zilongwang/ReadingBank huggingface dataset:
Community Support It is normal for families and individuals to experience a range of reactions to unexpected events, including disasters, job loss and changing circumstances. For some, financial loss may mean seeking income support; for others it could mean revising retirement plans or changing household spending. Regardless of the circumstances, distress is a common and natural response to unexpected events. This brochure contains a of general local and community support services available to individuals and their families experiencing financial and emotional hardship as a result of an unexpected event or changed work or financial circumstances. Further information is available at or by phoning the Community Recovery Hotline 1800 173 349. You can also download the free app from the Apple or Android Stores General community support services Community Support Services Mensline Australia 1300 789 978 Relationships Australia 1300 364 277 Beyond Blue Info Line 1300 224 636 Lifeline Telephone Counselling 13 11 14 Kids Help Line 1800 551 800 The Workplace Ombudsman 1300 856 110 Job Network 13 62 68 Dvconnect 1800 811 811 Parentline 1300 301 300 Salvo Care Line 13 72 58 Seniors Enquiry Line 1300 135 500 Red 1800 733 111 Workplace Services Employment Services Information 13 62 68 Workplace Ombudsman 13 13 94 Centrelink Employment services 13 28 50 Families 13 61 50 Students 13 24 90 Disabilities, sickness and carers 13 27 17 Older Australians 13 23 00 Legal and Advocacy Services Legal Aid Queensland 1300 651 188 Welfare Rights Centre 1800 358 511 Financial Counselling Lifeline Financial First Aid Line 1800 007 007 Consumer Advice Office of Fair Trading 13 74 68 Housing and Tenancy Tenants Queensland 1300 744 263 Department of Communities, Child Safety and Disability Services Central Queensland Regional Office (Rockhampton) Phone: 4848 4310 Facsimile: 4938 4867 Community Support Services Central Queensland Region Rockhampton Regional Council Central Highlands Regional Council Gladstone Regional and Banana Shire Councils Central West Queensland Council Livingstone Shire Council
AUDIT – C Questions Scoring system Your score 0 1 2 3 4 How often do you have a drink containing alcohol? Monthly or less 2 - 4 times per month 2 - 3 times per week 4+ times per week How many units of alcohol do you drink on a typical day when you are drinking? 1 -2 3 - 4 5 - 6 7 - 9 10+ How often have you had 6 or more units if female, or 8 or more if male, on a single occasion in the last year? Never Less than monthly Monthly Weekly Daily or almost daily Scoring: A total of 5+ indicates increasing or higher risk drinking. An overall total score of 5 or above is AUDIT-C positive. IF YOU SCORE 5+, PLEASE COMPLETE AUDIT QUESTIONS ON OTHER SHEET AUDIT Questions Scoring system Your score 0 1 2 3 4
How often do you have a drink containing alcohol? Never Monthly or less 2 - 4 times per month 2 - 3 times per week 4+ times per week How many units of alcohol do you drink on a typical day when you are drinking? 1 -2 3 - 4 5 - 6 7 - 9 10+ How often have you had 6 or more units if female, or 8 or more if male, on a single occasion in the last year? Never Less than monthly Monthly Weekly or almost daily How often during the last year have you found that you were not able to stop drinking once you had started? Never Less than monthly Monthly Weekly Daily or almost daily How often during the last year have you failed to do what was normally expected from you because of your drinking? Never Less than monthly Monthly Weekly Daily or almost daily How often during the last year have you needed an alcoholic drink in the morning to get yourself going after a heavy drinking session? Never Less than monthly Monthly Weekly Daily or almost daily How often during the last year have you had a feeling of guilt or remorse after drinking? Never Less than monthly Monthly Weekly Daily or almost daily How often during the last year have you been unable to remember what happened the night before because you had been drinking? Never Less than monthly Monthly Weekly Daily or almost daily Have you or somebody else been injured as a result of your drinking? No Yes, but not in the last year Yes, during the last year Has a relative or friend, doctor or other health worker been concerned about your drinking or suggested that you cut down? No Yes, but not in the last year Yes, during the last year Scoring: 0 – 7 Lower risk, 8 – 15 Increasing risk, 16 – 19 Higher risk, 20+ Possible dependenc Summary Care Record (SCR) The SCR is an electronic health record that can be accessed when you need urgent treatment from somebody than your own GP eg at A and E, or the GP out of hours service.
