zilongwang/ReadingBank huggingface dataset:
Signed for and on behalf of The Crown in Right of Tasmania by (a duly authorised person) in the presence of: Signature of witness Name of witness (block letters) Address of witness Occupation ) ) ) ) ) Signature The Common Seal of (ACN ) in the presence of: Director Director/Secretary ) ) ) ) The Common Seal of (ACN ) fixed in the presence of: Sole Director/Sole Secretary (Print full name) ) ) ) )
Signed for and on behalf of (a partnership) by (Partner) who, by executing this Agreement, warrants authority to do so on behalf of all the partners, in the presence of: Signature of witness Name of witness (block letters) Address of witness Occupation ) ) ) ) ) ) ) Signature The Common Seal of Inc (ABN ) fixed in the presence of: Committee Member Committee Member/Public Officer ) ) ) ) Schedule 1 Contracted Services The services to be provided, are as follows: [description of services]
Signed for and on behalf of (a partnership) by (Partner) who, by executing this Agreement, warrants authority to do so on behalf of all the partners, in the presence of: Signature of witness Name of witness (block letters) Address of witness Occupation ) ) ) ) ) ) ) Signature The Common Seal of Inc (ABN ) fixed in the presence of: Committee Member Committee Member/Public Officer ) ) ) ) Schedule 1 Contracted Services The services to be provided, are as follows: [description of services]
CONTACTS: 1. Lindsay Dunse 2. Val McNeil 3. Max MacKenzie Inglis House Glenjaan Ardlui Ayr Street Moniaive Dunreggan Moniaive Moniaive DG3 4HW DG3 4JE DG3 4HH Tel: 01848 200666 Tel: 01848 200301 Tel: 01848 200068 (Session (Clerk to the Board) (Treasurer) Revised January 2018 Page 3 of 4
Read contract for requirements CM Develop auditing system using KPI’s and measuring matrix CM Ensure staff are familiar with system and auditing process CM Forward copy of proposed auditing system to Contractor CM 7. Risk Assessment and OH&S Plan Obtain copies of Contractor’s Risk Management & OH&S Plans CM Consult with OHS dept. re process for Contractor OH&S CM/RM Set OH&S audit process and ensure staff are familiar with process CM/RM Develop OH&S audit template CM/RM Use risk management system to develop a contingency plan based on nominated and other risks CM/RM 8. Contract Meeting Facilitate a contract management meeting to discuss all pre-commencement requirements CM/ Con Document all agreed outcomes of the contract management meeting CM/ Con Determine the agenda and frequency for future meetings in consultation with contractor CM/Con Ensure that the contractor has the appropriate specifications/drawings e.g. correct versions etc. CM/Con 9. Induction Program Conduct an induction program in association with contractor CM/Con Arrange with Finance and Risk Management to be included in Induction process. CM/Con Post Contract Commencement Actions Who Completed Yes No Date Completed Comment 1. Audit Contractor OH&S Compliance
Meetings This section contains a summary of the purpose, attendees (as per the list in 2), frequency and format of various contract meetings. The meetings proposed below are a guide to the types of meetings that you might arrange to manage the contract. Adjust the table as needed. Table 3: Meeting schedule Meeting Purpose Supplier attendees Organisation attendees Frequency Meeting elements Executive meeting To discuss information to support decisionmaking at the executive level [Insert names and titles] Typically supplier executive and supplier account manager attends [Insert names and titles] Typically the chief procurement officer, the head of the organisational area that ‘owns’ the contract and the contract manager attends [Insert meeting frequency] Typically sixmonthly, annual or as required Supplier and contract information for segments strategic, high risk and critical to business contracts; Key financials; Key performance data; Escalated issues; and High (and extreme) Mgmt. meeting To discuss information to support management decisions [Insert and titles] Typically supplier account manager attends [Insert names and titles] Typically contract manager and senior organisation natural owner attends [Insert meeting frequency] Typically monthly, quarterly or sixmonthly or as required Review performance against KPIs Review operational issues and establish action plan Review insurances to ensure currency Agree any process/policy changes Identify events that may impact service Identify if any penalties or bonuses apply Operations meeting To review current operational status of contract and determine whether improvements required [Insert names and titles] Typically daily supplier contact attends [Insert names and titles] Typically contract manager, natural owner and contract users attend [Insert meeting frequency] Typically weekly or monthly or as required Review status Review KPIs Identify/review issues and areas for management attention Review change requests and manage change control process
Meetings This section contains a summary of the purpose, attendees (as per the list in table 2), frequency and format of various contract meetings. The meetings proposed below are a guide to the types of meetings that you might arrange to manage the contract. Adjust the table as needed. Table : Meeting schedule Meeting Purpose Supplier attendees Organisation attendees Frequency Meeting elements Executive meeting To discuss information to support decisionmaking at the executive level [Insert names and titles] Typically supplier executive and supplier account manager attends [Insert names and titles] Typically the procurement officer, the head of the organisational area that ‘owns’ the contract and the contract manager attends [Insert meeting frequency] Typically sixmonthly, annual or as required Supplier and contract information for segments strategic, high risk and critical to business contracts; Key financials; Key performance data; Escalated issues; and High (and extreme) risks Mgmt. meeting To discuss information to support management decisions [Insert names and titles] Typically supplier account manager attends [Insert names and titles] Typically contract manager and senior organisation natural owner attends [Insert meeting frequency] Typically monthly, quarterly or sixmonthly or as required Review performance against KPIs Review operational issues and establish action plan Review insurances to ensure currency Agree any process/policy changes Identify events that may impact service Identify if any penalties or bonuses apply Operations meeting To review current operational status of contract and determine whether improvements required [Insert names and titles] Typically daily supplier contact attends [Insert names and titles] Typically contract manager, natural owner and contract users attend [Insert meeting frequency] Typically weekly or monthly or as required Review status Review KPIs Identify/review issues and areas for management attention Review change requests and manage change control process
