zilongwang/ReadingBank huggingface dataset:
Microsoft Server Product Portfolio Customer Solution Case x VDI serve two ends - network isolation and BYOD implementation Overview Country or Region: Korea Industry: IT Service Customer Profile MPC is Korea’s leading company when it comes to customer management service, providing the country’s only contact agency service and continuing to build a contact center system. Business Situation To comply with the Personal Information Protection Act, MPC has recently carried out a network isolation project. Solution The more MPC investigated potential solutions, the more the technological strength of Microsoft’s proposed network isolation virtualization solution stood out. Benefits with regulations and improved user convenience VDI answers to BYOD "MPC thoroughly examined many different VDI solutions and narrowed them down to two final candidates - Microsoft and VMware. Then, based on five years of performance benchmark and TCO analysis, MPC chose the Microsoft VDI solution. We are now set to change our infrastructure still further thanks to the Microsoft solution, particularly in terms of the centralized-management of various user devices and server virtualization” An officer from MPC MPC, a specialist in contact center-based CRM, will, following the completion of the network isolation project, begin service from early 2014. The network isolation project was initiated by MPC in order to comply with the Personal Information Protection Act. As part of the project, MPC examined Microsoft, VMware, Red Hat and open source-based VDI solutions. After consideration, MPC ruled out Linux and open source-based solutions in view of the considerable care and attention they need when compared a solution supported by the vendoruser device infrastructure with BYOD policy, despite advantage in terms of initial investment. With two final candidates - Microsoft and VMware, MPC analyzed their performance in both LAN and WAN environments and compared the TCO for five years. In the end, it chose Microsoft’s proposed VDI solution, consist of Windows Server, System Center and Remote Desktop Protocol (RDP). It soon established the requisite Active Directory infrastructure in tandem with the network isolation project innovation within the client’s work environment andBYOD-based smart work. MPC’s plan is, with the completion of the network isolation project, adopt Office 365 current Gmail service.
Competition in energy drinks, sports drinks and vitamin enhanced beverages Kyle Holloway Spring Hill College INTRODUCTION Alternative beverages such as sports drinks, energy drinks, and vitamin-enhanced beverages developed into an important competitor for the beverage industry and saw rapid growth in the mid-2000s. Alternative beverages compete on the basis of differentiation from each other in the market and traditional drinks, such as carbonated soft drinks and fruit juices. The largest sellers of alternative beverages are the global food and beverage giants, such as Coca-Cola and PepsiCo., that have already built respected brands in snack foods, carbonated soft drinks, and fruit juices prior to joining the alternative beverage industry. Along with these global giants, companies that utilized the blue ocean strategy, such as Red Bull GmbH and Hansen Natural (now known as Monster Beverage), were able to develop respected brand images and a
Return On Equity – (After Tax Income/equity) 28% 31% 30% Liquidity - (Current assets/current liability) 1.10 0.96 1.11 Debt to equity – (total debt/total equity) 1.27 1.30 1.18 Inventory Turnover – (COGS/Inventory) 8.74 8.26 7.88 Net-Asset Value – ((Assets-Liabilities)/Shares Outstanding) 37.27 34.97 33.06 Earnings Per Share – ((After Tax Income)/Shares Outstanding) 4.00 4.13 4.01 3. Select Financial Ratios for The Coca-Cola Company 2010-2012 Ratios 2012 2011 2010 Profit Margin –((Sales Revenues – COGS)/sales revenue) 22.45% 21.86% 39.13% Return On Equity – Tax Income/equity) 27.15% 27.13% 38.09% Liquidity - (Current assets/current liability) 1.09 1.05 1.17 Debt to equity – debt/total equity) .995 .903 .755 Inventory Turnover – (COGS/Inventory) 5.84 5.89 4.79 Net-Asset Value – ((Assets-Liabilities)/Shares Outstanding) 18.08 6.99 6.76 Earnings Per Share – ((After Tax Income)/Shares Outstanding) 2.02 1.90 2.58 4. Select Financial Ratios for Monster Beverage Corporation 2010-2012 Ratios 2012 2011 2010 Profit Margin –((Sales Revenues – COGS)/sales revenue) 27% 26% 25% Return On Equity – (After Tax Income/equity) 53% 29% 26%
Liquidity - (Current assets/current liability) 2.89 4.44 4.97 Debt to equity – (total debt/total equity) 0.00 0.00 0.00 Inventory Turnover – (COGS/Inventory) 4.90 5.20 4.07 Net-Asset Value – ((Assets-Liabilities)/Shares Outstanding) 3.89 5.62 4.65 Earnings Per Share – ((After Tax Income)/Shares Outstanding) 2.05 1.64 1.19 5. Market Share Data and Tables (2009-2012) A. Beverage Industry Market Share Carbonated Soft Drinks 48.2% Bottled Water 29.2% Fruit Beverages 12.4% Sports Drinks 4.0% Ready-to-Drink Tea 3.1% Flavored or Enhanced 1.6% Energy Drinks 1.2% Ready-to-Drink Coffee .30% B. Sports Drink Industry Market Share Gatorade Perform 50% Powerade Ion4 16.2% Gatorade 10.6%
