Section Chief Logistics Logistics Support Finance Finance Section Chief ¹Reference Exhibit 1 – Cody Interagency Dispatch Zone Type 3 Team Configuration for required position qualifications Exhibit 3 Type 3 Incident Start-up Logistics/Plans & More Checklist
Abdul Sattaar 15:30 – 16:00pm Arabi bayna yadayk Ml Omar Ba Sheikh Arabi bayna yadayk Ml Omar Ba Sheikh Libaasut Taqwa Apa Khadija Randeree Khan 16:00 – 17:00pm The Buzz 17:00 – 18:00pm D Sunset Expedition Farzana Voragee Aswaatul Qur’aan (Qur’aan and Tajweed Show) Ml. Omar Basheikh 18:00 – 18300pm The Buzz Spiritual Hour -Naseeha & Masnoon Surahs, Maghrib Spiritual Hour & Masnoon Surahs, Maghrib 18:30 – 20:00pm Educational Forum AMS D Doctors on Air Dr Farouk Haffejee/Dr Mohamed Solwa D Business Hour Muhammad Sheik & Minara 18:30 – 19:00 Tazkiyyah Sh Kamaludeen Ahmed Bumper to Bumper Ashref Ismail Mehfil E Naath Yaseen Noor Mohamed 20:00 – 21:00pm D Global Dynamics Muhammad Sheik Movers & Shakers Kajee Q & A Mufti Ebrahim Desai 19:00 – 20:00 Joys of Jummuah Ahmed Kajee/Yusuf Lambat Late Night Live Ahmed Kajee 21:00 – 22:00pm OMG Dr Abdul Majid Katme 20:00 – 22:00 Qaulan Sadeedah Yusuf Lambat & Panel of Ulama D In the Spotlight Dr Anwar Jeewa Featured Documentary 22:00 – 23:00pm Urdu Lecture Reflections Mufti Ismail Menk Democracy Now Alternative News Ml Yunus Patel Sahib RA Jummah Khutbah (repeat) The Deen Show Series Lecture Moulana Ibrahim Adam RA 23:00 – 00:00pm Juz a day (repeat) 00:00 – 02:00 D Noorul Khair Faizal MJ Suliman Yaumun Jadeed Hafez Imraan Ismail D Cii Organic Breeze Shafaat Ahmed Khan 02:00 – 03:00 Lifestyle – Safeera Kaka Global Dynamics The Treasure Box
The Morning Mix Hfz Shaahid Seedat Sheik Muallima Shamiela Jappie 03:00 – 04:00 Masaa’ilu Linisaa Mualimah Shamiela Jappie 04:00 – 05:00 English Lecture
2018 CHINA INTERNATIONAL IMPORT EXPO APPLICATION/RESERVATION FORM *: required Date: 5-10 Nov. 2018 Venue:National Exhibition and Convention Center (Shanghai) *Company Name *Country / City *Address *Postal Code *Contact □Ms.□Mr. *Telephone *Mobile Fax *E-mail Website Company Introduction Agency: CCIC/FIC/AICE* (*Camera di Commercio Cinese/Fonazione Italia Cina/Associazione Italiana Commercio Estero) Signature/ Seal: Date: to be consistent with Signature/ Seal: Date: Special note: The applicant authorizes and acknowledges the agency to sign “the Letter of Intent for Participation” and ”the Exhibition Participation Contract” with organizer of 2018 CIIE on behalf of the applicant. The CIIE organizer reserves the right to examine the exhibitors' qualifications, the types of exhibition items and the exhibitors' conducts during the exhibition. *Please off the exhibits of your company (choose one at least) Area Exhibits Consumer Electronics & Appliances □Mobile Devices □Smart Home □Smart Household Appliances □VR & AR □Video Games □Sports and Fitness □Audio □Video HD Devices □Life Technologies □Display Technologies □Online Games and Home Entertainments □Product and System Solutions □Others, _________________ one) □A._____ standard booth(s)□B._____ m2 raw space (minimum 36) Apparel, Accessories & Consumer □Apparel □Textiles □Silk Products □Kitchenware & Tableware □Homeware □Gifts □Home Decorations □Festival Products □Jewelry & Ornaments □Furniture □Infant & Children Products □Toys □Culture Products □Skincare, Hair Beauty & Personal Care Products □Sports & Leisure □Suitcases & Bags □Footwear & Accessories □Clocks & Watches□Ceramic & Glass Products□Others, _________________ one) □A._____ standard booth(s)□B._____ m2 raw space (minimum 36) Automobile □Intelligent Vehicles and Technologies□Intelligent Connected Vehicles and Technologies □New Energy Vehicles and Technologies □Brand Automobiles □Others, _________________ one) standard booth(s)□B._____ m2 raw space (minimum 36)
Payment Method Payments can only be made via Telegraphic Transfers (TT). Payments are required to be made in USD. The following account detail is for your reference when you make your payment: Account Name: Universiti Teknologi Brunei Account No: 00-001-01-0045184 Bank Name: Bank Islam Brunei Darussalam Bank Branch: MAIN-BSB Address: BIBD HEADQUARTERS, Lot 159, Jalan Pemancha, Bandar Seri Begawan, BS8711 Negara Brunei Darussalam Swift Code: BIBDBNBB Registrants are responsible for paying any additional charges from the bank. Once payment has been made, registration confirmation will be emailed to registrants. Full payment must be received before registration is processed. Fees will not be refunded in the event of registrants needing to cancel, change or refund their registration. Registrants must email the complete registration form as well as a scanned copy of the bank slip or bank advice of telegraphics transfer form to: and .