Job Description Job Title: CENTRAL SYSTEMS SUPPORT OFFICER Responsible to: MI & Claims Manager Job Summary: The post holder will support the centralised monitoring and processing activity of all Standguide’s Contracts, a full end to end service from customer referral through to customer sustained employment. Standguide hold a number of contracts with numerous training providers and a key part of the role is to input and maintain data on a number of Contractor MI Database systems and Standguide’s central Maytas Database to ensure accurate records of our customer’s activity journey are maintained. Main duties and responsibilities: Answering calls from Jobcentre Plus Offices to book customers on to courses in the most time/cost effective manner. Developing excellent relationships with Jobcentre Plus Advisors in the process. Promoting our services over the telephone and with follow up letters. Accurate inputting of information to the central MI System relating to customer’s referral data and the production of referral monitoring reports. Supporting the peripatetic delivery staff on a daily basis with the production of registers and recording attendance, course completion on the central MI System. Accurate inputting of information to the central MI System and Partner MI Systems relating to customer’s course activity and the production of activity monitoring reports in line with contractual reporting requirements and timescales. Make tracking calls to customers within given timescales to monitor and record progress, offer further advice and guidance to support into employment. Recording all tracking activity on the central MI System. This activity will also be conducted in the evening and at weekends where required. Work closely with customers and employers via a variety of methods i.e. telephone contact and email to support the customer job start compliance process by obtaining and checking claim submissions and entering employment data onto the central MI System. Work closely with customers and employers via a variety of methods i.e. telephone contact and email to provide In Work Support, offering further advice and guidance to support customers sustained employment. This activity will also be conducted in the evening and at weekends where required. Liaising closely with delivery staff, ERA’s, CM’s and BM’s at all times. Recording all IWS activity on the central MI System. Support the customer job sustainment compliance process by checking claim submissions and entering sustainment data onto the central MI System.
Reef Code 18.05 Monkey Point Reef Code 18.06 Rabbit Island & Rock Reef Code 18.07 Three Mile Beach Reef Code 18.09 Ninety Mile Beach 4. 38°53’29’’S 146°36’36’’E 5. 38°53’29’’S 146°44’43’’E 6. 38°54’12’’S 146°44’43’’E 7. 37°55’45’’S 148°00’00’’E 8. 37°52’52’’S 148°00’00’’E Cliffy Group spatial management unit that includes: Reef Code 18.08 Seal Island Group 1. 38°57’34’’S 146°36’36’’E 2. 38°53’29’’S 146°36’36’’E 3. 38°53’29’’S 146°44’43’’E 4. 38°54’12’’S 146°44’43’’E 6.5 tonnes 9. Revocation Unless sooner revoked, this Notice will be revoked on 31 March 2018.
Downloading Files Using Cyberduck Download the Centralia_Case_Study folder with all of your data to your Desktop instance using Cyberduck. Start Cyberduck. It is in your applications folder. Cyberduck allows you to transfer files between your computer and the Amazon EC2 instance you are running. Click on “Open Connection” in the upper left of the window, and choose SFTP from the top drop-down menu. Type the IP address for your EC2 instance (It is on the blackboard) into the Server window in Cyberduck. Type ubuntu (exactly as written!) as your username. You do not need a password. Click on ‘Use Public Key Authentication’ at the bottom of the Cyberduck window and then migrate to and choose your key pair (it should be on your desktop as QIIME-1.pem). Your Cyberduck window should now look something like the figure on the left. If it does, click on “Connect”. Then click on ‘allow’. A new window will open up in Cyberduck when it has connected to the server. To copy all of your Centralia files to your desktop, simply drag and drop your Centralia_Case_Study folder into the desktop of your computer. Say yes to replace the current folder. Copying these files may take a while, so go take a break if it does. Find your Centralia_Case_Study folder on your desktop and open it, and then open the rarification_plots folder. Double click on rarefication_plots.html to open it. You should see a browser window that looks like this: From the “Select a Metric” drop-down, choose PD_whole_tree and from the ‘Select a category” choose “Sample ID”. You will now see Faith’s Phylogenetic Diversity rarefication curves for all three sample sites. Which sample has the highest species richness? Do you believe we have sufficiently sampled this location in order to see all of its microbial diversity? Justify your answer. Change the metric to “Observed Species”. Does this metric support your conclusions in question 6? Explain.
low impact industry activities and service industries. PO10 Development in the specialised activity centre/low impact industry area:- provides an attractive streetfront address and makes a positive contribution to the visual character of the area through appropriate built form, urban design and landscaping treatment; and does not adversely impact on the amenity of surrounding sensitive land uses, having regard to such matters as traffic, noise, lighting, waste, fumes, odours, hours of operation, privacy, overlooking and public health and safety. PO10 No acceptable outcome provided. PO10 Click and provide your representations. Multi-unit residential development PO11 Where provided, multi-unit residential development:- has high levels of accessibility (i.e. predominantly within the primary walking catchment) to an existing or planned activity centre or community facility; is readily accessible to, and capable of being well-serviced by, public transport, bicycle and pedestrian routes; and achieves a maximum net residential density of 50 equivalent dwellings per hectare. AO11 No acceptable outcome provided. PO11 and provide your representations. Environmental and open space network PO12 Development provides for an integrated environmental and open space network that:- AO12 In partial fulfilment only of Performance outcome PO12:- PO12 Click and provide your representations.
