zilongwang/ReadingBank huggingface dataset:
LIST B MCA has notified below mentioned 1 sections of Companies Amendment Act, 2017 w.e.f. 5th July, 2018. S. No. Section No. of Amendment Act, 2017 Section No. of Companies Act, 2013 Particular of Section Section 20 Section 82 Company to Report Satisfaction of Charge. LIST C MCA has already notified below mentioned 5 sections of Companies Amendment Act, 2017 w.e.f. 13th June, 2018. S. No. Section No. of Amendment Act, 2017 Section No. of Companies Act, 2013 Particular of Section Section 22 Section 90 Register of Significant beneficial owners in a Company Section 24 Section 93 Return to be filed with Registrar in case promoters’ stake change Section 25 Section 94 Place of Keeping and inspection of registers, returns etc. Section 26 Section 96 Registers, etc. to be evidence Section 71 Section 216 Investigation of ownership of Company
Email: hello@realestatebalance.org I understand Real Estate Balance will my data in accordance with its Privacy Policy on its website. I agree to receive mailings regarding their initiatives and events [ Yes / No ]. I agree that my name * Only members of Real Estate Balance will have & company will appear in the members’ section* of the website [ Yes / No ] access to the members’ section of the website.
Corporate Planning Timetable 2017/18 Item Details Sign Off Date Annual Governance Statement Strategic Directors Audit and Governance May 2017 (Draft AGS) 22 May 2017 Budget Strategy Update inc Principles Provision Future Year’s Cash Limits Funding Forecasts Capital Investment Demands 2017/20 Strategic Directors Cabinet O & S Commission June 2017 14 June 2017 17 July 2017 Statement of Accounts Audit and Governance 7 August 2017 Annual Report – 2016/17 Strategic Directors August 2017 Provisional Spending Plans Strategic Directors Cabinet O & S Commission September 2017 13 September 2017 20 November 2017 Settlement/Capital Announcement Strategic Directors Cabinet O & S Commission December 2017 6 December 2017/ 10 January 2018* 29 January 2018 (* Dependent on timing of announcement) Revised Spending Plans, Provisional Council Tax Recommendation Cabinet O & S Commission 10 January 2018 29 January 2018 Council Operational Plan & Delivery Plan 2018/21 Strategic Directors Cabinet Council 10 February 2018 21 February 2018 28 February 2018 Portfolio Budget Strategy Statements and Budget Recommendation to Council 2018/19 Budget Cabinet 21 February 2018 Approval of Budget 2018/19 Council 28 February 2018 Target Setting Review 2018/21 Strategic Directors Cabinet March 2018 28 March 2018 Annual Service Plan completion 2018/19 StrategicDirectors 30 March 2018
/Assistant Directors Appraisals Managers 27 2018 Departmental Training Plan 2018/19 Strategic Directors June 2018 Member Training Plan 2018/19 Member Training Group Leader Chief Executive June 2018 Corporate Training Plan 2018/19 Strategic Directors June 2018 Appendix 1 - Finance and Performance Monitoring Report Timetable Quarter Report Budget and Performance Monitoring Meeting PI Monitor Data Deadline Member Services Deadline Cabinet Audit & Financial Monitoring Scrutiny Panel Council - June 2017 Budget and Performance Report April 2017 N/A 12 May 2017 N/A N/A N/A N/A Corporate Finance Report – Outturn and Performance Outturn 2016/17 N/A N/A 2 June 2017 14 June 2017 21 June 2017 12 July 2017 Budget and Performance Report May 2017 12 – 15 May 12 June 2017 7 July 2017 19 July 2017 N/A N/A Corporate Finance Report Q1 – 2017/18 N/A N/A 7 July 2017 19 July 2017 6 September 2017 6 September 2017 Budget and Performance Report June 2017 12 – 16 June 14 July 2017 11 August 2017 23 August 2017 6 September 2017 N/A July – September 2017 Budget and Performance Report July 2017 10 – 13 July 14 August 2017 N/A N/A N/A N/A Budget and Performance Report August 2017 7 – 16 August 15 September 2017 13 October 2017 25 October 2017 8 November 2017 N/A
Montana Association Corporate Sponsor Program LEVELS OF SPONSORSHIP & RECOGNITION LEVEL Bronze/Silver/Gold/Platinum Bronze/Silver/Gold/Platinum Silver/Gold Platinum Bronze $100 contribution Name printed in conference program Name printed in Montana BPA Newsletter Name placed on web site for school year. Name displayed in PowerPoint Presentation during all Montana State Leadership Conference sessions Silver $250 contribution Name printed in conference program Name printed in Montana BPA Newsletter Name placed on web site for school year Name displayed in PowerPoint Presentation during all Montana Leadership Conference sessions Certificate of Appreciation Gold $500 contribution Name printed in conference program Name printed in Montana BPA Newsletter Name placed on web site for school year. Name displayed in PowerPoint Presentation during all Montana State Leadership Conference sessions Plaque of Appreciation Platinum $1,000 contribution Name printed in conference program Name printed in Montana BPA Newsletter Name placed on web site for school year Name displayed in PowerPoint Presentation during all Montana State Leadership Conference sessions $100 scholarship for state winner in event of choice and/or Plaque of Appreciation
Oldham College Governors Schedule of Meetings 2018 - 2019 2018 2019 Committee Day/Time Sept Oct Nov Dec Jan Feb Mar April May June Jul Aug Corporation Tuesday 5pm - 7pm 23 18 26 2 Resources Tuesday 5pm - 7pm 9 4 5 4 Curriculum and Quality Tuesday 5pm - 7pm 2 27 18 4 – 5pm 29 19 14 11 Audit Tuesday 5pm – 7pm 25 11 12 18 Governance & Search Tuesday 9 4 Remuneration Tuesday 3.30pm – 5pm 25 2 Prevent & BV Tuesday 4pm – 5pm 9 12 18
Are there any court proceedings (including winding up proceedings) pending or proposed and are there any unsatisfied judgements against the company? If yes, provide details: Yes No Address where the company operates: Postcode: Sports Bookmaker’s Key Employees The names and addresses of all key employees employed by the company are: Name Address Pursuant to Section 97 of the Act, I seek approval for the following key employees to become agents to act on my behalf in my absence. Name Contact Phone Declaration under the Oaths, Affidavits and Declarations Act I (insert name): Of (insert address): Postcode:
Ford as controlling SH decides Ford Motor Co. won’t pay special dividend anymore Articulate investing in business (smelting plant) and altruistic intention for welfare of his work force Holding: Court leaves smelting plant, but orders payment of the special dividends Dodge (minority SH) offered to sell shares and Ford refused after dividend announcement Can’t easily liquidate Controlling SH owes FD to minority when acting like a board member Welfare of employees is not a rational basis Instead, say “happy employees will stay w/ Ford and work harder” more profit Π sues Δ to compel building stadium lights at Wrigley Field and to have night baseball games Δ owns 80%, Π argues games = more profit Δ argues lights will have deleterious effect on surrounding neighborhood/negatively affect patrons bad for profits Board considered issue and rejected it no DoC problem Holding: Δ articulated pro-firm rational basis for not installing the lights See also Smith Mfg. – Donation to Princeton Holding: Modest donation to preeminent institution, within statutory generate good will, provide more trained personnel Duty of Care #2) Analysis Duty of Care – Board must inform itself of all material information reasonably available to them prior to decision (Van Gorkom – Gross Negligence) Fully informed, Active board participation (can’t just rely on CEO, ask Qs, etc.), Advice of outside experts (Law firm, investment bank), READ DOCUMENTS ahead of meetings If Π shows breach, Δ has affirmative defense showing entire fairness (Cinerama) §144(a)(3) – Entire Fairness Fair Dealing Fair Price Aggressive bargaining and by whom Fiduciary’s knowledge of the business Outside valuation/advice Timing of transaction How transaction is initiated How transaction is structured How transaction is negotiated How it is disclosed to directors How the approval of directors was obtained How the approval of the stockholders was obtained Magnitude of premium over market price Surmountability of lock-ups Economic and financial considerations Including assets Market value Earnings Future prospects Any elements that might affect the intrinsic or inherent value of a company’s stock Ratification §144(a)(1) – Disinterested board members can cleanse vote of interested §144(a)(2) – Vote of SHs can cleanse interested board action Elements – Must be aware of all material facts and SH vote must have not been otherwise required (Gantler – need 2 votes, one to cleanse, one to approve of action)
company to the register Chapter 6, 6A, 6B, 6C, 6D or 7 Any application under these Chapters Subsections 1317S(2), (4) and (5) For relief from liability for contravention of a civil penalty provision [inserted by Corporation Rules 2003 (Amendment No. 9)] Subsection 45-1(3) of the Insolvency Practice Schedule (Corporations) For an order under subsection of the Insolvency Practice Schedule (Corporations) in relation to a registered liquidator [inserted by Corporation Rules 2003 (Amendment No. 9)] subsection of the Insolvency Practice Schedule (Corporations) For an inquiry into the external administration of a company [inserted by Corporation Rules 2003 (Amendment No. 9)] section 90-20 of the Insolvency Practice Schedule (Corporations) For an under section 90-15 of the Insolvency Practice Schedule (Corporations) in relation to the external administration of a company
4. The name and address of the person entrusted with distribution of the company’s assets is [insert name and address].* Date: Name of plaintiff or plaintiff’s legal practitioner: [name] * Omit if not applicable Rule 15A.7 Form 22 Notice of dismissal or withdrawal of application for recognition of foreign proceeding IN THE [name of Court] No. of [year] [Name of company] ABN or ACN: [ABN or ACN of company to which proceeding relates] TO all the creditors of [name of company]. TAKE NOTICE that the application under the CrossBorder Insolvency Act 2008 for recognition of a foreign proceeding in relation to [name of company] commenced by the plaintiff, [name of plaintiff], on [date of filing of originating process] was dismissed*/withdrawn* on [date of dismissal/withdrawal] Date: Name of person giving notice or of person’s legal practitioner [name] * Omit if not applicable Rule 15A.9 Form 23 Notice of filing of application to modify or terminate an order for recognition or other relief IN THE [name of No. of [year] [Name of company]
For a larger or more complex project, the COE will issue a standard permit by ENG Form 1721. The permit will state authorization for the work, including a project description and conditions. The COE may reevaluate the permit decision if, for example, there is a failure to comply with conditions, a finding that application information entered is false, changes in circumstances, or if other new pertinent information comes to light that would effect the project decision. The COE also shares jurisdiction for dredge and fill permits with the Environmental Protection Agency (EPA). The CWA the EPA Administrator the authority to review and overturn any COE § 404 decisions for disposal sites for fill material based on information gathered by the COE throughout the application process.The Administrator may overturn a permit site if he determines the project will have an unacceptable adverse effect on: municipal water supplies shellfish beds and fishery areas wildlife recreational areas B. The Office of Coastal Management – Coastal Use Permit The Office of Coastal Management offers the option of a joint permit for Me: Caldwell did not think it was optional, and many Corps troops have told me for years that they can do nothing until the state first decides to permit or exempt. For example, the Corps cannot issue a nationwide within the CZ unless the state or the parish has exempted the project from the coastal zone. both the OCM and the COE permits, and this application may be submitted online. While the Office of Coastal Management represents a greater interest in conservation of Louisiana’s Coastal resources, where the COE’s jurisdiction originates with navigation, the differing interests of agencies involved overlap, and don’t me started on “navigation!!!” many of the requirements for permits with each agency are similar. 