employees are working on notebooks and tablet PCs, and PCs at home as well. Solution SK Telecom thought it was inevitable to deliver the latest OS in addition to virtualization to provide consistent and efficient business environment which it had aimed at. It judged that it is necessary to provide Windows 7 as the standard business environment in the desktop virtualization environment at the time the termination of its existing OS is approaching and the compatibility of the latest version of OS and its all business systems has been tested. It is the case to the technological side. Reviewing the virtualization solutions from major companies, SK Telecom found that they could enjoy the strong points of the latest OS in the virtual environment as well, regardless of the solutions used in the line of infrastructure. In addition, it distributed Office 2010 along with Windows 7 at the same time, which is to get the synergy with other parts. The company is operating TWorkspace, Enterprise Contents Management (ECM) for centralizing documents. TWorkspace was developed on SharePoint Server and Windows 7 and Office 2010 is adding value on the ECM. What they in SK Telecom noticed was the fact that search, the default function in OS, allows users to find and access easily to not only data within the desktop, but also information existed in the internal SharePoint Server environment. Office 2010 is also well compatible with SharePoint Server, which was expected to enable users to get document sharing and collaboration directly without multiple steps and it has turn out to be effective. SK Telecom expects that it is able to deliver more diverse types of desktop to users in the virtualized desktop environment instead of delivering notebook with the range of standard specifications defined in the past. The company distributed the all-in-one PC for some users as of 2011. This model has big prepared to the notebook and has benefits of space efficiency and performance. SK Telecom evaluates that it would be able to offer more choice to users with their own business styles through distributing all-in-one PC. Benefits Seamless transition into virtualization SK Telecom applied first the desktop virtualization for its IT department users, as of December, 2011. Users in this department are calling and using Windows 7-based virtual desktop image when working on their Windows notebook. A manager in SK Telecom said, “We separated clearly the user environment and business environment to prevent local PCs from access to the internal system from the firewall stage.” He said, “We have to call up Windows 7-based virtual desktop to do our work, but it is
What topic area does this case study apply to? Be specific, all subtopics will appear the main topic heading, i.e., if you choose value-based payments, it will also appear under financial management and operational excellence Operational Excellence Financial management Value-based payment Bundled payments Infrastructure Health information technology Leadership Strategic planning Performance improvement Baldrige Lean/Six Sigma Patient throughput Supply chain management Workforce engagement Communication Employee culture Employee health and wellness Population/Community Health ACOs Care coordination CHNAs Community partnerships Disease management Patient-centered medical Patient/family education and engagement Wellness/preventative care Patient Safety and Quality Safety culture Infections C.diff CAUTI CLASBI Sepsis Surgical-site infections Ventilator-associated pneumonia Injuries from falls and immobility Medication management Adverse drug events Readmissions Serious adverse events Obstetrical adverse events Ulcer prevention Venous thromboembolism Equity/Diversity Cultural competency training Governance and leadership diversity Race, ethnicity and language data Care Delivery Behavioral health Care transitions Innovation/new models Palliative care Please include any of the following information. The most-viewed case studies are the ones that include most or all of the following: Information Organization name
Microsoft System Center Customer Solution Case Study Using a Computer Lab as the Starting Point for Students’ Cloud Computing Experience Overview Country or Region: Korea Industry: Education Customer Profile The University of Incheon is a public university located in Incheon, west of Seoul, with a particular strong academic specialism in the fields of International Trade, Chinese Cultural Studies, Information Communications, Biological Engineering and International Logistics. Business Situation While considering desktop virtualization as part of its strategy to establish a Smart Campus, the University of Incheon launched this project through utilizing computer labs Solution Using Windows Server 2008 R2 SP1 and System Center, which are the foundations of desktop virtualization for thin client devices arranged in the computer lab. Benefits Provides opportunities to Experience the Cloud Reducing energy consumption Reduces maintenance cost No management burden Mitigates student inconvenience “At a time when the cloud has become a massively popular trend in computing, providing students with the opportunity to experience cloud-based services, such as desktop virtualization, before landing a job is the core of a Smart Campus strategy.” Jong-Hwan Jeong, Computing and Information Center of University of Incheon With the goal of becoming one of the global top-100 universities by 2016, the University of Incheon has been expanding desktop virtualization technology to provide students with a comfortable education and work environment. The school collected all desktops placed in the computer labs used by students on liberal arts courses in early 2012, and replaced them with all-in-one thin clients. Through this, the computer lab was transformed into a neat well-organized space, and computer fan noise and heat also disappeared. All of these things were possible due to the successful establishment of desktop virtualization infrastructure based on Windows Server 2008 R2 and System Center. With its new found experience and expertise in desktop virtualization, the university plans to switch the desktop computers used by staff for academic work and administration to virtualization-based ones.
