zilongwang/ReadingBank huggingface dataset:
to review the standard of assessment in the subject, and ensure the maintenance of appropriate academic standards in modules, to confirm or modify module marks (NB once the marks have been confirmed by the Panel they may not be subsequently altered by an Award Assessment Board unless an error in transcription or an omission is discovered), to decide on recommendations which are to be forwarded to the Award Assessment Board through the Chair of the Panel on the form of referral for individual modules, NOTE: the will NOT consider details of extenuating circumstances relating to individual students and does NOT consider the overall performance of individual students, To note the regulations for passing modules. Standards of Assessment and Marks in each Module To review the standards of assessment in the module by consideration of the following: the mechanisms used to ensure academic standards, when considering the statistics for each module, all modules with a pass rate <85% at level 0, <90% at level 4 and <95% in levels 5 and above, should include commentary within the module action plan to raise standards for the future (where class sizes are less than 30 the panel should use its discretion), To report and discuss any problems affecting the assessment of all students in the module. Disability – to report and discuss any inclusive/alternative assessments or reasonable adjustments made to assessments. (Formal statement required in the notes of the meeting to confirm that these appropriately tested the learning outcomes). Professional Body/Subject Association Issues – to discuss developments in relation to assessment – in particular those relating to disability. To receive the module marks. To receive a report on any examination and assessment offences. To confirm the module marks. Referral To agree recommendations to the Award Assessment Board on the form of the referral, the date for submission of referred work and the involvement of the External Examiner in referred work.
Greet the parents and begin to call the names of the children who are ready and whose parents are there. If a child starts for the door without saying goodbye to the storyteller, remind him or her to return to the storyteller to say goodbye. Remember to give back anything that may have been taken for safekeeping at the beginning of class and retrieve the nametags. After the class, check and clean the art and supply shelves. Sit quietly and contemplate the class as a whole. Evaluate, make notes, and discuss the session with your co-teacher. your hands, give a hug, or keep their distance as they prefer. Tell them quietly and privately how glad you were to see them, describe the good work they did that day, or if they had a hard time during the session acknowledge that with an understanding smile and warmth. Invite them to come back when they can. Take time to enjoy saying goodbye, with all the warmth of a blessing for each child. Check the material shelves and clean. Sit quietly and contemplate the class as a whole. Evaluate, make notes, and discuss with your co-teacher. Supporting Children during the Response Time What to expect 2-4 years: “Scribbling,” very little recognizable to adult eye. They represent gestures marks are rabbits hopping). Can sometimes put body parts in order, but seldom “realistically”. 5-8 years: Realism more recognizable. Making it look real takes on importance. They will pay careful attention to detail. 9 years: First attempts at truly recognizable realism (even 3-D). What to say With very children (ages 2-5): No questions need to be asked! Open, affirming comments are best: Very interesting. Nice colors. I saw you enjoying the green paint.
Trash can Feast supplies Low chair by the door for the door person The Spiral Curriculum Core Presentations (ages 3-6, 6-9, 9-12) Sacred Story The Holy Family Circle of the Church Year The Holy Bible Creation The Flood and the Ark The Great Family The Exodus The Ten Best Ways The Ark and the Tent The Ark and the Temple The Exile and Return The Prophets Wisdom* Psalms* The Greatest Parable Paul’s Discovery* Peter’s Vision* Liturgical Action Advent I-V Epiphany Holy Baptism Faces of Easter Knowing Jesus in a New Way The Greatest Parable Extensions (ages 6-9, 9-12) Mary Books of the Bible The Falling Apart Abraham, Sarah, Jacob, Joseph Moses Moses Ruth, Samuel Elijah, Isaiah, Jeremiah, Ezekiel, Jonah Job, Daniel David Paul’s Journeys Mary The Twelve Mystery of Pentecost Enrichments (ages 6-9, 9-12) Mystery of Christmas Mystery of Easter and Jerusalem Easter Eggs Synthesis (ages 9-12) The Trinity Liturgical Synthesis
The different approaches used for different employers Type of employer Scheduled Bodies Community Admission Bodies and Designating Employers Transferee Admission Bodies Sub-type Authorities Colleges, Housing Associations etc Academies Open to new entrants Closed to new entrants (all) Basis used Ongoing, assumes long-term Fund participation (see ) Ongoing, but may move to “gilts basis” - see Ongoing, assumes fixed contract term in the Fund (see ) Future service rate Projected Unit Credit approach (see ) Attained Age approach (see ) Projected Unit Credit approach (see ) Stabilised rate? Yes - see Yes - see Yes No No No Maximum deficit recovery period – Note (c) 20 years 20 years 20 20 years Shorter of: Future working lifetime of employees, and 15 Shorter of: Future working lifetime of employees, and Outstanding contract term Deficit recovery payments – Note (d) Monetary Amount Monetary Amount Monetary Amount % of payroll or Monetary Amount Monetary amount % of payroll or monetary amount Treatment of surplus Covered by stabilisation arrangement Covered by stabilisation arrangement Preferred approach: contributions kept at future service rate. However, reductions may be permitted by the Admin. Authority Preferred approach: contributions kept at future service rate. However, reductions may be permitted by the Admin. Authority Reduce contributions by spreading the surplus over the remaining contract term Phasing of contribution changes Covered by stabilisation arrangement Covered by stabilisation arrangement Covered by stabilisation arrangement 3 years - 3 years - None Review of rates – Note (f) Administering Authority reserves the right to review contribution rates and amounts, and the level of security provided, at regular intervals between valuations Particularly reviewed in last 3 years of contract New employer n/a n/a