Contract expiry At the expiry of the contract, the supplier must handover all necessary records and information to ensure, at a minimum, that recordkeeping, data capture and intellectual property requirements are met. Similarly, NSWP must provide any outstanding reports, payments or other items to the supplier including the discharge of any performance and related financial guarantee. Exit plan The Exit Plan will vary between contracts, but should address at least: return of any documents return or transfer of any inventory access to any software coding on interface information that allows for use and maintenance of any software that has been developed and paid for under the contract maintenance of confidentiality terms of any disclosure of any info‎ to the media use of any IP that had been developed as part of the relationship return of any security access use of any Government branding. An exit plan template is available. File path/link to exit plan: [Link/File path] Transition plan If the contract has been renewed and a new supplier is in place, a transition plan will also be required. The transition plan assists with successful on-boarding of the new supplier and exit of the incumbent A transition plan template is available. File path/link to transition plan: [Link/File path]
Benefits realisation Benefits register ID Description Owner Data Source Type Baseline ($K) Target ($K) Actual ($K) Variance ($K) Comment/Actions 1 Financial Non-Financial 2 Financial Non-Financial 3 Financial Non-Financial 4 Financial Non-Financial 5 Financial Non-Financial 6 Financial Non-Financial Note: Savings and key qualitative benefits must be recorded in the NSW Procurement Benefits Register with the PMO. For more information on benefits realisation to the NSW Government .
Costs associated with bonuses and merit raises are allowable if they are reasonable and are consistent with compensation paid to other employees who perform similar work in the organization. Food Food purchases made with Workforce Solutions funds are to be limited. Subrecipients are expected to exercise discretion and good judgment when making a decision to spend money for food. Purchasing food with Workforce Solutions funds is generally not allowable. Subrecipients may not use Workforce Solutions funds to buy food for job fairs, open houses and routine or regular staff meetings. Subrecipients may not use Workforce Solutions funds to buy food for their own boards of directors, for Subrecipient social events, or similar kinds of events, including any events where there is a social component or entertainment of any kind. Subrecipients may not use Workforce Solutions funds to purchase alcoholic beverages, to buy or furnish entertainment or to buy any other related items or services explicitly disallowed by applicable federal and state laws and regulations. A Subrecipient may use Workforce Solutions funds to purchase food on rare occasions if the purchase is necessary, reasonable, allocable to a benefiting funding stream, and allowable as a part of a work-related training event. Proper documentation of any and all such food purchases must be maintained by the Subrecipient. Board staff will not pre-approve expenditures for food. The Board may disallow an imprudent or unallowable expenditure that is questioned during financial monitoring or an audit. Travel Reimbursement Rates Effective January 1, 2018 Motor Vehicle Mileage As established by State Comptroller-currently 54.5 cents per mile Air Fair Lowest Available Rate Meals and Lodging for 2017-2018
Undertake an OH&S compliance audit of contractor CM Forward copy of audit results to Contractor and record any non-conformances CM Notify Risk Dept. of any breaches and determine appropriate actions CM / RM Meet with contractor to discuss and agree on remedial actions CM / RM Prepare agenda and forward invitation and agenda to contractor CM Record minutes of meetings including any subsequent actions to be carried by either party CM Forward copy of minutes of meeting to contractor CM 2. Contract Meetings Prepare agenda and forward invitation and agenda to contractor CM Record minutes of meetings including any subsequent actions to be carried by either party CM Forward copy of minutes of meeting to contractor CM 3. Payment Claims Upon receipt of claims ensure that works completed are in accordance with claims. CM For construction works – ensure that you comply with the requirements of the Building & Construction Security of Payments Act 2002 CM Ensure that payments are made in accordance with Finance Dept. procedures CM Actions Who Completed Yes No Date Completed Comment
6. Contract Expiry/Transition Out Develop transition out plan in conjunction with contractor CM/Con Conduct contract meeting to consolidate actions, responsibilities and timeframes CM/Con Engage incumbent contractor in any relevant transition meetings with new contractor CM/Con Take receipt of all intellectual knowledge belonging to Council CM/Con Conduct exit audit with outgoing and incoming contractors to identify outstanding work and overall standard of relevant assets CM/Con Carry out de-briefing meeting to determine positive and negative aspects of services/works. This meeting should include contract management staff, procurement, contractor and other stakeholders CM/PD/ Con Negotiate any final payments based on incomplete or sub-standard works CM/Con Make arrangements for any Securities to be returned to outgoing contractor CM/Con Pay out security at Practical Completion based on specified percentages as per contract CM Return remaining securities upon completion of defects liability period CM Appendix 3 - Contract Variation Form Contract No Contract Title Contractor Superintendent Variation number: Date: / / Description of proposed variation and reason: Will the variation be at an additional cost to original contract amount? Yes No