1. Statutory Authority for Regulation The coastal management program was established within the Louisiana Department of Natural Resources by the State and Local Coastal Resources Management Act of 1978. The Office of Coastal Management has the authority to issue Coastal Use Permits for activities qualifying as uses of state or local concern within the coastal zone. Uses of state concern include those which will directly and significantly effect coastal waters such as dredge and fill projects intersecting more than one water body, projects using state land or water bottoms, state publicly funded projects, national interest projects, mineral and pipeline activities and
Freeze Out – Key Elements (though need not have all, burden of proof on Plaintiff): Black sheep deprived of director position >> employee position >> salary and benefits. Majority attempts to force or forces to resell the black sheep’s stock (often at a low price). Advising Clients – keep record to demonstrate that black sheep is problematic, be able to show they tried to work it out (notice of meeting, mediator, etc.), should demonstrate legitimate purpose. Want to frame defendant as “good guy.” Wilkes v. Springside Nursing Home Inc. – MA Rule. Outcome – court held stockholders of close corporation owe one another substantially the same duty as partners to one another. Ingle v. Glamore Motor Sales, Inc. – NY Rule. Outcome – court says Glamore bought back Ingle’s shares at good price, indicative of fair faith. Won’t overturn NY at-will rule. Buy-Outs – MA Rule – want to “restore justice,” restore the situation that should have been in place had wrongful freeze-out not occurred. Problem is that the black sheep is dead. Brodie v. Jordan – Outcome – entitled to money damages to the extent that money was removed from company (based on unjust enrichment of other directors who raised their salaries after freeze out), injunctive relief, and maybe a right to a dividend. Oppression – Smith v. Atlantic Properties – Another permutation of MA freeze out remedy. Doesn’t involve majority shareholder or majority group of shareholders. Deadlock results in violation of IRS rule against accumulating certain amount of funds in company, punitive taxation. Outcome – Wolfson loses, expanded remedy of close corporation to minority (as opposed to majority) oppression.
Near Misses Quarter 1 2017/18 The table below details how many Near Misses were reported in the reporting period. Date of Event Details Involved Parties Action Undertaken by Unit Any Further Action Required? Has the Learning been shared? Potential for recurrence? 06/06/2017 Clinical data shared externally HBS Letter issued to the relevant CEO n/a With Corporate Services Yes 30/05/2017 Grievance information sent to address HR Email sent internally to DLS rather than HR. Emails deleted from incorrect recipient’s inbox without being read n/a With Corporate Services Yes 20/06/2017 Information sent to wrong email address RSSSC Email sent to occupation health email address within BHSCT. Email deleted and not shared within anyone else. n/a With Corporate Services Yes
Coastal Bend College Upward / GOST Corpus Christi Outing Wednesday, August 2, 2017 Bus #1 George West ISD Bus Pick Up From Pick-up Location Drop Off 7:40 am George West McDonalds 6:45 pm 8:00 am Swinney Switch Grocery Store 6:30 pm 8:15 am Mathis McDonalds 6:15 pm 8:30 am Edroy Post Office 6:00 pm 9:00 am Texas Botanical Gardens & Nature Center 8545 S Stapes St, Corpus Christi, Tx Funtrackers Family Fun Center 9605 S Island Dr, Corpus Christi, TX 5:30pm Bus #2 Odem-Edroy ISD Bus Pick Up From Pick-up Location Drop Off 8:00 am Taft Whataburger 7:00 pm 8:15 am Sinton Courthouse 6:45 pm 8:30 am Odem Odem High School 6:30 pm 9:00 am South Texas Botanical Gardens & Nature Center 8545 S Stapes St, Corpus Christi, Tx Funtrackers Family Fun Center 9605 S Island Dr, Corpus Christi, TX 5:30 pm Bus #3 Beeville ISD Bus Pick Up From Pick-up Location Drop Off 7:25 am Pettus Across from DQ 7:00 pm 7:35 am Tuleta Post Office 6:55 pm 7:45 am Beeville CBC Sub 6:45 pm 8:00 am Skidmore Dairy Queen 6:30 pm 9:00 am South Texas Botanical Gardens & Nature Center 8545 S Stapes St, Corpus Christi, Tx Funtrackers Family Fun Center 9605 S Padre Island Dr, Corpus Christi, TX 5:30 pm
A common lexeme that can be problemmatic is for which the many possible lexemes include accept, acknowledge, and admit. First, in a dictionary check the possibilities. Next, check the frequency of each lexeme, and then find three examples of usage. Corpus: English lexeme Frequency accept 1. 2. 3. 1. 2. 3. 1. 2. 3. 1. 2. 3. 1. 2. 3. Finally, offer a short synopsis of the usage of each lexeme. Accept appears to be used …
Corran – Lochaline (via Drumsallie) -Distance: 73.5 miles – 2 hr 02 min Follow the A82 North (towards the A861) Continue on the A82 North Turn left on to the A830 at Lochybridge Roundabout Continue on the A830 for approx. 11.9 miles Turn left on to the A861 (Drumsallie) height restriction 12’-0” Continue on the A861 (single track road) to Ardgour, double track from Ardgour Carnoch Turn left on to the A884 – continue to Lochaline for a further 18.3 miles. Corran – Lochaline (via Lochailort ) Distance: 86.1 – 2 hr 23 min Follow the A82 North (towards the A861 Lochailort) Continue on the A82 North Turn left on to the A830 at Lochybridge Roundabout Continue on the A830 for approx. 24.9 miles Turn left on to the A861 for 32.8 miles to Carnoch Bridge Turn right on to the A884 – continue to Lochaline for a further 18.3 miles