Process Ecological Service Groundwater Ecosystems Irrigated agriculture Non-irrigated agriculture Dams & Weirs Urban Mining – operational o/cut Forestry Plantation Extensive agriculture Ponded pastures Physical processes- transport & mobilisation Recharge/Discharge Detains water 1 M L M H Flood mitigation N L X X Connects ecosystems H L L N L Regulates water flow (groundwater, overland flows) H M L L M Sedimentation/ erosion Traps sediment N M4 L M H Stabilises sediment from erosion M4 H N H Assimilates sediment M L N H Is a source of sediment L L11 M L Deposition & mobilisation processes Particulate deposition & transport (sed/nutr/chem. etc.) 2 L L L H Material deposition & transport (debris, DOM, rock etc.) L L L L Transports material for coastal processes N M L Biogeochemical processes – energy & nutrient dynamics Production Primary production N M Secondary production 3 H Nutrient cycling (N, P) Detains water, regulates flow of nutrients M13 Source of (N,P) M Cycles and uptakes nutrients H Regulates nutrient supply to the reef H Carbon cycling Carbon source M Sequesters carbon MH Cycles carbon H Decomposition Source of Dissolved Organic Matter L14 Oxidation-reduction Biochar source X Oxygenates water N L Oxygenates sediments N 15 Regulation processes pH regulation 15 PASS management L Salinity regulation 15 Hardness regulation 15 Regulates temperature L16 Chemicals/heavy metal modification Biogeochemically modifies metals X17 Flocculates heavy metals L Biological processes (processes that maintain animal/plant populations) Survival/reproduction Habitat/refugia for aquatic species with reef connections N L5 L5 L8 L12 N N L M18 Habitat for terrestrial species with connections to the reef N L L H9 L N N L L19 Food source N N N M L N L M L Habitat for ecologically important animals N N L10 N N N M L19 Dispersal/ migration/ regeneration Replenishment of ecosystems – colonisation (source/sink) N N N L N N N M L20
DC-138C CASH SLIP COMMONWEALTH OF PENNSYLVANIA DEPARTMENT OF CORRECTIONS REQUISITIONING INMATE (Transgender Male within a Female Facility) DOC NUMBER NAME (PRINT) LOCATION DATE TO BE CHARGED TO MY ACCOUNT Quantity Item # Item Description Quantity Limit Item Total 45394 BH MENS BRIEFS, SM ** 2.76 BH MENS BRIEFS, MED ** 2.76 45396 BH MENS BRIEFS, LG ** 2.76 45397 BH MENS BRIEFS, XL ** 2.76 45398 BH MENS BRIEFS, 2X ** 3.26 45399 BH MENS BRIEFS, 3X ** 3.26 BH MENS BRIEFS, 4X ** 3.26 45401 BH MENS BRIEFS, 5X ** 4.26 BH MENS BRIEFS, 6X ** 4.26 45403 BH MENS BRIEFS, 7X ** 4.26 45413 HANES MENS BRIEFS, SM ** 2.02 HANES MENS BRIEFS, MED ** 2.02 45415 HANES MENS BRIEFS, LG ** 2.02 45416 HANES MENS BRIEFS, XL ** 2.02 45417 MENS BRIEFS, 2XL ** 2.93 45418 HANES MENS BRIEFS, 3XL ** 2.93 45600 ATHLETIC SUPPORTER, SM ** 4.72 45601 ATHLETIC SUPPORTER, MED ** 4.72 45602 ATHLETIC SUPPORTER, LG ** 4.72 45603 ATHLETIC SUPPORTER, XL ** 4.72 TOTAL: $ ________________________ INMATE’S SIGNATURE OFFICIAL APPROVAL PREA COMPLIANCE MGR BUSINESS OFFICE’S SPACE CHARGE ENTERED DATE BOOKKEEPER DC-138A COMMONWEALTH OF PENNSYLVANIA
Department Department Representative VicRoads Sarmila Palaniandy Director Management Accounting Sarmila.Palaniandy@roads.vic.gov.au 9854 2080 0476 852 356 State Revenue Office Grant Dunlop Kimberley Dunbar Chief Financial Officer Team Leader, Corporate Governance & Finance grant.dunlop@sro.vic.gov.au Kimberley.dunbar@sro.vic.gov.au 9628 0139 0425 841 418 9628 0428 Department of Economic Development, Jobs, Transport and Resources Serafino Alberti Manager, Financial Operations Serafino.Alberti@ecodev.vic.gov.au 8392 7064 Department of Education and Training Maulesh Mankad Manager Financial Systems and Processes 9651 4016 0434 006 292 Department of Environment, Land, Water and Planning Mick Mongan Manager Business Suppor mick.mongan@delwp.vic.gov.au 5833 5314 0409 546 426 Department of Health and Human Services Robyn Guthrie Manager Accounting Services Robyn.guthrie@dhhs.vic.gov.au 9096 5302 Clinton Hemingway Manager, Rent & Determination, Vendor, Banking & Cash Management clinton.hemingway@dhhs.vic.gov.au 9096 9841 Department of Justice and Regulation Gaurav Makker Vasuki Sundaresan Manager - Cash Management & Accounts Receivable Manager, Contract Compliance and Monitoring vasuki.sundaresan@justice.vic.gov.au 8684 7317 9947 1723 Department of Premier and Cabinet Virginia Painter Financial Operations Manager 9651 2672 Department of Treasury and Finance Victoria Police Caterina Stella Manager Shared Services Caterina.Stella@police.vic.gov.au 9247 6282 Treasury Corporation of Victoria Peter Wyatt Chief Financial Officer p.wyatt@tcv.vic.gov.au 9651 4881 Public Transport Victoria Daniel Dvorscak Fred Cilia Acting Manager Finance Systems and Process Director, Financial Operations daniel.dvorscak@ptv.vic.gov.au 9027 4603 9027 4999 0411 265 165
Instant Access & Notice Accounts Novia clients can also make use of a range of instant access and notice accounts: Instant Access accounts will be dealt with on an individual, non-aggregated basis. Provider Products Further details Indicative rates % (Actual rates applicable determined at dealing point may be different) Instant Access 95 day notice - Cash Investment Account Interest rates as determined by provider Minimum investment of £100,000 Interest paid monthly Further information can be found via the Scottish Widows website by clicking Instant Access: 0.60 95 Day Notice: 0.80 Instant Access – Cash Deposit Interest rates as determined by provider Minimum investment of £100,000 0.25 Instant Access – Cash Deposit Interest rates as determined by provider Minimum investment of £100,000 0.85 If you wish to access a product from one of the providers below, please contact Client Services and ensure your instruction names the specific provider and product. If you wish to invest in a particular product issue please ensure you have requested the product and we have received a fully and correctly completed instruction and cleared monies in advance of this. Advisers should request a product to be made available at least 14 days ahead of their desired account opening date. A £100,000 minimum deposit per client will apply. All normal procedures will apply. Cash Funds
employees. The endorsement is stamped in the first 1.5 inches on the back of the check on the trailing edge. E. Identification. At this time, there is no citywide policy requiring identification from citizens or customers. The Finance Office suggests that if a City employee is selling “an irretrievable item” such as pool or transit passes, there is a risk in taking a check without identification. If a citizen pays a utility bill and the check is returned for insufficient funds, the check can be charged back to that person’s utility account. If a person buys merchandise with a check that is later returned by the bank, there is no way to retrieve the merchandise. The Finance Office recommends that if identification is it needs to be picture identification such as a ’s License or California State ID card. If you ask for ID write or on front top-center of check a long with the ID number and expiration date. Do not accept expired identification. 9 Credit Card Transactions. A. Walk-in payments. Verify card has not been altered in any way. Take the card and hold the card until the transaction is complete.