effectively protects and links major areas of open space and areas of environmental significance; retains and protects coastal foreshores and riparian for their environmental values and to support a walkable waterfront; accommodates and conveys stormwater flows and flood events; and provides physical separation within and between the different communities that comprise the Central coastal urban growth area. Development provides for open space/environment protection areas generally in accordance with Figure 7.2.1 (Central coastal urban growth area structure plan concept). and landscape protection area PO13 A Rural and landscape protection area is maintained in the Central coastal urban growth so as to:- protect and enhance rural landscape and scenic amenity values; retain land for production and other uses that are compatible with the retention of the area’s rural and natural landscape character; and facilitate the proper and orderly planning of the Central coastal urban growth area. AO13.1 Development for urban purposes does not occur in the Rural and landscape protection area identified on Figure 7.2.1 (Central coastal urban growth area structure plan concept). AO13.2 Development in the Rural and landscape protection area does not compromise the provision of potential future road connections and other infrastructure corridors required to support and service urban development in the central coastal area. Click and provide your representations. Buffering and separation PO14 Development incorporates adequate buffering and separation to surrounding rural production and economic resource areas so as to:- maintain the productive use of agricultural land classification (ALC) Class A and Class B land and extractive resource areas; mitigate land use conflicts between rural activities/extractive industries and sensitive land uses within the Central coastal urban growth area; and protect the amenity and wellbeing of prospective residents within the Central coastal urban growth area. AO14 Buffers and separation areas to ALC Class A and Class B land and other rural production areas are designed, established and maintained in accordance with an assessment report prepared by an appropriately qualified consultant that demonstrates, to the Council’s satisfaction, compliance with the performance outcome. OR Where at an interface to an extractive resource area, no acceptable outcome provided. Click and provide your representations.
4 It was suggested that a section could be added about the size of the H&S team within the organisation. Clarification was asked for as to the date range – JN confirmed it should be 1 Jan – 31 December 15. Review of the constitution – no changes proposed. Automated External Defibrilators Discussion around who had these – some had but not for public use. JN risk assessed their premises – most were deemed low (offices etc) – sheltered schemes a medium risk, but still not deemed necessary. There is no legal obligation for them to be installed – may be more of a moral issue. The boxes are more expensive than the kits for ones that are used in public places, to keep them secure. They may be most appropriate for first responders. Some have been installed directly by residents associations. It was flagged that trainers are pushing their use. St John’s Ambulance first aid training – they sell the defibrilators and training as a package. Legionella HSG274 pt. 2 – refer to Appendix 1 summary of information. Need organisations to support the challenge of the rules – members should contact Peter Gannaway if they want to support this. Discussion around what is reasonably practicable and risk assessments. AOB JN referred to appendix 2 regarding a product safety warning regarding ‘hover boards’. The recall of tumble dryers was raised. Trident – discussion around the issue of flat doors being replaced in leasehold properties and the implications of this – Croydon case, Housing Act cited. Discussion around whether lifts should be replaced with stair lifts – the group consensus was no. The issue of communication between forum members was raised and the fact that e-mails are not well used or responded to – the same people tend to reply to requests for help or advice. JN mentioned the LinkedIn group that is already set up.
Ashland Daily Press IMPORTANT INFORMATION YOUR SPECTRUM TV LINEUP Communities Served: Cities of Ashland and Washburn; of Barksdale, Bayfield, Eileen, Red Cliff and Trenton WI. Effective on or after May 29, 2018, Animal Planet will move from Digi Tier 1/Silver to TV Select with no change in channel position. For a current channel lineup, visit www.Spectrum.com/channels. To view this notice online, visit Spectrum.net/programming notices.
Westy Children’s Centre Monday Tuesday Wednesday Thursday Friday 10:00-11:30 Parent led stay and play aged 0-4 years. 1:00-4:00 Development Checks 9:30-11:30 Community Midwife clinic 10:00-11:15 Toddler All Kinds of Play 10:30-11:30 Baby soft Play (term time only) 12:00-4:00 Development Checks 9:30-11:00 C.A.B 9:00-11:30 See Urchins 10:00-11:00 1st Wednesday of every month- Messy Play. 3rd Wednesday of every month- Fun With Stories- Bookable at reception. 10:00-11:30 Childminders drop in session (term time only) 1:30-3:30 Health visitor advice clinic 10:00-12:00 Bosom Buddies 9:30-11:30 & 12:30-2:30 Improve your Maths at St Margaret’s Community Centre, WA4 1QB. 01925 658171 9:00-12:00 Development Checks 1:00-4:30 Community midwife clinic 1:30-2:30 Talking for children aged 2.5 years upwards (bookable at reception) 9:15-11:15 Health visitor advice clinic 10:00-12:00 Solnyshko (international toddler group) 1:30-2:45 Baby All kinds of Play Sunshine Children’s Centre Monday Tuesday Wednesday Thursday Friday