Ensure that meetings exhibit strong governance and that Board members are performing to a high standard We will test a new scenario that breaks the financial plan to rehearse options for a recovery plan December 2015 Cadarn Ensure that the Boards have a robust overview of organisational performance We will review the Corporate Plan indicators and performance information presented to Boards to ensure it provides the information needed December 2015 Cadarn Ensure that the structure of the organisation is fit for purpose We will review our organisational structure as part of our Corporate Plan review December 2015 Cadarn Ensure that the Boards have an appropriate level of responsibility for decision making We will review Group governance arrangements to ensure that delegation is clear, appropriate and efficient December 2015 Cadarn Improve the accuracy, timeliness and relevance of performance information We will review and identify improvements to our infrastructure for reporting performance information February 2015 Revised to September 2015 Cadarn Ensure that new business ventures are viable and not creating a drain on core resources We will review the performance and viability of Living Quarters Wales to check that the business plan assumptions and loan repayment requirements will be met February 2015 Further review November 2015 Cadarn Governance and Finance - We are a financially sound and viable business What we are trying to improve What we will do differently Target Date Lead Board To improve decision making and clarify risk appetite We will review our definition of risk appetite to ensure it is appropriate and workable March 2015 Cadarn & Newydd Boards
The breadth of our responsibilities reveals the complexity of our work and the context in which we operate. Often the scope of the problems we address extends beyond our prescribed responsibilities and areas of direct influence. The table below shows this complexity and our level of influence. It presents some of the factors that have the potential to affect our performance and our ability to achieve our purposes. Along with agencies across Government, our operating environment continues to be one of smaller budgets, increasing devolution of government functions, shared stewardship with business and the community, new technologies, increasing demands and expectations from the general public and greater scrutiny. As with the biophysical environment, some of these factors are not fully within our control but can provide a catalyst for change, highlighting the need for the Department to build collaborative partnerships with governments, business and the community. Table 1: Our level of influence Factors — Greater influence Factors — Partial influence Factors — Less Influence Support of the Minister and Government Reporting on the state of Australia’s environment Scanning for emerging risks and opportunities Investing in our environment and heritage Our environment and energy policy advice Administration and enforcement of Commonwealth energy and environment laws Our science and information base Our engagement with the community Our implementation of government agendas (e.g. innovation, regulatory reform, digital transformation) Our approach to risk Our workforce planning and working conditions Our business operations Budget allocations of Australia’s economy Decisions by business to invest in energy markets Perception that environment and economy are mutually exclusive Perception of the Department and importance of the work we do Energy Environmental protection and conservation activities undertaken by states, territories and regional bodies Uptake of energy efficiency initiatives Compliance with and enforcement of Commonwealth environmental laws by others Setting of environment related international obligations Cooperation with public and private stakeholders Passing of new initiatives through Parliament Pressures external to the Department including the actions of international governments Policy decisions of state and local governments Machinery of government changes Legacy effects of environmental damage (e.g. species loss) Impacts of climate warming already in the world’s climate systems
The breadth of our responsibilities reveals the complexity of our work and the context in which we operate. Often the scope of the problems we address extends beyond our prescribed responsibilities and areas of direct influence. The table below shows this complexity and our level of influence. It presents some of the factors that have the potential to affect our performance and our ability to achieve our purposes. Along with agencies across Government, our operating environment continues to be one of smaller budgets, increasing devolution of government functions, shared stewardship with business and the community, new technologies, increasing demands and expectations from the general public and greater scrutiny. As with the biophysical environment, some of these factors are not fully within our control but can provide a catalyst for change, highlighting the need for the Department to build collaborative partnerships with governments, business and the community. Table 1: Our level of influence Factors — Greater influence Factors — Partial influence Factors — Less Influence Support of the Minister and Government Reporting on the state of Australia’s environment Scanning for emerging and opportunities Investing in our environment and heritage Our environment and energy policy advice Administration and enforcement of Commonwealth energy and environment laws Our science and information base Our engagement with the community Our implementation of government agendas (e.g. innovation, regulatory reform, digital transformation) Our approach to risk Our workforce planning and working conditions Our business operations Budget allocations State of Australia’s economy Decisions by business to invest in energy markets Perception that environment and economy are mutually exclusive Perception of the Department and importance of the work we do Energy Environmental protection and conservation activities undertaken by states, territories and regional bodies Uptake of energy efficiency initiatives Compliance with and enforcement of Commonwealth environmental laws by others Setting of environment related international obligations Cooperation with public and private stakeholders Passing of new initiatives through Parliament Pressures external to the Department including the actions of international governments Policy decisions of state and local governments Machinery of government changes Legacy effects of environmental damage (e.g. species loss) Impacts of climate warming already in the climate systems Innovative financing partnerships
