zilongwang/ReadingBank huggingface dataset:
Decision-aids Begin using each decision-aid with “Question #1” Please read the question and corresponding answers in their entirety before answering each question Answer each question using “yes” or “no” responses and closely follow the instructions. Some answers will instruct users to proceed to the following question while others will refer to a different document or suggest alternative courses of action Consult with legal counsel and other relevant staff (e.g., procurement, human resources, health department administration, etc.) to identify and insert appropriate state and local laws, policies, or procedures into the underlined locations in the decision-aid tools Use decision-aid in conjunction with its corresponding visual pathway from the same toolset to gain high-level perspective on progression through the described process Visual Pathways Start by reading and answering the first question featured in pathway Follow the path matching your response to the most recently answered question and continue to follow the pathway until you have answered all the questions Use visual pathway in conjunction with its corresponding decision-aid from the same toolset to gain additional insight regarding suggested courses of action, state/local law, policies, and procedures Additional NACCHO resources and other sources are included in this guidebook to help you develop administrative preparedness capabilities. Always consult with legal counsel for jurisdiction-specific legal advice regarding preparedness or other areas of public health. Thank you for using the NACCHO Administrative Preparedness Legal Guidebook Expedited Staffing Toolset During emergency situations, local health departments and other response organizations may find that they need to adjust their staffing levels to keep up with the demands of their communities. Adjustments in staffing for emergency situations are often achieved through mechanisms that are highly structured by law or policy, including the hiring of new or temporary staff, the realignment of existing staff, or the coordination of volunteers. This Expedited Staffing Decision-aid may be used to quickly hire and/or temporarily reassign personnel during emergency situations and meet community response needs. Prior to an event, you should first work with colleagues to identify and contact all key individuals who might be involved with normal and emergency staffing. These individuals may be staffed
Definitions that apply to this section: Section 121.091 (13), Florida Statutes, allows individuals employed in an instructional position to extend participation in DROP beyond 60 months (not to exceed a total of 96 months). The Superintendent or the Superintendent’s Designee has sole discretion for granting approval to extend participation in DROP. Completion of a request as provided below in no way grants an employee a right to DROP extension.
ADMINISTRATIVE/PROXY REQUEST ARIZONA STATE UNIVERSITY UNIVERSITY REGISTRAR’S OFFICE Department/College: Program Title: Representative Name: Request Date: Representative Phone: Fax: E-mail: Year: Semester: (Check All that Apply): Fax the Schedule/Billing Statements to the representative after the request is processed. Notify the representative when the request is processed. Forward the Schedule/Billing Statements to the Tuition Payment Office after the request is processed. (Check One) Administrative Request ** Administrative Requests are initiated by the College/Academic Unit with proper authorization. An authorized signature is required. Proxy Transaction Proxy Transactions are initiated by the student’s proxy. A proxy form, signed by the student, must be attached. ASU ID Number Last Name First Name SLN Credit Hours Course Prefix & Number Transaction Type Backdated WD Date F1 J1* Audit* Reason for transaction: Authorized Signature of College/Academic Unit (Required for an Administrative Request): __________________________________________ Date: __________________ Registrar Office Use Only File Date (If Different From Processed Date): Processed Stamp: **For Administrative Requests this form may be e-mailed to from the appropriate college designee authorized to approve administrative transactions. * Check box to indicate yes.
Pre-approval Number: ## Agency Interest Number: ## State of Louisiana Department of Environmental Quality Office of Environmental Services Administrative Order Authorization for Pre-approved Emergency Debris Site The Louisiana Department of Environmental Quality (LDEQ) recognizes that immediately following a natural disaster, the time required to choose, approve, and prepare emergency debris sites to receive debris can significantly delay the removal of emergency generated debris from affected areas. LDEQ aims to reduce these delays by authorizing local governments and state agencies to activate emergency debris sites immediately after the declaration of an emergency by the Secretary of LDEQ. Therefore, I hereby authorize the <<Local Government or State Agency>> to conduct <<approved activity>> of <<type>> debris at the site described below, in compliance with the requirements and conditions set forth in Appendix A. Part XI. Section(s) <indicate which section(s)>, if and when LDEQ declares that an emergency exists. Only the authorized activities listed above shall be conducted at the debris site. Site Name: <<Site Name>> Location: <<Site Address>> in <<municipality>>, <<Parish>> Front Gate: Latitude: <<latitude>> and Longitude: <<longitude>> Agency Interest Number: AI ## Pre-approval Number: PEDS## The following specific requirements are required <<add any specific requirements for this facility here or delete>>. LDEQ may approve additional staging activities on a case-by-case basis during an emergency. This Order and the authorization to operate a pre-approved emergency debris site shall expire on June 1, 2012, unless otherwise notified in writing by LDEQ. Issued on ______________________________ Sam L. Phillips Assistant Secretary APPENDIX A Requirements and Conditions EMERGENCY DECLARATIONS The governor may declare that an emergency exists in specified areas, resulting from natural or man made events. Similarly, the President of the United States may declare certain areas to be disaster areas. In order to obtain financial and technical assistance for managing an emergency through the Federal Emergency Management Agency (FEMA), a request for federal financial assistance must be made through FEMA (see FEMA website at ). FEMA requires that all emergency generated debris be managed on state approved debris sites. This