Week 3 – Agenda – Matter 4 Planning Inspector 14th March 18 Week 4 – Agenda – Matter 8 Planning Inspector 5th 18 Post Submission – Further Supporting Evidence Ref. No. Document Author Submission Date Planning Statement Prepared for Irregular Cornwall Ltd, June 2017 and Decision Notice (Rep 319) McMurdo Land Planning and Development Ltd 2nd Feb 18 Boyer on behalf of Westcountry Land Rep ID: 212a/212b(Matter 6) Boyer 7th March 18 SWW Feedback West Council 8th March 18 Broadmoor Farm s106 (part 1) CLYDE&Co for Cornwall Council 8th March 18 Broadmoor Farm s106 (part 2) CLYDE & Co for Cornwall Council 8th March 18 F.4.2 Broadmoor Farm Decision Notice Cornwall Council 19th April 18 Cornwall Plan Modelling Summary Report WSP for Cornwall Council 8th March 18 Cornwall Local Plan Strategic Modelling Methodology Report WSP for Cornwall Council 8th March 18 Chief Planning Officer’s Advice Note - Infill/Rounding Off Cornwall Council 8th March 18 Cornwall Council Viability Three Dragons for Cornwall Council 8th March 18 SITE ALLOCATIONS VIABILITY BRIEFING – PART 1 REPORT Cornwall Council 9th March 18 Bodmin Housing Delivery Schedule Cornwall Council 9th 18 CPIR Housing Delivery Schedule 1 Cornwall Council 9th March 18 Falmouth and Penryn Housing Delivery Schedule Cornwall Council 9th 18 Hayle Housing Delivery Schedule Cornwall Council 9th March 18 Helston Housing Delivery Schedule Cornwall Council 9th March 18
295 Compliance Hannah Dash 323 Compliance Mr & Mrs Isherwood Matter 1-Plan Wide General Considerations PS Reference Rep Reference Matter Organisation 118 Matter 1 Saltash Community Flood Forum 138 Matter 1 Natural England 139b Matter 1 Hallam Land Management (David Lock Associates) 163 Matter 1 and Matter 8 (copied into both matter Durrants Land Ltd 176 Matter 1 Saltash Neighbourhood Plan Steering Group 192 Matter 1 Wainhomes (Emery Planning) 205 Matter 1 Redrow Homes (Barton Willmore) 205 Matter 1 Redrow Homes (Barton Willmore) – Amended Table Rev A
216b Matter 8 Persimmon Cornwall Council Matter 8 Cornwall Council Matter 9- Bodmin Spatial Strategy and Allocations PS Reference Rep Reference Matter Organisation 104 Matter 9 Russon 192 Matter 9 Wainhomes (Emery Planning) 195 Matter 9 Bodmin Town Council (Pete Skea) 225 Matter 9 Bodmin LVA LLP (Walsingham Planning) 236 Matter 9 Christine Howard Cornwall Council Matter 9 Cornwall Council Matter 10- Launceston Spatial Strategy and Allocations PS Reference Rep Reference Matter Organisation 64b Matter 10 Bovis Homes (DS Planning) 64b Matter Bovis Homes (DS Planning) 65a Matter 10 Vallis Developments (Laurence Associates) 139b Matter 10 Hallam Land Management (David Lock Associates)
Week 3 – Agenda – Matter 2 Planning Inspector 02nd March 18 Week 3 – Agenda – Matter 3 Planning Inspector 14th March 18 Week 3 – Agenda – Matter 4 Planning Inspector 14th March 18 Week 4 – Agenda – Matter 8 Planning Inspector 5th April 18 Post Submission – Further Supporting Evidence Ref. No. Document Author Submission Date Planning Statement Prepared for Irregular Cornwall Ltd, June 2017 and Decision Notice (Rep 319) McMurdo Land Planning and Development Ltd 2nd Feb 18 on behalf of Westcountry Land Rep ID: 212a/212b(Matter 6) Boyer 7th March 18 SWW Feedback South West Council 8th 18 Broadmoor Farm s106 (part 1) CLYDE&Co for Cornwall Council 8th March 18 Broadmoor Farm s106 (part 2) CLYDE & Co for Cornwall Council 8th March 18 Cornwall Plan Modelling Summary Report WSP for Cornwall Council 8th March 18 Cornwall Local Plan Strategic Modelling Methodology Report WSP for Cornwall Council 8th March 18 Chief Planning Officer’s Advice Note - Infill/Rounding Off Cornwall Council 8th March 18 Cornwall Council Viability Three Dragons for Cornwall Council 8th March 18 SITE ALLOCATIONS VIABILITY BRIEFING – PART 1 REPORT Cornwall Council 9th March 18 Bodmin Housing Delivery Schedule Cornwall Council 9th 18 CPIR Housing Delivery Schedule 1 Cornwall Council 9th March 18 Falmouth and Penryn Housing Delivery Schedule Cornwall Council 9th 18 Hayle Housing Delivery Schedule Cornwall Council 9th March 18
PLEASE TELL US MORE… Has your loved one been diagnosed with Borderline Personality Disorder (BPD)? ☐Yes ☐No ☐Unsure Is your family member currently receiving treatment for BPD or other mental health issues? ☐ Yes ☐ No ☐ Unsure How old is your family member? ☐ Less than 22 years of age ☐ 22 years or older Briefly describe your situation with your loved one with BPD: What are your main objectives for participating in this program? What do you hope to take away from the program? Family Connections is a 12-week course held on Tuesday evenings from 6:00 p.m. – 8:30 p.m. Are you able to attend all 12 weeks? ☐ Yes ☐ No ☐ Unsure We will advise you 4-6 weeks before the course if space is available. If space is not available, do you want to be considered for the next course? ☐ Yes ☐ No ☐ Unsure At this time we offer Family Connections in English, we will be offering the course in French in the future. Which language would you prefer? ☐ English ☐ French (waiting list) IMPORTANT NOTE: In order to benefit from the information that is presented each week and to develop the skills, participants must agree to attend each of the 12 Tuesday evening classes except in case of emergency. In addition, participants should plan to spend about 1-2 hours per week on the practice exercises that are assigned.