Only people with scores of 2 and above should be counted as having the skill. Sample completed matrix Skill / Staff member Bob Bruce Bindi Brenda Bowen Number of people with skill Medical Administration 4 1 2 3 1 2 4 Sewing 3 4 3 1 3 1 4 Using an iPad 4 2 3 3 3 3 6 Aid 4 4 4 4 4 4 6 Behaviour Management 3 3 2 2 1 4 5 Graphic Design 1 1 1 1 1 1 0 Workforce Skills Assessment Matrix Template / Staff member Insert name Insert name Insert name Insert name Insert name Insert name Number of people with skill Insert Determine soft skills
Modes of Tranport Self-powered (walking, wheelchair, bicycle) Car Taxi Provider Bus Public Transport Advantages No cost Nothing to arrange – liaise with the person and family No cost Nothing to arrange – liaise with person and family Carpooling increases options No fleet costs Bulk bookings gets priority status and requests Shared reduce costs Hoists, and ease of accessibility Logistic control and finish times assured Normal Good for travel training Improve ‘reputation’ for community norms Educate public Disadvantages Self-powered (walking, wheelchair, bicycle) Punctuality may impact on activity start time Limits choice of activities providers can suggest Car Delays can impact on start and finish times Taxi Duplicate / different bookings made by families for the same journeys Staff coverage during waits Late starts to activities Safety concerns Provider bus Cost to operate & maintain Logistics to organise Difficult to charge full cost recovery Bus size limits accessible parking Public transport Timetables may not align with day service schedules Logistics of identifying shared routes and modes for people
2 Basic demographic data Demographic information was missing. Demographic information (as available) was incomplete. Demographic information (as available) was complete. 3 Analysis of data 4b Data analysis does not include an interpretation of what the student can do and/or knows, and does not factor in appropriate demographic information about the student, family, and school/district. Data analysis includes a cursory interpretation of what the student can do and/or knows, or does not factor in enough appropriate demographic information about the student, family, and school/district. Data analysis includes a thoughtful interpretation of what the student can do and/or knows and factors in appropriate demographic information about the student, family, and school/district. 4 Analysis of the appropriateness of the formative assessment for the target learner 4a The formative assessment for the target learner was not analyzed for appropriateness, validity, reliability, or practicality The formative assessment for the target learner was analyzed for its appropriateness, validity, reliability, and practicality, but not thoroughly, or not in all areas. The formative assessment for the target learner was thoroughly analyzed. Included in the analysis was its appropriateness, validity, reliability, and practicality. 5 for instruction 3a Recommendations were missing, or did not include appropriate instructional options and data analysis. Recommendations include instructional options that are not appropriate or are not based on data analysis. Recommendations include appropriate instructional options based on data analysis. 6 Writing Writing is disorganized and contains numerous mechanical and other errors (e.g. APA) that interfere with comprehension. Writing is organized and contains several mechanical and other errors (e.g. APA) that do not interfere with comprehension. Writing is clearly organized and occasional mechanical and other errors (e.g. APA) do not interfere with comprehension. Overall Score Unsatisfactory 0-11 12-15 points Proficient 16-18 points To the teacher: You may add whatever other classroom expectations you wish to your classroom rubric; the rubric above is the ONLY part of your classroom assessment that is used for the university Key Assessment. You may also choose the percentage of the final grade you assign to the project.
THE CABINET 14 DECEMBER 2015 Subject: Community Infrastructure Levy (CIL) – Submission of Revised Draft Charging Schedule Lead Officer: Dave Nash Contact on 01789 260399 Lead Member/ Portfolio Holder: Councillor C Saint Revised proposals for charges under the Community Infrastructure Levy (CIL) were agreed by The Cabinet on 28 September 2015. They were subject to consultation in October/November. This report presents the results of that exercise. The Cabinet needs to consider, having regard to the representations received, whether the Submission Draft Charging Schedule is ready for independent examination. That the representations on the Submission Draft Charging Schedule as made under Regulation 17 of the Community Infrastructure Levy Regulations (as amended) be received and noted; That the Submission Draft Charging Schedule be endorsed and submitted for independent examination in accordance with the requirements of Section 212 of the Planning Act 2008 and Regulation 19 of the Community Infrastructure Levy Regulations (as amended); and, That in making these decision the Council confirms that it has complied with the requirements of Part 11 of the Planning Act 2008 and the Community Infrastructure Regulations and has used appropriate available evidence to inform the Submission Draft Charging Schedule. Note: The Summary of Consultation Responses is available as an electronic supplement to this Agenda. Introduction The Community Infrastructure Levy (CIL) is a charge on new development to help fund supporting infrastructure. Its introduction and operation are governed by the CIL Regulations which came into force on 6 April 2010. The Regulations have been subject to amendment in each year between 2011 and 2015.