Vocabulary These words merit less time and attention (They are concrete and easy to explain, or describe events/ processes/ideas/concepts/experiences that are familiar to your students ) These words merit more time and attention (They are abstract, have multiple meanings, and/or are a part of a large family of words with related meanings. These words are likely to describe events, ideas, processes or experiences that most of your student will be unfamiliar with) Page 2 – stranded – a person or object is unable to move from the place where they are Page 3 – levee – a special wall built to stop a river flooding Page 3 – tether(ed) – to tie an animal to a post so that it can only move around within a limited area Page 5+ – volunteer – someone who does a job willingly, often without being paid Page 3 – wall of water – a large wave of water washing over the city. Page 3 – silent heat – the weather was uncomfortably hot and humid. Page 8 – buckle(ed) – to become bent or curved because of heat or pressure, or to make something bend or curve in this way Page 9 – devastate(ed) – to damage something very badly or completely Page 14 – temporary – intended to be used for only a limited period of time Community – a group of people who come together with similar interests or concerns. Fun Extension Activities for this book and other useful Resources View Two Bobbies website, created by authors Kirby Lawson and Mary Nethery at
Appendix B: Mapping the Department’s Portfolio Budget Statements 2017–18 to the Corporate Plan 2017–18 Corporate Plan Portfolio budget statements Purpose Activity Program Outcome Environment and Heritage Conserve, protect and sustainably manage Australia’s biodiversity and heritage Investing in our environment and heritage Program 1.1: Sustainable management of natural resources and the environment Outcome 1: Conserve, protect and sustainably manage Australia’s biodiversity, ecosystems, environment and heritage through research, information management, supporting natural resource management, establishing and managing Commonwealth protected areas, and reducing and regulating the use of pollutants and hazardous substances. Environmental watering Program 1.3: Commonwealth Environmental Regulating to protect our environment and heritage Program 1.4: Conservation of Australia’s Heritage and the Environment Program 1.5: Environmental Regulation Environmental health Program 1.6: Management of Hazardous Wastes, Substances and Pollutants Climate Change Develop and implement a national response to climate change Reducing Australia’s greenhouse gas emissions Program 2.1: Reducing Australia’s Greenhouse Gas Emissions Outcome 2: Reduce Australia’s greenhouse gas emissions, adapt to the impacts of climate change, contribute to effective global action on climate change, and support technological innovation in clean and renewable energy, through developing and implementing a national response to climate change. Program 2.3: Renewable Energy Technology Development Adapting to climate change Program 2.2: Adapting to Climate Change Antarctica Advance Australia’s strategic, scientific and environmental interests in the Antarctic Antarctic science, policy and presence Program 3.1: Antarctica: Science, Policy and Presence Outcome 3: Advance Australia’s strategic, scientific, environmental and economic interests in the Antarctic region by protecting, administering and researching the region. Energy Energy market reform and energy efficiency programs Program
Saturday October 27th, 2018 8:30 - 9:30 Registration and Information Fair – University Center 1st & 2nd floor Mingle with different clubs and organizations on campus upstairs, as well as professors from our academic departments downstairs. 9:30 – 10:00 Welcome – University Center, Meyer Ballroom Nichelle Chandler – Assistant Director of Admissions Lauren Popp - CMU Student Ambassador Events Executive 10:00 – 10:45 Department Discussions Q&A with a faculty member from your area of interest. See classrooms, labs and learn interesting facts about the department. 10:50 – 12:15 Campus Tour A Student Ambassador will guide you through a comprehensive tour of our beautiful campus. 12:15 – 12:50 Lunch – University Center Ballroom 12:50-1:00 Break and walk to Dominguez Hall for the Breakout Sessions 1:00 – 1:20 Breakout Session 1 1:25 - 1:45 Breakout Session 2 Choose TWO from the Following Sessions Financial Aid – Dominguez Hall 110 Admissions 101 – Dominguez Hall 214 Receive valuable financial aid information and assistance. Visit with an Admissions representative to learn more about the application process and admissions requirements. Student Life: Dominguez Hall 104 Residence Life – Dominguez Hall 111 Learn about campus life and ways to get involved on campus. We have an array of options such as athletics, major-specific clubs, Greek Life and community involvement. Learn about the advantages of living on campus, from social and cultural activities, to convenience and great food. 1:50 – 2:30 Student Session – Houston Hall 105 1:50 – 2:30 Parent Session – Houston Hall 104 Students, be sure to turn in your evaluation to receive your FREE gift!
required standards. While the rules are detailed, they are not complex; for example, authors should double-space, “between all text lines of the manuscript. Double-space after every line in the title, headings, footnotes, quotations, references, and figure captions” (American Psychological Association, 2010, p. 229). Reference American Psychological Association. (2010). Publication manual of the American Psychological Association. Washington, DC: Author.