Appendix 1 Estimating the Contract Value The timing and method for calculating the estimated value of contracts shall be as follows: 1 Timing of estimating the contract The calculation of the estimated value of a contract shall be based on the total amount payable, net of VAT, as estimated by the Executive Director. This calculation shall take account of the estimated total amount, including any form of option, extension, and any renewals of the contract: the EU Regulations apply the estimate must be valid at the moment at the contract notice is sent, or, where such notice is not required, at the moment at which the Executive Director commences the contract awarding procedure; or, where the EU Regulations do not apply the estimate must be valid at the moment at the Executive Director commences the contract awarding procedure. Framework agreements and dynamic purchasing systems For framework agreements and dynamic purchasing systems, the to be taken into consideration shall be the maximum estimated value, net of VAT, of all the contracts envisaged for the total term of the framework agreement or the dynamic purchasing system. Innovation Partnerships For innovation partnerships, the to be taken into consideration shall be the maximum estimated value, net of VAT, of the research and development activities to take place during all stages of the envisaged partnership as well as of the supplies, services or works to be developed and procured at the end of the envisaged partnership. Works contracts For works contracts, calculation of the estimated value shall take account of both the cost of the works and the total estimated value of the supplies necessary for executing the works and placed at the contractor s disposal by the Council. Treatment of Lots
Appendix 2 Minimum timescales for receipt of expressions of interest and tenders subject to the EU Regulations Procurement Type Procurement Procedure Minimum days for receipt of applications/requests to participate + Minimum days for receipts of offers ++ Goods, Works and Services Open N/A 35# Open (with Prior Information Notice) N/A 15# Restricted 30 30# Restricted (with Prior Information Notice) 30 10# Accelerated Restricted (for matters of urgency) 15 10 Competitive Procedure with Negotiation (with OJEU notice) 30 30# Competitive Procedure with Negotiation (with Information Notice) 30 10# Accelerated Competitive Procedure with Negotiation (for matters of urgency) 15 10 Competitive Dialogue 30 N/A Innovative Partnership 30 N/A Negotiated Procedure (without prior publication) N/A N/A + Means, for example, requests to be selected to tender/expressions of interest/pre-qualification questionnaires.
concerning the contracts awarded during the year under the EU Regulations. The Head of Procurement is responsible for these statistical returns and will make the necessary arrangements for information to be collected annually. Executive Directors shall provide all information which the Head of Procurement requires in order to make such statistical return. Damage to Council property In the of Council property being damaged by fire or other insured peril and it is expedient in the Council’s interests not to proceed to effect reinstatement of the property using normal procedures under these Contract Procedure Rules, then upon the approval of the loss adjuster acting for the Council’s insurers, the appropriate Executive Director, in consultation with the Executive Director (Resources), shall be authorised to proceed to carry out any necessary works taking into account the requirements of the EU Regulations including the use of the urgency procedures if appropriate. Emergency procedures In the event of circumstances rendering emergency measures necessary which cannot expediently be approved through normal Council procedures, the appropriate Executive Director and the Executive Director (Resources) are authorised, notwithstanding anything contained in the Council’s Contract Procedure Rules or Financial Procedure Rules, to carry out or contract for the immediate carrying out of any necessary works or to do anything else necessary on behalf of the Council. In a continuing emergency any action or contract entered into shall be reported to a Special Council Meeting which shall take such action as necessary to deal with the situation. Prior to reference to the Council, such exercise of emergency measures shall be subject to a total limit of expenditure which must be less than £250,000. Waivers of Contract Procedure Rules Waivers of any of Contract Procedure Rules shall only be given in exceptional circumstances. Waivers may not be made retrospectively. An Executive Director empowered to let a particular contract shall consult with the Executive Director (Resources) prior to making any proposal to waive these Contract Procedure Rules. Waivers shall be reported in writing by the Executive Director or Assistant Executive
The preceding paragraphs contain conditions established for the wellbeing of the dog and to uphold and maintain the reputation of quality that Monarch Havanese has established. The buyer’s agreements will continue for the life of the dog and the seller will have to right to enforce the agreements. Seller: _____________________________________ Buyer:______________________________________ Agrees to on this date: _______________________________ Proof of spay/neuter received on: __________________________ AKC limited registration papers mailed on: _____________________________
Please check the box below to indicate compliance with Procurement Regulations. The SFA has adhered to the procurement standards specified in 7 CFR §210.21 in contracting with the food service management company Section A - SFA Responsibilities Indicate the page number(s) and accompanying section(s) of mandatory language. Page No./Section No. ___ ___1. Provisions Under Program Agreement, §210.16(a)(2)—ensure that the food service operation is in conformance with the SFA's agreement under the program. ___ ___2. Signature Authority, §210.16(a)(5)—retain signature authority on the SA-SFA agreement and related document reports: ___ ___ a. free/reduced application process, including hearings and verifying free & reduced meal applications ___ ___ b. SFA’s free & reduced price policy statement & agreement ___ ___ c. Monthly claims for reimbursement ___ ___ d. Commodity Order Forms ___ ___3. Control of the School Food Service Account and Overall Financial Responsibility §210.16(a)(4) ___ ___a. retain control of the nonprofit school food service account and overall financial responsibility for the nonprofit food service operation; and ___ ___b. retain control for the establishment of all prices, including price adjustments, for meals served under the nonprofit school food service account, e.g., pricing for reimbursable meals, a la carte service including vending machines, and adult meals. ___ ___c. USDA, FNS Guidance for School Food Authorities Contracting with FSMC – If FSMC promises a guarantee to meet fiscal goals specified by the SFA, the SFA must ensure that all conditions and assumptions of a break even be clarified and defined and any guaranteed return promised by the FSMC is defined (using actual numbers) and remains in the non-profit food service account. If the contract contains such guarantees, the contract should also contain language that ensures that the FSMC bears responsibility for failure to meet those goals. “Returns” cannot be contingent upon multi-year contract duration.