Should areas where there is no levy be automatically allocated a share of the 70-80% funds held by Cornwall Council? Yes No 4. Spending the CIL on local or strategic projects The CIL Regulations set out what the CIL can be spent on, this includes: - road and transport facilities - flood defences - schools and education facilities - health facilities - sporting and recreational facilities - open space Cornwall Council must publish a list of infrastructure that could receive a contribution from CIL. The CIL money can be spent on projects identified at the local level or saved up over several years to be spent on more major projects. We have considerable flexibility about how we allocate the 70-80% of CIL in the 'strategic share'. Spreading the CIL money would support more small projects but enable few larger projects; equally, major projects could easily use up all available CIL leaving very little for smaller projects. There may also be a balance between these extremes. How do you think the levy should be spent? Please tick one. On projects agreed between Cornwall Council and the Town/Parish Council, such as open space or community facilities? up over several years and spent on larger, more strategic projects, such as road improvement? A mix of local and strategic, but in favour of local, e.g., 75% to local projects and 25% for strategic projects? A mix of local and strategic, but in favour of strategic, e.g., 75% for strategic projects and 25% to local projects? Other - please provide details in the text box provided: _____________________ 5. Who should decide how the CIL is spent? Cornwall Council also has the discretion to decide who should spend the CIL. Who do you think should decide which projects the 70-80% should be spent on? Please tick one. Cornwall Council Town and Parish Councils The local Community Network Panels (19 existing area partnership groups across Cornwall) A combination of these - please provide details in the text box below
Information for Official Catalog Pls fill in the Official Catalog Entry Form and email/fax to: E-mail: scm002@scmfair.com Fax: +86 755 83581307 Deadline: Aug. 15, 2017 Information for standard booth fascia booth Pls fill in the related boxes in Official Catalog Entry Form and email/fax to: E-mail: Fax: +86 755 83581307 Deadline: Aug. 15, 2017 Note: This is used for the standard booth do make sure it’s 100% correct. Awards Application (put a tick in the box) □ Brand Enterprise Award □ Industry Contribution Award □ Outstanding Service Award □ Creation and Innovation Award □ Remarkable Growth Award Industries that you are interested in □Automobile Manufacturing □Chemicals & Synthetic Chemicals □Electronics Industry □Mechanical Engineering □Metallurgy & Foundry □Packaging & Printing □Tobacco Industry □Glass Industry □Construction Industry □Home Appliance □Foods □Medicine □Textile □Export, Import & Trade □Telecommunication, IT & Services □Logistics Park □Transportation/Warehousing □Freight Forwarding □Commerce/Retail □Road Transportation Companies □Railway □Air port □Sea Port □Post Service □Medias □Research & Education Institutions □Finance □Government & association □Others (in details): Companies that you are interested in Company names or types: Signature: Company Seal: Date:
Outcomes Management Worksheet DESIRED OUTCOMES of Our Hypothetical Program MEASURABLE INDICATORS for Each Desired Outcome SOURCE of Information Needed for Each Indicator METHOD to Gather Each Piece of Needed Outcome Information 1. 1a 1b 2. 2a 2b 3. 3a 3b 4. 4a 4b
Debra Smith Director of Training Center Discharges and Community Integration DBHDS, Division of Developmental Services 1220 Bank Street Richmond, VA 23219 Office (804) 663-7284 Fax (804) 371-7959 Carrie Gorsuch Administrative Assistant DBHDS, Division of Developmental Services 1220 Bank Street Richmond, VA 23219 Office (804) 663-7284 Fax (804) 371-7959 SEVTC Sarah K. Stansberry Community Integration Manager DBHDS, Division of Developmental Services 2100 Steppingstone Square Chesapeake, VA 23320 Office (757) 424-8515 Fax (757) 424-8252 Cell (804) 432-4725 Julia Rich Discharge Compliance Manager DBHDS, Division of Developmental Services 2100 Steppingstone Square Chesapeake, VA 23320 Office (757) 424-8204 Fax (757) 424-8252 SWVTC Michele Laird Community Integration Manager DBHDS, Division of Developmental Services P.O. Box 1328 Hillsville, VA 24343-8408 Office (276) 728-1133 Fax (276) 728-1103 Cell (804) 432-4822 Priscilla Mays Discharge Compliance Manager DBHDS, Division of Developmental Services P.O. Box 1328 Hillsville, VA 24343-8408 Office (276) 728-3121 Fax (276) 728-1103 CVTC Karina von der Lippe Community Integration Manager DBHDS, Division of Developmental Services P. O. Box 1098 Lynchburg, Virginia Office (434) 947-6008 Fax (434) 947-2010 Cell: (571)-733-0605 Beverly Littlejohn Discharge Compliance Manager DBHDS, Division of Developmental Services P. O. Box 1098 Lynchburg, VA 24505-1098 Office (434) 947-6853 Fax (434) 947-2010 Cell (804) 432-4860