Management & Administration of Education (at primary 4 100 70 30 (B)(ii) Management & Administration of Education (at secondary level) 4 100 70 30 Inclusive Education (at primary level) 4 100 70 30 (C)(ii) Inclusive Education (at secondary level) 4 100 70 30 (i) Education Technology (at primary level) 4 100 70 30 (D)(ii) Education Technology (at secondary level) 4 100 70 30 Educational Measurement and Evaluation (at primary level) 4 100 70 30 (E)(ii) Educational Measurement and Evaluation (at secondary level) 4 100 70 30 Comparative Education (at primary level) 4 100 70 30 (F)(ii) Comparative Education (at secondary level) 4 100 70 30 (i) Guidance and Counseling (at primary level) 4 100 70 30 (G) (ii) Guidance and Counseling (at secondary level) 4 100 70 30 XXI Dissertation 4 100 100 (Ext-70 & Int-30) (joint evaluation by internal & external examiner) DURATION: Each credit in a taught course is equated to one hour of teaching or two hours of seminars/ group work/ tutorial/ laboratory work/ field work/ workshop per week for 16 weeks. Thus, a 4-credit course entails 4 hours of regular teaching per week or as much as 8 hours of teaching and other programme activities
Our purposes and activities We deliver major Government initiatives to promote the conservation and sustainable use of Australia’s natural resources and to maintain a competitive and reliable energy system as we transition to a lower emissions future. We support our Minister in achieving government objectives and meeting our legislative and policy responsibilities. We do this across four purposes that set out the high-level outcomes we seek to achieve. We will achieve these results by focusing on nine activities that are supported by the cross-cutting science, information and research activity. ‘With the right choices, policies, management and technologies, Australia has the capacity to ensure economic prosperity and meet people’s health, education, social and cultural needs, while protecting the environment for future generations.’ —Australia of the Environment 2016: overview, independent report to the Australian Government Minister for the Environment and Energy (p. xiii) Department’s Role The role of the Department of the Environment and Energy is to advise on and implement environment and energy policy to support the Government in achieving a healthy environment, strong economy and thriving community now and for the future. Purposes Environment and Heritage Conserve, protect and sustainably manage Australia’s biodiversity and heritage Climate Change Develop and implement a national response to climate change Antarctica Advance Australia’s strategic, scientific and environmental interests in the Antarctic Energy Support the reliable, affordable, sustainable and secure operations of energy markets. Activities Investing in our environment and heritage Reducing Australia’s greenhouse gas emissions Antarctic science, policy and presence Energy market reform and energy efficiency programs Environmental watering Regulating to protect our environment and heritage Adapting to climate change Energy security Environmental health Science, information and research Our identity We are stewards of Australia’s natural resources and an authority on the Australian environment and energy markets. Our people Our diversity Our leadership Our skills and expertise Our relationships Our collaboration Our contribution Our resilience Our professionalism Our stewardship Further information on the Department’s performance measures and how they map to our outcomes and programs is available at Appendix A and B.
6. Program Implementation a) Statewide IOU coordination As part of the overall Program Implementation Strategy, the statewide IOU WE&T program to institute protocols and processes to identify and facilitate statewide migration of quality training models into each IOU service area (refer to subsections 6-g), as well as into underserved communities within the respective IOU service areas, where appropriate. Summary of WE&T target sectors, program implementation and implementers: Workforce Education & Training (target sectors) Sub-Program [components] Sub-Program [coordinated] implementation Schools Green Campus; WE&T; IOU UC/CSU/CCC Partnerships Commercial Market Segments Tool Lending; Food Service; Building Design Training; Building Operations and Maintenance WE&T (Energy Centers); Statewide Commercial Resource Programs; IOU Local Government Partnerships; BOMA; BOC; USGBC; New Construction; & Standards HVAC Industry ACCA; IHACI - QI/QM (ACCA standards inclusive) WE&T (Energy Centers) Community Colleges Statewide Residential and Commercial Resource Programs, including their HVAC
non-certified installer was used. c) increased proper maintenance, d) higher visibility of actual energy use in lighting due to the potential of graphic interfaces and other reporting. e) ability to track GHG emission reductions. f) create market disruption as customers begin talking to others about how well their advanced lighting control system is working and saving them money due to proper design and installation. Request CALCTP Information (1) data or estimation of the incremental customer cost, if any, of requiring skill standards; (1) There is no comprehensive current research on the cost of labor to install advanced lighting controls by a CALCTP certified contractor versus a non-certified contractor. However, evidence from six CALCTP pilot studies indicates savings in the range of 10 - 30%. An overall savings estimate of 15% is reasonable. Lower costs are due to CALCTP training, which enables more accurate bids, faster installation, and higher initial system performance as a result of greater familiarity and expertise with advanced lighting controls. (2) data or estimation of the average and range of permitting/compliance costs across permitting jurisdictions in the IOUs’ service territories; (2) Currently, no cities, towns, counties, or other governmental agencies in California require CALCTP certification so there are not permitting or compliance costs related to CALCTP installations. (3) data or estimation of impacts, if any, mandatory skill standards would have on program participation rates; (3) Over the years, IOU incentive programs for lighting controls have had relatively low participation rates, in large part due to the poor performance of the control systems which has been linked to substandard installation, inadequate commissioning, and lack of proper maintenance. As a result of the poor performance, many customers