Can be any of the three classes of power. Trust Powers only – What type of trust is it? To qualify so far, must have obligation to distribute and be special power. Fixed Interest Trust: Trustee has no discretion to select amongst beneficiaries. e.g. ‘I give my house to Tim to hold on trust for Jack and Jill.’ Discretionary Trust: Trustee has discretion to select amongst beneficiaries. e.g. ‘I give my house to Tim to hold on trust for whichever of my children he shall select and, if more than one, in such shares as he shall determine.’ Are there issues of certainty? Mere Power Must satisfy Criterion Certainty – whether person within class of objects described in the provision (McPhail v Doulton). CC has two elements (Re Gulbenkian): Semantic/linguistic Uncertainty – not enough information or words are too subjective, for trustee to perform duties. Uncertain examples: ‘my old friends’ (Re Gulbenkian), ‘persons to whom a moral obligation is owed’ (Re Baden). Certain examples: ‘relatives, dependents, employees, ex-employees’ (Re Baden – ‘relative’ held to be ‘blood relative’). Evidential Uncertainty – Cannot list all the members of that class.
Corn Pantry Scavenger Hunt Name: ___________________________________ Pantry Corn Syrup Dextrin/ Malodestrin Caramel Color Asorbic Acid Corn Starch Saccharin Dextrose Iodized Salt MSG Xanthan Gum Sorbitol/ Sorbitan Citrate Polysorbate Candy & Baking Xylitol Corn Syrup Corn Starch Saccharin Dextrose Sorbitol/ Sorbitan Ethanol Baking Powder Citrate Bathroom/ Medicine Xylitol Corn Starch Decyl Glucoside Methyl Gluceth Lauryl Glucoside Zein Sorbitol/ Sorbitan
6900 San Vicente Ave. NE Albuquerque, NM 87109 Mobile: (505) 217-1150 Email: Editor’s Note: Additional photos are available upon request Marketing Contact: Jo Hinrichs: Direct: (402) 420-3113, Mobile (402) 429-4690, or email:
l/ sand profiles with less measurements than the other 2/ sand profiles taken during different tides. The potential for the utilizing of the sand profiling data and the sand programme has been far from realised. More work should be done on it A more detailed set of x y coordinates from the 1987 Clarence site plan should be put into an -ooutline file to be laid over sand profile plans. 3.4. CURRENT FLOW MEASUREMENTS Before the completion of the monitoring programme at least two more dye traces should be attempted. One at near the same tidal cycle as the on the 1st and 2nd of September and the second during a strong spring tide. 3.5. WAVE CHARACTERISTICS Seek formulae to work out: - wave period - wave velocity in relation to depth. A2 CORROSION AND TEREDO Initiate research into the rate and scale of biological damage on Clarence. This research programme should also address the issue of employing preventative measures to inhibit degradation due to biotic agents Employ equipment on Ute Clarence that measures pH, conductivity, dissolved oxygen, salinity and temperature. Create database and methods of interpreting abiotic data that would of practical use to the management of the Clarence and other submerged cultural sites. LIST OF FIGURES FIGURE 1 GEOLOGICAL SITUATION OF THE CLARENCE FIGURE 2 CLARENCE AND SURROUNDING AREA FIGURE 3 LOCATIONS OF SAMPLES FIGURE 4 LOCATION OF REFERENCE POINTS
only green on Gudg. port lot of scour starb not as stron cuttfish btw 14&15 seems more send visible post/stern covered stern more sand no shell site in seem lost sand pump covered seem lost sand pump exposed cuttle gone knee more exp. starbd seagrass shell patches more covered lot free seagrass timbers exp. Near 5 knee gud. More exp. port nd stern free seagrass + Oys round timb. 3 cover poles had week timbers inside starb’d sand ridges in site sand ripples of bow patches scupper seen deep scour on port outside starb’ cover no sand ridges to bow sand ridge port heavily scoured lot free weed on f/g sand ripple direction exp. more growth changes with kelp free current cuttfish near 4 inner shell patch btw. 1 &3 more marine life plank exp. pump exposed off poles now green algae Bold Indicates significant gain live scallops noticed
Inquest Openings by H.M Senior Coroner Mrs Caroline Beasley-Murray in County Hall, will be heard at 9:30am in Seax House, Coroners Court, Victoria Road South, Chelmsford, Essex Friday 18th March 2016 All information details, including the name of the deceased, are provisional until the inquest has been opened. Therefore, any details, including the name of the deceased, should only be published after the inquest has been opened Case number ESSX/1609/2016 Deceased Olga DEAN Aged 86 years Date of death 12th March 2016 Place of death Harlow, Essex Case number ESSX/1586/2016 Deceased David Gordon FRANKS Aged 74 years Date of death 10th March 2016 of death Harlow, Case number ESSX/1532/2016 Deceased Ademola OWOLANA Aged 26 years Date of death 23rd February 2016 of death Chicago, Illinois. USA.