9:00-12:00 Health visitor 2 year development checks 9:30-11:30 Improve your English at the Greenhouse 11:00-12:30 Bosom Buddies 1:00-4:30 Health visitor 9-12 development checks. 1:30-2:30 All Kinds of Play at Fairfield and Howley. 9:30-11:30 Improve Your Maths at The Greenhouse, Orford park Alder Lane, Orford, Warrington, WA2 8AG Tel: 01925 552838 1:00-4:00 Health visitor development checks 1:00-2:30 Ready Steady Nursery (Bookable at reception) for children aged 18months- 3years. 10:00-11:30 Toddler All Kinds of Play (Bookable, Please phone sunshine children’s centre on Tuesdays from 10am to book your place) 1:00-2:30 Baby Sing (bookable at reception) For children up to 15months. 9:30-11:30 C.A.B 9:30-11:30 Improve your English at The Greenhouse 10:00-11:30 Childminders drop in group (Term time only) 1:00-4:00 Community midwife clinic 1:30-3:30 Health Visitor advice clinic 1:30-2:45 Baby All Kinds of Play 9:30-12:00 Health visitor development checks
Centre Accreditation How to become a CIH accredited centre offering nationally recognised qualifications V4.2 Published August 2014 www.cih.org Contents The Chartered Institute of Housing Awarding Organisation The Chartered Institute of Housing Awarding Organisation The Chartered Institute of Housing (CIH) is a nationally recognised Awarding Organisation (AO) for Vocationally Related Qualifications at Levels 2, 3 and 4 (in England, Wales and Northern Ireland) and at Level 5 in Scotland. These qualifications cover the work of those people who are employed or are active in the housing profession in the statutory, voluntary or private sectors. Every year, over 3000 learners complete CIH AO accredited qualifications The CIH has been offering housing qualifications at all levels for many years and achieved its first AO status in 2000 This means that CIH qualifications are nationally recognised and regulated by Office of the Qualifications and Examinations Regulator (Ofqual) for England and Northern Ireland Welsh Government in Wales The Scottish Qualifications Authority (SQA)
Teacher Name: Professional development activity attended Date Time and of the activity Duration of program Feedback on program Professional accrued Example 1: VSL Professional development Day 1 1 February 2014 9am – 12pm VSL: South East Area Dandenong HS (Princes HWY, Dandenong) 3 hours Information presented on transition from VELS to AusVELS & VCE Opportunity to network Opportunity to plan program summary for 2014 in faculty groups 3hours Example 2: New Teacher Induction 26 February 2014 6:30pm-9pm VSL Head Office Clarendon street, Thornbury) 2½ hours 5½ hours (Add pages as required) Part 2: Professional Teaching and Reflection Plan Professional Standard Ideas on how to demonstrate the standard What have you done in your classroom to achieve the standard Professional Knowledge Students Know how student and how to teach them effectively Engage students in active learning Know the learning strengths and weaknesses of your students and awareness of the factors that influence their learning Know the importance of prior learning and language for learning Facilitate discussion, group interaction and reflection in the learning process Differentiate teaching to meet the specific learning needs of students across the full range of abilities
If you select “No” you will still be able to supply purchase order numbers, but these are optional and will not slow down your application or future registrations. After approval, if you wish to start or stop using mandatory purchase order numbers, please contact VTCT to make this request. Purchase order number for the application (if appropriate): Certification address Please provide an address for certificates to be sent to (this could be a same as the training address or could be a head office address): Please note all certificates sent within the UK are dispatched using the Royal Mail “Signed For” service which requires a signatory on delivery, therefore please supply an address that is staffed during standard office hours. Addressee (e.g. Exams Department): Address Line 1: Address Line 2: Address Line 3: Town/City: Postcode/Eircode: Country: Key contacts Please provide details of the people who fulfil the following roles, VTCT will need to contact these people from time to time. (Please note that one person can fulfil more than one role) Head of centre – person with overall responsibility for the centre Name: Job Title: E-mail: Telephone: Do they want to receive marketing messages from VTCT via e-mail? Yes/No Head of quality – person responsible for centre’s quality assurance (usually lead IQA or centre coordinator)
Centre approval application form This form is to be completed by all centres wishing to gain centre approval and offer FDQ qualifications. Please complete this form with reference to our Centre Quality Assurance Handbook, which details our criteria for your centre approval and provides guidance on the required evidence. All fields of this form must be completed in full unless otherwise stated. SECTION 1 Centre details 1.1 Contact information Centre details Centre name: Registered company name (if different from above): Centre address: Contact details Name of main contact: E-mail address: Telephone number: Name of Chief Executive/Principal: Invoice details Invoice contact name: Invoice address: Telephone number:
Regulation 46 – Health and safety practices standard:general (1) The health and safety practices standard: general is the standard that requires licensed service provider to whom this regulation applies to— (a) take all reasonable steps to promote the good health and safety of children enrolled in the service; and (b) take all reasonable precautions to prevent accidents and the spread of infection among children enrolled in the service; and (c) take all reasonable to ensure that the premises, facilities, and other equipment on those premises are— kept in good repair; and maintained regularly; and (iii) used safely and kept free from hazards; and (d) take all reasonable steps to ensure that appropriate procedures are in place to deal with fires, earthquakes, and other emergencies. (2) Each licensed service provider to whom this regulation applies must comply with the Health and safety practices standard: general. Key Requirements Licensing Criteria for Early Childhood Education and Care Centres 2008 Clause 8 - Criteria to assess Health and safety practices standard Hygiene Under Criteria HS1 to HS3 the service provider is required to ensure that: the premises, furniture, furnishings, fittings, equipment, and materials are kept safe, hygienic and maintained in good condition; linen used by children or adults is hygienically laundered and that there is documentation; there is a procedure for the changing (and disposal, if appropriate) of nappies which is displayed near the nappy changing facilities and consistently implemented. Emergencies Criteria HS4 to HS8 require the service provider to ensure that: the premises have a current Fire Evacuation Scheme approved by the New Zealand Fire Service including supporting documentation; the designated assembly areas for evacuation purposes do not unnecessarily place children at further risk; the heavy furniture, fixtures, and equipment that could fall or topple and cause serious injury or damage are secured;