Since the poem is written as a dialogue between the Spider and the Fly, consider pulling in a second reader and taking parts, or reading in two distinct voices. After the first reading, have each student create two stick puppets, one of Spider and one of Fly to use during subsequent readings. Note: you may want to make a couple of puppets while your students work, so absent students will have them to use in subsequent lessons. and a sense of the characters and story before they dive into examining parts of the book more carefully. Puppets are downloadable from the author’s website , or can be by the students and attached to popsicle sticks. SECOND READING: Be sure each student has two puppets, one of Spider and one of Fly. Reread page 1 (display on a document camera or projector if possible) QUESTIONS: Who is talking here? Show me by holding up a puppet. How do you know Spider is talking? A parlor is like a living room in a house. What might a spider’s “parlor” look like? Reread page 4 QUESTIONS: Who is talking here? Show me by holding up a puppet. Students respond by holding up the appropriate stick puppet based on who is speaking at the time. Help students to notice cues that signal a character is speaking like the phrase, “said the Spider to the Fly” and the quotation marks. Some students may make the connection that a spider’s parlor is his web, others may draw on the fanciful illustrations in the book to answer. These ideas will be confirmed or revised as you reread the rest of the story. Students respond by holding up the Fly stick puppet and noting the words, “said the little Fly”. Ask students to hold up their puppets to show who is speaking for the next few
Honokaa High and Intermediate School Bell Schedule SY 2017-18 Revised Monday, Tuesday & Friday (All Classes) 8:25 8:30 5 min Opening 8:30 9:10 40 min Period 1 9:10 9:16 6 min Passing 9:16 9:56 40 min Period 2 9:56 10:11 15 min Recess 10:11 10:16 5 min Passing 10:16 10:56 40 min Period 3 10:56 11:02 6 min Passing 11:02 11:42 40 min Period 4 11:42 12:17 35 min Lunch 12:17 12:22 5 min Passing 12:22 1:02 40 min Period 5 1:02 1:08 6 min Passing 1:08 1:48 40 min Period 6 1:48 1:55 6 min Passing 1:55 2:35 40 min Period 7 2:35 2:40 5 min Closing Wednesday (Block; 2, 4, RTI, L, 6) 8:25 8:30 5 min Opening 8:30 9:36 66 min Period 2 9:36 9:51 15 min Recess 9:51 9:56 5 min Passing 9:56 11:02 66 min Period 4 11:02 11:08 6 min Passing 11:08 11:38 30 min RTI/Advisory 11:38 12:18 40 min Lunch 12:18 12:24 6 min Passing 12:24 1:30 66 min Period 6 1:30 1:40 10min Closing 1:40 2:40 60 min Faculty Mtg. Thursday (Block; 1, 3, RTI, L, 5, 7) 8:25 8:30 5 min Opening 8:30 9:36 66 min Period 1 9:36 9:51 15 min Recess 9:51 9:56 5 min Passing 9:56 11:02 66 min Period 3 11:02 11:07 5 min Passing 11:07 11:37 30 min RTI/Advisory 11:37 12:12 35 min Lunch 12:12 12:17 5 min Passing 12:17 1:23 66 min Period 5 1:23 1:29 6 min Passing 1:29 2:35 66 min Period 7 2:35 2:40 5 min Closing
Hospital, Southport, UK; Olanrewaju Sorinola, South Warwickshire NHS Foundation Trust, Warwick, UK; Sarah Stock, Co-Investigator, Royal Infirmary of Edinburgh, Edinburgh, UK; Andrew Tapp, Royal Shrewsbury Hospital, Shrewsbury, UK; Myles Taylor, Royal Devon & Exeter Hospitals NHS Trust, Exeter, UK; Tg Teoh, St Mary's Hospital, London (with Imperial), London, UK; Vasso Terzidou, Chelsea & Westminster Hospital, London, UK; Basky Thilaganathan, St George's Hospital, University of London, London, UK; Jim Thornton, Nottingham City Hospital/ Queen's Medical Centre, Nottingham, UK; A. John Tomlinson, Royal Bolton Hospital, Bolton, UK; Clare Tower, Manchester Academic Science Centre, Manchester, UK; Derek Tuffnell, Bradford Royal Infirmary, Bradford, UK; Graham Tydeman, Forth Park Hospital, Kirkcaldy, Fife, UK; Patrick Vandekerckhove, St Mary's Hospital, Newport - Isle of Wight, UK; Karen Watkins, Royal Cornwall Hospital, Truro, UK; Ross Welch, Derriford Hospital, Plymouth, UK; Ulla-Britt Wennerholm, Sahlgrenska University Hospital, Gothenburg, Sweden. Background Progesterone administration has been shown to reduce the risk of preterm birth and neonatal morbidity in women at high risk, but there is uncertainty about longer term effects on the child. Methods We conducted a double blind randomised placebo controlled trial of vaginal progesterone, 200mg daily taken from 22-24 to 34 weeks of gestation, on pregnancy and infant outcomes in women at risk of preterm birth (because of previous spontaneous birth at ≤34+0 weeks of gestation, or a cervical length ≤25mm, or because of a positive fetal
Neonatal 0.81 (0.22, 2.96) 0.752 115 2.21 (0.76, 6.40) 0.148 56 0.24 Childhood -2.30 (-10.30, 5.70) p=0.575 81 -1.08 (-11.91, 9.76) p=0.846 43 0.86 History of spontaneous preterm birth No Yes Obstetric 0.99 (0.51, 1.92) 0.972 273 0.82 (0.58, 1.16) 0.254 903 0.62 Neonatal 1.22 (0.55, 2.71) 0.620 270 0.48 (0.29, 0.79) 0.0042 886 0.053 Childhood -1.11 (-5.96, 3.73) 0.653 201 -0.14 (-2.79, 2.52) 0.919 656 0.73 History of any preterm birth No Yes Obstetric 1.06 (0.53, 2.12) 0.868 250 0.81 (0.58, 1.14) 0.225 946 0.50 Neonatal 1.09 0.48, 2.45) 0.836 248 0.52 (0.32, 0.84) 0.0079 927 0.12 Childhood -0.91 (-5.92, 4.11) 0.724 187 -0.37 (-2.96, 2.23) 0.782 681 0.85 Logistic or linear mixed effects regression models predicting outcome from treatment, subgroup and the interaction of treatment with the subgroup variable, adjusting for previous pregnancy of at least 14 weeks and a random effect for centre. The estimated treatment effect is presented within each subgroup as odds ratio or expected mean difference, as appropriate.