MEMORANDUM TO: Kathy Heistand, Acting Director Real Estate Division THRU: Wm. Todd Clift, Acquisition Delivery Manager Real Estate Division RW AGENT: DATE: Project: Road: County: Code: Parcel: Owner(s): SUBJECT: Recommendation for Administrative Acquisition After an exhaustive search of courthouse records, communications with the District Office and the surveyor, this parcel has been deemed an “unknown” parcel. The State’s fair market value determination is $0.00 for 0.000 acres of permanent land improvements, inclusive of 0.155 acres of PER. As considerable time and effort have failed to produce any concrete evidence of an owner of this property, it is recommended that this parcel be acquired administratively and the parcel file sent to Records as secured. Should any person show proof of a legitimate ownership claim, the parcel will be returned to Buying and negotiations will commence with said owner. THIS RECOMMENDATION APPROVED: Kathy Heistand, Acting Director Cc: records Real Estate Division
Agricultural Census; ABS 2001 Victoria in Future; DTPLI 2013 Economic Development Economic Development Strategy 2011-2016; Tim Nott for Nillumbik SC 2011 A Vision for Victoria to 2010 – Growing Victoria Together; DPCD 2005 Growing Melbourne’s North – Developing an Integrated Economy; National Institute of Economic and Industry Research 2003 Nillumbik Shire Profile: Shire Commodity and Economic Profiles; Neil Clarke & Associates 2005 Transport Road Management Plan; Nillumbik SC 2009 Roadside Management Plan; Nillumbik SC 2012 Cycling into the Future – Victoria’s Cycling Strategy 2013-2023; State Government of Victoria 2013 Victoria the Freight State – The Victorian Freight and Logistics Plan; State Government of Victoria 2013 Public Transport Guidelines for Land Use and Development; DoT 2008 The Victorian Transport Plan; DoT 2008 Metropolitan Planning Melbourne 2030: A Planning Update – Melbourne @ 5 million; DPCD 2008 The Victorian Integrated Housing Strategy; State Government of Victoria SGV 2010 Planning Policies for the Melbourne Metropolitan Region; Melbourne Metropolitan Board of Works 1971 Melbourne 2030 Planning for Sustainable Growth; State Government of Victoria 2002 Shire-wide Council Plan 2013-2017; Nillumbik SC 2013 Growing Our Arts and Culture: A Cultural Plan for Nillumbik Shire 2011-17; Nillumbik SC 2011
6. Self-assessment – have you passed the 1st year of the curriculum? 1st year courses of the CBS programme (You can find an overview of the programme contents at cbs.dk) The following courses can be used (The courses from your current programme. Please note that course titles that are the same do not necessarily have the same content. Several subjects can also be combined in place of one course) Appendix no. 7. Credit transfer of other courses to the 2nd/3rd year of the programme curriculum 2nd year course of the CBS programme (You can find an overview of the programme contents at cbs.dk) The following courses can be used (The courses from your current programme. Please note that course titles that are the same do not necessarily have the same content. Several subjects can also be combined in place of one course) Appendix no.
Within the organisational structure, coordination can be performed by creating specific administrative bodies. The LRJPAC creates one coordination body called Conferencias sectoriales and it opens the door to other specific bodies (section 5). According to section 6, any administrative body, or even the administrations among them, can reach agreements (Convenios) to foster coordination of related policies. They can also promote joint projects and programs, according to section 7. Another relevant way to achieve coordination is submitting reports. It is broadly common that Spanish legislation demands reporting schemes in the different proceedings. Reports should express the opinion of the relevant body in every field concerning its power within the on-going proceeding. Such reports can be voluntary, mandatory (preceptivo), or even legally binding (vinculante). It will depend on the nature of the powers involved and the potential clash between their respective fields. On the other hand, coordination can be achieved via consulting. According to Ley 50/1997, de 27 de noviembre, del Gobierno, a consulting stage is allowed within the procedure to pass regulations (section 24). 6.- Cooperation. When two or more administrative bodies cooperate they are acting in equal position. There is no hierarchical or directive relation between them. Ordinary ways of cooperation are: Sharing information. Assistance. Creation of new administrative bodies to develop or enforce mutual or related competencies. Joint plans and programs. Every administrative body can enter into collaboration agreements, which sometimes may lead to delegations or management delegations. Section 6 LRJPAC precisely refers to one type of such agreements. QUESTION PAPER. What do you think the sentence libertad de formas organizativas means? On what grounds should an administrative decision made be claimed null and void by a collegiate body?