SPECIAL PROJECT-COMMUNITY INTEGRATION MANAGERS Linda L. Bassett Community Integration Manager, NF/MH Discharges, C3T Coordinator Division of Developmental Services 1220 Bank Street Richmond, VA 23219 Office (804) 518-3716 Fax (804) 371-7959 Cell (804) 720-8592 Carrie Ottoson Community Integration Manager, Customized Rates DBHDS, Division of Developmental Services 1220 Bank Street Richmond, VA 23219 Office (804) 774-4472 Fax (804) 371-7959 Cell (804) 731-4111 Jenni Schodt Community Integration Manager, Post Move Monitoring DBHDS, Division of Developmental Services 5001 Patrick Henry Highway/P.O. Box 427 Burkeville, VA 23922-0427 Office (434) 767-4992 Fax (434) 767-2466 Cell (804) 892-4298 Kimberly King Community Integration Manager, Community ICF Support DBHDS, Division of Developmental Services P. O. Box 1098 Lynchburg, VA 24505-1098 Office (434) 947-2102 Fax (434) 947-2010 Cell (804)297-1208 Stella Stith Community Integration Quality and Data Manager DBHDS, Division of Developmental Services 1220 Bank Street Richmond, VA 23219 Office (804) 786-1377 Fax (804) 371-7959 Cell (804) 356-4938 FAMILY RESOURCE CONSULTANTS Tonya Carr MFP Family Resource Consultant Division of Developmental Services 2100 Steppingstone Square Chesapeake, VA 23320 Office (757) 424-8250 Fax (757) 424-8348 Cell (804) 894-0928 Benita Holland MFP Family Resource Consultant DBHDS, Division of Developmental Services 2100 Steppingstone Square Chesapeake, VA 23320 Office (757) 424-8250 Fax (757) 424-8252 Cell (804) 201-3833 REGIONAL SUPPORT TEAM Karen Poe Community Resource Consultant, Acting RST Coordinator DBHDS, Division of Developmental Services Fax (434) 947-2010 Cell (804)297-1656
PRESENTATION OF BUSINESS FOUNDER AND CO-FOUNDERS (IF TEAM Details about the company founder Personal details Form of address Mr Ms Family name name Date of birth (DD.MM.YYYY) Nationality and country of origin Current address Postcode, town/city Current country of residence Landline and mobile Email Skype name – if available Education and Training Qualifications and certificates Area of expertise Place/date of award Professional experience Employer/country Sector Type of activity Duration Have you ever set up a company before? yes no If yes, please give the company’s name and registered office and your current position in the company.
CIM trained who do not wish to be CIM trained All CIM training provides relevant CPD. date, whichever is the latest. Arrangements for existing CIM mediators Must attend - CIM Update Course (1 day) All CIM training provides relevant CPD. By 1.1.20 or the mediator’s first post 2018 re-accreditation date, whichever is the latest. Arrangements that mediators who are not CIM may make with other professionals to provide this service The FMSB will draft requirements to agree with the FMC. Professionals who meet these requirements and comply with the rules may join an FMC Panel established for this purpose, whom mediators may refer to. By 1.9.18 at the latest CPD & Practice Requirements for CIM Include CPD requirements for CIM in the Standards Framework. Self certification on re-registration; details to be provided as part of process. CPD Requirements from 1.1.19, to self-certify on re-registration by 2020 CIM PPCs PPCs who supervise mediators in relation to CIM work must also be CIM trained and comply with CPD requirements. PPC requirements from 1.1.19, to self-certify on re-registration by 2020 Timetable for training providers Timeframe Child Inclusive Mediation Course (40 hours of which 21 hours (3 days) must Mediators attending a child inclusive mediation training course on or after September 2018 must attend an FMC approved CIM course to be registered as able to carry out this work on the FMC register. Training courses to be submitted to FMSB for approval by June 2018
1 Recommend approach to maximising competitive advantage. 12 Identify factors to be considered in determining the optimal pricing strategy. 12 1 25 2 Evaluate need to account for a business contact as a related party 12 Evaluate proposed change to distribution for specific products 11 2 25 3 Recommend response to managers who believe that their budgeted targets should not be enforced 12 Advise on the relevance of the finance director’s opinion on a marketing matter 12 1 25 4 Evaluate impact on accounting ratios and on interpretation of segmental analysis 11 Identify the business risks associated with grey imports 6 Identify the business risks associated with grey imports 6 2 25 35 23 18 18 6 100
1 Apply Big Data analytics to gathering useful information on the uses of phone cameras. 12 Discuss the competitive advantage that be obtained from collaboration on a new product. 12 1 25 2 Advise on the use of life-cycle costing. 12 Identify the impact of a new arrangement for accounting ratios. 11 2 25 3 Advise on the accounting issues associated with issuing stock options. 11 Identify the problems associated with measuring the performance of individual design engineers. 6 Identify the problems associated with measuring the performance of the design engineering department. 6 2 25 4 Discuss the relevance of internal rate of return when selecting between mutually exclusive projects. 12 Recommend negotiating strategy for dealing with a customer. 12 1 25 35 24 18 17 6 100
Variant 4 Designed to test ability to: Competency being tested: Syllabus lead learning outcome: Task 1 Discuss profitability of new distribution arrangement Business skills P2 A1a - evaluate activity-based management Recommend accounting treatment Technical skills F2 B1c - discuss the provisions of … Task 2 Discuss product bundling strategies Technical skills P2 C2a - discuss pricing strategies and their consequences Discuss implications of consignment inventory proposal Business skills F2 C1b - evaluate the financial performance ... and E2(A1a - discuss the concept of strategy … Task 3 Discuss operational risks People skills P2 D2a - discuss risk management Discuss change management Leadership skills E2 D1b - recommend techniques to manage resistance to change Task 4 Discuss management by objectives and the benefits associated with integration between sales and finance Leadership skills and People skills E2 B2a - discuss behavioural aspects of management control and E2 C1b - discuss the effectiveness of handling relationships between the finance function and other parts of the organisation Discuss budgetary control and cost of equity Technical skills P2 B2c - discuss the criticisms and behavioural aspects of budgeting in responsibility centres and F2 A2a - calculate the cost of equity for an incorporated entity using the dividend valuation model
