zilongwang/ReadingBank huggingface dataset:
calculating profits insurance forecasting. Description Marks Identifies the most effective risk management strategies 1–2 (1 mark for each strategy) Answer employee training insurance Justify your choice for each selected strategy. Description Marks Strategy 1 Explains a reason for selection and links to risk management 2 States a reason for selection but does not link to risk management 1 Subtotal 2 Strategy 2 Explains a reason for selection and links to risk management 2 States a reason for selection but does not link to risk management 1 Subtotal 2 Total 4 Answer could include, but is not limited to: Justification for employee training enables employees to work more efficiently and more productively, thereby contributing to business productivity and reducing risk of loss of income for the business improves employee self-esteem and self-confidence to undertake their work so employees can more confidently perform their tasks, which in turn contributes to business security and productivity Justification for insurance business is protected against any unforeseen event or circumstance that could negatively impact on the business financially or otherwise, and could receive compensation if such events or circumstances occur (a) Calculate the profit for the period using the appropriate items in the financial extract below. Show all workings. Description Marks Calculates the profit amount (as shown in workings below) 1–7 (1 mark for each item in the workings) Answer could include, but is not limited to: Sales $60,000 (1) Add Interest income 5,000 (1) Add Fees revenue 8,000 (1) $73,000 Less Advertising expense $4, 000 (1) Wages paid 1,000 (1) Bank changes 500 (1) 5,500 PROFIT $67,500 (1)
Sample assessment outline Business Management and Enterprise – Preliminary Unit 1 Assessment task Notional due date Unit outcome: recognise that businesses have customers Unit outcome: recognise differences in customers Unit outcome: recognise reasons for businesses to Unit outcome: recognise the difference between a product and a service Unit outcome: recognise the concepts of profit and not-for-profit Unit outcome: apply the attributes of an efficient worker Task 1: Businesses in the local community The students will be on a community access excursion and will collect evidence of 10 businesses in the local community. They can take photos, collect pamphlets or business cards. Using a table, they show the following information: the business goods or service needs or want target customer. Week 4 Task 2: Business or charity The students create a T-Chart organising a number of money-making groups into business or charity. The focus on this assessment is to show they understand profit and not-for-profit. Week 6 Task 3: New cultural experiences The students show evidence of some new cultural activities that they have experienced over Weeks 7–10. The students show evidence of a product or a service that they have participated in creating for a special occasion; for example, birthday cake, Easter card, car wash, hat parade, streamers. It is important to pre-plan a variety of guest speakers and cultural experiences before they can complete this assessment. Week 9 trial
Through role play practise selling and buying items created. Practise using appropriate and effective communication skills when dealing with customers. Students to keep cashbooks to show expenditure and income from sales. Students to calculate how much the business has spent so far and review how much each item has cost to make. Check and agree as a team the selling price of items. Students to calculate the profit they will make for each item or service provided. Prepare students for selling. 11–12 Task 5 Part 1: Selling: school-based venue. Students to demonstrate the use of effective communication skills, efficient worker skills, effective handling of money and demonstrate good teamwork skills. On return, students to discuss cost of purchases, what people bought and why. Did people get value for money? Why did people buy that particular product? Had they seen it advertised? Where? What items do the students have left? Can they sell them later or recycle materials in another way? Review through discussion or role play situations that occurred on excursion; for example, buying of products, buying of ticket, communication between customers and shop assistant. Task 5 Part 1 due Week 12
12.2 Levels and modules Starting in academic year 2010/11 the University is changing the way it references modules to state the level of study in which these are delivered. This is to comply with the national Framework for Higher Education Qualifications. This implementation will be a gradual process whilst records are updated. Therefore the old coding is bracketed below. Level 4 (1) COMPULSORY OPTIONAL PROGRESSION REQUIREMENTS Students must take all of the following: FIN1110 – Financial Aspects of Business MKT1122 – Marketing Theory and Practice HRM1004 – Management and Organisations MSO1730 – Applications & Research in Management None Students must pass 90 credits to progress to level 5 Level 5 (2) COMPULSORY OPTIONAL PROGRESSION REQUIREMENTS Students must take all of the following: MGT2220 – Operations Management HRM2003 – Work, Organisation and Society MGT2545 – Business Environment Analysis Students must also choose 1 from the following: HRM2011 - HRM in a Global Context MKT2236 - Brand Management MGT2600 - Sustainable Products MCH2001 - Business communication in Mandarin SPA2221 - Business communication in Spanish Students must pass 180 credits to progress to level 6. Placement Opportunities