SECTION 700.00 WAGES AND TIME RECORDS Policy 701.00 Wages/Payroll Periods Wages are payable in 26 bi-weekly periods. All employees shall be paid at least the federal minimum or state minimum wage, whichever is higher. Wage increases are based upon many factors. All changes in an employee’s wage must be approved by the Executive Director and the Program Director. It is the Agency’s policy to comply with the salary basis requirements of the FLSA (Federal Labor Standards Act). Deductions that violate the FLSA will not be made. Therefore, the agency prohibits all Accounting personnel from making any improper deductions from the salaries of exempt employees. If an employee, either exempt or non-exempt, believes that an improper deduction has been made to their salary, they should immediately report this information to the Accountant. Reports of improper deductions will be investigated. If it is determined that an improper deduction has occurred, the employee will be reimbursed for the improper deduction. Policy 702.00 Salary Increases 702.10 Merit Increases A merit increase may be given upon recommendation to an employee that has performed in an exceptionally meritorious manner. No employee will be granted more than one increase within one twelve-month period, based on employee performance and availability of funding. Policy 702.20 COLA Increases COLA increases are dependent upon availability of funding and require approval of the Program Director, Executive Director, Board of Directors and the Head Start Policy Council. COLA increases are awarded to regular status employees at the time the grant award is received. Policy 702.30 Wage Increases An increase may be granted to an employee who has satisfactorily performed in his/her new position for a period of six months. All increases must be approved by the Program Director and the Executive Director. All increases are contingent on available funding. Policy 703.00 Pay Periods Employees are paid bi-weekly (26 pay periods). The work week starts on Saturday and ends on Friday. Retirement deductions are made 26 times a year. Insurance deductions are made 24 times a year. Insurance deductions are made 24 times a year. Policy 704.00 Garnishments Garnishments of employee wages are withheld when court ordered, following garnishment regulations. Withholdings for garnishments will be forwarded to the court-appointed trustee the day following payroll. Policy 705.00 Substitute Employees
Administrative Milestones available for use in ICIS: Milestone Name Definition/Guidance Source Document Complaint/Proposed Order The date a legal instrument that formally initiates a ‘two-step’ legal procedure, in which the Respondent has the right to a specified further process such as a hearing or trial is signed by the appropriate authority or filed with the Regional Hearing Clerk. The objective of the Complaint/Proposed Order is to secure an independently enforceable Final Order. Complaint or Proposed Order that has been signed by the appropriate authority or filed with the Regional Hearing Clerk. Administrative Hearing An evidentiary hearing on the record, open to the public {to the extent consistent with 22.22 (a)(2)}, conducted as part of a proceeding under these Consolidated Rules of Practice. Order that has been signed by the presiding judge. Admin Law Judge Decision Decision issued by the Presiding Officer pursuant to 22.17(c), 22.20(b) or 22.27 resolving all outstanding issues in the proceeding. Final Order issued by an ALJ and filed with the Regional Hearing Clerk. Appeal to Administrator This is the right of the parties to appeal but will be limited to those issues raised during the course of the proceeding and by the initial decision, and to issues concerning subject matter jurisdiction. If the EAB determines that issues raised, but not appealed by the parties, should be argued, it shall give the parties reasonable written notice of such determination to permit preparation of adequate argument. The EAB may remand the case to the Presiding Officer for further proceedings. Pleading document from the party that requests an appeal. EAB Decision Decision made by the EAB when they elect to review an initial decision on its own initiative. The EAB shall adopt, modify, or set aside findings of fact and conclusions of law or discretion contained in the decision or order being reviewed, and shall set forth in the final order the reasons for its actions. It shall file notice of its intent to review that decision with the Clerk of the Board, and serve it upon the Regional Hearing Clerk, the Presiding Officer and the parties within 45 days after the initial Final Order issued by the EAB and filed with the Regional Hearing Clerk.
Equal Opportunities Monitoring Form Name: ____________________ Male Job Title applied for: ____________________ Female Please indicate the community to which perceive you belong by ticking the appropriate box below. This information is not disclosed to anyone before selection is completed. I am a member of the Protestant community I am a member of the Roman Catholic community I am a member of neither the Protestant nor the Roman Catholic community Do you suffer from a physical or mental impairment as defined by the Disability Discrimination Act 1995? Yes / No How would you define your ethnic origin? Black African Black Caribbean Black Other (please specify) _________ Bangladeshi Indian Pakistani Chinese White Traveller Mixed Other (please specify) _________ Thank you for your co-operation
TEMPLATE FOR PROPOSALS FOR NEW GRADUATE PROGRAMS Proposed program title. Authors of proposal, name of contact person, and contact information. Proposed starting date. Program summary (executive summary). Provide a brief description of the proposed program. Rationale Explain why this is an opportune moment for the creation of the program. Describe the niche that the program will fill. Provide a list of similar programs from peer institutions. Describe how this program would differ from these programs (i.e., how is this program unique? Why should students want to come here as opposed to elsewhere?) Explain how the program fits within the department’s and the college’s strategic plans. Explain how the program fits with the University’s mission. State how this program will advance the University’s academic standing. Explain how other University needs may be met through the initiation of this program, and how this program may address deficiencies in current programs. Student recruitment State the size of the proposed program (i.e., the number of students in each incoming class). Indicate sources of potential students from outside the University and from other programs within it (if applicable). Provide some quantifiable information, if available. Explain how the program will enhance the diversity of the University. Tuition and Fees Confirmation Deposit: Indicate if a confirmation deposit is required. If a deposit is required, state the amount, and whether it is refundable. Tuition Rate: Specify if the fee for the program will be standard tuition rate. Indicate how the fee will be charged. Scholarships: Indicate if tuition scholarships will be offered and the source of funding for those scholarships.