Date No. Presented to For From Company Name Address, City, State, Zipcode Phone, Email This certificate is good for 6 months from date or purchase. Good only for amount indicated. US [Amount] Company Website Date No. Presented to For From Company Name Address, City, State, Zipcode Phone, Email This certificate is good for 6 months from date or purchase. Good only for amount indicated. US [Amount] Company Website Date No. Presented to For From
INDEX OF OFFER DOCUMENT Sl. No. Details Page No. 1 NOTICE INVITING OFFERS FOR HIRING OF CASH VANS 3 2 GENERAL INSTRUCTIONS TO OFFERERS 5 3 PROFORMA OF AGREEMENT TO BE ENTERED WITH THE SUCCESSFUL OFFERER 9 4 CASH VAN - SUGGESTED LAYOUT AS PER ANNEXURE-A 16 5 CONFIRMATION FOR ACCEPTANCE OF THE AS PER PROFORMA-A 17 6 APPLICATION FOR HIRING OF CASH VAN AS PER PROFORMA-B 18 7 FINANCIAL QUOTATION AS PER PROFORMA-C 20
PROFORMA – C To be submitted in separate sealed envelope scribed as "FINANCIAL BID" FINANCIAL QUOTATION FOR CERTAIN PERIOD VALID FOR THREE YEARS FROM THE DATE OF AGREEMENT Sl. No. DETAILS Rate Quoted in Rs. (All inclusive) 1 A Consolidated payment (with fuel) Minimum KMs per month: without AC ( Rajkot 4000 Kms) Rs………../- per month 1B For additional KM run in above case: without AC @ Rs..…/- per additional KM amount per month -> 1A + ( 500 x1B) Rs…………/-
Expectations of Managers at MEC Introduction: Managers and supervisors hold a very special place at MEC. They either have the very best jobs or the very worst, depending on your point of view as well as the particular day you ask. On one hand, they are more included in business planning and have more say in how things are done. Plus they can experience higher satisfaction that comes with facing and solving tougher challenges, and on a bigger stage. On the other hand, there’s a reason it’s called ‘middle management’ and that is because…you’re in the middle. In between doctors and staff, patients and staff, two arguing staff members, or your department and some other. These jobs are literally in the middle of everything. They can be fun, challenging, tiring, frustrating, and/or satisfying, and that’s all before lunch time. Due to the importance of these roles, this guide was developed to clarify and support managers in achieving career success here. What follows are notes on many topics. Feedback about any or all of this is welcome. There are two overall concepts, broken into many different parts below. Managers have two priorities: Develop every person working for you, every day. Redesign processes. Human Resources Developing people is one of the most important functions for any manager. For those who continually give feedback, set clear expectations, train, encourage, and hire the best possible people, success will generally follow. ‘Tough, but fair’ is probably the best way to summarize what is needed. More specifically: No care taking. Assume that your staff is capable of keeping their commitments, doing the job according to our standards, and generally competent to handle their own lives. Assuming the opposite makes you their parent, which has ‘long day’ written all over it. Don’t assume they are unfulfilled doing their jobs. Many managers become the personal problem fixer and adviser. This can gratify the ego, but is seldom very helpful and much time can go away. Consider that it is arrogant to assume that others can’t handle their lives. Care taking can also take the form of failing to be straight with someone about what you want and see. Or it manifests in protecting them from other departments or challenging assignments. Caretaking managers, when confronted with some new challenge, will go first
You can also ask for the processing of your personal data to be restricted if: it is inaccurate it is unlawful but you do not want it to be deleted it is due to be deleted but you require it kept because of a legal claim you have objected to the processing of the data and you are waiting for a decision the objection For more information about your rights you can contact the Information Commissioner’s Office, which is the supervisory authority for the United Kingdom. Contact details are: www.ico.org.uk Email: casework@ico.org.uk Tel: 0303 123 1113 Write to: Information Commissioner’s Office, Wycliffe House, Water Lane, Wilmslow, and Cheshire SK9 5AF Transferring information overseas No data collected is transferred overseas.
Students can use the navigation buttons to return to the Student Account Online home page. From the Student Accounts Online, the student can verify the eRefund enrollment status in the eRefund status. “Parent PINs” Section This section describes the steps students must follow to create a Parent PIN to allow parents, guardians and other authorized users to access the student account information. IMPORTANT: The Banner Parent Portal, currently available to Parents (if student granted appropriate permission) is still available to parents. Within the Banner Parent Portal, the parent will be able to see two links (if the parent has been granted permission by the student). Link to view the student Bill by Term Link to CASHNet Parent Login site (Student must create parent pin as described in section below before parents can access the student account online in CASHNet) IMPORTANT: A Parent PIN MUST be created by the student before it can be used. Parent PINs are created and managed by the student. Creating a parent PIN The student can follow these steps to create a Parent PIN: Login into you student account in CASHNet (sections above) Once logged into your student account online in CASHNet, on the home page navigate to the “Parent PIN’s section and click “Add New”. A new browser window will open. In the new browser window complete all information required (required fields are marked with an *asterisk). Complete optional fields if desired and “OK” to continue. IMPORTANT: Please note the student MUST select the access level being granted to the parent. To allow the parents to login, view account information and make payments on student behalf, the first option (be allowed to log in?) MUST be selected. If a student wants a parent to be notified when a payment plan installment is due, the second option (receive Installment payment Plan email notification) MUST be selected. If a student wants a parent to be notified via SMS (text message) the third option (be allowed to receive SMS (text message)) MUST be selected.