Explain what type of businesses you observed and give a description of the variety and quality of merchandise displayed. we were in Cimarron we took advantage of many different businesses that were available. We received a quick tour of the historic hotel (it wasn’t labeled so we didn’t know what it was – but some very friendly local women took us there). We then did some shopping at Clarks Drug and Blush Boutique – both wonderful assets to this community – it’s always nice to see young people invested in their community. We saw that in Cimarron there are a lot of business that will fit the needs of community members or people just passing through; flower shop, restaurants, hotels, hair salon, carpet/flooring, vet, liquor store, auto supply, grocery, pharmacy, boutique, gift shop, soda fountain, and many other businesses. When we talked to the 2 ladies by the library they told us not to miss seeing the old fashioned soda fountain at Clark’s Pharmacy. We definitely did some economic development at Blush, the boutique! The City Hall was located Downtown, as was the County Courthouse which headquarters not only the County Government but the local police, fire and emergency services. There seemed to be plenty of street lights in the downtown area, although I did not personally observe them illuminated, since my visit was conducted during the daylight hours. There were a variety of business in Cimarron. A full service lumber yard, a combination upscale women's boutique, old fashioned soda and ice cream counter and full service pharmacy. An interior decorating store featuring carpet and home improvement coupled with the weekly newspaper all in the same building across the street. A clean and modern Motel, several restaurants including fast food, Mexican, and American Menus. Describe the customer service received when you entered those retail businesses. (Were you greeted? Did you have to ask for assistance?) Customer service was fantastic at all locations! Everyone was very warm and friendly. They made us feel very welcomed to the community. The also offered tips on what all we could do in Cimarron, answered any questions we had, and informed us of fun changes coming to the community. Overall, everyone was very friendly and helpful. We had to ask for directions and help from multiple people, and everyone was overwhelmingly helpful and kind. For example, when we didn’t know what the historic hotel was, two women walked with us to ask for a tour.
Who else has been informed? Headteacher School staff Governors Parents/Carers Extended Services Pupils Police Fire & Rescue Services Ambulance Service Local Authority Health & Safety Executive Media Insurance Other: Does anyone else need to be informed? Any other notes Person Completing this log 4.3 Educational Visits Sheet If the incident happened on an educational visit please ask the questions below in addition to those at 4.2. You may already have these details but it could be useful to seek confirmation. Educational Visit Leader Number of pupils on visit Number of staff on visit Nature of Educational Visit
Aim of the Course : Course is designed to provide former NATO course’s students with knowledge, skills and tools needed to enhance their CIMIC Liaison capabilities with special reference to multinational and multidimensional contexts which characterize current NATO’s Theatres of Operations. Course content includes CIMIC Liaison Officer’s profile, task and responsibilities, CIMIC Liaison field experiences, Cross Cultural Competence, Civilian environment assessment, Common operational picture. Intercultural Communication & Negotiation are the core elements of competence and incorporated as guiding threads in the overall course curricula. Type of Application: Location Class studying, syndicate work, role playing MNCG HQs - Via Riviera Scarpa, 75 Course Dates / hours: Course 01/19: 11th – 15th Nov. 2019 08:00-16:30 from Monday to Thursday 08:00-12:00 on Friday Applications Return filled Attendance form with CV and copy of ID not then: 25th Oct. 2019; to: ; Note: Despite "first come, first served" policy applies, Course Director remains in charge of the student selection process in accordance with NATO and MNCG priorities. CVs & ID / Passports in support of your application are mandatory for civilian & non-Italian applicants (Host Nation Security rules). Administration charges: Tuition fee amounts are: € 100,00 for military personnel belonging to MNCG contributing Nations (*); € 150,00 for remaining personnel. Tuition fee includes: Transportation from/to airport/railway stations (see para. 17), Course materials, shuttle service from/to hotels (see para. 13), social icebreaking, Coffee Breaks, stationery, admin and clerical support, use of training facilities, classroom internet access point. (Tuition fee is to be paid as described in the Attendance Form). Coordination : Applications are to be sent via e-mail to: Points of Contact (POCs): WO Domenico MALORGIO Phone : 0039 0422 280 130 E-Mail : cj7@cimicgs.nato.int LTC Massimiliano Phone : 0039 0422 280 115 E-Mail : Subjects covered : Update on NATO CIMIC doctrine & TTPs UN Hum CivMil Coord standards; Liaison Officer workshop profile; Communication effectiveness; Negotiation principles & basics; Different types of negotiation;