Competency Identified by Knowledge and Experience Can demonstrate IT literacy with an ability to learn new systems and software Application/Interview Has a good general education showing clear evidence of literacy and numeracy. For example, GCSE Maths and English grade A – C Have knowledge of the support needs of people with disabilities and experience in providing support for such needs. Has experience working within a Higher Education Setting. Application/Interview Application/Interview Application/Interview Pastoral Care and Welfare Can show sensitivity and compassion to students with long term health conditions or physical disabilities, who may in extreme circumstances Application/Interview
COLLABORATION PRINCIPLES ● Speak with one voice. WHY IS MANAGING RECORDS IMPORTANT? ● Supports effective decision-making ● Provides proof of existence, activities, processes. ● Defines the business purpose/function ● Documents compliance ● Provides litigation and audit support ●Provides a historical reference to the past ● Improves overall organizational efficiencies NOT IMPORTANT UNTIL…… SOMETHING HAPPENS ● Fire ● flood ●lawsuit ● have to recreate something… RECORDS IN THE NEWS
ADMINISTRATOR'S GUIDE AND RESPONSIBILTIES TO DISTRICT RECORDS School District employees create and maintain public records as part of their official duties. Section 201.005. Declaration of Records as Public Property; Access. (a) Local government records created or received in the transaction of official business or the creation or maintenance of which were paid for by public funds are declared to be public property and are subject to the provisions of this subtitle and Subchapter J, Chapter 441, Government Code. The State Library Archives Commission outlines how long school districts administrative and student record should be kept. The State provides detailed guidelines and the duties and responsibilities for employees handling State government records through an official mandate titled State Retention Schedule. What is a Records Retention Schedule? The State Retention Schedule is a legal document that describes a series of records and specifies how long those records must be maintained by the District before they can be destroyed. No local government office may dispose of a record listed in the State Retention Schedule prior to the expiration of its retention period. Why a Records Retention Schedule is Needed • To assist in the determination of what should be retained vs. disposed ( in a consistent manner). • To restrict your filing equipment/space to house only “active” records for quicker retrieval – leads to gained efficiencies. • To ensure records of enduring value and historic interest are properly maintained and available. • To legally destroy records that have served their usefulness. Disposal Considerations Shredding ▪Used to destroy confidential (restricted) records. ▪Can use licensed and bonded external service. Proof of licensure recommended (i.e. Certification). ▪ Validate destruction process – stay involved. ▪ Archives/Preservation ▪ Only those identified as permanent and/or historical
Experience of running effective administrative, clerical and financial systems within a school context Experience of an administrative role within school administration and management Experience in working with younger children Good Literacy and numeracy skills (minimum “B” grade in English and Maths GCSE) Excellent Organisational skills Ability to speak another language other than English Highly competent computer skills, in particular using Word, Excel, Internet and E-mail Able to follow instructions Willingness and ability to learn and operate new IT systems and Databases Ability to deal with minor incidents, first aid and the personal health and hygiene of the students X X X X X X X X X X Personal Attributes Resilience, the ability to work under pressure and be able to meet deadline Ability to think strategically, creatively and to prioritise Excellent communication skills (including written, oral and presentation skills) Approachable and helpful with a positive, calm and caring nature Good sense of humour Excellent Interpersonal Skills Understands the importance of confidentiality and discretion X X X X X X X
8 (a) Second Level Education from the age of 12 years Name of School Years Attended Leaving Certificate or Equivalent Final Qualification at 2nd level Subjects and Grades (exact grades, specify if ordinary or higher level) From To 8 (b) Third level Education: Name of Institution Years attended Degree Class of Honours Attained Main Course of Study From To
recent first) If necessary continue on a separate sheet PLEASE ACCOUNT FOR ANY GAPS IN EMPLOYMENT HISTORY Name of University / College and School (most recent first) Courses studied at each location Qualification Achieved (include level of award) You will be asked to produce certificates / evidence of qualifications if employment is