Calculus Differentiation from principles Example Find the derivative of from first principles. Let Differentiation by rule Examples Vocabulary and more notation is the derivative of y (with respect to x) is the differential coefficient of y (with respect to x). is the derivative of (with respect to x) or Example
SPs at (1, 0) (-1, 4) At (1, 0) Min At (-1, 4) Max Check points (0, 2) (2, 4) (-2, 0) Note that the turning points are Local Max and Local Min Max/Min applications Example Show that the rectangular area enclosed by 100 m of fencing is a maximum when it is a square. Let length be x, hence width = 50 – x Area A given by A is stationary for x = 25 Hence max for x = 25 –hence square. Increasing and decreasing functions Increasing functions: Decreasing functions: Example Show that is an increasing function for all x grad >0 Increasing function.
Mohawk Corporate Environmental Contacts Name Title Office Cell Home Denise Wood V.P. Corporate Environmental 706-272-4933 706-280-6779 706-226-8770 828-644-5616 Rebecca Bolden Director Corporate Environmental 706-272-4934 706-581-3162 423-326-5367 Tyler Saunders Environmental Engineer 706-272-4935 706-847-9805 706-581-2727 Audrey Phillips Environmental Engineering Coordinator 706-272-4938 706-847-9083 706-934-4825 Miles Jorgensen Environmental Engineer 706-272-4939 706-270-2574 423-598-9297 Appendix E
LANCASHIRE SAFEGUARDING CHILDREN BOARD STRICTLY CONFIDENTIAL CORE GROUP SUMMARY AND CHILD PROTECTION PLAN / REVISED / RESTATED CHILD PROTECTION PLAN Please note that a Core Group may develop and review a Child Protection Plan but must not make any material changes. These should only be considered by a Review Conference. Action taken outside this structure will be of an emergency nature only to protect the child. CORE GROUP DETAILS DATE OF CORE GROUP VENUE OF CORE GROUP CHAIR OFFICE ADDRESS Address 1 Address 2 Address 3 Address 4 Address 5 OFFICE TELEPHONE NUMBER CHILD'S DETAILS: Child's Service User Number Surname Firstname Date of Birth ATTENDANCE LIST Name Designation Agency Represented
Policy Summary Adhering to this policy will help to ensure that we use NHS money wisely, providing best value for taxpayers and accountability to our patients for the decisions we take. As a member of you should… As an organisation we will… Familiarise yourself with this policy and follow it. Refer to the guidance for the rationale behind this policy Use your common sense and judgement to consider whether the interests you have could affect the way taxpayers’ money is spent Regularly consider what interests you have and declare these as they arise. If in doubt, declare. NOT misuse your position to further your own interests or those close to you NOT be influenced, or give the impression that you have been influenced by outside interests NOT outside interests you have to inappropriately affect the decisions you make when using taxpayers’ money Ensure that this policy and supporting processes are clear and help staff understand what they need to do. Identify a team or individual with responsibility for: Keeping this policy under review to ensure they are in line with the guidance. Providing advice, training and support for staff on how interests should be managed. Maintaining register(s) of interests. Auditing this policy and its associated processes and procedures at least once every three years. NOT avoid managing conflicts of interest. NOT interpret this policy in a way which stifles collaboration and innovation with our partners Introduction
vehicles, and property may not be used for personal reasons without approval from a department head. Any misuse or misappropriations of agency funds, information, equipment, facilities or other assets may be considered criminal behavior and can bring severe employment and legal consequences. Agency funds include, but are not limited to bank accounts, credit and debit cards, and business accounts. Maintain the Corporate Image The agency’s reputation and identity are among its most valuable assets. All agency representatives are expected to conduct themselves in a manner that reflects positively on the agency’s image and identity, both internal and external. No one should act in a way that adversely affects the reputation or image of the agency with employees, volunteers, people receiving services or with the community at large. Each agency representative should endeavor to deal fairly with the people receiving services, consultants, suppliers, competitors and employees. No one should take advantage of anyone else through manipulation, concealment, abuse of privileged information, misrepresentation of material facts, or other unfair-dealing practice. While the agency cannot control what its representatives do during non-working hours, it is important to understand that information posted online is public and comments made about the agency or agency representatives that are defamatory or violate agency policy (i.e. confidentially, conflict of interest, harassment) can result in disciplinary action, no matter whether the employee wrote it from work or outside of work. Have Job Accountability Each agency representative is responsible for knowing and executing the responsibilities of his or her job. This means the individual is held accountable for the quality of the work he or she produces. In addition, management is responsible for ensuring that they have provided their employees with the necessary information to do their jobs. Avoid Conflicts of Interests Each agency representative has a primary business responsibility to the agency and is expected to avoid any activity that may interfere or have the appearance of interfering with their performance. A conflict of interest exists if an agency representative’s outside business or other interests may affect adversely, or have the potential to affect adversely,
JOB DESCRIPTION – CORPORATE DIRECTOR - PEOPLE ROLE Provide strong, visible leadership to shape, develop and optimise MKC’s new People function. Place people at the centre of everything we do and ensure the best possible outcomes for citizens and service users within the resources available. Review the performance, accountabilities and structure of the in the People function, in partnership with the Service Director Adult Social Care & Health Partnerships (DASS), to ensure that children’s and adult’s services are best aligned to deliver those outcomes and that vulnerable children and adults are safeguarded. As part of the Corporate Management Team, provide and effective leadership to MKC, support cross-functional working and embrace and embody positive change. Provide clear, purposeful and supportive leadership to your team, setting clear objectives and ensuring high standards of performance. Within our ‘no overall control’ political context, develop and maintain good working relationships with councillors to ensure a mutual understanding of the priorities, challenges and opportunities of a combined children’s and adult’s function. Being a pro-active ambassador, a collaborative partner and citizen focussed. Embed value for money service delivery which ensures the safety and wellbeing of MK people and builds on the integration of the Public Health function to reduce health inequalities. Discharge of the education and children social services function of Milton Keynes Council as set out in section 18(2) of the Children Act 2004¹. Use available financial resources to maximum effect - managing within budget, commissioning creatively and wisely and maximising legitimate income streams to ensure all that happens in your remit demonstrates good value for money. PERSON SPECIFICATION Education and Training Experience Significant experience as a senior leader, in a large complex organisation, with substantial evidence of knowledge and understanding of the public sector. A significant track record of delivering excellent safeguarding and achieving significant improvements in outcomes and wellbeing for children, young people and families essential; adults desirable.
X= principle amount K= Interest Rate M= number of times interest compounds N= Years So: Investing $100 with semi annual interest at 8% for 1 year = 100(1+ .08/2) ^2*1 =$104 Present Value: Lump Sum: PV= Xn / (1+k/m) ^ mn Where: X=Principle K=discount rate M= number of compounding N=Years So: 100$ received in 2 years with 8% discount rate compounded semi-annually 100/ (1+.08/2) ^ 2*2 =85.48 Annuity: Paid at the end of each period For Simple Interest: Xn/ (1+k)^n For Compounded Interest: 1. Calculate Effective Annual Interest Rate (EAIR) (1+k/m)^m – 1 2. Use PV formula, plugging EAIR into k Annuity Due: Paid at the beginning of each period So: [Xn/ (1+k)^n ] * [1+k] Risk and Probability: 1. Generally, risk is a function of the probability of something occurring Risk: Quantifiable thing we know may occur Uncertainty: thing we do not know of 2. A Portfolio or Expected return on a then can be calculated by: The Risk weighted average return of a stock/portfolio = Sum of Weight of (Chance) of Economic Outcome or Return x Return 3. Continuous Probability Distribution: Assign a probability of every possible state of economy and rate of return for stock in each economy Taking weighted average return of each gives us a distribution of returns Standard Deviation: Technically a probability weighted average deviation of expected return Way of quantifying expected deviation from the expected return Greater Standard Deviation= Greater Risk C. Quantitative Methods of Valuation: Generally: There are two types of valuation: Fundamental: Evaluating the particular aspects of a company, without regard to the market Market Value: Value comes from the market, and the ‘castles in the air’ theory See Smith Drug Stores I 1. Balance Sheet Valuation: Book Value: BV per Share = BV/# of shares BV= TA-TL Flaws: Restricted by the accounting conventions Historic Cost not reflective of current values
Cooperate for Growth Application Form A signed and scanned application form together with all the requested Annexes may be sent via on For Office Use Only: Reference Number Date Received by Malta Enterprise D M Y to Applicants This form is to be used by eligible undertakings that wish to benefit from the Cooperate for Growth Scheme. All replies must be clearly explained and substantiated. The application form and any attached documents will be treated in confidence throughout and after the project evaluation process. The Corporation shall reject applications for events scheduled for more than two (2) months from the date of application and any applications received after 31st December 2020. Prior to filling and submitting this application form, applicants should ensure to have read the Incentive Guidelines which may be downloaded from the Corporation’s website. All required fields in this application form must be completed as otherwise the application will not be accepted. You will be able to save your progress as you go along. Only electronically filled in applications forms will be accepted. Should the application be hand-written or should the form of the application form be altered, the application form will not be evaluated. Further information, as well as information and guidance on the filling in of the application form may be obtained by contacting the Business First on 144 or the Enterprise Europe Network on
It shall be the responsibility of each party to notify the other parties in writing of any change to its address stated above. I hereby certify that the wording of this guarantee satisfies the requirements of paragraph 391-3-11-.05 of the of the Georgia Department of Natural Resources, Environmental Protection Division as such regulations were constituted on the date first above written. Effective date: [Name of Guarantor] [Authorized Signature of Guarantor] [Name of Person Signing] [Title of Person Signing] Attest: [Name of Attesting Person] [Signature of Attesting Person] [Title of Attesting Person] Date:
DOCUMENT CONTROL Document Responsibility Name Title Service Alex Hughes Corporate Induction Procedure for all Employees HR, OD & Communications Change History Version Date Comments 1.0 July 2017 First version Distribution Comments Corporate Directors, Heads of Service, Trade Unions, ICON Distribution may be made to others on request Policy Review Review Date Person Responsible Service
TILAK VIDYAPEETH (Department of Distance Education) S.Y B.Com Home Assignment – May 2011-12 Subject: Corporate Law Subject Code:- C-215 Instructions: All questions carry equal marks (16 marks each) All questions are compulsory State the difference between a Private company and a Public company. State the difference between Surrender of Shares and Forfeiture of shares. Which are the various types of Directors? Which are the various kinds of companies? Explain all the clauses of the Memorandum of Association and also brief the alteration thereof. Explain in detail the term ‘E-Governance’. ×¾ÖÂÖµÖ - (ÃÖß.215) ¾Ö µÖÖŸÖß»Ö ¾Ö µÖÖŸÖß»Ö Ã¯ÖÂ™ü ×¾Ö×¾Ö¬Ö ×¾Ö×¾Ö¬Ö ÃÖ¾ÖÔ Ã¯ÖÂ™ü ¾Ö ŸµÖÖŸÖß»Ö ²Ö¤ü»Ö / ¤ãüºþÃŸÖß
Please do not make any changes to the column headers. If the company is a business please put a 1 in the “is_business” Adding an email address will notify your recipient of a gift coming their way. The reference field is for our office use only. Please leave this field blank. Don’t forget to sign your gift message! If you would like us to call your recipient to determine the best delivery date please enter “callback” in the “delivery_date” field. Use the below Product key to determine what to enter in the products column. If you want to send multiple items put a comma between the product keys. Example: if you want to send a tenderloin and steak rub enter 3,4 in the products field. Product key: 1 = tenderloin/cookbook 3 = tenderloin 4 = steak rub 5 = cap 8 = cookbook 33 = tails of Perini Ranch book 43 = tenderloin/cookbook/steak rub combo 44 = ground coffee 45 = tenderloin/apron/steak rub combo 47 = Perini t-shirt 48 = apron 49 = whole coffee Required fields: first_name last_name street_addr zip city state phone gift_message delivery_date products
providing evidence to the Administrative Appeals Tribunal and the Information Commissioner as required undertaking presentations to new and existing employees of intelligence agencies to ensure an awareness and understanding of their responsibilities and accountability liaising with other accountability or integrity agencies in Australia and overseas. Key performance indicators The effectiveness of the OIGIS is measured and assessed against four key performance indicators. These indicators take into account the unique role and functions of the office as a specialised review body: the breadth and of inspection work undertaken the timeliness of completion of inquiries or complaint resolution the of acceptance by intelligence agencies, complainants and ministers of findings and recommendations of inquiries conducted the extent to which there has been change within the intelligence agencies as a result of activities of OIGIS. How we measure and report against indicators We use a of quantitative and qualitative information to measure performance. The metrics include: number of inquiries conducted number of complaints received and handled number of public interest disclosure matters handled number of inquiry recommendations accepted and implemented number of outreach activities target percentage (90%) of complaints acknowledged within five business days, and 85% of visa-related complaints resolved within two weeks. While this information is useful in identifying trends in activity numbers over the reporting periods, it does not give a complete picture of the OIGIS’s performance in fulfilling its purposes. For example, OIGIS inquiries and inspection programmes are measured on a qualitative rather than quantitative basis. Rigorous and effective oversight of intelligence agencies’ activities, and the ability to provide assurances about those activities, depends on much more than simple numbers of activities. Some issues (for example, those which raise serious questions about legality or propriety, entail the consideration of complex legal issues, and touch on different agencies) will necessarily and appropriately require focused resourcing and a longer time period for completion. Others (such as complaints about a single confined issue relating to one agency) may be able to be investigated and responded to very quickly and well within target timeframes. Accordingly, our metrics reporting will be supplemented by qualitative information directed at assessing the breadth and depth of our inspection and inquiry work, the level of acceptance of that work, and the extent to which our work results in changes to intelligence agencies’ activities. This information will be drawn from a range of sources (including our records of the nature of particular inquiries and complaints, the reactions of intelligence agencies, complainants and ministers to our
Careers Section Overview Careers are covered in most of the Explore Trades Skills Modules. This section includes an activity plan as well as additional resources for teachers and students. The section activity allows students the opportunity to delve into a career search in a creative way by making an infographic that includes career information such as high school prerequisites, post-secondary education or apprenticeship, and labour market information.
1 Corporate Planning (Including Strategy Development) Researching and gathering market intelligence to enable well-informed plans. Collaborating with the Board to define and articulate the organization’s vision and to develop strategies for achieving that vision. Creating annual operating plans that support strategic direction set by the Board and correlating with annual operating budgets; submitting annual plans to the Board for approval. Developing and monitoring strategies for ensuring the long-term financial viability of the organization Developing future leadership within the organization. Buy in from EXCO, Board, DoE and Ministry for: 5-Year Strategic Plan Annual Performance Plan (APP) Well crafted, coherent reports Corporate calendar highlighting key milestones Strategic tools for the organisation 2 Performance Monitoring and Reporting Monitoring implementation of the strategy and APP and reporting on progress; Identifying barriers to implementation and collaborating with the EXCO and/or Board to identify or develop suitable solutions; Expanding the existing, output focused performance monitoring to incorporate impact contribution assessment. Quarterly Feedback Reports to DoE Other governmental compliance-related reports Impact contribution framework developed, monitored and reported on Compliance with national reporting requirements Performance monitoring and reporting Solutions to aid implementation hurdles Quantified impact contribution
construction, building upgrade programs, development and implementation of fire safety plans, and storage of dangerous goods. examinations: new construction, building upgrade programs, residential secondary suites, and Fire Safety Plans with emphasis to addressing all new construction, alterations, renovations, demolition and removal of structures. compliance inspections of work and occupancy: construction, renovations/alterations/reconstruction/additions, occupancy loads and changes in occupancy, fire safety plan practices with emphasis to addressing the risk to occupied residential buildings, follow-up inspections of deficiencies and unsafe conditions, and post-occupancy of facilities identified. alternative solutions/variances, identification of deficiencies/ unsafe conditions and follow up corrective action, verification of compliance (VOC), investigations, and maintaining files and records. 3.2 Interdisciplinary Technical Coordination An effective safety codes system requires cooperation between technical disciplines. Where possible or appropriate, SCOs from all technical disciplines will discuss/interact in relation to: inspections, plans reviews, occupancy load certificates, and areas of mutual interest. 3.3 Emergency Situations If a SCO is, on reasonable and probable grounds, of the opinion that there is an imminent serious danger to persons or property because of anything, process or activity to which the Act applies or because of a fire hazard or risk of explosion, they may take any action that the SCO considers necessary to remove or reduce the danger. 3.4 Alternative Solutions / Variances A SCO may review an alternative solution proposal and issue a site or instance specific variance from a code or referenced standard if the SCO is of the opinion that the alternative solution proposal / variance provides approximately equivalent or greater safety performance with respect to persons and property as that provided for by the Act. An alternative solution proposal / variance will not remove or relax an existing rule, nor be intended to provide product approval. An alternative solution proposal / variance will be issued in accordance with the Act and Council
31st ANNUAL COMMUNITY PAINT-A-THON PAINT DATE: Friday, Sept 14, 2018 or Saturday, Sept 15, 2018 Please check one PREPARATION: Prior to Paint Day RAIN DATE: TBD by Team Leader CORPORATE TEAM VOLUNTEER REGISTRATION FORM DATE CONTACT NAME/S CORPORATE TEAM NAME STREET ADDRESS CITY ZIP CODE PHONE#: CELL WORK HOME E-MAIL ADDRESS DEADLINE FOR TEAM REGISTRATION IS JULY 1, 2018 All groups must have an assigned Team Leader and Co-Leader – provide information below Leader Phone - Day Cell Co-Leader Phone - Day Cell ***************************************************** Total # of Volunteers # Under Age 18(*minimum age is 14) Painted before? Y N All homes will require ladder work – no house height is to exceed 25 ft. (All New Team Leaders and Co-Leader must attend Leader training/paint & supply pick-up on Aug. 15 or 22, 4:30 – 6 pm., Meeting information & location will be sent in July 2018) & BEVERAGES – Teams/Individuals are responsible for providing their own lunch and refreshments. NOTES/COMMENTS/CONCERNS: tel. 847.228.1320 fax 847.228.1327 e-mail:
In support of this the following drop in the number of requisitions which remain open and are older than 3 months can be seen below: Requisitions in the R&S Process which have been with RSSC for 3 months or more Date Active Requisitions older than 3 months On Hold Requisitions older than 3 months Total requisitions older than 3 months % of all Activity % of all Active Requisitions in the R&S Process 18 Aug 17 1703 719 2422 52.65% 50.68% 19 Sept 17 1446 708 2154 51.72% 50.61% 16 Oct 17 658 439 1097 39.60% 32.67% 31 Oct 17 616 679 1295 33.96% 28.60% Focusing on the number of requisitions which have been with the RSSC for 3 months or more and remain in the R&S Process, this has been reduced from 2422 in 2017 to 1295 at 1st November 2017. Recommendation The Board is asked to note the information contained within the Corporate Balanced Scorecard for the month of October 2017. Date: 17th November 2017
Employees may be required to work out of normal hours work on occasion New staff will require a Police Clearance Required to travel from time to time. PART C – Authorisations Approvals: Manager People and Culture: Rebecca Muller Signature: Date: Authorisations: Director Corporate and Community Services: Melissa Amos Signature: Date: Executive Officer: Tony Siviour Signature: Date: Acceptance of Employee: I have read and understood the requirements of the position: Signature: Date: Version Last Updated: Date: 23 November 2017
Materials: -Coring Pipe -Colored Pencils -Rulers -Wax Paper -Modeling Clay -Plastic Beaker or Cup -Plastic Butter Knife -Mug -Pony Beads White 3 Green 5 Yellow 3 Pink 6 Orange 5 Red 5 Purple 7 Blue 4 Black 5 Complete the Part 2 data before going on! Then begin by placing a 5 cm x 5 cm layer of clay approximately ½ centimeter thick in the beaker to represent the first, or deepest, layer of sediment in the core. Use a cup or mug to help roll out the clay on wax paper. Keep the clay on wax paper while you work. Using the data table from the Part 2 as a guide, place one of each color bead that represents macrofossils found at that depth into the center of the clay. Repeat one and two layering the clay one on top of the next until you have built and stacked together all 10 layers. Take a core sample by pressing your coring pipe straight downwards into the middle of the sample and pull it out slowly. Carefully remove the core from the pipe by gently pressing your core back out. Use the plastic butter knife to cut the core in half. Name: Post Lab Questions: Measure and record the length of the core. How many years does it represent of sedimentation if 1 cm=22 years? Draw a picture of what you see in each layer and label the different bead colors found.