15: The District’s financial statements include the following amounts presented in the aggregate. General Fund ASB Fund Capital Projects Fund Debt Service Fund Transportation Vehicle Fund Nonspendable Fund Balance Inventory and Prepaid Items $xx,xxx $xx,xxx Restricted Fund Balance For Other Items $xx,xxx $xx,xxx $xx,xxx $xx,xxx $xx,xxx For Unequalized Deductible Revenue $xx,xxx For Fund Purpose $xx,xxx $xx,xxx For Carryover of Restricted Revenues $xx,xxx For Skill Centers $xx,xxx $xx,xxx For Carryover of Food Service Revenue $xx,xxx For Debt Service $xx,xxx $xx,xxx $xx,xxx For Arbitrage Rebate $xx,xxx $xx,xxx $xx,xxx $xx,xxx For Self-Insurance $xx,xxx For Uninsured $xx,xxx $xx,xxx $xx,xxx $xx,xxx Committed Fund Balance For Economic Stabilization $xx,xxx Commitments $xx,xxx $xx,xxx $xx,xxx $xx,xxx $xx,xxx Assigned Fund Balance Contingencies $xx,xxx Other Capital Projects $xx,xxx Other Purposes $xx,xxx Fund Purposes $xx,xxx $xx,xxx $xx,xxx $xx,xxx Unassigned Fund Balance $xx,xxx In addition, the Capital Projects Fund has the following amounts in Restricted Fund Balance, based on the source of the revenues: Restricted from Bond Proceeds $xx,xxx Committed from Levy Proceeds $xx,xxx Restricted from State Proceeds $xx,xxx Restricted from Federal Proceeds $xx,xxx Restricted from Other Proceeds $xx,xxx Restricted from Impact Fee Proceeds $xx,xxx Restricted from Mitigation Fee Proceeds $xx,xxx
20XY 20XZ 20YA 20YB Total At August 31, 20XX, the District had $_______ available in the Debt Service Fund to service the general obligation bonds. Bonds Authorized But Unissued (Schedule for bonds authorized but unissued.) Refunded Debt (In the year of advance refunding.) (On ________, 20__, the District issued $____ million in general obligation bonds with an average interest rate of ______ percent to advance refund $_____ million of outstanding _____ series bonds with an average interest rate of ____ percent. The net proceeds of $_____ million after payment of $____ million in underwriting fees, insurance, and other issuance costs plus an additional $______ million of ____ series sinking fund moneys were used to purchase U.S. Government securities. Those securities were deposited in an irrevocable trust with an escrow agent to provide for all future debt service payments on the ____ series bonds. As a result, the ____ series bonds are considered defeased. The District advance refunded the _____ series bonds to reduce its total debt service payments over the next ___ years by $_____ million and to obtain an economic gain (difference between the present values of the debt service payments on the old and new debt) of $_____ million.) Cash Flows Difference Old Debt Service Cash New Debt Service Cash Flows Less Accrued Interest In XX/XX/XX Payment Plus District Contribution from Sinking Fund Resources Total
……………...……………………………….. ………|…..... TOTAL INCOME £ | A EXPENDITURE – PLEASE LIST ALL ITEMS BELOW £ p Referees…...……………………………….. ………|……. Gym Rent.....……………………………….. ………|……. Player Registrations……………………….. ………|……. Stationary…………………………………… ………|……. ………|……. ……………...……………………………….. ………|……. ……………...……………………………….. ………|……. ……………...……………………………….. ………|…….
Contraception & Sexual Health Service (CASH) Clinic Details Please find below details of the CASH clinics to be provided from 1st September 2016. To book an appointment, please ask patients to telephone the CASH clinic on 01325 952277. Clinic Services Time & College Clinic (Open to college students only) Emergency Contraception C-Card Implanons Contraception Advice Chlamydia and gonorrhoea screening Contraception (pill, patch, Depo) Pregnancy testing Monday 9.30am – 1.00pm (term time only) Darlington College Haughton Road People’s Clinic (13-25 years only) Emergency Contraception C-Card Implanons IUS/IUD Contraception Advice Chlamydia and gonorrhoea screening Contraception (pill, patch, Depo) Pregnancy testing Tuesday 4pm – 7.30pm Denmark Street Surgery Evening Clinic (13 years+) Emergency Contraception C-Card Implanons IUS/IUD Contraception Advice Chlamydia and gonorrhoea screening (under 25s only) Contraception (pill, patch, Depo) Pregnancy testing Complex contraceptive problems Wednesday & Thursday 4pm – 7.30pm Denmark Street Surgery Weekend Clinic (13 years+) Emergency Contraception C-Card Implanons IUS/IUD Contraception Advice Chlamydia and gonorrhoea screening (under 25s only) Contraception (pill, patch, Depo) Pregnancy testing Complex contraceptive problems Saturday 9.30am – 1.00pm Denmark Street Surgery
Cash Flow Template Cash in – This is a list of all the cash inflows from customers including deposits, full payments as well as capital items such as the sale of assets or a bank loan. The key is to be realistic as to when you will receive the cash in your bank account. Cash out – This is a list of all cash payments including operational costs, capital costs such as buying new equipment and of course taxation and VAT payments. Opening balance – This is the balance of cash you have available when you start preparing the cash flow. Closing balance – This balance identifies if you will have a positive balance at the bank on a month by month basis. your cash inflows and outflows focusing on the month when the cash will enter or leave your bank account – not when you will receive the invoice. The cash flow will need to be updated regularly with the actual figures so that your projections are realistic.