Person Specification Administrator/Receptionist In order to be shortlisted you must demonstrate that you meet all the essential criteria and as many of the desirable criteria as possible. Where we have a large number of applications that meet all of the essential criteria, we will then use the desirable criteria to produce the shortlist. Selection Criteria Attributes Item Relevant Criteria Identification Method Rank 1 Skills & Abilities 1.1 1.2 1.3 Excellent communication skills and the ability to relate to all levels of both internal and external contacts. High level of customer service skills and the ability to handle enquiries/complaints effectively and efficiently. Ability to work within defined guidelines with minimum supervision and to work effectively under pressure. A, I A, I A, I E E E 2 General & Specialist Knowledge 2.1 2.2 IT literate in Microsoft Outlook and Office including email, Word and Excel. Financial prodcedure including credit control. A, I A, I E D 3 Education & Training 3.1 3.2 GCSE (or equivalent) grade 'C' or above in English and Mathematics. Business Administration, Customer Service or similar qualifications. Also ECDL. A, C A, C E D 4 Relevant Experience 4.1 4.2 Broad experience of working within a busy administrative/customer service office environment. Experience of dealing with enquiries, making reservations and processing bookings. A, I A E D 5 Special Requirements 5.1 5.2 Flexibilty in approach to work and dedication to duties during mornings, evenings and weekends. Smart and professional appearance and willingness to wear company uniform. A, I A, I E E
ATTACHMENT 10 CONFLICT OF INTEREST CERTIFICATION FORM No Conflict of Interest. Contractor has no interest that would constitute a conflict of interest under California Public Contract Code sections 10365.5, 10410 or 10411; Government Code sections 1090 et seq. or 87100 et seq.; or California Rules of Court, rule 10.103 or 10.104, which restrict employees and former employees from contracting with Judicial Branch Entities. [ ] Check box to indicate acceptance of clause, above, and provide the following information: Proposer: _____________________________________ Signature: ____________________________________ Name: ________________________________________ Title: _________________________________________ Date: _________________________________________
Give yourself the power to utilize FREE natural search engine results through SEO resulting in more site visitors and more revenue. Advanced Tools The Advanced Tools section provides applications that assist in security and management of your website. For example, you can manage your SQL databases, secure files and folders, access raw server log files, and determine what versions of PHP you are running. Log Manager The Log Manager allows the end user to obtain raw server logs for their site activity and traffic. Activity Logs are enabled by default. End users can view and/or delete, print, download, and date their log files. They may disable logging altogether to conserve their disk space. Note: By disabling Activity Logs, Web Stats will only display results of the 12 most recent logs available. Windows Services The Windows Services Enabler allows the use of ASP, ASP.net, ColdFusion and ColdFusion MX files on the end users domain. Our systems will process these files correctly only after enabling the appropriate service on the domain. If the end user has an SSL certificate installed on their domain, secure services can also be enabled using the Windows™ Services Enabler.
Support The Support page allows you to view your support information and also provides a message center. Contact Info The Contact Info page provides phone numbers and details about the hours of operation. This page also provides the option to send an email using an online form Messages Incoming email messages are stored in the Message Center. Messages can be marked as read or unread or they can be deleted.
STANDARD AGREEMENT rev July 2017 AGREEMENT NUMBER [Agreement number] 1. In this agreement (“Agreement”), the term “Contractor” refers to [Contractor name], and the term “JUDICIAL COUNCIL” refers to the [name of the judicial branch entity]. 2. This Agreement is effective as of [Date] (“Effective Date”) and expires on [Date] (“Expiration Date”). This Agreement includes one or more options to extend through [Date or “N/A”]. 3. The maximum amount the JUDICIAL COUNCIL may pay Contractor under this Agreement is $[Dollar amount] (the “Contract Amount”). The maximum amount the JUDICIAL COUNCIL may pay Contractor is (i) $[Dollar amount] during the Initial Term, and (ii) $[Dollar amount] during the Option Term. 4. The purpose or title of this Agreement is: Bindery Maintenance Services. The purpose or title listed above is for administrative reference only and does not define, limit, or construe the scope or extent of this Agreement. 5. The parties agree to the terms and conditions of this Agreement and incorporates the terms and conditions in the and acknowledge that this Agreement made up of this coversheet, the appendixes listed below, and any attachments, contains the parties’ entire understanding related to the subject matter of this Agreement, and supersedes all previous proposals, both oral and written, negotiations, representations, commitments, writing and all other communications between the parties. Appendix A – Goods and Services Appendix B – Payment Provisions Appendix C – General Provisions Appendix D – Defined Terms Appendix E – Unruh Civil Rights Act and FEHA Certification JUDICIAL COUNCIL’S SIGNATURE CONTRACTOR’S SIGNATURE [JUDICIAL COUNCIL name] CONTRACTOR’S NAME (if Contractor is not an individual person, state whether Contractor is a corporation, partnership, etc., and the state or territory where Contractor is organized) [Contractor name] BY (Authorized Signature) BY (Authorized Signature) PRINTED NAME AND TITLE OF PERSON SIGNING [Name and title] PRINTED NAME AND TITLE OF PERSON SIGNING [Name and title] DATE EXECUTED [Date] DATE EXECUTED [Date] ADDRESS [Address] ADDRESS [Address]