Institute of Social Work and Community Development, Director of Programmes, Benjamin Mutie, Henry Kegoro Ongoto, Marketing and PR Officer, 0737642265 Nacico Plaza, 6th Flr, Ladhies Rd, Box Nrb ,0724772878, 0734201972 020-2247539 marketing@kiswcd.co.ke Graffins College, Principal, Dr Foster. Coordinator – George W Oduor – 0736 279251 Westlands Campus Moi Avenue Campus (Veteran House) P.O. Box 13800-00800 NAIROBI 0712 222877 0736 541192 sirgeorge200@yahoo.com Magan College of IT and Business Studies Principal, Charles Ondieki Tel: 0721 573189/ 0738 580117 Heiderlberg Building, 3rd Floor, Mombasa Road Box Nairobi 020606512, 0721922565, 0731066094 c.ondieki@yahoo.com King’s Medical College, Nyeri Rev. David Dedan Muriithi, Admin. 0720977561 Anthony Thabu Wahome, HoD, 0735687512 Nyange/Lusio, Off Narumoru Road, P.O. BOX 193-10100 Nyeri 0202386772, 2353129, 2353128, 2048642 Mobile: 0725-659868
The General Exceptions: Article 297: Presenter: Stephen Allen, 15.00 – 15.45 Article 297 is a convoluted provision which (contrary to its title) both specifically affirms the applicability of compulsory dispute resolution in some instances but also excludes it in others. The Article was the subject of considerable comment in the Chagos Award. Break 15.45 – 16.00 The Optional Exceptions: Article 298: Presenter: Keyuan Zou 16.00 – 16.45 Article 298 allows individual states to exclude certain categories of disputes from compulsory jurisdiction. The on Article 298 will provide an account of state practice under Article 298 and also discuss the relevant jurisprudence on Article 298 including Chagos, South China Sea and the Arctic Sunrise. General Discussion: 16.45 – 17.30 September 22 The jurisdictional implications of the renvoi references in LOSC: Presenter: Kate Parlett 09.00 – 09.45 While LOSC codified much of the law sea in many cases it also refers to the continued applicability of other rules of international law, whether general or specific. It is clear that such references make such norms part of the relevant law for the purposes of Part XV (article 293) but several decisions including Chagos, South China Sea and Arctic Sunrise suggest that these references may also have jurisdictional implications insofar as they may serve to expand the matters that may be considered to be disputes as to the interpretation or application of the Convention. Participating International Organizations and Dispute settlement under LOSC: Annex IX, Article 7. Presenter: Erik Franckx, 09.45 - 10.30 Break 10.30 – 10.45 Jurisdiction and admissibility issues associated with prompt release applications under Article 292 Presenter: Seline Trevisanut, 10.45 – 11.30 Closing Discussion: 11.30 – 12.00 Lunch 12.00 – 13.00
Bowls New Zealand National Awards Centre of the Year Please complete the Centre of the Year nomination on the below form and return to Bowls New Zealand. Nominations: Nominations are invited from anyone. If a Centre is going to nominate itself a letter of comment against criteria from the Regional Service Centre or Community Development Officer must also be submitted. The nomination must be completed on the below form with any supporting documentation attached. Nominations must relate to the period 1 July 2016 – 30 June 2017. Award Criteria: Evidence of a strong governance structure aligned to growth of the game and successful achievement of KPI’s. Evidence of growth in member and/or participant statistics. Evidence of success in terms of financial performance and future success in terms of budgets and forecasts. Evidence that the centres playing programme includes clear growth and success strategies including talent identification, high performance and increasing overall participation. Evidence that the centre is growing numbers of accredited and active coaches and umpires and supporting their development. Evidence of an outstanding contribution to the growth, success, enjoyment or profile of the game in their area. Clear demonstration of effective utilization of Bowls NZ brands, values and/or programmes. Submitting the Nomination: Nominations must be received by Bowls New Zealand by 16th June 2017. Please send the completed nomination form to: Post: PO Box 62 502, Greenlane, Auckland 1546
Do you have, or plan to have, any learners registering on individual units (rather than the full qualification)? Please tick Yes or No No Yes (please complete the section the Qualification title and code where the individual units are taken from Level Number of active learners currently registered on individual units Number of planned learners to be registered on individual units in the next 12 months Add further rows as necessary by pressing the tab key
Example Business Suite programmes L2,3,4 Qualified Assessors/Internal Verifiers Unqualified Assessors/Internal Verifiers 3 1 2 2 0 0 2 0 4 1 0 0 Yes Highest 29 Lowest 12 No Highest 3 Lowest 1 Programme group Qualified Assessors/Internal Verifiers Unqualified Assessors/Internal Verifiers Highest Lowest Highest Lowest Programme group Qualified Assessors/Internal Verifiers Unqualified Assessors/Internal Verifiers Highest Lowest Highest Lowest
Programme Qualified Assessors/Internal Verifiers Unqualified Assessors/Internal Verifiers Highest Lowest Highest Lowest Programme group Qualified Assessors/Internal Verifiers Unqualified Assessors/Internal Verifiers Highest Lowest Highest Lowest Add further rows as necessary by pressing the tab key.