Period of notice to be given: Current salary: 2) PREVIOUS EMPLOYMENT (please continue on a separate if necessary) Employer’s name, address & nature of business: Job held Dates Employed description of main duties and reason for leaving 3) EDUCATION (Secondary, Further/Higher) Schools, colleges, universities or institutes of further education attended: Date of Qualification gained, including subject and grades (or expected results): Details of any professional qualification(s)/membership(s) of professional association(s):
42. The sale of corporate bonds held by the firm as a long-term investment would increase cash flows from investing activities on the statement of cash flows. True False 43. Paying dividends to common shareholders will not affect cash flows from financing activities. True False 44. The sale of a firm's securities is a source of funds, whereas the payment of dividends is a use of funds. True False 45. Depreciation is an accounting entry and does not involve a cash expense. True False 46. The use of depreciation is an attempt to allocate the past and future costs of an asset over its useful life. True False 47. Free cash flow is equal to cash flow from operating activities plus depreciation. True False 48. Free cash flow is to cash flow from operating activities minus necessary capital expenditures and normal dividend payments. True False 49. The guidelines of the International Accounting Standards Board have been successfully reconciled with the rules of the FASB in the United States as of 2010. True False 50. For corporations with low taxable income (less than $100,000), the effective tax rate can be as much as 40%. True False 51. Interest expense is deductible before taxes and therefore has an after-tax cost equal to the interest paid times (1 - tax rate). True False
111. With respect to Finance in Action: Global, which of the following is NOT true: Analytic Blooms: Understand Difficulty: Challenge Learning Objective: 02-05 Depreciation provides a tax reduction benefit that increases cash flow. 112. Assuming a tax rate of 40%, depreciation expenses of $500,000 will Tax savings from depreciation = Depreciation × tax rate = $500,000 × .40 = $200,000
Marketing Materials: PowerPoint templates and presentations that are still in use Word templates Brochures, flyers, education materials, print Trade show booth Poster presentations Case studies, white papers, customer testimonials, etc. TV and radio spots if applicable Digital banner ads if applicable Newsletter/e-newsletter templates Videos and product Customer-facing training materials Promotional (pens, notepads, etc.) Print and Collateral Name badges Business cards, email signatures and addresses Info sheets Letterhead, envelopes, labels, folders, coversheets Mail-outs, posters Telephone greetings and messages, including: Outgoing voicemail greetings Standardised greeting when answering live calls “on-hold” messaging Answering service/after-hours call centre greeting Outgoing caller ID Website: Content Images On-page search engine optimisation (SEO): Titles, Keywords, Meta Descriptions Cross browser checks Web feed (RSS) links Business directories Web directories Partner listings Update your listings in applicable online directories. Send updated logo and name/descriptions to any partners, networks etc. Business Units: Prepare inventory specific to each business unit Customer Service: Prepare an inventory of all customer information
J Morrissey, ‘United States v O’Hagan: A Results-Oriented Approach to Insider Trading Cases’ (1998) 48 DePaul Law Review 161 G Blanke, ‘Choice of the Most Profitable Legal Structure for German Subsidiaries’ (1999) 27 International Business Lawyer 66 T Andre, ‘Cultural Hegemony: The Exportation of Anglo-Saxon Corporate Governance Ideologies to Germany’ (1998) 73 Tulane Law Review 69 D Chow, ‘The Limited Partnership Joint Venture Model in The People’s Republic of China" (1998) 30 Law and Policy in International Business 1 C ‘Directors - De Jure, De Facto, or Shadow?’ (1998) 28 Hong Kong Law Journal 304 D Levine and A Pritchard, ‘The Securities Litigation Uniform Standards Act of 1998: The Sun Sets on California’s Blue Sky Laws’ (1998) 54 Business Lawyer 1 D Kupetz, ‘The Bankruptcy Code is Part of Every Contract: Minimising the Impact of Chapter 11 on the Non-Debtor’s Bargain’ (1998) 54 Business Lawyer 55 J Madden, ‘Financing Small Bank Holding Companies: Securitization of Capital Securities’ (1998) 54 Business Lawyer 93 R Flannigan, ‘Commercial Fiduciary Obligation’ (1998) 36 Alberta Law Review 905 D Weber-Rey and W Tischvirek, ‘New Regulations on Private Business Participation Companies to Promote the Venture Capital Market in Germany’ (1999) 10 International Company and Commercial Law Review 31 The Company Lawyer (Volume 20 No 2, February 1999). Articles include: (a) Company Investigations: A Comparative Analysis of Israeli and UK Law (b) Takeover Defence Tactics Part 2: Specific Defensive Devices (c) Derivatives: Internal Controls for Users and Sellers Corporate Governance Bulletin (Volume 16 No 4, November-December 1998). Articles include: (a) Vigorous US Shareholder Activism on Governance Expected in 1999