Administrator Practice Profile for Supporting PLC Implementation Administrator Practice In Place Partially In Place Not In Place 1 Modeling In modeling the value of PLCs: I actively participate in all PLC related trainings and am fully engaged when present I participate in most PLC related trainings, but sometimes have difficulty fully engaging in the work I do not regularly attend PLC related trainings I regularly seek out opportunities to network with other building and district leaders, both within and outside of my district I network with building and district administrators within my district, but seldom reach out to those outside of my district I do not often network with other building and district leaders on my own I regularly monitor and participate in collaborative meetings I periodically monitor and participate in collaborative meetings I do not regularly attend collaborative meetings I systematically monitor building relationships and trust I informally monitor building relationships and trust I do not monitor building relationships and trust 2 Planning for Change In planning for change: I have a systematic plan for leading the change process I lead the change process informally, but do not have a systematic plan to do so I do not have a plan for implementing change I regularly assess the cultural shifts associated with change I informally assess shifts in our building culture as a result of a change process I do not assess cultural shifts in my building I proactively plan for addressing conflicts and/or problems before they occur I generally address conflict and/or problems informally as they occur I do not address conflicts or problems proactively 3 Communication In communicating in my building: I have a systematic plan for communicating to all stakeholders I regularly communicate to all stakeholders, but do not have a systematic plan for doing so I randomly communicate to stakeholders when necessary I proactively and clearly communicate important information to head off misunderstandings I generally communicate important information in a clear manner My communication is sometimes not clear I am appropriately transparent in all communication I am transparent in most communication I am generally not transparent in my communication 4 Shared Leadership In establishing shared leadership: I am intentional about nurturing an effective leadership team I support the work of a leadership team in my building I do not intentionally lead and develop a leadership team I facilitate the growth of teacher leaders at all levels I provide opportunities for teachers to grow in leadership I do not attend to the professional growth and development of teacher leaders I ensure continuous professional learning of all teacher leaders I am involved with the provision of professional learning of all teacher leaders in my building I do not provide for the continuous professional learning of all teacher leaders
NOAA Administrator’s Award Nomination Form Please complete requested information on both pages Nominee Name (s) Nominee(s) federal email address (.gov) (no personal email address) Home Line/Staff Office Position Title Grade (GS, Band) (Click on this link to search archives for DOC/NOAA honor awards received in last 5 years; do not include Special Act or Note: If a group contains more than 20 members, please contact your . Since Administrator’s Award winners split $5,000 (gross), groups larger than 20 members will receive a very small award amount (<$250 gross). ____ As the nominator, I certify, through checking the box to the left of this statement, that the nominee(s) listed above have a minimum current rating of record of Level 3 or higher; Fully Successful or higher; Eligible (CAPS); or Meets or Exceeds Expectations (Two-Level). ____ As the nominator, I certify, through checking the box to the left of this statement, that the nominee(s) listed above have not previously received recognition for this accomplishment. If recognition has been received, please explain below: Nominator’s Name, Title, Office, and Phone Number: Describe how this accomplishment exceeds the performance expectations of the individual(s) or organization(s). (Maximum of 300 characters, including spaces) (Maximum of 150 characters, including spaces. Click the link for details on requirements)
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13 Usher -do- 2 1 1 14 Chowkidar -do- 2 1 1 15 Sweeper -do- 2 2 - 36 27 9 3. State Environment Impact Assessment Authority, Haryana 1 Jt. Director 15600-39100+ GP 8000/- 1 - 1 2 Sr. Scientific Assistant 9300-34800 + GP 4600/- 2 - 2 3 Assistant 9300-34800 + GP 3200/- 1 - 1 4 Clerk 5200-20200 + 1900/- GP 1 - 1 5 Sr. Scale Steno 9300-34800 + GP 3200/- 1 - 1 6 Steno-Typist 5200-20200 + 1900/-GP 1 - 1 7 Peon On DC Rates 2 - 2 8 Private Secretary 9300-34800 + GP 4600/- 1 - 1 10 - 10 B. Activities of the Environment Department. [1] Setting up of Head-Quarter and Referral Laboratory Scheme:- During the year 2010-11, an amount of Rs. 61.00 lacs was sanctioned and spent for salary etc. to the staff at H.Q. and working of the Referral Laboratory, set up under Section 52(1) of the Water (Prevention and Control of Pollution) Act, 1974 and Section 28(a) of the Air (Prevention and Control of Pollution) Act, 1981 no. of samples received during 2010-2011 to be given. [2] Setting up of Special Environment Courts. The special Environment Courts functioning one at Faridabad and other at Kurukshetra are also taking initiatives to dispose off cases relating to Water (Prevention & Control of Pollution) Act, 1974, Air (Prevention & Control of Pollution) Act, 1981, Environment Protection Act, Indian Forests