Acknowledgements: We thank David Gallagher and Tim Gapes for their useful comments. Copyright © 2015 All rights reserved. TABLE OF CONTENTS Section Page Executive Summary 3 Background 2.1 Historical Context 2.2 The Tax Discussion Paper (TDP) 2.3 Scope of Potential Changes to the Imputation System 4 4 6 8 Theory – Imputation, Prices and the Cost of Capital 3.1 Investor Taxes and Required Returns 3.2 Equilibrium When Tax Status Varies 3.3 What Tax Effects Are Taken Into Account? 8 9 12 15 Security Pricing: Empirical Evidence 4.1 Various Methods, Mixed Results 4.2 Methodological Issues 4.3 Evidence on Whether Investors Take Tax Into Account 4.4 What If Imputation Was Removed? 16 16 19 20 23 Cost of Capital and Project Evaluation in Practice 5.1 Evidence from the Corporate World 5.2 Regulatory Practice 5.3 What If Imputation Was Removed? 26 26 27 27 Capital Structure 6.1 Theory 6.2 Evidence 6.3 What If Imputation Was Removed? 28 28 29 31 Payout Policy 7.1 Theory 7.2 Evidence 7.3 What If Imputation Was Removed? 31 31 33 34 Investor Portfolios 8.1 Clienteles 8.2 Portfolios 8.3 What If Imputation Was Removed? 35 35 35 36 Conclusion 37 References 38
A2 = Venturi throat area (m2) Cd = Coefficient of discharge = Water density (kg / m3) = pressure drop across the venture (Pa) Pump Inlet (Suction) Pressure [bar] Outlet (Delivery) Pressure [bar] Total Head, H [Pa] Pump Speed, N [RPM] Pump Torque, T [Nm] Venturi Pressure Difference [bar] Flow Rate, Q [L/s] Total Power Input [W] Efficiency (%)
6 Materials as per data sheets and specifications 7 Sign & Stamp of the tender, data sheets, drawings etc. 8 Contents / page number for attached documents/ drawings/ certificate 9 Submitted filled technical questionnaire 10 Details of manufacture inspection, venue details of setup, facility at works 11 Make of the various items as per the approved vendor 12 Items and vendor list for approval of FCRI for the items 13 Estimated shipping weight & volume of each item Name & Designation Place: Date: Authorized Signature Office Seal VIII. Bidder Technical Questionnaire Bidder fill in and submit along with unpriced bid document. Sl No. Description Response Yes/No 1 Deviation Job specifications Instrument specifications as per data sheets of supply as material requisition If Yes include the list of deviations. 2 Spare parts including consumable items required . 3 List of commissioning spares 4 Special calibration kits, mounting accessories and equipment with technical details required, if any, for erection, commissioning and maintenance of the instruments. 5 Relevant technical catalogues in English with model decoding details, drawings etc. 6 If applicable, sizing, noise calculations and certified curves for instruments should be presented. 7 Estimated power utility consumption / special cable requirements, for the instruments quoted, if any.
3 Packing & Forwarding charges, if any 4 GST @ 5 Transportation charges 6 Insurance 7 Other charges, if any Amount Notes: As per Govt. Notification No. 48/2017 – Central Tax (Rate) dt. 14-11-2017, GST 5% only is payable by FCRI. You are requested to forward the quotation accordingly. For Imports : Sl No Item description Qty. Unit Currency Rate Amount 1 Centrifugal Pump with Variable Speed Drive ( Detailed specification placed) 2 No. 2 Accessories, if any (Breakup to be given in a separate sheet)
X. Similar Orders Executed Sl. No. Description Name & Postal Address Phone Value of order Delivery date as per Contract Actual Date Note: Copies of purchase order/completion certificate for the above supply to be enclosed. Later 5 years need to be indicated here. Name & Designation Place: Date: Authorized Signature Office Seal
Now, it is hard to find the chord length c, but easy to find the arc length s. Find s in terms of the speed v and Δt (not θ!) Hint: distance = speed x time *Get stuck? Maybe this diagram will help you. Can you prove that α = θ using the two right triangles? Notice that α is just the included angle in your Δv diagram.
Top of next page: Now, it is hard to find the chord length c, but easy to find the arc length s. Find s in terms of the speed v and Δt (not θ!) (Hint: distance = speed x time) Size: 1/3 page
Unknown amount of time for reporting to ARCOS Drug shortages may prevent preparation of certain products Implementation timeline: Meet with DEA to determine security needs Security install: Update packaging center space to accommodate new totes, secure glass window, secure door to “controlled substance space” install badge reader and security cameras. Submit DEA license applications for approval Develop policies & procedures Develop training materials Hire technicians Purchase of capital equipment and storage SOP for each individual product will be prepared Validate workflow process with technicians Technicians trained/validated Validation for Outside Testing Labs sterility testing will be conducted Communication plan between sites needs to be identified and developed Once products have been validated and are ready for preparation, will begin with two products, in addition to midazolam and norepinephrine that SLMC will be producing for a total of four products. Once process is developed, begin to incorporate 1-2 products per month, until fully operational. Month Labor (FTE) # of products Products Year 1 % Savings realized for added product Month 0-3 1 tech 1 pharmacist 2 products Midazolam, norepinephrine 100% savings Months 4-5 2 techs 0.5 pharmacist +2 products (4 total) Midazolam, norepinephrine magnesium 2gm, fentanyl 75% savings Month 2 techs 0.5 pharmacist + 2 products (6 total) magnesium 1gm hydromorphone PCA, 50% savings Month 2 techs 0.5 pharmacist + 2 product (8 total) phenylephrine syringe Morphine PCA 42% savings Month 8 2 techs 0.5 pharmacist +1 products (9 total) Succinylcholine syringes 33% savings Month 9 2 techs 0.2 pharmacist + 1 product (10 total) Ropivacaine 0.2% 250 ml 25% savings
CEN/TC XXX Date: 20XX -XX prEN XXXX Secretariat: XXX Introductory element — Main element — Complementary element Einführendes Element — Haupt-Element — Ergänzendes Element Élément introductif — Élément central — Élément complémentaire ICS: CCMC will prepare and attach the official title page.
Job Description – Chief Executive Officer Camphill Communities of Ireland (CCoI) Grade: Grade 8 equivalent Salary Scale: Salary will be commensurate with qualifications and experience Location: Head office in Dunshane, County Kildare, attendance at other locations as appropriate. Duration: Fulltime. 3 year contract initially, with a possibility of extension Closing date: 30 May 2018 Main purpose of the role The primary function of this role is to provide effective leadership and stewardship to Camphill Communities of Ireland (CCoI) so that its activities are planned, delivered, sustained and developed in line with the mission, vision and values of the organization This job description describes the roles and responsibilities as current envisaged. These may change over time in the light of Organisations’s corporate and organisational objectives and the national disability sector programme. Overall Objectives Camphill Communities of Ireland operates a residential and day service in 16 centres, in which approx. 250 residents and day-attendees live and take part in day activities, delivered by a workforce of approx. 500 persons comprised of employees and voluntary co-workers. The CEO of CCoI will be required to deliver the following: To lead the CCoI team to ensure quality programme direction and delivery To ensure sustainability of CCoI through effective management of resources To raise the profile of CCoI through stakeholder development and communications To work with the Chair & Council of CCoI to maintain and improve transparency and professionalism Span of Control Camphill Communities of Ireland operates a residential and day service in 16 centres, in which approx. 250 residents and day-attendees live and take part in day activities, delivered by a workforce of approx. 500 persons comprised of employees and voluntary co-workers. This role will carry full responsibility for all aspects of management of Camphill Communities of Ireland: making decisions on the budget, expenditure, recruitment and service provision within all of the communities encompassed by CCoI. The main duties and responsibilities are outlined in the job description. This list is not exhaustive and is intended to reflect the main tasks and areas of work. The incumbent will ensure the implementation of the policies of CCoI and will deliver quality throughout the organisation, providing oversight of
• Draw up an annual Business Plan in advance of each financial year to integrate the organisation’s programmes and activities and to ensure its on-going financial viability. Supporting the governing body • Arrange and attend meetings of the Board of Trustees, including the annual general meeting and any special general meetings • Ensure the Trustees are advised on financial, staffing and service delivery issues and on compliance with the Citizens Advice membership scheme and all other relevant legislation, e.g. company and charity law, health and safety, employment etc • Report to the Trustees on progress against the business plan and agreed objectives • Draft the organisation's annual report Service delivery • Develop and maintain common practices to ensure that consistent standards of service delivery are met and appropriate systems are in place for staff supervision, case recording, statistics, follow-up work and quality control • Maintain an awareness of organisational and technological developments and ensure that the service operates in ways which make best possible use of the resources available • Ensure, delegating as appropriate, that specialist advice services including contracted services are developed as needed • Ensure, delegating as appropriate, that each service location is adequately managed, staffed and resourced Resource acquisition • Research and respond to advice needs, in particular the needs of identified disadvantaged groups and the different geographical and demographical areas • Develop the organisation's funding base by identifying potential funding opportunities consistent with the aims of the organisation and the operating environment, and applying for funding and bid writing as agreed by the Board of Trustees • Negotiate and review all grants and service agreements with Authorities in consultation with the Trustees, managing relationships with Local Authorities and ensuring that agreements and reporting requirements in particular are observed • Ensure that all appropriate opportunities to bid for work from other sources are responded to, that high quality bids are submitted and that subsequent agreements are managed and reported on in compliance with contracts Financial management • Ensure that all finances are properly administered and monitored and that appropriate financial regulations and controls are in place and in use at all times
MONTH YEAR TO DATE Actual Budget Prior Year Actual Budget Prior Year Cashflow Cash operating profit/(loss) R’000 (Increase)/decrease in working capital R’000 Capital Expenditure R’000 Subtotal R’000 Interest received/(paid) R’000 Dividends received/(paid) R’000 Tax paid R’000 Other R’000 Net cash in/(out) flow for the period R’000 2. Key Indicators MONTH YEAR TO DATE 2.1 Productivity & Efficiency Actual Budget Prior Year Actual Budget Year Total plant capacity Tons Plant utilization % Pellet Capacity Tons Pellet Production % Mash Production % Bulk Feed % Bagged Feed % External Sales per TA Tons Vehicle utilization % MONTH YEAR TO DATE 2.2 Sustainability Actual Budget Prior Year Actual Budget Prior Year Electricity KWh/Ton produced Electricity Cost Cost per Ton produced Coal Kgs/Ton produced Coal Cost Cost per Ton produced HFO/Diesel Liters/Ton produced HFO/Diesel Cost Cost per Ton produced Gas Kgs/Ton produced Gas Cost Cost per Ton produced Water KL/Ton produced Water Cost Cost per Ton produced