Record this call Agenda review NOTE: The last hour of each call is reserved for resolution of ballot comments until all comments have been resolved. Review and approval of minutes – no minutes pending Weekly CIMI call schedule Co-chairs available for Oct 12 call? Near term actions for next ballot cycle NIBs will be due November 12th Lorraine will submit the NIB and, based on Lynn’s preference, will either move the ballot records from the old Patient Care (1253), ballot to the new one (preferred), or will create a new one for the new project (1316). Review of CIMI presentation for SNOMED Expo – Jay Lyle Detailed Plans for January ballot - All CIMI Archetypes Skin and wound Vital Signs Common Labs Correct the models based on previous ballot comments Documentation Add lab to guide FHIR IG skin and wound – need discussion with FHIR on style labs vital signs We will add maturity level to the models. We will start by trying to use the FHIR maturity level scheme How do we proceed with CKM collaboration with OpenEHR? – Steve Hufnagel, Stan Huff Modeling questions - Claude Ballot reconciliation – last hour of the meeting “Lost” comments from May ballot Comments from aborted Sept ballot Brief updates on active projects (standing item) Updates on initiatives from CIMI Tooling Meeting – Mark Kramer VA KNART effort – Lorraine, Claude Skin and wound assessments – Jay and Susan Regeneration of lab models – Susan, Patrick, Joey, Stan, Galen, Richard Conversion of CIMI archetypes to FHIR logical models to Profiles – Claude FHIR resource profile from FHIR logical profiles – Claude and Richard are collaborating using Travis from PenRad as additional resource Creating ADL models from CEMs – Joey LOKI – Patrick Langford CIMI Website – Patrick Langford FHIM – CIMI integration – Galen Cancer Interoperability– Richard Domain Specific Language (DSL) project – Mark Kramer Any other business Future topics
We are making minor modifications to both our CEML syntax and Intermountain's modeling style to make it easier for us to do transformations back and forth to CIMI. For instance, we use a different granularity of datatypes than CIMI’s latest datatypes, and Intermountain is currently not following the Topic/Context style which is making transformations more difficult. We will conform to CIMI. Unique Identifiers for KNARTs – Lorraine Option 1: Make concepts for the KNARTs in HSPCs partition of SOLOR Option 2: Make OIDs for the KNARTs Option 3: Digital Object Identifiers From Stan: I have not had a chance to visit with Keith Campbell about this yet. We will think about this and bring it back in a week or two. Brief updates on active projects (standing item) Updates on initiatives from CIMI Tooling Meeting – Mark Kramer VA KNART effort – Lorraine, Claude Skin and wound assessments – Jay and Susan Regeneration of lab models – Susan, Patrick, Joey, Stan, Galen, Richard Conversion of CIMI archetypes to FHIR logical models to Profiles – Claude FHIR resource profile from FHIR logical profiles – Claude and Richard are collaborating Travis from PenRad as additional resource Creating ADL models from CEMs – Joey LOKI – Patrick Langford CIMI Website – Patrick Langford FHIM – CIMI integration – Cancer Interoperability– Richard Domain Specific Language (DSL) project – Mark Kramer Any other business
T: bead capacitor THERMOCAP U: capacitor HUMICAP weight: 290g U: capacitive polymer sensor with a temperature sensor and a heating element weight: 109 g 8 Lockheed Martin Sippican/ USA/ LMS6 T: Bead thermistor U: thin film capacitor LMS6 T: Bead thermistor U: thin film capacitor Figure 7. Modem Pilotsonde
World Meteorological Organization Commission for Instruments and Methods of Observation Second Session of the Expert Team on Operational Metrology (ET-OpMet) Tokyo, Japan, 27-30 November 2017 / Submitted by: 10.11.2017 Update of Part IV/Chapter 4 "Testing, calibration and intercomparison" Summary and purpose of document This document provides information on update of Part IV/Chapter 4 “Testing, calibration and intercomparison”. The objective is to provide guidelines for organization on inter-laboratory comparisons. Action proposed The meeting is invited to review the Part IV/Chapter 4 “Testing, calibration and intercomparison” in section 4.3.4. Calibration practices and Annex 4d. “Guidelines for organising inter-laboratory comparisons” and make recommendations towards the completion of this task. ________________ Appendices: I Updated Part IV/Chapter 4 “Testing, calibration and intercomparison” in section “Inter-laboratory comparisons” II Annex 4.D Guidelines for organising inter-laboratory comparisons
APPENDIX I APPENDIX I: Updated workplan (2014-2018) (Version: as approved by CIMO-MG-13 in Dec. 2014, updated on 20 Feb 2016) No. Task description Person Action Deliverable for deliv. Status [%] Comments 1. Catalogue of radiosondes and upper-air wind systems A. Kats Update annually the catalogue compiling global yearly statistics of BUFR, TEMP and PILOT messages and srrarasasa code figures arriving along with section 7 of TEMP messages and respective descriptors of BUFR messages, using operational databases of the Hydrometcentre of Russia Verifying abovementioned information versus WMO Publication No. 9, Volume A and drafting the list of operational upper-air stations. Identifying inconsistencies (silent stations, unknown stations, invalid rara figures) in the list above and resolving them in liaison with NHMSs and compiling the Catalogue. Liaising with ICG-WIGOS on facilitating migration of New version of catalogue for posting on CIMO website Suggestion for catalogue migration to OSCAR/Surface Annually 06/2015 100% 75% 50% 10% CIMO-XV, para 5.5 To be done by (depending from OSCAR/Surface prospects) To be developed further along with maturing of OSCAR/Surface
Radiosonde Catalogue information towards OSCAR/Surface representation 2. Performance monitoring statistics A. Kats Compile the quarterly upper-air performance monitoring statistics and graphical plots Analyzing upper-air monitoring statistics and graphical plots, identify problems with certain stations/radiosonde types, and prepare a respective report New version of files for posting on CIMO website Report with list of identified problems 1. Annually 2. Annually 100% (ongoing) 50% CIMO-XV, para 5.5 To be done by 3. Follow-up on identified performance issues A. Kats Contact individual Members and HMEI on performance issues identified above Identify and assist on remedy actions in respect to BUFR reporting software issues Promote high-resolution native upper-air BUFR production instead of TEMP->BUFR conversion Correspondence to relevant Members (e.g., NMHS) and HMEI Report to 1. As Req 2. Annually Ongoing 100% 50% (ongoing) CIMO-XV, para 5.5 4. Follow-up on coding issues A. Kats Liaise with Members, HMEI and CBS IPET-DRMM on allocation of new entries for radiosonde/sounding Correspondence to relevant Members, HMEI 1. As req 2. 100% (ongoing) 100% CIMO-16, 8.9
Progress review date of carer development plan <Enter progress review date here> Proposed end date of carer development plan <Enter end date here> Carer development plan manager Name, title and service provider of staff member leading the carer development plan <Enter name, title and service provider here> Name, title and service provider of staff member supporting the carer throughout the carer development plan [If different from above] <Enter name, title and service provider here> Progress of activities to be completed by the [If there are multiple carers they can be separated in this section by carer or consolidated if the activities are the same. This template section can be expanded as needed] Activities by the carer Measures of success Progress Update [These are the carer actions designed to reduce future risk and enhance the quality of care by the carer] [Clearly articulated objectives and measures of success to evidence carer development] (Has the activity commenced? Are there any issues that will impact the activity being completed?) [Add additional lines if required Progress of activities to be completed by the service provider Activities for the service provider Measures of success Progress Update [These are the service provider actions designed to support the carer in meeting their obligations set out in the carer development plan] [Clearly articulated objectives and measures of success to evidence development] [Has the activity commenced? Are any issues that will impact the activity being completed?]
Address (within client section) Pre-emptive text Street address format the client's most recent, primary place of residence. If unknown, enter your organisation's address. Addresses will be validated by Google. Address 3.5.28 Client - AddressStreetNumberAndName 3.5.29 Client - AddressSuburb 3.5.30 Client - AddressState 3.5.31 Client - AddressPostCode Enter the client's most recent, primary place of residence. If unknown, enter your organisation's address. Addresses will be validated by Google. This is designed to capture the address of the client’s primary place of residence. This address can be the same as the address of service delivery if the incident occurs in a residential accommodation service. If the client is homeless, the address not found option should be used with each field being completed with term ‘homelessness client’. None 8 Tom Street, Yarrawonga VIC, Australia
accommodation, respite and community support. Sexual health prevention and community based care services. Program: Disability services Service type: Disability forensic assessment and treatment services Individual support including: day services flexible support packages individual support packages outreach support respite Information, planning, and capacity building including: case management access Targeted services including: behaviour intervention services independent living training Residential accommodation services including: residential institutions shared supported accommodation National Disability Insurance Scheme (NDIS) NDIS – assist-life stage, transition NDIS – daily personal activities NDIS – daily tasks / shared living NDIS – development-life skills NDIS – group and centre based activities NDIS – high intensity daily personal activities NDIS – participate community NDIS – plan management NDIS – specialised positive behaviour support NDIS – specialist support co-ordination Program: Children, youth and families services Service type: Family and community services including: Aboriginal community controlled organisations (ACCO) (residential services) early parenting services placement prevention / Families FIRST placement prevention and reunification / Family Coaching Victoria cradle to kinder program family intervention services Child FIRST and family services family violence and sexual assault services
Police officer reported to <Enter the name and rank of police officer here> Date and time of report to Victoria Police <Enter the date reported to Victoria Police here> [DD/MM/YYY] [HH:MM] Name of person who will liaise with police officers throughout investigation (if different from investigation manager) <Enter the name of person here> Proposed Victoria Police action <Enter the details of proposed Victoria Police action as advised by Victoria Police> Have Victoria Police agreed to the alleged victim, alleged perpetrator and witness interviewed? <Enter the details of advice provided by Victorian Police regarding interviews progressing here> If the incident was not reported to Victoria Police: If the incident was not reported, rationale for not reporting <Enter rationale for not reporting here> Proposed investigation methodology Establishing the investigation approach Allegations / unexplained injuries [To determine whether or poor quality of care occurred or to investigate incidences of unexplained injury. Allegations should be listed, for example , allegation 1 – physical abuse, allegation 2 – sexual abuse, allegation 3 – poor quality of care etc.] Description Timeline <Enter the allegations/unexplained injuries> [Describe in more specific detail the nature of the allegation] Not applicable Type of investigation (internal, external or joint between service provider and divisional office) and rationale for this investigation type. Description Timeline <Enter the type of investigation here> [Select from: internal, external, joint investigation] [Not applicable] the rationale for the investigation type here> [Not applicable] Outline the scope and objectives of the investigation Description Timeline <Enter the scope of the investigation here> [Not applicable] <Enter the objectives of the investigation here> [Not applicable] resources required, including: Investigator(s), name(s), position(s), contact details (if different from the investigation manager)
Police officer reported to <Enter the name and rank of police officer here> Date and time of report to Victoria Police <Enter the date reported to Victoria Police here> [DD/MM/YYY] [HH:MM] Name of person who will liaise with police officers throughout investigation (if different from investigation manager) <Enter the name of person here> Proposed Victoria Police action <Enter the details of proposed Victoria Police action as advised by Victoria Police> Have Victoria Police agreed to the alleged victim, alleged perpetrator and witness being interviewed? <Enter the details of advice provided by Victorian Police regarding interviews progressing here> If the incident was not reported to Victoria Police: If the incident was not reported, rationale for not reporting <Enter rationale for not reporting here> Proposed investigation methodology Establishing the investigation approach Allegations / unexplained injuries [To determine whether abuse or poor quality of care occurred or to investigate incidences of unexplained injury. Allegations should be listed, for example , allegation 1 – physical abuse, allegation 2 – sexual abuse, allegation 3 – poor quality of care etc.] Description Timeline <Enter the allegations/unexplained injuries> [Describe in more specific detail the nature of the allegation] Not applicable Type of investigation (internal, external or joint between service provider and divisional office) and rationale for this investigation type. Description Timeline <Enter the type of investigation here> [Select from: internal, external, joint investigation] [Not applicable] the rationale for the investigation type here> [Not applicable] Outline the scope and objectives of the investigation Description Timeline <Enter the scope of the investigation here> [Not applicable] <Enter the objectives of the investigation here> [Not applicable] Human resources required, including: Investigator(s), name(s), position(s), contact details (if different from the investigation manager)
Approved Non-major Incident reports have a status of ‘Approved’ when a manager has completed a quality assessment and approved a non-major impact incident for submission to the department. A senior delegate is responsible for submitting all approved non-major impact incidents to the department within five days of the end of the preceding month. Submitted Major / non-major Incident reports have a status of ‘Submitted’ once they have been submitted to the department. A major impact incident will remain at a status of ‘Submitted’ until a senior delegate submits the service provider’s follow-up recommendation to the department (required to be submitted within 72 hours of the service provider becoming aware of the incident) when it will change to ‘Follow-up’. Non-major impact incidents remain at a status of ‘Submitted’ as no follow-up recommendation is required. Follow-up Major Incident reports have a status of ‘Follow-up’ when they are major impact and a proposed follow-up recommendation has been submitted to the department. A major impact incident report remains at this status until all the outcomes required have been submitted and endorsed by the department; it can then be closed. Note: Follow-up recommendations, investigations, root analysis and case reviews each have an individual status that is detailed in the table below. Status descriptions (continued) 1: Incident report status (continued) Status name Incident impact Description Withdrawn Major / non-major Incident reports have a status of ‘Withdrawn’ when a received incident is removed from the CIR by a manager or senior delegate due to it not in scope for reporting under the CIMS policy. This status can be applied to incidents withdrawn by a service provider prior to submission to the department, or to incidents that are submitted and subsequently withdrawn by the department. Draft Major / non-major Incident reports have a status of ‘Draft’ when a new incident is created and saved by a manager or senior delegate prior to being completed. Incident reports with a status of ‘Draft’ will only be visible to the user who created the incident report. Closed Major Incident reports have a status of ‘Closed’ when all follow-up actions have been completed, submitted to the department and endorsed. It applies to major impact incidents only and is the final status that indicates that there are no further actions within the CIR relating to the incident. 2: Department assessment status for incident reports Status name Incident impact Description