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15 fyfid 5200-20200 + 1900/- GP 3 3 - 16 Lksoknkj 4400-7440 +1300 GP 4 3 1 17 pkSdhnkj 4400-7440 +1300 GP 1 1 - 18 lQkbZ deZpkjh 4400-7440 +1300 GP 1 1 - dqy 31 27 4 2. QhYM LVkQ & fo”ks"k i;kZoj.k U;k;ky; Qjhnkckn] dq:{ks= 1 ihBklhu vf/kdkjh 2 2 - 2 ys[kkdkj [ktkaph 9300-34800 + GP 3200/- 2 2 - 3 jhMj 9300-34800 + GP 3200/- 2 2 - 4 ofj"B vk”kqfyfid 9300-34800 + GP 3200/- 2 2 - 5 ukftj rkfey 5200-20200 + 1900/- GP 2 2 - 6 vgyen 5200-20200 + 1900/- GP 2 1 1 7 ys[kk fyfid 5200-20200 + 1900/- GP 2 1 1 8 Ukdyph 5200-20200 + 1900/- GP 2 2 - 9 csfyQ 5200-20200 + 1900/- GP 2 2 - 10 izkSlSl&ljoj 5200-20200+2400 GP 8 5 3 11 vjnyh 4400-7440+1300 GP 2 1 1 12 Lskoknkj 4400-7440+1300 GP 2 1 1 13 mlj 4400-7440+1300 GP 2 1 1 14 pkSdhnkj 4400-7440+1300 GP 2 1 1
Assists in developing new skills (clinical, research, teaching, etc.) 1 2 3 4 5 Comments: Clinical Support Assists with setting goals & identifying potential opportunities 1 2 3 4 5 Assists in developing new skills (clinical, research, teaching, etc.) 1 2 3 4 5 Comments: Teaching Support Assists with setting goals & identifying potential opportunities 1 2 3 4 5 Assists in developing new skills (clinical, research, teaching, etc.) 1 2 3 4 5 Comments: Psychosocial Support Promotes work-life balance 1 2 3 4 5 Respectful 1 2 3 4 5 Engaged and actively listens/ participates 1 2 3 4 5 Comments: Additional Questions Do you have a good fit with your mentor? Yes No Would you like to change mentors? Yes No Comments:
Administrator Observation – Meeting Staff Member Observed: Observation Completed By: Date of Observation: Indicator Unsatisfactory Basic Proficient Distinguished 1. Purpose of Meeting Has no agenda or the purpose of the meeting is not clear. Agenda is unorganized and/or undeveloped, or does not support the purpose of the meeting. Has prepared an organized and developed agenda that supports the purpose of the meeting. Has prepared and circulated in advance an organized and developed agenda that supports the purpose of the meeting. Comments: Indicator Unsatisfactory Basic Proficient Distinguished 2. Exhibits Leadership Qualities Demonstrates little understanding of how leadership techniques can be used to engage the staff. Attempts to use leadership techniques of visioning, communicating, motivating, and managing conflicts, but attempts have little impact. Applies leadership techniques of visioning, communicating, motivating, and managing conflicts as needed, with mostly productive impact. Applies leadership techniques of visioning, communicating, motivating, and conflict resolution effectively to maintain the focus and progress of the meeting, and to help participants develop a concrete course of action. Comments:
Indicator Unsatisfactory Basic Proficient Distinguished 3. Listens and Accepts Feedback Does not ask for ideas or suggestions, and demonstrates a clear intent not to consider those offered. Asks for ideas and suggestions, but is unconvincing about considering them. Listens actively and shows understanding by paraphrasing and acknowledging others' ideas. Attends fully and shows understanding by paraphrasing, summarizing, and engaging others in discussion. Checks for agreement, acceptance, and buy-in. Comments: Indicator Unsatisfactory Basic Proficient Distinguished 4. Exhibits High Standards of Written Communication Creates documents with no clear purpose, structure, supporting evidence, and/or poor grammar, style, and mechanics. Creates documents with clear purpose and structure, but little supporting evidence. May contain poor grammar, style, or mechanics. Creates effective documents with clear purpose and structure, sound supporting evidence, and few grammar, style, or mechanics problems. Creates effective documents with clarity of purpose and structure, in-depth and convincing supporting evidence, and excellent grammar, style, and mechanics. Comments:
Child’s Health Visitor: Name: Address: Telephone number: Number of younger siblings Number of older siblings Sibling’s names/ages: Settings attended by siblings: Family’s religion or faith: (optional) Main language spoken at home: Child’s first language:
Please complete the appropriate section I am/We are applying 15 hours per week I/We would prefer mornings afternoons (We cannot guarantee your preference but will do our best to meet your first choice) I am/We are applying for 30 hours per week I have completed my online registration and my authorisation code is ……………………………. My Child’s Date of Birth is ……………….. My National Insurance Number is ……………………. I give permission for Huntingdon Nursery School to use these details to verify the code on Cambs County Council Eligibility Checking Service. I understand that Huntingdon Nursery School will offer these hours as 9.00-3.00 each week day during normal school term time. Parent/Carer’s Name ………………………………………………………………..… Signed ………………………………………… Date …………………………
Positive mental attitude and a willingness to discuss and negotiate issues and ideas with the appropriate team / individual Ability to learn through practice Other requirements A full valid driving license and access to a car to use regularly for business purposes is essential (unless you have a disability as defined by the Equality Act 2010 and a reasonable adjustment can be made). Flexible approach to meet the needs of the service. Shortlisting (*) and interview assessment (+) criteria Essential: Desirable: Registered nursing qualification * Additional nursing qualification * Significant post registration experience in care of people with dementia /older people * Post registration qualification in dementia /older people’s care Higher Degree i.e. MA, MSc, MPhil * Evidence of recent and on-going personal and professional development * Experience of working with groups and individuals in a variety of roles and settings * Experience of professional supervision of staff * Leadership skills (+) Leadership qualification and/or management development * In depth knowledge about dementia and how this can affect individuals day-to-day life, relationships, family and support networks (+) Understanding and of assessment of people with dementia / family carers (+) Understanding and demonstrated ability to deliver a range of therapeutic interventions for supporting people with
Equal Opportunities Survey: Please take the time to answer these questions to help us see that your child and other children get the best out of their schooling. The government has asked schools to collect this information – but you do not have to give it unless you want to. Any information you do give will be treated in strict confidence. An information booklet is available from schools which gives further details. This part is about ethnic background. It is not about citizenship or nationality. Please tick the ethnic group which your child belongs to. Please tick one box only. ETHNICITY Afghan African Asian AKAS – Kashmiri Albanian Arab Asian/Other ethnic group Asian and Black Asian and Chinese Bangladeshi Black – Angolan Black – Congolese Black - Ghanaian Black – Nigerian Black – Sierra Leonian Black – Somali Black – Sudanese Black/Other ethnic group Black and Chinese Black Caribbean Black European Black North American Bosnian-Herzegovinian Chinese/Other ethnic group Croatian Egyptian Filipino Greek Greek Cypriot Gypsy/Roma Hong Kong Chinese Indian Information not yet obtained Iranian Iraqi Italian Japanese Kashmiri other Kashmiri Pakistani Korean Kosovan Kurdish Latin/South/Central American Lebanese Libyan Malay Malaysian Chinese Mirpuri Pakistani Moroccan Nepali Other Asian Other Black Other Black African Other Chinese Other ethnic group Other mixed background Other Pakistani Other White British Polynesian Portuguese Refused Serbian Singaporean Chinese Sri Lankan Other Sri Lankan Sinhalese Sri Lankan Tamil Taiwanese Thai Traveller of Irish heritage Turkish Turkish Cypriot Vietnamese White – Cornish White – English White – Irish White – Scottish White – Welsh White/Other Asian White/Other ethnic group White and Black African White and Black Caribbean White and Chinese White and Indian White and Pakistani White Eastern European White European White Other White Western European Yemeni
Admissions Timeline Schedule Date Remarks Application Until Nov 15th, 2013 - By visit or by mail Interview Nov 25th ~ 29th, 2013 - Phone interview Admission Announcement Dec 13th 2013, 18:00 - On the website - Individual Notification Admission Letter Mailed In Dec 26th, 2013 - Certificate of Admission - Registration Information Course Registration Feb 4th~6th, 2014 - On-line Registration Opening Semester Mar 3rd, 2014 - Spring Semester, 2014 2. Majors Field College Major or Department Code Course Natural Sciences / Agriculture Agriculture & Life Sciences Agricultural Engineering 202 Master, Doctor Agricultural Biology 203 Master, Doctor Agricultural Economics 204 Master, Doctor Agronomy 205 Master, Doctor Agriculture Chemistry 206 Master, Doctor Agricultural Machinery Engineering 207 Master Food Science and Technology 208 Master, Doctor Horticulture 209 Master, Doctor Forest Products and Technology 210 Master Forestry 211 Master, Doctor Landscape Architecture 212 Master, Doctor Animal Science 213 Master, Doctor Natural Sciences Science Studies 217 Master, Doctor Physics 218 Master, Doctor Biology 219 Master, Doctor Mathematics 220 Master, Doctor Earth and Environmental Sciences 221 Master, Doctor Statistics 222 Master, Doctor Chemistry 223 Master, Doctor Molecular Biology 224 Master Engineering Architecture and Urban Engineering 301 Master, Doctor Polymer Nano Engineering 302 Master, Doctor Metallurgical Engineering 303 Master, Doctor Mechanical Engineering 304 Master, Doctor Mechanical Design Engineering 305 Master, Doctor Semiconductor Engineering 306 Master, Doctor Chemical Engineering 307 Master, Doctor Industrial System Engineering 308 Master, Doctor Organic Materials and Fiber Engineering 309 Master, Doctor Software Engineering 310 Master Mineral Resources and Energy Engineering 311 Master, Doctor