Week 1 2 3 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 Exam Period FIN1110 G (20) O (30) O (50) MKT1122 O (10) O (10) G (30) P (20) A (30) HRM1004 O (25) O (25) A (50) MSO1730 O (30) O (30) O (40) MGT2220 C (15) O (20) C (15) (15) O (20) C (15) MGT2545 O (10) A (20) O (10) O (20) G (40) HRM2003* O (25) P (25) A (40) (Option) MGT3170 P(20+10+10) O (10) E (50) MGT3250 A (45) P (25) G (30) MGT3000** O (10) A (20) O (10) G (30) MGT3600** O (10) O (10) A (20) O (10) G (30) (Option) * additional ongoing assessment based on students’ written contribution to learning journal ** additional ongoing assessment based on students’ written contribution to specific seminar tasks A = Assignment, E = Exam, G = Group assignment, O = Online test, P = Presentation, T = In-class test, C=Coursework/Portfolio
A1 A2 A3 A4 A5 A6 A7 B1 B2 B3 B4 B5 B6 B7 C1 C2 C3 C4 C5 C6 D1 D2 D3 D4 D5 D6 Highest level achieved by all graduates 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 Compulsory Module Title Module Code by Level Programme outcomes A1 A2 A3 A4 A5 A6 A7 B1 B2 B3 B4 B5 B6 B7 C1 C2 C3 C4 C5 C6 D1 D2 D3 D4 D5 D6 Financial Aspects of Business FIN1110 X X X X X X X X X Management and Organisations HRM1004 X X X X X X X X X X Marketing Theory and Practice MKT1122 X X X X X X X X X X X X X X X X Applications and Research in Management MSO1730 X X X X X X X X X X Work and Organisation Behaviour HRM2003 X X X X X X Operations Management MGT2220 X X X X X X X X X X X X X Business Environment Analysis MGT2545 X X X X X X X X X X X X X Strategic Management MGT3170 X X X X X X X X X X X X X X X X X X Managing Business Projects MGT3800 X X X X X X X X X X X X X X X Applied Management MGT3000 X X X X X X X X X X X X X X X BA Business Management (Project Management) summative assessment schedule
Week 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 Exam Period FIN1110 G (20) O (30) O (50) MKT1122 O (10) O (10) G (30) P (20) A (30) HRM1004 O (25) O (25) A (50) MSO1730 O (30) O (30) O (40) MGT2220 C (15) O (20) C (15) C (15) O (20) C (15) MGT2545 O (10) A (20) O (10) O (20) G (40) HRM2003* O (25) P (25) A (40) (Option) MGT3170 P(20+10+10) O (10) E (50) MGT3800** O (20) O (20) G (20) O (20) MGT3000** O (10) A (20) O (10) G (30) (Option) *additional ongoing assessment based on students’ written contribution to learning journal ** additional ongoing assessment based on students’ written contribution to specific seminar tasks A = Assignment, E = Exam, G = Group assignment, O = Online test, P = Presentation, T = In-class test C=Coursework/Portfolio
Knight Essay Tierney Orations Contest Daniel R. McKelvie NSCC/ NLCC Robert ‘Rob’ Dickey ROTC/ Robert ‘Rob’ Dickey Spirit of America Robert Taylor Valley Forge Robert Taylor Committee Reports Budget and Planning Brown California 250 John L. Dodd Esq. California Compatriot Brown & Ronald J. Barker Chapter Activities Ray Raser Chief of Protocol Mark Kramer C.A.R. Liaison Terry Briggs Color Guard Mark Kramer Compliance Committee Karl Jacobs Congress Planning (2019) John Dodd Esq. D.A.R. Liaison Alan Brooking and Brian Stephens Ethics Rt. Rev. Louis V. Carlson, Jr. Flag Committee Chairman Robert Taylor and Gilliard Handbook Committee Stephen R. Renouf Information Technology Greg Hill Medals and Awards David Grinnell Media and Public Relations Gilliard Nominations Committee Dr. M. Kent Gregory Operation Ancestor Search Ray Raser Public Service and Heroism Committee Brian Stephens Veterans Programs Bob Stephen Wreaths Across America Don Littlefield Old Business Directors & Officers Insurance W. Klingler 2019 Congress Medal & California Society Medal John L. Dodd, Esq. Liability & Black Powder Insurance Mark Kramer Orations Contest Procedures Daniel R. McKelvie Reconciliation Report Procedures Donald B. Littlefield, Craig Anderson & Jim L. W. Faulkinbury 50th Anniversary Vietnam War Commemoration Ronald J. Barker
PRODUCTION MEETING AGENDA: Just Us Film DATE: January 15, 2016 TIME: 11:00am - 1:30pm LOCATION: Conference Room B, Good Stuff Film Studios MEETING CHAIR: Anna Walker email: awalker@yourcompany.com phone: (xxx) xxx-xxxx MEETING SCRIBE: Tanya Lawler email: tlawler@yourcompany.com phone: (xxx) xxx-xxxx ATTENDEES PRESENT: Anna Walker, Producer Shara Jenkins, Director Thomas Baron, Writer Aren Vermont, Creative Director Dalila Fialho, Director of Development Lawler, General Assistant OBJECTIVES: Review and finalize script Develop fundraising strategies for JUST US Film Finalize Pre-Production Timeline SCHEDULE: TIME: DESCRIPTION: 11:00 to 11:05 Attendance; Call to Order 11:05 to 11:15 Check-in, General Updates – Aren Vermont 11:15 to 11:45 Script Review, New Changes – Shara Jenkins, Thomas Baron 11:45 to 1:00 Fundraising Updates – Dalila Fialho 1:00 to 1:15 Pre- Production timeline – Anna Walker 1:15 to 1:25 Announcements – All 1:25 to 1:30 Closing Remarks
$5.95 per person Lake View Surf & Turf Minimum 50 Guests Bay of Fundy Clam Chowder Garden & Caesar Choose one of the following: Smoked Atlantic Salmon Platter with Baguettes, Capers, Onion and Cream Cheese OR PEI Mussels Steamed in Moosehead Pale Ale Beer Surf Atlantic Seafood Casserole with Scallops, Shrimp, Crab, Haddock, & Salmon in a Rich Cream Sauce Topped with Bubbling Melted Cheese Turf Chef Carved AAA Hip of Beef with Demi Choose one of the following: Champagne Poached Atlantic Salmon with Lemon and Fresh Dill Rack of Lamb ~ French Cut Lamb grilled with a Raspberry Glaze Citrus Chicken ~ Garlic, Lemon and Lily’s Own Seasoning Whole Lobster with Drawn Butter (surcharge will apply based on Market Price) Served With Your Choice of: Herb Roasted Red Potatoes, Creamy Mashed Potatoes or Lily’s Own Rice Pilaf Served With Medley of Seasonal Vegetables Assorted Dessert Table Tea & Coffee Included $49.95 per person International Flavors Taste of Italy Minimum 50 Guests