Age Range: 19-74 Table 2. Last known address by region of convicted ‘cash-for-crash’ fraudster (2008-2014) % of Prosecutions % of UK Population East Midlands 2.2 7.2 East of England 17.2 9.3 London 16.8 13.0 North East 3.4 4.1 North West 38.8 11.1 South East 4.1 13.7 South West 0.7 8.4 1.9 4.8 West Midlands 5.6 8.9 Yorkshire and Humberside 9.3 8.3 Scotland 0.0 8.3 Northern Ireland 0.0 2.9 N=268 Note: 1 The researchers secured the population of the regions from (ONS, 2015) and then a last known address of an offender was identified it was linked to a region. The researchers were then able to calculate from the total number how many offenders had last known addresses in each region. Table 3. Fraudsters and suspected fraudsters interviewed ‘Name’ (not real name) Role in ‘Cash-for-Crash’ Fraud Outcome Guy Worked for a company where there were a number of fraudulent claims made and he was asked to become involved for a payment. His involvement was supplying his work van to be smashed. He was caught amongst many others and sentenced to 6 months imprisonment. He also lost his job and at the time of interview was out of work.
CASH IN TRANSIT PROPOSAL FORM Section A: General Q1 – Please provide registered name and address of Proposer: Name of Proposer Company name Head office address Please include any subsidiaries to be covered hereunder: Name of subsidiary Address Q2 – Please provide addresses of branch office/depots and/or operating bases (if any): Name Address Q3 – How long have you been in business? Years Months Q4 - List Directors and Officers of the Company and how long they have held this position: Name Job title Length of service in current job
Appendix one: Equipment Tick Boxes Below that Correspond to Questions Make Model/Year Licence Plates & Registration Number Average Amount Carried Maximum Amount Carried 1. What is the protection level of the vehicle (please insert a number) 2. Is the vehicle alarmed? 3. Does the vehicle have two compartments? 4. Is there a tracking system? 5. Is there a bulkhead that fully protects at least one member of the crew whilst any one door to the armoured vehicle is open? 6. Is the body entirely bullet * 7. Are automatic door locking systems in place? 8. Is the vehicle fitted with a radio system? 9. Does the vehicle run on flat tyres? 10. Are gun sealed? *(that is able to stop or deflect a 9mm bullet at 1,500 feet per second or 450 meters per second?) Please record any other information you think relevant
ANNEX 1 Examples of Save the Children-supported CSSP Programmes with Cash Plus for Children Components Name of Initiative and Main Implementing Agency Key Cash Plus Component(s) Type of cash transfer Palanhar Plus’, India (CSSP Dungarpur) Government leads on cash component, with SC supporting the ‘Plus’ Promote the household to care for and invest in children Develop life skills of children to promote their agency State wide cash transfer to caregivers of orphans or other vulnerable children conditioned on school enrolment ‘Making the 4PS deliver more for children’, Philippines Government (cash component), SC supporting the ‘Plus’ Promote the household to care for and invest in children Develop life skills of children to promote their agency Nation-wide conditional cash transfer for poor households identified through PMT grant for under 5s in Nepal Government (cash component), SC supporting the ‘Plus’ Promote the household to care for and invest in children Critical and minor improvements in the quality of basic services Nation-wide unconditional cash transfer on social targeting
The Memorandum of understanding will comply with the requirements of the Freedom of Information Act (2001) LA-provided Data Sets (for CASL/LASL) 5.1 LEVEL 1 (County-Area-National-Statistical Neighbour) Summary – all key stages Summary – EYFS – Key Stage 1 – Key Stage 2 Summary – Key 3 – Key Stage 4 – Post-16 LEVEL 2 (All schools – headline data) 5.2.1 EYFS – attainment All pupils Boys Key Stage 1 – attainment English-maths – all pupils English-maths – boys English-maths – girls Key Stage 2 – attainment English & maths – all pupils English & maths – boys English & maths – girls English – all pupils English – boys English – girls – all pupils Maths – boys Maths – girls Key Stage 2 – progress 2 & 3 levels progress – all pupils 2 & 3 levels progress – boys 2 & 3 levels progress – girls Key Stage 4 – attainment and progress GCSE – all pupils GCSE – boys GCSE – girls 2 & 3 levels progress – all pupils 2 & 3 levels progress – boys 2 & 3 levels progress – Post-16 – A level attainment A level – all pupils A level – all pupils A level – all pupils 5.3 LEVEL 3 (Individual schools – “school profile”)
The two steering groups are almost fully populated now and have held their first meetings. An update on their work will be provided at the Heads’ Briefing and Governor Briefings. Education Steering Group Membership Primary Rep – Ursula Clark Secondary Rep – Simon Uttley (Chair) Independent Rep – Ged Owens Governor Rep – David Knight SCITT Head Rep – Veronica Woodward Frassati Partnership – Helen Ellery Mother Teresa Partnership – Jamie Carroll Newman Partnership – Roxy Ashworth Edith Stein Partnership – Colin Flanagan IOW Partnership – Tim Eccles Encompass – Juanita Dunlop CTSA – Bill James CASO – Catherine Hobbs, Edmund Adamus, Robert Dare Stewardship Group Membership Primary Rep – James Broadbridge Secondary Rep – Matt Quinn (Chair) Independent Rep – Karl McCloskey Governor Rep – SBM Rep – To be appointed following SBM Partnership Meetings Frassati Partnership – John Cosgrove Mother Teresa Partnership – Julie Bray Newman Partnership – Lyn Bourne Edith Stein Partnership – Sarah Wall IOW Partnership – Trustee – Gerard Dailly Diocesan Surveyor Schools – Hilary Foley CASO – Catherine Hobbs, Edmund Adamus, Robert Dare As you can see there is a vacancy for a Governor Rep. If you would like to serve on this group, are free for daytime meetings and prepared to travel to attend the meetings please let me know. Primary Catholic Partnership SCITT Many schools in our diocese have benefitted from employing teachers who have been trained through the PCP All providers are finding it increasingly difficult to recruit people to train to teach. If we want Catholic trained teachers for our schools, it is important that we support the work of the PCP. Shortly after half term the PCP will be sending you a paragraph for insertion in school and parish newsletters about a recruitment event they will be holding. I would ask that you support this. MA, Leading Innovation and Change Part-Time [2 years] Taught and accredited by St Mary’s University Delivered at Blessed Hugh Faringdon School, Reading Blessed Hugh Faringdon Secondary School, Reading are exploring the running of a part-time [2 year] MA programme, taught and accredited by St Mary’s University, at Blessed Hugh Faringdon School. To this end they have arranged a briefing by the Senior Course Tutor, James Tallon, at 3pm on Wednesday 28th February at the school. The MA is called Leading Innovation and Change and the details are available via this link
Pathways from CSMT CSMT utilise a number of the services available in the Mid-West referring to the Respite House on a number of occasions, also working with Aislinn treatment centre, Youth homeless service, Novas, FAI, Saoirse, Ana Liffey, Limerick Youth Service, Clare Youth Service and adult education services. Inter-agency collaboration: Roscrea Boys Group St Augustines Aislinn MWRDTF Saoirse FAI-Jason Oconnor Northstar Bushypark Barnardos person’s homeless service Clare and Limerick Youth Services Traveller support group HSE Drug and Alcohol Service Probation Social work department Extern Foroige Bedford Row Respite house Red Tec YouthReach TRYS Cheim ar Cheim Focus Ireland Hospital FRC Children's Grief Project Garda Diversion Projects St Mary's Health Centre St Munchins FRC Southill FRC Northstar SFP Ballynanty Health Centre Le Cheile YAP VEC Northstar Ana Liffey Education and Welfare officer Training: CSMT hosted the CRA/ ACRA/ CRAFT training in February 2013: The ACRA/CRAFT training took place in the last week of February and was a success in terms of delivery, feedback and organisation. An evaluation of the training was carried out, sample of responses as follows: CSMT actively involved in encouraging, motivating and providing support groups for those wishing to avail of CRA/ACRA/CRAFT accreditation throughout the 1st quarter and coming months.
CALGARY AIRPORT Slo- Pitch Association CLUB YC PARK RULES All alcoholic beverages must be purchased from the YC Social Club and must be consumed on YC Social Club property. Anyone found on YC Social Club property in possession of and or consuming alcohol not purchased from the YC Social Club is subject to immediate removal from YC Social Club property and teams will subjected to severe fines. Any further disciplinary action shall be at the Club YC board of directors discretion. No Alcohol on playing field. All alcohol must remain in the dugout. No Pets of any kind are allowed on Club YC property. Severe fines are applicable if found with a pet on the property. Exception: Guide dogs or Service animals will be permitted. LEAGUE RULES All games must begin on time. A 10 minute grace period shall be given to all teams. A team must have a minimum of 8 players (must have 2 female players) to begin a game. Fines and a forfeit will be given to teams who fail to field a team after the 10 minute grace period has elapsed. The batting order must not exceed 3 male batters in a row followed by a female batter. After the 10th batter is achieved in the batting order, you may continue to bat all players – provided a 1 male and 1 female order is attained. All rain outs shall be called by the Club YC President and/or CASPA Director of Safety up to 4 pm the day of. Cancellations will be posted on the online system and it is the responsibility of captains to view that system for communication. After 4 pm, teams are expected to show up for scheduled game times. Games that are called rainouts shall be rescheduled by the ball league committee.
The example table below outlines recommended data assessment and data collection methods that would be used to address the example management questions for sediment. The content of each column should be as follows: Management Questions: List the management questions identified in Section 3 for specific Program Elements and outcome levels. Each primary management question should have its own row. Data Assessment Methods: Identify the specific data assessment type (e.g., Descriptive Statistics). Identify the specific metrics and how they will be analyzed in order to answer the management questions. Data Collection Methods: Identify the specific data collection type (e.g., Internal Tracking by Stormwater Program). Identify the specific information or data needed and how it will be collected. Table 5. Sediment Management Questions, Data Assessment Methods, and Data Collection Methods, by Program Element Management Questions Data Assessment Methods Data Collection Methods Construction Site Stormwater Runoff Control [Outcome Level 2-3] Are the construction sites being managed so that they are in compliance with the corresponding permits, local codes, and ordinances and preventing sediment from leaving the site? Are Erosion and Sediment Control BMPs implemented and maintained? Are any of the construction sites a source of illicit discharges of sediment? If so, are these sites aware of the BMPs that they should be implementing on site, and are these BMPs implemented and maintained? What are the common issues with BMP implementation that are identified during inspections? Descriptive Statistics Total # of sites # inspections conducted # and % of adequately implementing BMPs # verified illicit discharges involving sediment from construction sites # and % of requiring follow-up inspection # and % of in compliance pre- and post-follow-up inspection Qualitative Assessment Narrative assessment of common issues with BMP implementation that were identified Internal Tracking by Stormwater Program; Site Investigations/Inspections Track inspection results for all sites inspected, including number of initial inspections and follow-up inspections, number and type of BMPs implemented, issues identified Track illicit discharge source investigation results
catalogued by the cassava breeder) after the survey is completed. This will require interpretation of data by the analyst in consultation (?) with the breeder and determining which variety that data point represents based on the information provided in Section Z. METHOD D: Identification of varieties by experts (i.e., breeders) based on photographs This Method consists of: Taking photographs of the cassava in the field as per the instructions included in Section Z. The enumerator will take photographs of the cassava plant selected for Method C. A protocol to record and identify each photo with the correct farmer, field and variety data point will be developed. Consultation with cassava experts/breeders to identify cassava varieties. An expert elicitation meeting will be convened the end of the survey to seek their opinion on varietal identification based only on the photographs. Annex 2 Draft Questionnaire—HH Level Survey Instrument
COMPLETING THE INFORMATION, TAKE A PHOTO OF THIS TABLE BEFORE CONTINUING SECTION Z. Household Id: ______________ Enumerator: Please use one row for each variety the farmer is growing on this field Z5: Enumerator: Please note the time you start this module, (hh:mm) Z5.1_____:Z5.2_____ X10 X11 Z6.1 Z6.2 Z7 Z8 Z9 Z10 Z11 Z12 Z13 Z14 Variety ID Name of the Variety Write legibly The varieties should be listed in the same order as in X11. If this module is completed for plants representing natural variations, record them under “Variations of Varieties” and label the variety as <variety name 1>, <variety name 2>, etc. Select a plant identified by the farmer as representing the variety in X11 (avoid border plants) and record the following characteristics of the plant representing each variety planted on this Field. Take photos as noted below per the protocol established. Planting date (Ask the farmer) MM | YY Color of apical leaves [3] green [5] Dark [7] Purplish [9] Purple [99] Not observable due to Plant age (too old) If observable, take photo Pubescence of apical leaves [0] Absent [1] Present [99] Not observable due to age (too old) If observable, take photo Petiole color [1] Yellowish-green [2] [3] Reddish-green [5] Greenish-red [7] Red [9] Purple Take photo Leaf color [3] green [5] Dark green [7] Purple [9] Purple Take Shape of central leaflet Note the code number from the picture Color of stem [3] Orange [4] [5] Golden [6] Light brown [7] Silver [8] Gray [9] Dark brown Take photo Growth habit of stem [1] Straight [2] Zig zag Branching height [0] No branching or generally unbranched [1] Low branching (less than 1/3 of plant) [2] High branching (above 2/3 of total height) Take photo V1 V2 V3 V4 V5 V6 V7 Observed Variations in Varieties: V11 V12 V13 V14 V15
Life Skills: Final handbook is being written now with the Rebound guides helping to compile information on topics. It will be ready for the final CASSC meeting. 9. Other business No other business 8. Adjournment Motion to adjourn by Sean Carlin
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Atlantic Falcons and won 31- 17. Kevin Kolb started for his second week in a row after Michael Vick’s injury. Kolb passed for 326 yards and had three touchdowns. Kolb’s main receiver was Jeremy Maclin who caught seven passes for a combined 159 yards and two touchdowns. One of touchdowns was an incredible 83 yard run. DeSean Jackson also had a good game. He scored two touchdowns before leaving the field with a concussion in the second quarter. DeSean Jackson had a massive hit made on him by Falcon cornerback Dunta Robinson. LeSean McCoy ran for 64 rushing yards and 21 receiving yards. Back up running back Eldra Buckley also had 40 rushing This victory helped Eagle’s morale by bringing their winning streak to two wins in a row. This brings their record to four wins and two losses. Eagles showed that they were the dominant bird! E-A-G-L-E-S EAGLES!!!
Works Cited El-Gamaty, Guma. “Libya: The Story of the Conflict Explained.” Israeli–Palestinian Conflict | Al Jazeera, Al Jazeera, 27 Apr. 2016, Jones, Bryony. “Libya's Chaos, Explained in Five Graphics.” CNN, Cable News Network, 4 Aug. 2016, “Libya Country Profile.” BBC News, BBC, 29 May 2018, Stephen, Chris. “War in Libya - the Guardian Briefing.” The Guardian, Guardian News and Media, 29 Aug. 2014, “The World Factbook: LIBYA.” Central Intelligence Agency, Central Intelligence Agency, 12 July 2018, .
teacher/AM monthly Guided Reading Teacher assessed Once Upon a Monday (monthly unsupported writing) Assessed against performance indicators (Level descriptors for Yr 6) Peer assessed task Moderation of Year 4 writing (internally) Peer assessed task Speaking and listening teacher assessment Peer assessed task Moderation of Year 1, 3, 5 writing (internally) Peer assessed task Peer assessed task DLP Moderation of Year 6 writing Yr 6 SATs: Reading, spelling, punctuation and grammar (externally marked) Peer assessed task Speaking and listening teacher assessment
School Pupil Tracker updated at the end of each unit according to Key performance indicators. Mathematics Base-line assessment on Star Maths Times tables test weekly Guided maths teacher assessed Star Maths Accelerated Maths used at the beginning/end of each unit Star Maths Mental maths tests weekly Star Maths Star Star Maths Yr 6 SATs: Mathematics (externally marked)