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thus appears that the prime consideration in the Restatement was “economic waste;” and that the prime consideration in McCormick, Damages, and in Jacob & Youngs, Inc. v. Kent, supra, was the relationship between the expense involved and the “end to be attained”—in other words, the “relative economic benefit.” view of the unrealistic fact situation in the instant case, and certain Oklahoma statutes to be hereinafter noted, we are of the opinion that the “relative economic benefit” is a proper consideration here. This is in accord with the recent case of Mann v. Clowser, 190 Va. 887, 59 S.E.2d 78, where, in applying the cost rule, the Virginia court specifically noted that “… the defects are remediable from a practical standpoint and the costs are not grossly disproportionate to the results to be obtained” (Emphasis supplied). O.S.1961 §§ 96 and 97 provide as follows: § 96. …Notwithstanding the provisions of this chapter, no person can recover a greater amount in damages for the breach of an obligation, than he would have gained by the full performance thereof on both sides…. § 97. …Damages must, in all cases, be reasonable, and where an obligation of any kind appears to create a right to unconscionable and grossly oppressive damages, contrary to substantial justice no more than reasonable damages can be recovered. Although it is true that the above sections of the statute are applied most often in tort cases, they are by their own terms, and the decisions of this court, also applicable in actions for damages for breach of contract. It would seem that they are peculiarly applicable here where, under the “cost of performance” rule, plaintiffs might recover an amount about nine times the total value of their farm. Such would seem to be “unconscionable and grossly oppressive damages, contrary
Contracting Practice Notes for Public Construction Procurement These Contracting Practice Notes provide guidance when using the following contracts: Standards Australia General Conditions of Contract AS 2124-1992 used with Victorian Public Sector – Annexure part B Special Conditions of Contract for use in association with AS Standards Australia General Conditions of Contract for Design and Construct AS 4300-1995 used with Victorian Public Sector – Annexure part B Special Conditions of Contract for use in association with AS 4300-1995 The principles noted here has general application to other Victorian Public Construction Contracts. List of Contracting Practice Confidentiality and disclosure 1 DataVic access policy 3 Dispute resolution 4 Early termination 6 Environment 7 Indemnities 8 Insurance 10 Industrial relations 12 Key personnel 13 Legislative requirements and policies 14 Native title and artefacts 16 Occupational health and safety 17 Payment claims 18 Payment structures 20 Practical Completion and Defects Liability Period 22 Programming of the Extensions of Time and Liquidated Damages 24 Security 27 Site conditions and Latent conditions 29 Subcontracting 31 Performance reporting 33 Probity and conflict of interest 34 Variations 36 Warranties 38
of ovulation after missed pills cannot be accurately predicted. An emergency IUD is therefore only recommended up to 5 days after UPS Progestogen injectable Late injection (>14 since last injection of DMPA or >10 weeks since NET-EN) UPSI during time that additional precautions required as indicated within CEU guidance Intrauterine methods (Cu-IUD and LNG-IUS) Removal without immediate replacement; partial or complete expulsion; threads missing and IUD/IUS location unknown If UPSI has occurred in the 5 days prior to removal, perforation, partial or complete expulsion. Depending on the timing of UPSI and time since IUD known to be correctly placed, it may be appropriate to fit another IUD for EC Barrier methods Condom Femidom Diaphragm Provide some protection against STIs More dependent on user Higher failure rates Spacer not stopper
for additional support should be itemized on the contract. The contract should clearly outline the terms of the support agreement. For each interface to another system, e.g., laboratory, billing, scheduling, etc., the contract should indicate whether the cost of the interface includes interface programming time and, if so, how many hours are included. It should detail what happens if and when those hours and the associated costs are exceeded. The contract should also identify what is included with the interface, for example interface specifications. The contract should what happens if subsequent programming is needed either because of initial errors or if additional modifications are needed. The contract should stipulate who owns the interface and who will troubleshoot it when it goes down or errors occur. Each interface should have terms outlined regarding which party is responsible for upgrading it, and which party will assure that it functions with new upgrades of main products. The contract should identify how many training hours are included, who is covered, and what is included with the training, e.g., training material, customized cheat sheets, etc. The contract should explain what happens if additional training is needed and what the billing rate is for additional time. The contract should spell out what are acceptable and non-acceptable costs and establish a per diem rate for trainers (if there are on-site sessions). The contract should stipulate what (if any) follow-up training is provided and at what cost. The contract should spell out what is and is not included in the implementation costs: what services will be received, how many hours, who the resources will be, what sort of materials will be provided (e.g., project plan, implementation guides, specifications), etc. The contract should spell out what are acceptable and non-acceptable costs and establish a per diem rate for implementation staff. Look at the warranty, disclaimer and limitation of liability sections very carefully. Usually these are written all in caps or bold type, and they severely limit vendor’s liability. Vendors are not likely to change either section substantively (if at all) even if a practice requests it, so read and understand this part and what it means for the practice.
Generally, as a matter of public policy and prudent risk management, the University requires its vendors to provide insurance coverage to cover its services and products. Any time a vendor will provide services on campus, appropriate insurance coverage includes workers compensation, general liability in specified limits, and automobile liability coverage. If the vendor is providing goods, products liability insurance coverage may be needed. If you have questions about minimum insurance coverage, contact your supervisor. 2. University’s Insurance Particularly in situations the University has possession of a lessor’s products, it may legitimately ask the University to provide certain insurance. (At UK, we are generally self-insured, but do have some forms of commercial insurance.) Because of the complexities of insurance policies and the need for careful compliance with existing policies, if an insurance clause is not contact Risk Management. L. RIGHT OF FIRST REFUSAL Rule: The University cannot contractually agree to allow vendors to meet or match another vendor’s price. Rationale: State statutes specify the method and manner of awarding new contracts, and a right to meet or match another vendor’s price would violate the procurement statutes. M. CONFLICT OF INTEREST Rule: With very limited exception, the University may not purchase goods, equipment or services from its employees, nor may an employee have an interest, directly or indirectly, in any purchase made by the University. Exceptions must be approved in advance by the Board of Trustees or Board of Governors. Rationale: State law and applicable regulations generally prohibit an employee from having such an interest. N. CONFIDENTIALITY CLAUSES
CONTRACTING DOCUMENT REVIEW SHEET Page 1 of __ NUMBER LEGAL REVIEW YES NO PARC REVIEW YES NO PROJECT TITLE DOLLAR VALUE: $ RCC MNSTC-I RFP RFQ GSA MODIFICATION OTHER (List): ____________ REVIEW COMMITTEE SIGNATURE DATE 1. Contracting Officer 2. RCC/Div Review 3. PARC-I 4. REVIEWER COMMENTS (CONTINUED ON REVERSE SIDE) BUYER/ADMIN COMMENTS INITIAL WHEN COMPLETE JCC-I / PARC Contract Document Review Worksheet / Current as of 9 Apr 07 / Location:
BEST PRACTICE Cont. REFERENCES: Will this “Practice” be used to manage this contract? YES NO Have a Risk Management Contingency Plan in place to address identified risks Identify all proposed subcontractors Contract Monitoring Identify and document each contract deliverable, specification, method of evaluation (i.e. report, delivery, and inspection) expected results, timeframe, budget and performance criteria Maintain information in an accessible database that tracks deliverables (such as: contract management system, spreadsheet, MS Outlook) Conduct a “kick-off” or post award meeting with the contractor and establish a regular meeting schedule or follow the schedule specified in the contract Require and utilize Progress Reports from the contractor Conduct careful monitoring of contractor performance and maintain written records thereof Have an internal plan for Resolution of Vendor Performance Issues. (Corrective Action Plan, Performance Fees) Post Contract Administration Conduct Post Contract Evaluations and Close-out Procedures Will this “Practice” be used to manage this contract?
[ACOR Name] [Street Address] [City, State Zip Code] address] Government Project Manager Address Phone Number Email [Government PM Name] [Street Address] [City, Zip Code] address] Contractor Project Manager Address Phone Number Email [Contractor PM Name] [Street Address] [City, State Zip Code] address] SECTION 4: NEGOTIATED VALUE (BASE AND ALL OPTION PERIODS) Enter negotiated value for Base and all Option periods for the contract by CLIN, and total overall Task Order value (insert additional columns and rows as needed). This negotiated value is the value at award, plus or minus any changes in negotiated value via contract modification(s). SECTION 4: TOTAL NEGOTIATED VALUE (BASE AND ALL OPTION PERIODS) Base/ Option Period of Performance CLIN Amount Hours (if applicable) Base [ddmmmyyyy]- [ddmmmyyyy] 0001 [$x,xxx,xxx] [xxx,xxx] [ddmmmyyyy]- [ddmmmyyyy] 0002 [$x,xxx,xxx] NA Base Total [$x,xxx,xxx] Option 1 [ddmmmyyyy]- [ddmmmyyyy] 1001 [$x,xxx,xxx] [xxx,xxx] [ddmmmyyyy]- [ddmmmyyyy] 1003 [$x,xxx,xxx] N/A Option 1 Total [$x,xxx,xxx] Total [$x,xxx,xxx] [$x,xxx,xxx]
COMPLAINT FORM REGARDING STATE CONTRACTORS COMPLAINT RECEIVED: Date: Time: AM PM Taken By: Who Person Making the Complaint Agency: Name: Phone #: Email: Complaint Against Contract Title: Contract Number: (if known) Contractor Name: Employee Name: (If Applicable) Description of Complaint WHO: Who was involved in the incident? WHAT: Other details relevant to incident. WHEN: Date and Time of when incident took place. WHY: What caused the incident? HOW: How did it ACTION TAKEN: Agency Signature Contractor Signature
CONTRACTOR CONTRACT NO. REPORTING MONTH YEAR Completed By: CONTRACT NAME NAME 1. APPROVED ABORIGINAL PARTICIPATION PLAN Date Approved: Rev No. 2A. ABORIGINAL EMPLOYMENT (TOTAL WORK HOURS) No. of Work Hours worked by Aboriginal Persons on the Contract THIS MONTH CUMULATIVE TO DATE PERCENTAGE OF TOTAL WORK HOURS (CUMULATIVE) ANTICIPATED FINAL WORK HOURS AT END OF CONTRACT (PROJECTED) Local % Non Local % Total Work Hours (Aboriginal Persons) % Total Work Hours 2B. ABORIGINAL EMPLOYMENT (PERSONS EMPLOYED) No. of Aboriginal Persons employed on the Contract NET CHANGE THIS MONTH CUMULATIVE TO DATE NEXT MONTH (PROJECTED) Local Non Local Total 3. ABORIGINAL TRAINEES No. of Aboriginal Trainees employed on the Contract NET CHANGE THIS MONTH CUMULATIVE TO DATE NEXT MONTH (PROJECTED) Local Non Local Total 4. ABORIGINAL BUSINESS PROCUREMENT Total value of procurement from Aboriginal Businesses (excluding GST) THIS MONTH CUMULATIVE TO DATE PERCENTAGE OF TOTAL CONTRACT SPEND (CUMULATIVE) ANTICIPATED FINAL SPEND AT END OF CONTRACT (PROJECTED) Local $ $ % $ Non Local $ $ % $ Total Value (Aboriginal Business) $ $ % $ Total Contract Spend $ $ $ Declaration: I hereby declare that the answers in this report describe our Company’s current performance in respect of Aboriginal Participation for the Contract. I acknowledge the right of Main Roads to further verify our stated performance by audit. Name Signature NOTES ON COMPLETING THIS FORM:
Contractor Performance Assessment Checklist Contractor Performance Assessment Cost control. Are cost controls in Timeliness (schedule/delivery). Is the contractor on schedule to meet contractual requirements? Has the contractor met the contractual delivery requirements to date? Does the contract include a reward for early delivery or a penalty for late delivery? Quality. Do the supplies or services meet the requirements? Do they conform to the contract specifications; standards; SOO, SOW, or PWS; and Quality Assurance Plan? Business relations. Is the contractor responsive, professional, and courteous? Management of key personnel. Are technical experts highly qualified and effective in performing the required services? Do they meet the skill levels specified in the contract? Is the number of personnel assigned to the project appropriate? Do delivered supplies reflect the skill and standardization required by the customer? Customer satisfaction. Will the customer be satisfied in terms of the cost, quality, and timeliness of the delivered supplies or services? What percentage of the deliverable meets the customer’s expectations? How long has the contractor taken to answer any customer complaints? How many customer complaints have been recorded? Compliance. Has the contractor complied with Occupational Safety and Health Administration, Environmental Protection Agency, Department of and other pertinent regulations?
I hereby acknowledge that I have received a copy of the Guide and reviewed a copy of the online SIUE Contractor Safety Handbook. Name:________________________________________ Company:_____________________________________ Signature:_____________________________________ Date:_________________________________________ This document is based on a Field Guide used by Northern Illinois University with their consent.
Be prepared to manage all aspects of the contract Upon contract implementation, C&SM activities can be divided into three areas: service delivery management relationship management contract administration • All three areas must be actively managed • Decide how to organise your people to manage each of the areas. You might assign a group or individual to each area or a single individual may cover two or more areas. • Bear in mind that different areas will require different skills and knowledge Put the people in place to manage the Contract, and ensure adequate resource is provided Contract management forms the interface between demand (the customer organisation) and supply (the provider organisation) The individual or team responsible for contract management must have adequate knowledge (business, contractual and technical) to understand both sides of the arrangement • Where possible, involve key contract management staff in contract development. • Consider whether training is required for contract management staff • The skills and experience required to manage the relationship may be different from those required to manage service delivery • If you do not have expertise in house to manage a contract consider training existing staff or recruiting an experienced professional contract manager Managing the supply chain Once a supplier or suppliers are chosen and the contract awarded, the tender process is completed. At this point, there is considerable scope to work with suppliers to develop supply chain/service delivery capabilities • Effective contract management is critical in ensuring that good supply delivery management is implemented over the duration of the contract • Embed sustainability performance criteria into the supplier programmes Ensure there is mechanism for feedback on client performance • Feedback from suppliers (as well as the client’s perspective on the supplier’s performance) increases the likelihood of problems and issues being promptly identified and resolved.
Public sector managers are under constant pressure to improve. In contract management this translates into a need for continuous improvement in the performance or value for money of providers’ services • A requirement for continuous improvement can be into the contract, for example through a price decreasing year on year • It is important that continuous improvement is seen as being desirable and beneficial to both parties rather than as a means to drive down prices
(1-5) (1-5) Maintain a social work identity within clinical settings. Demonstrate the ability to develop clinical relationships with clients that reflect an understanding of both self and other. Demonstrate the ability to develop respectful and productive relationships with other professional staff. Demonstrate the ability to function within clearly-defined professional and boundaries based on client needs and agency context/services. Identify specific areas where continued learning and supervision are needed in order to competently practice at the MSW level. Prepare for supervision with a clear agenda that identifies specific clinical questions and concerns. Mid-year comments: Final comments: Competency 2: Apply social work ethical principles to guide professional practice. Mid- year evaluation (1-5) evaluation (1-5) KUSSW Advanced Level Clinical Practice Behaviors Apply ethical decision-making skills to issues specific to clinical social work settings and practice.
Competency 10d: EVALUATE Engage, assess, intervene, and evaluate with individuals, families, groups, organizations, and communities Mid- year evaluation (1-5) Final evaluation (1-5) Advanced Level Clinical Practice Behaviors Activities Related to this Competency: Critically analyze, monitor and evaluate interventions. Document clients’ progress in agency records as required. Use established research methods to evaluate clinical and practice effectiveness and/or outcomes. Mid-year comments: Final comments:
Step 4: All Contractors providing services to Christian Brothers College will be required to provide copies of the following documents (provide to Property Manager on arrival at site). Completed and signed induction form (Available on link shown previously) Completed and signed Contractor Acceptance Agreement (Available on link shown previously) JSA/Risk Assessment prior to commencement of works work is identified as being high risk (confined spaces / hot work / working at heights etc) a permit to work will need to be completed (Available on link shown previously) Appropriate trade licence on an annual basis Public Liability Insurance on an annual basis Workers Compensation Insurance on an annual basis Competency Certificates on an annual basis Any relevant training for hazardous situations on an annual basis Copies of Safety Data Sheets of Hazardous Substances must be supplied to the Property Manager to any works commencing Police clearances for any person that undertakes work on a regular basis at the College or Centre (more than a once off). A Catholic Archdiocese Police Certificate is required. A DCSI Working with Children Clearance is acceptable. If you have neither, please contact Mrs Vivien London (8400 4223) or Mrs Jenny Dunncliff (8400 4210) in the Senior Campus to complete the requirements which include a 100-point identification. The identification must contain a photograph (all documents are to be originals or certified true copies). If you have any queries, please contact Graham Brink (Property Manager) on (08) 8400 4204.
Outline Plan to achieve April QC Payments (see CLUSTER WEBSITE: ) Activity December January 2017 February 2017 2017 April 2017 BASICS Send in quarterly returns (new process MUR / NMS) Get all the information ready By 5th January using the new process through NHSBSA. See Communications 3 & 4 By 31st March Make sure all annual returns completed (audits, CPPQ, complaints) Make sure have all the information By 31st March IG Toolkit completed and published online Make sure have all information ready and start toolkit completion Make sure have started the toolkit completion online Complete and publish by 31st retain evidence of completion Health Promotion Campaign & complete data on PharmOutcomes Complete Diabetes campaign and data collection Complete Diabetes campaign and data collection by 14th January Ensure all data entered onto PharmOutcomes Ensure all data entry complete on PharmOutcomes by 5th February Look out for next Campaigns Look out for next Campaigns Look out for next Campaigns SCR set up See Communications and checklist Attend face to face SCR event if not done so yet. Final training dates on ( ) See checklist Ensure claimed SCR set up payment and all staff trained and start using it Make sure use SCR Make sure all complete before 28th April Complete and claim in April All Basics and Gateway Criteria completed Attend Basics & website drop in master classes at Quality Criteria Event in January Check on track for all requirements to be met All Basics completed by 31st All Gateway criteria met before 28th April GATEWAY & ADVANCED SERVICES (NHSE will check that meet these without you having to claim at specific times/ time periods) Get Gateway Criteria in place (NHSmail, NHS Choices, EPS, Advanced Service) Refer to Communications 1-4 and NHSE Guide Get accredited for advanced services Apply for generic NHSmail between 1st and 31st January ( ) Ensure NHSmail in place. NHS Choices must be updated or verified after 7th February Confirm that using EPS, NHSmail in use, NHS Choices updated / verified Make sure all complete before 28th April Sign up for NUMSAS Provide MUR/ NMS Sign up. Some pharmacies early adopters Make sure providing MUR, NMS or NUMSAS to be able to meet gateway criteria (MUR and NMS required if for HLP accreditation) Phase 3 – go live for NUMSAS Undertake selected Advanced service and claim in March Undertake selected Advanced service and claim before 28th April QUALITY CRITERIA PAYMENTS – see Communication 3 & 4 (You have to these in April &/ or November)
CONTRACTOR’S QUALITY CONTROL REPORT (CQCR) WEEKLY LOG OF CONSTRUCTION Report Number: Page 1 of 2 Date: Project Name: Project Number: Contractor: Weather: 1 – Were there any delays in work progress? Response: 2 – Verbal instructions given by MSDGC: Response: 3 – Did anything develop that may lead to a change order/claim? Response: 4 – Activities in process: Response: 5 – General comments: Response: 6 – Safety Inspection/Safety Meetings:
التواقيع ــــــــ Signatures الطرفالثاني ــــــــ Second Party ____________________________________________________X [] [] عضو هيئة التدريس بجامعة الأمير سلطان Faculty Member, Department, Prince Sultan University الطرف الأول ــــــــ First Party ____________________________________________________X [د.] [Dr.] College Dean, , Prince Sultan University التاريخ ــــــــ Date [] ه []
Outage End Date: Outage End Time: Explanation of outage/service interruption: Project Superintendent: Contract: Telephone #: Location of Piping, Wiring, Etc.: Size of Piping: Number of Connections: Is Pipe Insulated? Yes ☐ No ☐ Asbestos? Yes ☐ No ☐ Estimated Hours to Perform Work: Subcontractor Name: Regular Time ☐ or Premium Time ☐ Estimated Cost: $ Contractor’s Requested Date: Request Approved By: C.C. Assistant Director of Maintenance and Engineering & Facilities Tech – Fire Alarms Date: Step 2 – Street Closure Type of Outage: Planned ☐ Limited Notice ☐ Explain nature of limited notice notification: Planned– An interruption in services, which can be foreseen and includes all projects with enough lead time (preferably 10 or more business days) to allow them to be accomplished on a non-emergency basis. Limited Notice– An interruption in services which cannot be foreseen and includes outages which must be accomplished within a short time frame to safeguard property, research and occupant health. This form must be submitted by the Planner/Project Manager and sent to the Facilities Operations Supervisor in accordance with the following: outside contractors/Capital Projects that may be involved with or affected by the Energy Control Procedures must submit their procedures to the FO Building Technician and the FO Supervisor prior to approval
JOB SAFETY ANALYSIS (JSA) Company name: Date: JSA No.: Site Name: Permit to work requirement: YES NO Contractor: Approved by: Activity: Activity List the tasks required to perform the activity in the sequence they are carried out. Hazards Against each task list the hazards that could cause injury when the task is performed. Risk Control Measures List the control measures required to eliminate or minimise the risk of injury arising from the identified hazard. Who is responsible? Write the name of the person responsible (supervisor or above) to implement the control measure identified.
SAFE WORK METHOD STATEMENT (SWMS) [PCBU name, ABN, Office Address and Phone] Principal Contractor (PC) [Name, ABN, Office Address] Work Activity: [Job description] Work Location: High Risk Construction Work: [list work from WHS Regulations] Works Manager: Contact Phone: Have workers been consulted about the SWMS? Person Responsible for ensuring compliance with SWMS Date SWMS Provided to PC: Person(s) Responsible for reviewing the SWMS Last SWMS Review Date: Date received: Signature: Workers name Date received: Workers signature What are the tasks involved? What are the hazards and risks? (What is the problem?) What are the control measures? (Describe the control measures and how they will be used)
8. Monitoring 8.1 Monitoring Hazards identified re this contract The checklist below should be completed by transferring the identified hazards for this contract as identified in Section 4 of this document, to the first column. Monitoring of compliance with agreed terms of addressing these safety matters shall be recorded by marking items not complying in the columns 1st Check, 2nd Check, 3rd Check and 4th Check, as determined in Item 3.3 of the WHS Contractor Management Procedure. Corrective action to be taken should be recorded and the Date Completed being registered once the actions have been completed. HAZARDS IDENTIFIED RE THIS CONTRACT Identified for this contract X Action Requ’d 1st Check X Action Requ’d 2nd Check X Action Requ’d 3rd Check X Action Requ’d 4th Check CORRECTIVE ACTION TO BE TAKEN DATE Traffic Confined Working in Isolation Restricted Access Electrical Fire / Explosion Mobile Plant Pressure / Vacuum Heat Source Working At Heights Working Over Pit / Hole Overhead hazard Falling Objects Noise Manual Handling Moving Machinery Uneven Slippery Surface Asbestos Sun, UV, Rain, Wind Poor Housekeeping Poor Lighting Hazardous Gas Chemical Exposure Welding OTHER:
Further assurance Each party must promptly do whatever any other party reasonably requires of it to give effect to this Agreement and to perform its obligations under this Agreement. Inconsistency In the event of any inconsistency between: the special conditions specified in the Schedule (if any); the Cover Page; these Standard Terms; the Schedule; and any attachments, the document listed in this clause 29.6 will prevail to the extent of the inconsistency. Waiver No waiver of a right or remedy under this Agreement is effective unless it is in writing and signed by the party granting it. Variation No variation of this Agreement is effective unless made in writing and signed by each Governing law This Agreement is governed by the laws of and each party submits to the exclusive jurisdiction of the courts of . Counterparts This document may consist of a number of counterparts and, if so, the counterparts taken together constitute one document.