Business Leadership Group – Minutes Tuesday 17 March 2015 Present Nick Ames (NA) (Chair) - Supacat Amanda Ratsey (AR) - Plymouth City Council Ben Rhodes (BR) - Business Forum Ben Neild (BN) in place of Sean Fielding - Exeter University Craig Sullivan (CS) in place of Peter Hartland - Chamber of Commerce Paul Hickson (PHi) - Somerset County Council Dan Newman (DN) in place of Alan Denby - Torbay Development Agency Pete Ashton (PA) - Federation of Small Businesses Steve Turner (ST) - Devon County Council Adrian Dawson (AD) - Plymouth University Heather Ancient (HA) - PwC Supporting Officers Julia Stuckey (JS) - HotSW LEP Hallam (HH) - HotSW LEP Adam Hickman (AH) - Plymouth City Council Tim Milson (TM) - Better Business for All Corinne Matthews (CM) - LEP (new Nuclear Co-ordinator) Helena Davison (HD) - HotSW LEP Apologies Hartland - Chamber of Commerce Alan Denby - Torbay Development Agency Sean Fielding - Exeter University Vaughan Lindsey - Dartington Hall Trust Paul Taylor - HotSW LEP
Sources of Additional Information This handbook provides useful information about your course, how it will be delivered and how you will be assessed. It does not try to give you all the information you will need during your time at the university. More information can be found in the following places: On-Line Student Guide The on-line student () provides important information about the university and the services available to students, including: Welcome Week Student Cards e:VisionStaffs Portal Our Student Charter The Staffordshire Graduate Term Dates Timetabling Student accommodation Campus and travel information Finance, fees and support Disclosure and Barring Service applications Visas Course and module enrolment Recognition of Learning Changing your award or modules Withdrawing or intermitting from your course University rules and regulations Disciplinary matters including academic misconduct Appeals and complaints Referencing and study skills (including guidance on completing assessments) What to do if you can’t hand in work due to circumstances beyond your control Examinations Getting feedback on your work The student voice Employability and careers IT services and support Disability and dyslexia Counselling The Nursery The Multi-Faith Chaplaincy Graduation Certificates, Transcripts and Verification Letters Module Handbooks Your course is made up from a number of individual modules. Detailed information on each module is provided in separate module handbooks. Your module tutor will tell you how to access the handbook for their module. The Blackboard On-Line Learning Environment Information and learning materials for your modules will be provided on the Blackboard on-line Learning Environment. Blackboard will form an important part of your learning experience. Please let your module tutor know if you encounter any problems accessing this material. Welcome
Carers Appreciation Card Updated 29.11.17 Business Telephone Discount Albion Gas of Arran Arran 01770 600113 5% Arran Active Shore Road, Brodick, Arran KA27 8AJ 01770 302113 10% Bella Mani Rivergate Shopping Centre, Irvine KA12 8EJ 01294 311697 10% Balloon Creations 8 Burns Street, Irvine KA12 8RP 07423 056002 10% Basebowl 58-60 Hamilton Street, Saltcoats KA21 5DS 01294 603801 Game of bowling at discounted concession price Bonellie Opticians 183 High Street, Irvine KA12 8AS Bonellie Opticians 20 Main Street, Kilmarnock KA3 5AE 01294 275272 01560 482413 15% Breagha Barbers 19 Red Quarry Road, Corrie, Arran KA27 8FD Men’s cut: £5 Indian head massage: half price Breagha Holistic Beauty 19 Red Quarry Road, Corrie, Arran KA27 8FD 01770 810581 50% (all treatments) Bus Stop Toy Shop 23 Irvine Road, Largs KA30 8HR 01475 689892 10% (not available on large boxes of Trading Cards) Charisma Lane Coffee & Crafts 1 Auchrannie Road, Brodick, KA27 8BZ 07972 715470 25% off food and drink Copperwheat Coffee House The Pier, Brodick, Arran 01770 303522 10% Cunninghame Furniture Recycling Company Unit 68 Heatherhouse Industrial Estate, Third Avenue, Irvine KA12 8LT 0800 2218083 10% (some exclusions apply) David Bonellie Opticians 101 Main Street, Largs KA30 8JJ 674553 15% The Douglas Hotel Shore Road, Brodick, Arran KA27 8AW 01770 302968 10% off food: FishX (Fishing and Tackle) 29 Eglinton Street, Irvine KA12 8AS 01294 274255 5% Fullarton Connexions Café Church Street (off Marress roundabout), Irvine KA12 8PE Free cup of tea/coffee plus Tues or Sat 10.30am– 2pm
Where to send antenna RPE data Antenna RPE data should be sent to the ACMA's Radiocommunications Licensing and Telecommunications Deployment Section: Mail: Radiocommunications Licensing and Telecommunications Deployment Section Operations Branch Australian Communications and Media Authority P O Box 78 Belconnen ACT 2616 Email: When and who has to send ACMA frequency assigners ACMA frequency assigners may create a new antenna record in the ACMA's radiocommunications licensing database (Radcom) as a part of the frequency coordination for a new assignment or at the request of an accredited person. The frequency assigner creating the antenna record is responsible for: providing a copy of the antenna RPE data, and notifying the Radcom Antenna Identification (ID) number of the newly created antenna, to the ACMA's Engineering and Information Services team; and where an accredited person has requested the creation of the antenna, notifying the accredited person of the corresponding Radcom Antenna ID. No new antennas should be created unless the antenna RPE data is provided (e.g. by the licence applicant or requesting accredited person). Accredited persons Accredited persons requesting the creation of a new antenna record in Radcom should submit the antenna RPE data with that request. The ACMA officer creating the antenna record is responsible for: providing a copy of the antenna RPE data, and notifying the Radcom Antenna ID of the newly created antenna, to the ACMA's Engineering and Information Services team; and also notifying the accredited person of the antenna’s corresponding Radcom Antenna ID. Radcom antennas created using the ACMA's online services for accredited persons system Accredited persons creating a new antenna record using the ACMA's online services for accredited persons system should provide a copy of the RPE data, and also notify the ACMA of the antenna’s corresponding Radcom Antenna ID.
A SWOT analysis Analyzing the impact of the strategy Analysing the impact of the structure A SWOT analysis Analysing the impact of the strategy Analysing the impact of the structure a SWOT analysis analysing the impact of the strategy analysing the impact of the structure a SWOT analysis analysing the impact of the strategy analysing the impact of the structure a SWOT analysis analysing the impact of the strategy analysing the impact of the structure the conventions of communication to produce fluent and precise responses Using the conventions of communication to produce logical and coherent responses Using the conventions of communication to produce clear responses Use of some conventions of communication to produce basic responses Use of some conventions of communication to produce a response CRITERIA – ACTION SKILLS STANDARD A STANDARD B STANDARD C STANDARD D STANDARD E The student’s work demonstrates use of action skills to implement plans efficiently & effectively and achieve specified outcomes by: The student’s work demonstrates use of action skills to implement plans effectively and achieve most specified outcomes by: The student’s work demonstrates use of action skills to implement plans and achieve some specified outcomes by: The student’s work demonstrates some action skills to implement plans and achieve some outcomes by: The student’s work demonstrates some documented use of action skills by: PLANNING Reflection journal – evidence of maintaining time lines, process of learning experiences Planning schedule – short-term objectives, monitor progress, take corrective action Critical incident report – evaluation of completion of task, obstacles, time management Reflection journal – evidence of maintaining time lines, process of learning experiences Planning schedule – short-term objectives, monitor progress, take corrective action Critical incident report – evaluation of completion of task, obstacles, time management Reflection journal – evidence of maintaining time lines, process of learning experiences Planning schedule – short-term objectives, monitor progress, take corrective action Critical incident report – evaluation of completion of task, obstacles, time management Reflection journal – evidence of maintaining time lines, process of learning experiences Planning schedule – short-term objectives, monitor progress, take corrective action Critical incident report – evaluation of completion of task, obstacles, time management Reflection journal – evidence of maintaining time lines, process of learning experiences Planning schedule – short-term objectives, monitor progress, take corrective action Critical incident report – evaluation of completion of task, obstacles, time management THE CASE This project is in three parts:
more likely to have resources to invest. Here are some sample objectives, goals, and strategies, followed by a blank template. Keep your focused: three is a good target number. EXAMPLE: Overall Objective: Become the standard BRMS for the Microsoft platform in HHS and Financial services using a partner-driven approach Goal 1: Become the standard .NET BRMS for HHS Eligibility solutions, working with key Microsoft partners Strategies: - Identify key partners in HHS and develop market strategies Objectives/Metrics: Partner with ABC SI to bid a solution in 10 states, with 3 wins Partner with XYZ partner to bid 10 projects, with 3 wins Goal 2: Become the standard .NET BRMS for wealth management, working with key Microsoft partners Strategies: - Leverage MSFT and existing partner relationships to identify and build relationships with key partners Objectives/Metrics Leverage deployment at CUSTOMER ABC for awareness and credibility Run 2 customer seminars with ABC SI for demand generation Identify 1 opportunities, with 1 win Overall Objective: Goal 1: Strategies: Objectives/Metrics: Goal 2: Strategies: Objectives/Metrics: Goal 3: Strategies: Objectives/Metrics:
4.1g) ever voluntarily disclosed to any regulatory and/or law enforcement agency any activity that may constitute bribery, money-laundering, fraud, or another criminal offence involving fraud, corruption, modern slavery or unethical behaviour? 4.1h) ever had cancelled, revoked or failed to hold a licence or membership of an organisation required by law? Yes No 4.2) Are any directors, officers or 10%+ shareholders of your Company, or any of its associated companies, an employee or official in any state owned entity or public international organisation? Yes No 4.3) Is your organisation or any director, officer or 10%+ shareholder of your organisation, or any of its associated organisations, currently sanctioned by, barred or suspended from business with any government, national or public international organisation including any multilateral development bank? Yes No If you have answered “Yes” to any of questions 4.1 to 4.3 please give an explanatory statement: SECTION 5: ETHICAL POLICIES 5.1) Does your Organisation currently hold policies or guidelines on the following? Anti-Fraud, Bribery & Corruption (or equivalent) ☐ Yes ☐ No Conflicts of Interest (or equivalent) ☐ Yes ☐ No Ethical Code of Conduct (or equivalent) ☐ Yes ☐ No Gifts & Hospitality (or equivalent) ☐ Yes ☐ No Whistleblowing (or equivalent) ☐ Yes ☐ No 5.2) If you have answered yes to any of 5.1, are those policies or guidelines proactively flowed down within your organisation? ☐ Yes ☐ No ☐ N/A 5.3) Does your organisation undertake due diligence on the organisations with which it deals, including partners, contractors, consultants, sub-contractors, suppliers, representatives and agents? ☐ Yes ☐ No 5.4) Does your organisation agree to adopt, comply with and implement Crown Agents’ Ethical Code for Business Partners when working with Crown Agents? The code can be found here: ☐ Yes ☐ No SECTION 6: DECLARATION
PAGE 7 PUTNAM COUNTY INDIANA FORM 113/PP WHY DID I RECEIVE A FORM 113/PP? The following are some possible reasons you may have received a Form 113/PP: Form 104 and/or Form 103 or Form 102 are missing One or both (104 & 103 or 102) are not signed by the taxpayer or authorized person Missing NAICS and/or EIN A change in the assessed value greater than 5% A mathematical error by the taxpayer, which resulted in a different assessed amount than reported WHAT CAN I DO IF I RECEIVE A FORM 113/PP? You have thirty (30) days from the date on the Form 113/PP to file a return if one was not filed for the year You can appeal the assessment. You have forty-five (45) days from the date on the Form113/PP to appeal the change in the assessed value You can do nothing. After the 30/45 days have passed, the assessment will stand with all penalties (if applicable) PAGE 4 PUTNAM COUNTY INDIANA If you were not the person responsible for filing in the previous years, you must provide a formal request on a company letterhead with an authorized signature. If you request the form in person and provide the proper identification and/or documentation, we will make a copy for you. If you request via email, telephone, or mail and provide the proper documentation, we will send you a copy of the return requested by email or mail, using the information listed on the original return. We will not fax any copies of previous returns. Do I have to file a Form 106? Taxpayers are NOT required to explain the changes made on the pooling schedule from the prior year to the current year on a Form 106. It is not required in the statutes or in our Indiana Codes and Assessors do not have the authority to create this policy in their jurisdiction. The Assessor may request information from a taxpayer during the review of the current year’s return on a case-by-case basis. Business Personal Property is a self-reporting assessment. Assessors do not have the authority to file a return for the taxpayer; however, the Assessor can assist the taxpayer with any questions they may have. The taxpayer MUST sign the finished forms, or they will be returned and a late fee may occur.
Demonstrate enhanced it proficiency Application Demonstrate an essential people management skill-set Application Learning Demonstrate competence in postgraduate study skills Enquiry Knowledge & Understanding Leading, Managing & Developing People Learning Outcomes Review and evaluate major contemporary research and debates in the fields of HRM and HRD Analysis Enquiry Evaluate major theories relating to motivation, commitment and engagement at work and how these are put into practice by organisations Analysis Enquiry Debate and critically evaluate the characteristics of effective leadership and the methods used to develop leaders in organisations Learning Contribute to the promotion of flexible working and effective change management in organisations Communication Problem Solving Promote professionalism and an ethical approach to HRM and HRD practice in organisations
Resource Management in Context Leaning Outcomes Analyse and critically evaluate contemporary organisations and principal environments Knowledge & Understanding Learning Analyse and critically evaluate the managerial and business environment within which HR professionals work Knowledge & Understanding Learning Analyse and critically evaluate how organisational and HR strategies are developed in response to internal and external environmental factors Analysis Learning Analyse and critically evaluate the market and competitive environments of organisations and how organisational leaders and the hr function respond to them Analysis Knowledge & Understanding Analyse and critically evaluate globalisation and international forces and their impact on organisational and hr strategies and hr practices Analysis Knowledge & Understanding Analyse and critically evaluate demographic, social and technological trends and their impact on organisational and HR strategies and hr practices Analysis Knowledge & Understanding Analysis
Performance Management Learning Outcomes Systematically decide and communicate strategic performance aims, objectives, priorities and target Communication Plan effective performance management policies and practices to improve organisational and employee performance Application Devise and sustain arguments for using appropriate performance management techniques, rewards and sanctions to improve performance Application Enquiry Demonstrate the communication skills required when managing achievement and underachievement Application Communication Critically evaluate the effectiveness of performance management. Analysis
QAA Benchmark Standards (June 2015) Benchmark Standards (QAA 2015) Modules 1 2 3 4 5 6 7 8 9 10 Leading Managing and Developing People √ √ √ √ √ √ √ Human Resource Management in Context √ √ √ √ √ √ Developing Skills for Business Leadership √ √ √ √ √ √ √ √ √ Resourcing & Talent Management √ √ √ √ √ √ Managing Employee Relations √ √ √ √ √ √ Investigating a Business Idea from an HR Perspective √ √ √ √ √ √ √ √ √ Appendix D – Residential Course Handbook Please note the programme may vary for this year’s course Pg Cert HRM Residential Handbook 2015
Community Survey Develop and implement a community wide and web survey to capture the current awareness of SCF in the market Baseline Bench Mark Communications Develop a 12 page general brochure to cover the depth and breadth of SCF Create a trifold takeaway insertion in the Just in Case binders and for events Targeted sponsorships i.e. National Philanthropy Day, a Legacy Event, etc. # Distributed # of guests in attendance Talk time Due Diligence and General Awareness Annual Report Now Granting Ads Profiles # Distributed # Profiled Youth Engagement YAC Group – Social media Engagement SCF Social Media Sites RAK Day # of Likes, shares, etc. to show increases in participation Increase understanding of endowment building and SCF as an expert Strategies Tactics Measurement Brand Ambassadors Steward donors by provides them with VIP opportunities and invites where possible Host donor appreciation events and invite brand ambassadors to speak Increase participation Increased giving Increased stewardship/recommendations
utilise the PSED requirements as a focus for action in planning, recruitment and procurement Scottish Government addresses key challenges set out in ‘Is Scotland Fairer?’ with regard to data gaps which influence future statutory reviews. Scottish Government equality evidence strategy, to be published in 2017 reflects evidence gaps identified in ‘Is Scotland Fairer?’ Stakeholders engaged to address the key recommendations is ‘Is Scotland Fairer?’ Disabled people’s access to the support required to allow them to exercise legal capacity in accordance with Article 12 of the UN’s report on the Convention on the Rights of Persons with Disabilities (CRPD) is improved. Scottish Government agrees to take action based on our requirements to improve legislation and practice on Guardianship Orders so that they meet CRPD requirements. Committee Programme: A fairer, more equal Wales where peoples’ lives are enhanced as a result of improvements across areas of life including work, public services, living standards and access to justice Intermediate Changes Relevant Welsh legislation, policy and decision making informed and influenced in order to advance the protection and promotion of equality and human rights in Wales. Future Generations framework reflects and advances the Commission’s equality and human rights priorities in Wales. Success Measures Strong links developed across Welsh Government departments, and with politicians, evidenced by action taken as a result of the Commission’s engagement. Improvements to Welsh Government policy and implementation as a result of the Commission’s evidence and advice including in response to our reports. Evidence that the Commission’s advice and evidence has influenced decision making and stimulated debate e.g. citations in plenary, Committees, public statements, letters and social media. Joint statement issued to public bodies about collaborative FGC and the Commission working.
The forecast expenditure does not include ‘in kind’ income including provision of office accommodation from Forth Ports Ltd. Appendix I: Maps Map 1: The Forth Estuary and Firth of . The Forum’s remit extends from the tidal reach at Craigforth, Stirling (A) to Fifeness in the North (B) and Dunbar in the South(C), and includes the Isle of May(D). Map 2: The Forth and Tay Scottish Marine Region Appendix II List of member organisations (as of March 2018) Corporate Forth Ports na Gaoithe Offshore Wind Ltd Repsol (Red Rock Scottish Scarborough Muir Statutory City of Council Marine Scottish Natural Heritage Crown Estate Scotland Charities/Research Fife Coast & Countryside Trust National Museums of RSPB Royal Yacht Britannia Forth Fisheries Trust Great Nurdle Hunt Ordinary BASC Bo'ness Community Council Crossford Community Council & Hillend Community Council Edinburgh & Lothians Greenspace Trust Yacht Clubs Association Living Water Charitable Trust Low Community Council Musselburgh and Inveresk Community Council RYA Scottish Seabird Centre SPOKES SWT Lothians Trinity Community Council Wemyss Cave Society 13 individual members* *Note individual members are not listed by name.
For each of the hazards identified, using the table below; consider the potential impact of the event on your business; describe the protections already in place to curtail the impact; and note specific Critical Functions affected by the event (things that your company cannot now do or achieve). Critical Functions should be chosen carefully – identifying early the functions that will ‘truly’ critically damage business will reduce greatly the burden of undertaking this analysis. The same Critical Function may be affected by many hazards: Hazard Event Fire Impact Critical Functions that might be affected ___________________ ___________________ ___________________ ___________________ ___________________ ___________________ Hazard Flood Impact Critical Functions that ___________________ ___________________
might be affected ___________________ ___________________ ___________________ ___________________ Hazard IT failure Impact Critical Functions that might be affected ___________________ ___________________ ___________________ ___________________ ___________________ ___________________ Hazard Event … Impact Critical Functions that ___________________ ___________________
Brief staff and call in first tranche Get critical processes recovered with phones and systems Cancel non-essential travel, training and commitments Postpone or re-direct visitors by phone or signs Open In-Bound lines Clear backlog of despatch, duplicate if unsure Open technology for In-House critical applications Payroll and expenses arrangements Invoke departmental business continuity plans Collate incoming documentation Enquires, complaints and discrepancy handling Assess long term emotional/welfare issues Clean up and programme for return to primary site Start investigation take photos Approve capital expenditure/budgets Filing and archives management of off site locations including homeworking Recover any unique paperwork, (licences, blueprints, contracts, evidence, logs, photos) Welfare issues, praise and discipline Media handling and opportunities Cleaning/repairs/husbandry Investigation support Collaboration with authorities, HSE, regulators Increased costs of working budget Set targets, track activities and objectives Early insurance claim and recovery against others Risk radar and seeking upside Use esprit d’corps for business performance Ask for help, help to those affected Insurance Details Broker Details Broker Policy Number Claims Telephone Number Additional Information: Buildings Insurance Insurer Policy Number Claims Telephone Number Additional Information: Contents Insurance Insurer Policy Number Claims Telephone Number Additional Information: Indemnity Insurance Insurer
3.2 Pricing Business GIS Experts will charge on a hourly charge. Research conducted by found private consulting companies charged an average of $102.96 an hour (Entchev, 2011). Therefore, Business GIS Expert will begin by charging a flat fee of $70 an hour. When more GIS analysts are hired in the future, Business GIS Experts will charge around $70 an hour for training companies how to integrate GIS into their company (Entchev, 2011). Once Business GIS Experts makes training available for companies, the company will charge $65 an hour for consulting and $60 an hour for training if the two jobs are contractually agreed upon prior to starting work. 3.3 Competitive Advantage Business GIS Experts gains an advantage in the GIS consulting world by being lower priced than competitive consulting firms and by being quick to respond to costumers’ problems. Business GIS Experts to train companies how to incorporate GIS into their company in addition to being a consulting firm. We hope to hire additional GIS analysts; these analysts will train GIS employees of a company how to use GIS. Overall, Business GIS Experts plan on becoming a leader amongst GIS consultants in the future. 4.0 Marketing 4.1 Market Segmentation The global market for GIS is large. Therefore, Business GIS Experts wants to narrow our market to businesses in the United States. Secondly, these businesses must be in the Midwest; as a result of only employing one GIS Analyst, Business GIS Experts would not be able to handle the entire workload of the United States. Business GIS Experts will only help companies larger than a “mom and pop” shop. “Mom and pop” shops will likely only need service from Business GIS Experts once. As a result, the likelihood of these types of businesses needing consultation services again is slim. Figure 1 to the right explains our “big to little” target market. Not only will Business GIS Experts reject “mom and pop” shops, we also will
Appendix D - Emergency Operations Center (EOC) Locations Disaster Affecting Area/Building EOC Location <ORGANIZATION NAME> Home Community City Recovery Locations and Travel Directions Alternate Critical Function Alternate Site Desktop and Personnel EOC Emergency Management Team NOTE - Provide directions to all alternate sites. Include address and phone number of site. Include Maps and Floor Plans. Appendix E - Vital Records Description Primary Location of Records Alternate (Backup) Location of Records Other Sources to Obtain Records Settlement Agreements Department File Cabinets Vault Scanned images on Network drive/Other Parties Litigation Files Department File Room Scanned Images of pleadings on Network drive Outside Counsel/Courts
Page 8 of 29 The Marketing Plan: Economics • Facts about your industry • size of your market • Percentage of the market you have. (This is important only if you are a major factor in the market.) • Current demand in target market • Growth history • Trends in target market — growth trends, trends in consumer preferences, and trends in product development • Growth potential and opportunity for a business of your size • What barriers to keep potential new competitors from flooding into your market? High capital costs High production costs High marketing costs Consumer acceptance/brand recognition Training/skills Unique technology/patents Unions Shipping Tariff barriers/quotas • How could the following affect your company? Change in technology Government regulations
Page 8 of 29 The Marketing Plan: Economics • Facts about your industry • Total size of your market • Percentage of the market you have. (This is important only if you are a major factor in the market.) • Current demand in target market • Growth history • Trends in target market — growth trends, trends in consumer preferences, and trends in product development • Growth potential and opportunity for a business of your size • What barriers to entry keep potential new competitors from flooding into your market? High capital costs High production costs High marketing costs Consumer acceptance/brand recognition Training/skills Unique technology/patents Unions Shipping costs Tariff barriers/quotas • How could the following affect your company? Change in technology Government regulations
PROFILE OF STAFF MEMBERS Provide position of key members involved in the programme for the past quarter and whom you plan to involve in the year you are applying for funding for. Categories of staff members No of Vacant Posts No of Filled Posts No of Consultants appointed No of Staff with disabilities REPRESENTIVITY AFRICAN ASIAN COLOURED WHITE No of Male No of Female No of Male No of Female No of Male No of Female No of Male No of Female Managers Professional staff Admin support Temporary staff Volunteers Total BANK DETAILS Account Name Account Number Account Type Full Name of the Bank Branch Code Branch Address
Appendices Schedule 1: Project Implementation Plan Project Objective Activities Number of Beneficiaries Time Frame Results (What you want to achieve) Resources Needed Budget DEPARTMENT OFFICE BANK DETAILS 1.DETAILS OF FIRM /INSTITUTION Name of Organisation Address Postal Code Name of Bank
publications Review communications strategy YES YES YES YES Develop fundraising strategy YES YES Develop secondary schools program YES Review operational systems and policies YES YES Recruit marketing and financial expertise on the Board YES YES YES YES Figure : Sample Goal and KPI set Goal KPI Annual Targets Current Situation 2008 2009 2010 More people experience and understand the value of contemporary art Increase attendances by 10% each year 40K 44K 48K 53K Biennial audience survey demonstrating 80% of participants have increased understanding Survey in August Survey in August Publication and circulation grows by 10% each year 5K 5.5K 6K 6.7K Diversified income streams to ensure financial sustainability Increase earned income from 20% to 25% of total income by third year $160K $173K $199K $226K Generate at least a 2% surplus each year $16K $16.5K $17K $18K Figure : Suggested format for Strategies Strategy Key Activities Priority Measures & Milestones Responsibility Present 12 exhibitions per annum with an emphasis on the development and presentation of new work See Artistic Program 1 Major exhibitions May, August, November. Curator Produce and distribute high quality publications Produce exhibition catalogues of a high quality per annum, three full colour, bound, minimum 48 page, publications published 2 May, August and November each year Publications Manager with support from Designer and Curator Produce one artist monograph per annum 3 August each year Curator with support from Designer and Publications Manager Produce one theoretical text every two years 3 Dec 2008 and Dec 2010 Curator with support from Designer and Publications Manager Create a new national distribution network 2 Mar 2008 and distribution completed within three weeks of publication Publications Manager with support from Gallery Assistant
Intellectual property strategy How do you plan to protect your innovations? List any current trade marks, patents, designs you have registered. Do you have confidentiality agreements in place? Protecting your innovations can include registering for intellectual property protection, ensuring your staff sign a confidentiality agreement, and generally ensuring your competition does not find out what you are developing. See the for information on protecting your innovations. Insurance Question Explanation More information Workers compensation Provide details if you have workers compensation insurance? This is mandatory if you have employees. Visit our page. Public liability insurance Provide details if you have public liability insurance? This covers any third party death or injury. Visit our page. Professional indemnity Provide details if you have professional indemnity insurance? This covers any legal action taken out as a result of your professional advice. Visit our page. Product liability Provide details if you have product liability insurance? This covers any legal action taken out as a result of injury, damage or death from your product. our page. Business assets Provide details if you have insured your business assets in the event of a fire, burglary, or damage? This insurance covers things like buildings, contents and motor vehicles. Visit our page. Business revenue Provide details if you have insured your business in the event of business interruption where you cannot trade because of a particular event and are unable to make money? Visit our page.
Sales & distribution channels Channel type Products/services Percentage of sales (%) Advantages Disadvantages [e.g. Co-ops] [List all the products/services sold via this channel] [What percentage of overall sales do you expect to sell via this channel?] [What advantages are there of using this channel for these products?] [What challenges do you expect to face using this channel? How will you overcome them?] [e.g. Retail] [List all the products/services sold via this channel] [What percentage of overall sales do you expect to sell via this channel?] [What advantages are there of using this channel for these products?] [What challenges do you expect to face using this channel? How will you overcome them?] [e.g. Restaurants] [List all the products/services sold via this channel] [What percentage of overall sales do you expect to sell via this channel?] [What advantages are there of using this channel for these products?] [What challenges do you expect to face using this channel? How will you overcome them?] [e.g. Markets] [List all the products/services sold via this channel] [What percentage of overall sales do you expect to sell via this channel?] [What advantages are there of using this channel for these products?] [What challenges do you expect to face using this channel? How will you overcome them?]
CONFIDENTIALITY AGREEMENT [Insert text of agreement here] ........................................................... Signature Name: [Client name] Date: 00/00/0000 ............................................................ Signature Name: [Your name] Date: 00/00/0000
MY MARKETING AND COMMUNICATION PLAN Who needs to hear my message? -OR- What groups do I need to serve most? What do they need to hear from me? What is the best way to find and communicate with them? When will you communicate with them? How often? How will you know if they have heard your message? Try to divide your audience into groups – men, divorced single mothers, etc. There may be several groups but they will need you to communicate slightly different messages to them. What need do they have? What problem can you solve for them? are they? Do they communicate online? In person? Workshops, teleseminars, etc.? Will you reach out to them daily? Hold workshops once a month? Send out a weekly newsletter? If this works, how will you know they have heard you? What will success look like? Objectives and Priorities This Year Guidance: Now that you have some clarity about the big picture of your business and your message to the world, it’s time to break your activities down into achievable steps. In this section, think about 3-5 objectives or priorities that you can focus on THIS YEAR to help take you a few steps closer to your vision. Keep them somewhat high level and try to make these SMART: S – Specific M – Measurable A – Achievable R – Realistic T – Timebound
Business continuity planning checklist Earthquake, fire, flood, cyclones and other emergencies may affect your business. This checklist is to help you plan and prepare so that your business can quickly recover from unexpected events or disasters. If you have staff, make sure you share details of your plan with them. Make sure you plans will be easy to find in the event of an emergency or rapid evacuation. You can customise this list to include your local community information. Things to do locally By date or review on Local government Consult local government to determine region/area specific hazards and risks. Local disaster management plan Locate and view the area disaster management plan and be aware of evacuation arrangements. Contact details for emergency services Check the contact details of local emergency services and agencies and put them in places that will be easy to find in an emergency. Schedule routine checks of the contact list to keep it up to date. Stock and equipment By date or review on First aid kit Check first aid kit supplies and ‘use by’ dates, add/replace items as required. Find out more at . Or buy a ready-made kit from a reputable organisation like or the .