Worksheet 7 Assessment Rating– Align 5 to Work Less Assess your ability to Align 5 on worksheet. Rate each statement first on its importance for reaching your goals in the next year on a scale from 1 to 3 with 1 representing highest importance and 3 representing the lowest importance. Secondly, rate each statement on your current ability to implement on a scale from 1 to 3 with 1 representing nonexistent or ineffective implementation and 3 representing a complete, effective implementation. You can only have five “1s”, five “2s” and five “3s” for importance and the same number of each for implementation. Multiply these two numbers to obtain your priority. Circle the five lowest numbers to identify the most important that you are not implementing well. Importance Execution Priority 1 Develop a process to train employees in their roles and responsibilities x = 2 Analysis of current system effectiveness x = 3 Identify processes in place and those that are needed x = 4 Develop key performance indicators for each team member and arrange for monthly reporting x = 5 Develop an org. chart showing each team members role & responsibility x = 6 Develop strategic plan with employee input x = 7 Detailed job descriptions for each member of the team x = 8 Cross train employees so no one is indispensable x = 9 Evaluate job responsibilities and train other employees to handle them x = 10 Develop a financial reporting system x = 11 Develop a schedule to meet with key people (lawyer, accountant, senior employees) x = 12 Add KPI’s and place in reporting system x = 13 Create a set of personal and business goals that reflect the business culture x = 14 Create a vison, mission, and culture statement x = 15 Develop a timeframe and plan to transfer out of the business x =
need to accurately assess student accomplishment. Objectives describe student performance in specific, observable terms. 2.2 The module/unit learning objectives describe outcomes that are measureable and consistent with the course-level objectives. Objectives precisely describe the specific competencies, skills, and knowledge that students should be able to master and demonstrate at regular intervals throughout the course. Prominently stated in the corresponding module or unit so that they are accessible to the student. Objectives describe student performance in specific, observable terms. E (3 Points) Yes No 2.3 All learning objectives are stated clearly and written from the students’ perspective. The learning objectives are written in a way that allows students, including non-native speakers, to easily grasp their meaning and the learning outcomes expected. Avoid the use of educational jargon, confusing terms, unnecessarily complex language, and puzzling syntax. E (3 Points) Yes No 2.4 Instructions to students on how to meet the learning objectives are adequate and stated clearly. Instructions may take various (narratives, bulleted lists, charts) and may appear at different levels within the course. Instructions are stated clearly and are complete. E (3 Points) Yes No
7. Increase efforts to work in partnership with physicians, post-acute and long term facilities, and other providers to create aligned approaches and incentives to improve care, health, and reduce avoidable utilization for the benefit of patients. Work with physicians with the goal of developing and enhancing value-based approaches that are applied under MACRA Options for senior hospital leaders to consider, in lieu of or in addition to DHMH’s primary care that is under development, might include one of the following: Transition an existing ACO to a more advanced track ACO Use data to develop aligned incentive programs for ambulatory or post-acute providers Meet monthly with post-acute care partners in your community to discuss potentially avoidable utilization Consider creating preferred provider networks (including care providers and specialists) Explore with physicians the new options made available under the care redesign amendment Work with physicians to explore other care redesign models/interventions Provide data to physicians on resource use and cost Engage physicians with strategies to address needs identified in the community health needs assessment Review MHA’s hospital-specific post-acute care spending and utilization reports, which provide insight into partnering to reduce avoidable utilization and improve quality Click to access hospital-level, aggregate post-acute care reports Click to access hospital-specific, skilled-nursing specific reports Click to access hospital-specific, home health care-specific reports Click to access hospital-specific, hospice-specific reports Review MHA-sponsored Applied Medical Software reports that benchmark physicians’ use of hospital services within a given hospital; hard copy reports have been distributed to each hospital’s CEO or CFO. MHA contact: Justin Ziombra () 8. Participate in the All-Payer Model progression planning efforts Attend meetings with HSCRC and DHMH to learn about the dual eligible, primary care, and care redesign models Provide detailed written comments to HSCRC and DHMH as the progression plan is developed MHA will keep the field up to date on progression planning developments MHA contact: Mike Robbins ()
10. Relationship Management skills in dealing with sponsors and external stakeholders ⦿ 11. Presentation and public speaking skills ⦿ 12. Management of Research projects and external campaigns, and project planning and management ⦿ 13. Quality Assurance, Process Management and Service Delivery skills ⦿ 14. Management of Information, Communication and Technology change ⦿ 15. IT literacy and self-sufficiency at manager/user level ⦿ Behaviours 16. Commitment to the aims and principles of the Citizens Advice service ⦿ 17. Inspirational leadership of the service’s employees and volunteers ⦿ 18. Change orientation ⦿ 19. Collaborative and team working orientation ⦿