40) IS:1646 : Code of practice for fire safety of Buildings (general) electrical installation. 41) IS:1653 : Rigid steel conduits for electrical wiring. 42) IS:2667 : Fittings for rigid steel conduits for electrical wiring. 43) IS:3480 : Flexible steel conduit for electrical wiring. 44) IS:3837 : Accessories for rigid steel conduits for electrical wiring. 45) IS:694 : PVC insulated cables 46) IS:2509 : Rigid non-metallic conduits for electrical wiring. 47) IS:6946 : Flexible (playable) nonmetallic conduits for electrical installation. 48) IS:1293 : Three pin plugs and sockets. 49) IS:8180 : Conductors for insulated electrical cables and flexible codes. 50) IS:9537-1980 : Specification for conduit for electrical installation. 51) IS:3419 : Accessories for non-metallic conduits for electrical wiring. 52) IS:3854 : Switches. 53) IS:6538 : Plugs. 54) IS:2834-1954 : Shunt Capacitors for power systems. 55) IS:2208 : HRC cartridge fuse and links up to 660 volts. 56) IS:1913-1969 : General and safety requirement for lighting fittings. 57) IS:2944-1981 : Code of practice for lighting public thorough fares. 58) IS:3528 : Waterproof electric lighting fittings. 59) IS:3553-1966 : Water tight electric lighting fitting. 60) IS:1239-1958 : Mild Steel tubular and other wrought steel pipe fitting. 63) IS:2149-1970 : Luminaries for street light. 64) IS:9224 : HRC fuses having rupturing capacity of 90 KA. 65) IS:2312-1967 : Exhaust Fan. 66) IS:374-1979 : Class I Ceiling Fan. NOTE : All codes and standards means the latest where not specified otherwise the installation shall generally follow the Indian Standard codes of practice or relevant British Standard Codes of Practice in the absence of corresponding Indian Standards. PLEASE FOLLOW : a. Indian Electricity Act of 1910 and rules issued there under revised up to date. b. Special Attention should be given to Rule No. 50.
144. The officer in charge or head of office or work place must without delay submit, with his or her comments, any request which he or she is unable to dispose of, to the Commissioner-General or relevant senior officer. Requests for audience and disposal thereof 145. (1) If an officer has valid grounds for requesting audience with the Commissioner-General or a relevant senior officer, the officer may submit a written request for such audience, together with the grounds in support of the request, to the officer in charge or head of office or work place. (2) The officer in charge or head of office or work place must forward, together with his or her comments, the request referred to in subregulation (1) to the Commissioner-General or the relevant senior officer. (3) On receipt and consideration of the request forwarded subregulation (2) - (a) the Commissioner-General or any senior officer nominated by him or her; or (b) the relevant senior officer or any other senior officer nominated by him or her, may, as soon as practicable, grant the audience. PART 16 AWARDS IN CORRECTIONAL SERVICE Establishment and introduction of awards 146. Awards in the Correctional Service in the form of decorations, medals and certificates are hereby established and introduced as in Annexure 2. Awarding of decorations, medals or certificates 147. (1) Decorations, medals and certificates, as well as bars, clasps and ribbons in respect of such decorations and medals may be awarded by the President, the Minister or the Commissioner-General, as the case may be, to any person who is or was an officer in respect of his or her services as such officer or to any other person who has rendered exceptional services to the Correctional Service. (2) The criteria and conditions for the awarding of the awards established and introduced regulation 146 and any other matter arising from or incidental thereto must be dealt with as prescribed. Consideration of previous convictions before awarding decorations or medals 148. Despite the of any conviction of an officer in terms of regulation 115(2), the Commissioner-General must take into account and give full consideration to such convictions before, in terms of regulation 147, recommending the award of, or awarding, any decoration or medal to such officer. PART 17 CERTIFICATES OF SERVICE AND DEATH OF OFFICERS
Goals Strategies / Programs to Achieve Goal Number of People to Benefit Intended Outcomes of Strategies / Program Measurement Methodology Goal 1: PROGRAM EXAMPLE: Advance the knowledge skills and performance of the Third Sector 1) Hold a Fundraising workshop for charities (June 2006) 2) Rewrite and reprint the Ready! Set! Go! guide for charities (Sept 2006) 3) Hire Board Source to conduct Nonprofit Board development training (Nov 2006) 1) ~30 charities that attend 2) All 400 registered charities 3) 3) ~40 charities that attend 1) Increased knowledge and skills on fundraising in the Bermuda context 2) Increased accessibility to information on setting up and running a charity in Bermuda 3) Increased knowledge on to effectively develop and manage your Board 1) Workshop evaluation form and number of attendee 2) Number of website hits and annual member survey 3) Workshop evaluation forms and number of attendees Goal 2: CAPITAL CAMPAIGN EXAMPLE: Create a language and learning primary school and outreach centre to open in 2008 Implement a capital campaign to raise $3M to purchase the Good School building and renovate it to suit the school and outreach program needs, and open in September 2008 60 students to attend school and their families 1) Create a facility to encourage learning through creative methods 2) Attract 60 primary students (50% with learning needs) to attend the school in Sept 2008 3) Advance the learning and speech of all students 1) On-time and budget completion of building 2) Number of students 3) Number of students to advance their speech and learning skills Goal 3: OPERATING FUNDS Keep students focused through a school mentoring program Matches students in school with volunteer mentors from the community, business sector and high school seniors who commit to spending one hour per week with a student in their school and who serve as additional role models and friends. 400 students and 400 mentors 1) Create 400 student/mentor relationships by June 2006 2) Increase student academic performance 3) Improve student attitude towards school 4) Improve student decision making skills 1) Number of mentor/mentee relationships 2) Mentee survey Goal 4: Goal 5: