zilongwang/ReadingBank huggingface dataset:
APPENDIX A – Modification Date: June 5, 2018 Interim List of Treatment Units 50 Percent TN Reduction Modifications from last update in BOLD Manufacturer/Unit Listing Type* Listing Basis TL-2 or TL-3 Approved Anua – Platinum P6 (300 gpd) P8 (375 gpd) P10 (525 gpd) P12 (600 gpd) Interim EN 12566-3 TL-2 Anua- Puraflo DN (recirculating filter) P120Dn*1A (pad 120 gpd/module) P120Dn*1B dispersal 120 gpd/module) Interim NSF 245 (NC State) TL-2 AquaKlear AK6S245C/450, 600,750 AK10S245C (1,000) AK6S245F (1,000) Interim NSF 245 – Gulf Coast Testing Center TL-2 Aquapointe Bioclere 16/12-350 (400 gpd) Bioclere 16/15 (600 gpd) Interim ETV Data (flow based on ETV test) TL-2 Cajun Aire Advanced Poly 500 Interim NSF 245 TL-2 Biomicrobics Interim NSF 245 Micro-Fast TL-3 Bio-Barrier-TL-2 Biomicrobics Retrofast 0.25 Retrofast 0.375 Interim MD BAT Program TL-2 for 1 bedroom (.25) and 2 bedroom (.375) Interim NSF 245 TL-2 Clearstream 500D 600D 750D 800D 1000D Interim NSF 245 –Gulf Coast Testing Center TL-2 Consolidated Treatment Systems Enviro-Guard ENV-0.75 Enviro-Guard ENV-0.75M Multiflo FTB 0.5 FTB 0.6 FTB 0.6-C Interim University of Dayton TL-2
RECOMMENDATION 13 Employers to guarantee that the SPOC will be available to provide feedback to the assessor as well accepting responsibility for fulfilling the requirements on behalf of the employer as outlined in employer handbooks & contractual agreements. RECOMMENDATION 14 Employers to be advised of all learning, H&S, safeguarding requirements through either a bespoke employer handbook &/or contractual agreement. Such a document (electronic or hard copy) to be delivered against receipt to the employer or their SPOC as well acknowledgement that all requirements are understood & measures are in place prior to learners commencing their placement. RECOMMENDATION 15 Providers should develop programmes of learning supporting the BV agenda, ensuring that this supports learners to develop a mature & appropriate appreciation of BV & equips them for life in our modern society. This should be appropriate to each level & age group of learner. RECOMMENDATION 16 Providers should develop clear policies regarding learner absence & these should be communicated to employers. Guidance to those investigating such issues must identify potential signs of common vulnerability, when such matters should be escalated & what interventions should be considered. RECOMMENDATION 17 Providers should ensure that effective systems exist to quickly link absence to existing safeguarding/Prevent concerns so that full & rounded decision making can be made by the provider’s Designated Safeguarding Person (DSP). RECOMMENDATION 18 The use of learner exit surveys is a useful tool to check on real life performance by both providers & employers. Analysis of such surveys is important to obtain broader picture understanding of issues across organisations.
athletes Environmental Health and Performance Tactical and Occupational Scenario Training Area A open space, contiguous with the open area, that can be adapted to support tactical and occupational scenario training and testing; the area can support multiple configurations to create physical and virtual scenario environments and should also be sound-insulated; Programs supported: Performance Testing and Assessment Strength, power and endurance Biomechanics and occupation-specific movement Performance Training Strength and power Biomechanics and occupation-specific movement NGB Performance Services Rehabilitation Medically-based fitness Centers of Distinction Supported Occupational and Tactical Performance Differently-abled athletes Environmental Health and Performance Resistance training area Contains a variety of resistance equipment to be used in training and assessing strength and power; should be contiguous with the therapy area as well as the open high-ceiling area Programs supported: Performance Testing and Assessment Strength/strength endurance Performance Training Strength Power NGB Performance Services Rehabilitation Medically-based fitness Centers of Distinction supported Occupational and Tactical Performance Differently-abled athletes Environmental Health and Performance Cardio training area Contains a variety of cardio equipment to be used in training and assessing endurance and aerobic power; Should be contiguous with the therapy area as well as the open high-ceiling area; Equipment to include high-speed treadmills;
experiencing pain from arthritis. KUDOS can't see what the staff put in front of him/her is constipated. KUDOS is in pain is unable to communicate that s/he needs to go to the bathroom KUDOS thinks s/he is clean
The looks like their former spouse who they loved. KUDOS Seeing an attractive A co-resident who looks like their abusive former spouse. A noisy who won't stop talking. being separated from a friendly co-resident. KUDOS female member is caring for resident
was robbed in his youth. KUDOS does not feel comfortable with a stranger believing they are a school teacher KUDOS thinks s/he is checking in on his/her kids other person looks like a neighbour from the past KUDOS wants to touch the ground
Customs Energy Solutions Funding Mechanisms Mechanism Funding Amount Overview Timelines Eligible Projects Scoping Audit Up to 100% of the Scoping cost * Payment 1: 50% paid upon completion of pre-approved Scoping * Payment 2: 50% paid upon preapproval of Custom Project Implementation Incentive application * Effective through March 31st, 2019 Industrial, institutional, and commercial customers with facilities operating within the Province of Alberta. Facilities defined as Large Final Emitters or customers or facilities that have opted into the Carbon Competitiveness Incentive Regulation are not eligible. Engineering Study Up to 100% of the Engineering Study cost * 25% paid upon program approval of completed study * 50% paid upon pre- approval of Custom Project Implementation Incentive application for GHG savings incentive that meets minimum GHG criteria * 25% paid upon verification of minimum installed savings (Final incentive payment will be based on the proportion of implemented GHG reduction measures relative to the 450 or 225 tonne minimums defined in the requirements) * Effective through March 31st, 2019 * Same as Scoping Audit and investigation * 100% of RCx Investigation cost * 25% paid upon program approval of completed Investigation * 50% paid upon approval of Custom Project Implementation Incentive application for GHG savings incentive that meets minimum GHG criteria * 25% paid upon verification of installed savings (Final incentive payment will be based on the proportion of implemented GHG reduction measures relative to the 750 or 350 tonne minimums defined in the requirements) * Effective through March 31st, 2019 * Same as Scoping Audit
Once you are sure that you understand this letter and all its enclosures and wish to proceed, please sign and return to us one copy of this letter and one copy of each of the Purchase and Licence Agreements. I very much look forward to welcoming you to [park name] and hope that you will enjoy many happy holidays here, Best wishes, [Name] Documents received Tailor as appropriate: Purchase Agreement Licence Agreement Explanation of Holiday use at [park name] Park [park name] holiday hire service agreement. Your signature …………………………. Explanation of holiday use at [park name] We are glad you have chosen [Park name] for your [caravan holiday home / holiday lodge] and are confident you will enjoy many happy holidays here. [Park name] is a holiday park and it is important you consider what that means. The following questions and answers explain the holiday use requirement. Q. What can my [caravan holiday home / holiday lodge] be used for? A. [Caravan holiday homes / holiday lodges] at our park can only be used for holiday purposes. This means the holiday home may not be someone’s main residence. That is why we ask you about the address of your main residence and will continue to do so while you own the holiday home. Q. What is a holiday?
APPENDIX B Report to Cabinet on 6th June 2018 – Chippenham Mead Play Area, Monmouth Options Appraisal Site Pros Cons Area A - site of the existing play area. General view of Cabinet and local members not refurbish this site due to traffic noise and other factors. Existing established location Lower site development costs No neighbour objections No conflict with any sports High levels of traffic noise Noticeable of diesel fumes Located immediately adjacent to A40 “Hemmed in” by Boys School buildings Footpath runs through play area Area B - site originally identified in 2016 No immediate neighbours Away from Chippenham Court Located on village green side of bund Restricted site area Conflict with existing sports users Poor soil conditions Involves removal of one mature tree Potential danger from falling branches Area C - this has been the preferred option of the Friends of Chippenham Mead since late December 2016. Located well away from A40 Close to shops and amenities Closer to car parks than any other site Noise readings below WHO guidelines Poor soil conditions “Hemmed in” by large mature trees Potential danger from falling branches Strong neighbour objections Footpath runs through play area Area D – located between the lower footpath on Chippenham and the sportsground fence. Proposal is to remove between 6 and 10 cypress trees to create a suitable play area footprint. Not close to any residential properties Located well away from A40 Located well away from Blestium Street Restricted site area – linear footprint Involves removal of a number of trees High development cost option Potential root damage to mature trees Potential danger from falling branches Significant danger to existing Area E - this was identified as a possible site for the first time at Highly visible – good child safety option Next to two main footpaths Prominent location on village green
APPENDIX B - Pricing Schedule Tenderers should set out: Staff per day rate, number of days on the project Cost for each activity/deliverable Activity/milestone Price (milestone 1) (milestone 2) (milestone 3) Total fixed tender price (total of the above £ Job Role 1 Role 2 Role 3 Role 4 Role 5 Total days per activity Total cost per activity (£) Rate per day £ £ £ £ £ Activity 1 Activity 2 Activity 3 Activity 4 All pricing shall be inclusive of VAT. A day rate should be provided for all roles, and this must include fees, costs and expenses.
Microsoft Project information, including necessary data files for performing steps in Appendix A Links to additional resources related to project management For Instructors The instructor companion Web site for this text is password-protected. Contact the author at schwalbe@augsburg.edu to verify that you are an instructor using this text to gain access. In addition to the information on the student site, the instructor site includes the following: Lecture slides for each chapter, created in PowerPoint. Note: slides are copyrighted and must remain on a secure site. Instructors can copy them onto their own school’s secure network and make changes as desired as long as the copyright information remains on each slide. An instructor manual and solutions manual for the text Several test banks Teaching ideas, including information on using real projects in classes and using other cases, such as those from Harvard Business Review Ideas and inputs from other instructors As mentioned throughout this text, using templates can help you prepare various project management documents, spreadsheets, charts, and other files. Figure B-1 lists the template name, the chapter where it is used in the text, and the application software used to create it. Be careful to enter information into the templates carefully, and feel free to modify the templates to meet your particular project needs. You can download the files in one compressed file (hcpm templates) from the companion Web site. Template name Chapter Application software Payback period chart 2 Excel Weighted scoring model 2 Excel Stakeholder register 3 Word Stakeholder management strategy 3 Word Business case 3 Word Business case financials 3 Charter 3 Word Kick-off meeting agenda 3 Word Team contract 4 Word Project management plan 4 Word
What hazards exist to health and/or safety? (Severity) The severity/type of the injury that is likely to be sustained: Negligible injury Minor injury Major injury Fatality Multiple fatalities What risks do they pose to employees and other persons? (Likelihood) The likelihood and/or frequency that an accident will occur. Remote possibility Unlikely Possible Very likely Certainty The product of the Severity Rating and the Likelihood Rating and gives a Risk Factor score out of 25. The higher the score the greater the priority for action. Hazard Factor X Probability Factor = RISK FACTOR Likelihood v 5 5 10 15 20 25 4 4 8 12 16 20 3 3 6 9 12 15 2 2 4 6 8 10 1 1 2 3 4 5 Severity > 1 2 3 4 5 The pool risk assessment checklist is based on the guidance on the Health and Safety Executive Book. Managing Health and Safety in Pools HS (G) 179. A suggested Hazard score is included in brackets at the end of the hazard. Numbers over 7 need urgent action to eliminate the risk. HAZARD HAZARD FACTOR [1 – 5] PROBABILITY FACTOR [1 – 5] RISK FACTOR [1 – 25] MEASURES THAT SHOULD BE IN PLACE TO REDUCE THE RISK FACTOR ARE ADDITIONAL MEASURES NECESSARY GENERAL SWIMMING:
"Energetics" refers to Energetics Pty Ltd and any related entities. This report is protected under the copyright laws of and other countries as an unpublished work. This report contains information that is proprietary and confidential to Energetics and subject to applicable Federal or State Freedom of Information legislation, shall not be disclosed outside the recipient's company or duplicated, used or disclosed in whole or in part by the recipient for any purpose other than for which the report was commissioned. Any other use or disclosure in whole or in part of this information without the express written permission of Energetics is prohibited. Disclaimer The information contained in this document is of a general nature only and does not constitute personal financial product advice. In preparing the advice no account was taken of the objectives, financial situation or needs of any particular person. Energetics is authorised to provide financial product advice on derivatives to wholesale clients under the Corporations Act 2001 AFSL No: 329935. In providing information and advice to you, we rely on the accuracy of information provided by you and your company. Therefore, before making any decision, readers should seek professional advice from a professional adviser to help you consider the appropriateness of the advice with regard to your particular objectives, financial situation and needs. Australian Financial Services License (AFSL # 329935).
Contact details Brisbane Level 12, 410 Queen St, Brisbane Qld 4000 Ph: +61 7 3230 8800 Fax: +61 2 9929 3922 Perth 3, 182 St Georges Tce, Perth WA 6000 Ph: +61 8 9429 6400 Fax: +61 2 9929 3922 Canberra Unit 2, 6 Napier Cl, Deakin ACT 2600 Ph: +61 2 6101 2300 Fax: +61 2 9929 3922 Sydney Level 7, 132 Arthur St, North Sydney NSW 2060 NSW 2059 Ph: +61 2 9929 3911 Fax: +61 2 9929 3922 Melbourne Level 6, 34 Queen St, Melbourne VIC 3000 PO Box 652, CSW Melbourne VIC 8007 Ph: +61 3 9691 5500 Fax: +61 2 9929 3922 web abn 67 001 204 039 acn 001 204 039 afsl 329935 Energetics is a carbon neutral company
General: Potential participants must be assured that participation is voluntary and the approximate number of participants to be included should be disclosed. A copy of the information letter should be issued to participants. The information letter and consent form must be translated and provided in the primary spoken language of the research population e.g. isiZulu.
Figure 4.3: The assessment of the likely significance of effects of the Holwell Neighbourhood Plan (Taken from Annex II of the SEA Directive) Criteria in II of the SEA Directive Response Is there a significant effect? (1) Characteristics of the plan and programmes, having regard, in particular, to: a) The degree to which the plan or programme sets a framework for projects and other activities, either with regard to the location, nature, size, and operating conditions or by allocating resources. The framework for development projects within the Holwell Neighbourhood Plan area is set by the West Dorset, Weymouth & Portland Local Plan (‘Local Plan’), which provides the overarching policy for the location, size and nature of development projects in this area. The Holwell Neighbourhood Plan builds upon this framework by providing further details of development projects within this area, potentially allocating land for 26 dwellings (of which permission is already granted for 20 of these dwellings), a village hall and recreational area, and a tourist/recreation proposal. No b) The degree to which the plan or programme influences other plans or programmes including those in a hierarchy. The Holwell Neighbourhood Plan will be adopted alongside its parent document, the Local Plan. The Holwell Neighbourhood Plan will expand upon the existing policies in the Local Plan, providing supplementary information on a local scale rather than influencing the Local Plan. No c) The relevance of the plan or programme for the integration of environmental considerations in particular with a view to promoting sustainable development. Any development which comes forward through the Holwell Neighbourhood Plan will be subject to the environmental considerations of the Local Plan, the aim of which is to achieve sustainable development. No d) Environmental problems relevant to the plan or programme. The environmental problems within the Holwell Neighbourhood plan area are not considered exclusive to the area, and are similar to considered and addressed in the Local Plan. No
e) The magnitude and spatial extent of the effects (geographical area and size of the population likely to be The Holwell Neighbourhood Plan area occupies approximately 977ha and a population of 349 people according to the 2014 mid year estimates produced by the Office for National Statistics. The spatial extent of the Holwell Neighbourhood Plan No
Facility Users Protocol Objectives Provide the facility owner/operator with a simple system for ensuring that haulers from other municipalities or private entities observe standard best practices at the facility Provide facility owner/operator a simple, clear understanding of when the privilege of using a shared facility should be revoked Basic Operating Procedures authorized users in basic facility operations and practices Authorized haulers possess a valid commercial driver’s license Authorized haulers sign a statement indicating that they understand the facility’s procedures and that not following them will result in no longer being allowed to use the facility. Considerations for Opening to External What is the application and approval system (by entity or individual driver)? How to measure quantities of materials received and bill external users? How to verify liability insurance? Restrict vehicle or equipment types? What, if any, types of loads to prohibit (e.g., restaurant grease trap waste)? Different training requirements for internal and external users? Criteria and procedures for revoking user privileges How to notify drivers of revoked privileges and ensure they don’t use the facility? Who is responsible for gathering data, correcting data errors, answering inquiries, invoicing, collecting payment, notifying revoked users, and cleanup of contaminated or prohibited materials? Facility Design Considerations Manual or automatic system for: Verifying use only by authorized haulers Recording user activities and material quantities Permit Compliance Considerations Approval from permitting authorities for accepting material from external users
Acceptable Categories within Catalog: [list categories] Sample Calendar of Changes: [adapt as needed; this version assumes one pricing change per year and three content changes per year] UC’s Fiscal Quarter Calendar Quarter Month New Pricing Content Updates FQ3 Q1 January February 2/15 File Submission March 3/1 Go Live FQ4 Q2 April May 5/15 File Submission June 6/1 Go Live FQ1 Q3 July August 8/15 File Submission September 9/1 Go Live FQ2 Q4 October December 12/1 File Submission Following January 1/1 Go Live
decision making and making TEAC Advisory August 27-28 Provost convenes meeting with all TEAC members, including their respective Chairs, to lay out the changes for TEAC Provost After explanation for the need and expectations of the revised TEAC Role organizational responsibilities and the roles of members will be discussed and written up to guide activities August 27-30 Provost convenes meeting with all TED program areas to outline steps for addressing the organizational issues noted by DPI April, 2014 visit Provost Interim Dean of Faculties EDL Chair TED Coordinator Opening week meeting for ALL appointed faculty to about redesigns of TED Programs for improved communication and operation before submitting for DPI approval August 2014 Faculty Senate Executive Council is briefed on the proposal to consolidate the TED decision making to the Ed Leadership Dept: TEAC will be recommended to be an advisory only. Ed Leadership Faculty member on Executive Council August EDL Dept meeting the approved proposal for revised role of TEAC will be sent through Faculty Governance steps with expected approval by UAAC and Faculty Senate in October September 2014 Schedule a TEAC meeting to discuss expectations for the redesign, communication, and operations of TEAC as we move forward. Provost Interim Dean of Faculties convene Presenters determined during Retreat Presenters facilitate internal discussion of model of how TEAC and TED will function together. EDL Chair submits plan to DPI by October 31, 2014 October 2014 Schedule open meeting for campus for any interested in understanding the reorganization of TED Program across campus Provost Interim Dean of Faculties EDL Chair Presenters facilitate discussion of model of how TED Program will function EDL Chair submits plan to DPI by October 31, 2014 September 2014 Each major/minor area works with Data specialist to review their data and begin to draw conclusions Data specialist and each TEAC representative Each TEAC representative will report at meetings per monthly calendar September or October 2014 EDL Dept approved proposal on revised role of the Educational Leadership Department (in relation EDL Dept Chair & Proposal for revised (appropriate) role of TEAC is guided through Faculty governance process and approved by Chancellor.
Part 1.3 Chief Minister and Treasury Directorate Chief Minister and Treasury Directorate 59 833 000 2 651 000 62 484 000 Part 1.4 Superannuation Provision Account Superannuation Provision Account 178 216 000 178 216 000 Part 1.5 Territory Banking Account Territory Banking Account 214 000 66 620 000 66 834 000 Part 1.6 Health Directorate Health Directorate 231 100 000 190 408 000 4 615 000 426 123 000 Part 1.7 ACT Local Hospital Network ACT Local Hospital Network 550 054 000 550 054 000 Part 1.8 Economic Development Directorate Economic Development Directorate 86 082 000 152 843 000 7 945 000 246 870 000 Part 1.9 Commerce and Works Directorate Commerce and Works Directorate 31 856 000 133 828 000 13 065 000 178 749 000 Part 1.10 Justice and Community Safety Directorate Justice and Community Safety Directorate 264 902 000 43 767 000 155 525 000 464 194 000 Part 1.11 Environment and Sustainable Development Directorate Environment and Sustainable Development Directorate 68 992 000 10 455 000 1 800 000 81 247 000 Part 1.12 Capital Agency Capital Metro Agency 3 000 000 5 000 000 8 000 000
Part 1.13 Education and Training Directorate Education and Training Directorate 589 429 000 80 122 000 238 609 000 908 160 000 Part 1.14 Community Services Directorate Community Services Directorate 241 428 000 14 026 000 42 849 000 298 303 000 Part 1.15 Housing ACT Housing ACT 43 075 000 22 501 000 65 576 000 Part 1.16 Territory and Municipal Services Directorate Territory and Municipal Services Directorate 315 968 000 218 117 000 534 085 000 Part 1.17 ACT Gambling and Racing Commission ACT Gambling and Racing Commission 4 451 000 4 451 000 Part 1.18 ACT Public Cemeteries Authority ACT Public Cemeteries Authority 294 000 294 000 Part 1.19 Corporation ACTEW Corporation 10 615 000 10 615 000 Part 1.20 Canberra Institute of Technology Canberra Institute of Technology 66 054 000 3 757 000 69 811 000 Part 1.21 Cultural Facilities Corporation Cultural Facilities Corporation 7 958 000 2 490 000 10 448 000 Part 1.22 Exhibition Park Corporation Exhibition Park Corporation 425 000 1 159 000 1 584 000 Part 1.23 Independent Independent 526 000 526 000
What do you do at lunchtime? What was the best thing about the first day? Did you find anything difficult about the day? DAY 2 Date: How are your travel arrangements working out? What new jobs were you given today? jobs did you find easy? Which jobs did you find difficult? In what way is this job different to what you expected? What surprised you? DAY 3 Date: What equipment have you used so far? What health and safety precautions are necessary when using the equipment? What other equipment is used in this section or department? What hours do people work in this organisation? How is attendance and time-keeping checked? What happens if workers are late? What have you done to get to know the people you are working with? DAY 4 Date: How do you ensure that your personal hygiene is good day? How does this workplace keep a good standard of hygiene?
APPENDIX I – FOOTPATHS BRIDLEWAYS AND RIGHTS OF WAY IN HOLWELL 373000 Footpaths © Dorset County Council 2018. Contains Ordnance Survey Data. Crown Copyright and Database Right 2018. The Rights of Way depicted on this plan show the approximate routes only. For any legal purpose please refer to the Definitive Map. This is kept at County Hall and can be viewed by appointment during office hours., ©, Crown copyright [and database rights] 2018 OS LA100019790. Use of this data is subject to terms and conditions. This map is Centre Easting: 370055.85 Centre Northing: 111688.41 Zoom: 6188.139m (14) Date: 14/03/2018
European Committee of Manufacturers of Domestic Equipment (CECED) for working conditions, social compliance and environmental performance. The CECED Code of Conduct thus sets up the basis for its members to continuously improve the performance in their production and supply facilities worldwide. Member companies are free to introduce stricter practices than those required in the Code. The CECED member companies are strongly encouraged to subscribe to the Code by notifying this in writing to the CECED General Secretariat. Member companies of national associations are also invited to subscribe to the Code. CECED will publish the names of all subscribing companies on the CECED website. The principles enshrined in this Code apply directly to the entire signatory company. In addition, companies are expected to promote the application of the Code's principles throughout their supply chains. Type of Instrument(s) Code of conduct; (EU social dialogue text) . The EU social partners pursued an autonomous dialogue following the process of social dialogue but resulting in 'new generation agreements or autonomous agreements'. These are not transposed into legal acts and therefore do not fall in the remit of traditional social dialogue. Autonomous agreements or new generation agreements are implemented by the procedures and practices specific to management, labour and the Member States. OF RESPONSIBLE BUSINESS - CECED CODE OF CONDUCT LAUNCHED Comité européen des fabricants de European Federation of Food, Agriculture and Tourism CORPORATE SOCIAL RESPONSIBILITY IN THE EUROPEAN SUGAR INDUSTRY CODE OF CONDUCT I - INTRODUCTION Corporate Social Responsibility in the European Sugar Industry is a framework within which we as a sector have voluntarily decided to promote social development as well as respect for fundamental rights. Through the creation of this framework we recognise that Corporate Social Responsibility is becoming increasingly important and thus commit ourselves to pursue and demonstrate the overall sustainability of the sugar industry1. As an industry, our companies are not only responsible for their products and services but also for the conditions under which they are produced. Objective(s) Promote social development as well as respect for fundamental rights by setting voluntary minimum standards in a number of areas such as human rights, education and training, health and safety, pay and working conditions, restructuring, as well as relationship between social partners. Type of Instrument(s)
used to provide the services/solution are conducted at least annually. Audits are performed in accordance to SSAE16 SOC 2 or equivalent (e.g. FedRAMP) industry security standards. Contracted vendor will provide the most recent independent physical and logical audit results to the Minnesota Judicial Branch. n/a 25. The organization has the capability to coordinate disaster recovery and business continuity processes and plans with the Minnesota Judicial Branch. Yes No n/a 26. The organization will provide the Minnesota Judicial Branch with an example of a detailed disaster recovery continuity of operations plan as part of their response. Plan that is similar to our size and capacity. Yes No n/a 27. The proposal must provide a detailed explanation of the security features that are built into the proposed system/solution/service. Note: A diagram of the system/solution/service with the security feature would be helpful as well. Yes No n/a 28. The vendor and system/solution/product/ service/proposal will comply with the requirements of the Minnesota Judicial Branch Rules of Public Access to Records of the Judicial Branch and applicable state and federal laws/regulations (e.g., HIPAA, FERPA, IRS Publication 1075, FBI/CJIS, and PCI DSS). Yes No n/a 29.. If Federal, state or industry compliance requirements pertain to the data (e.g. CJI, IRS 1075, PHI (HIPAA), SSA, PCI DSS, Etc.) the system/solution/service will comply with the said security policy and industry best practice. Yes No n/a 30.. All data received from the Minnesota Judicial Branch or created, collected or otherwise obtained as part of this agreement will be owned solely by the Minnesota Judicial Branch and all access, use and disclosure of the data shall be restricted to only that which is required to Yes No n/a
36. Secure Logging: the system should not log any sensitive data (e.g. PCI, PHI, PII, SSN,) into unprotected log storage. Yes No n/a 37 Yes No n/a 38 Yes No n/a 39 Yes No n/a 40. Yes No n/a
to the Contractor under this RIMS Replacement SOW, including with the terms and conditions imposed on the Contractor under the Third Party Agent Agreement. All subcontracts shall be made in writing and copies provided to DEQ or the State upon request. DEQ or theState has the right to refuse reimbursement for obligations incurred under any subcontract that does not comply with the terms and conditions of the Contract or this RIMS Replacement SOW. Project Manager and Executive – Agency Contract and Project Manager – Department The Department’s Contract Manager and Project Manager is: Designee Project Manager – Department The Department’s Designated Project Manager is: Name: Dave Nagelor Designee Name: Stolp Address: 1520 E. Ave. Address: 1400 Broadway City, State, ZIP: Helena, Montana 59620 City, State, ZIP: Helena, Montana Telephone: 406-444-6758 Telephone: 406-841-5083 Cell Phone: 406-461-4668 Cell Phone: 406-461-0913 E-mail: dnagel@mt.gov E-mail: Sstolp3@mt.gov Roles and Responsibilities Contractor Role Description of Responsibilities Assigned Resource(s) Account Manager Serves as the primary point of contact for Windsor Solutions’ performance under the contract. The Account Manager will have the authority to make decisions that are binding on Windsor Solutions. Contract issues, scope of work issues, and other corporate matters may be referred to a higher level of authority than the account manager, if Windsor Solutions chooses. The Account Manager shall provide guidance to the Project Manager and others and shall also interface with DEQ executive management as needed and shall also be responsible for any contract negotiations. Fraser*
communication plans Risk Register b. Requirements Validation and Workflow Process Analysis Training for product owners and other stakeholders on the Agile/Scrum process Requirements validation and workflow process analysis workshop sessions Product Backloga prioritized list of user stories that are aligned with the workflow processes “To-Be” workflow process diagrams for each application area (Remediation, UST, PTRCB) Requirements Traceability MatrixUpdated based on workflow analysis and validation Change Management request for changes to requirements requested by MT DEQ. c. Design and Architecture Technical Architecture Specification: Network, Security, and Data architecture. User Interface mock-ups and
software prototypes User Interface Style GuideVisual design (colors, fonts, etc.) and user interactions Information Model for each application area (Remediation, UST, PTRCB) Entity Relationship Model and Data Dictionary for each application area (Remediation, UST, PTRCB)Initial skeleton sufficient for starting development. Design Specification DocumentInitial skeleton sufficient for starting development Product BacklogUpdated Requirements Traceability MatrixUpdated Change Management requests for changes to requirements requested by MT DEQ. 2. Development (sub-phases in parallel) a. Detailed Design and Development Application software release candidate installed and running a Test environment in the
Premeeting Preparation Hearing schedules (set by leadership or Secretary/Chief Clerk) can be found in LAWS. These may be subject to room changes. A Committee Secretary is assigned to each committee meeting, bill hearing, or confirmation hearing and to other legislative meetings and hearings. Committee Secretaries prepare meeting notices in WordPerfect using the Create Notices macro. Note: Currently multiple notices are printed on paper and cut into smaller notices that are distributed to members, staffers, etc. These slips are easy to misplace or confuse as to which is current. A better noticing mechanism should be evaluated including text messages, emails, updating of Web listings, a video meeting board (like in hotels or conference centers), etc., to supplement paper-based noticing. This is especially useful in the event of changes to meeting rooms. Email notification is available on request for legislators. Some participated last session, and more advertising will be done for this session. Notice is brought to the Secretary/Chief Clerk. Key meeting data is entered into LAWS Status by the Assistant to the Secretary/Chief Clerk. A 2-day hearing schedule report is generated from LAWS Status (an analyst in LSD runs this daily). The meeting schedule includes room, time, date, committee name, and other key information. The meeting schedule is shared with the Info Desk, the Print Shop, and LSD AV staff and TVMT staff for scheduling video production, as well as being flagged as available for public access. Prior to meetings, the AV Coordinator meets with the TVMT Producer to decide which of the next days’ meetings will be video broadcast and streamed. TVMT posts the meetings to a “white board” assignment schedule showing which Operators/workstations will cover which events. All Chamber Floor Sessions are video broadcast, and AV staff attempts to predict the important or timely committees meetings for broadcast because the system is currently limited to 4 video delivery channels at a time. LSD enters the scheduled meetings into the Granicus streaming audio schedule as soon as notice of a meeting is received. Changes can then be made as the information is received by LSD. Prior to the meeting, the Committee Secretary distributes handouts and also performs a sound check to make sure microphones and recording system are operational. Prior to the start of the meeting, the Committee Secretary turns on the sound system, starts the live stream using the Granicus Live Manager, and initiates backup recording on local laptop. The Secretary also begins creating the meeting log file in WordPerfect using macros
Programme Considerations: who has duty of care and at what points match to group capability preparation and training of the group schedule of events/activities – e.g. rest periods quality of resources/equipment to be provided by the school check of group’s personal clothing, equipment and resources first aid requirements provided/to be taken non-activity time – supervision/ management arrangements contingency additional insurance needed or provided? parents informed of itinerary and dispersal arrangements maintain risk assessment throughout event and intervene if necessary Travel Considerations: transport arrangements/ driving requirements Risk Assessment Process: consider, apply and communicate all relevant information from the event organizer review any previous school risk assessments for similar events identify potential hazards relating to the group, journey, event, environmental conditions, communication, return, dismissal and emergency/contingency plans identify those who could be harmed by the hazards evaluate the risks identify necessary controls to manage the situation safely record the process inform those involved – pupils, staff, parents, event organizer – where relevant review as required Insurance check insurance cover and arrange additional if required inform parents where cover is not provided and clarify whose responsibility for additional insurance 2. Managing the group at the event a. Group management Briefings: staff – to know roles/responsibilities, communication between staff and staff/pupils, routines, procedures, requirements, individual responsibilities, code of conduct pupils – to know routines, procedures, requirements, individual responsibilities, code of conduct Organisation: assembly: register group
Guided Practice: minutes Instructional Strategy and/or Student Activity Rationale: (Class Learning Preferences/Skill or Knowledge) Identify Adaptations (Student Needs) IEP 504 EL GATE Formative Monitoring/Assessment Rationale Identify Adaptations (Student Needs) IEP 504 EL GATE
2. 3. Case Study Placement Research Other Week 7. (Please list tasks completed). 1. 2. 3. Study time used for: (Please tick ) Portfolio Case Study Placement Research Other Week 8. (Please list tasks completed). 1. 2. 3. Study time used for: (Please tick ) Portfolio Case Study Placement Research Other
SUPPLIER DUE DILIGENCE Please answer every question below. 1 Details of Your Organisation 1.1 Name of your organisation: 1.2 Name and job title for Procurement Department contact: 1.3 Address: Post Code: 1.4 Telephone number: 1.5 E-mail address: 1.6 Company Registration number: Company DnB number: 1.7 VAT Registration number: 1.8 Is your organisation: (Please tick one) i) a public limited company? ii) a limited company? iii) a partnership iv) a sole trader v) other (please specify) 1.9 Name of (ultimate) parent company (if this applies): 1.10 Companies House Registration number of parent company (if this applies): 2 Financial Information 2.1 What was your turnover in the last three years? ended --/--/--- £……… for year 1 ended --/--/- £……… for year 2 ended --/--/---- £……… for year 3 2.3 If your turnover is £36M+ have you yet published your Modern Slavery statement? If so, please provide a link to it.
3 Business Activities 3.1 What are the main business activities of your organisation? 3.2 Are all employees provided a written employment agreement in a language they understand? 3.3 Save the Children’s is a living wage employer and, where applicable, our Living Wage policy is a non-negotiable contract provision. Please confirm whether you accept this policy (appended at Annex 3). Yes / No 4 Sub-contractors Please provide details of any/all sub-contractors which assist you in providing SCUK with the good/services required Name Business Type/ Service Provided % of your business 4.1 Sub-Contractor 1 4.2 Sub-Contractor 2 5 Contracts and Associations 5.1 Please declare any contracts or connections with companies at potential conflict of interest with the charity 5.2 Please declare any legal actions against you which might be pending or underway 5.3 Save the Children’s Child Anti-Bribery and Corruption policy is a non-negotiable provision within all SCUK contracts. Please confirm whether you accept this policy (see Annex 2). Yes / No 6 Insurance Please provide details of your current insurance cover Value 6.1 Employer’s Liability: £ 6.2 Public Liability: £
Fire alarm All Adults Each to remove group from pool and account for them all before following the pool’s evacuation procedure School Staff need to hear the alarm and walk through the emergency route to the assembly point. They should be told / shown where thermal blankets are collected on the way out. Dealing with medical emergency Rescuing from water – Life guard Ongoing care – Lifeguard/First Aider/Emergency Services Epileptic seizure, Diabetic hyperglycaemic/ hypoglycaemic episode, asthma attack Where an accident report form is filled in at the pool a copy should be taken for entry into the school and County records. In case of a serious incident Lifeguard / Swimming Teacher School Staff Has the Lead Role in any ‘rescue’ situation. Directs the rescue and action taken. Should initially attempt to call or use whistle procedure to attract attention to the need for a rescue or to attract the attention of pool staff and indicate the need for a rescue. In a school pool, if a NRASTC qualified member of school affects a rescue, the Teacher in Charge has the responsibility to decide whether to remove all pupils from the water (if not impeding the rescue in any way) and when necessary taking them to the changing area. Should the incident turn out to be a minor event, teachers should consider the need to contact parents to inform them of the incident before the child goes home. It may be necessary to have the assistance of pool staff to help supervise changing.
Administrator Reviews Peer Reviews Assessment of Students Learning Curriculum Development Student Evaluations Other (please designate): Please designate if your overall evaluation in this area is Excellent ________, Effective __________, or Not Effective _________. Review Area B: Service Mark Column Exc – Excellent Eff – Effective Not – Not Effective Exc Eff Not Rationale (review comments): Committee Work (consider the effect of contributions & leadership)
(b) Decisions on Borrowing Executive decisions on borrowing, investment or financing are delegated to the Financial Adviser. (c) Treasury Management Policy Unless otherwise agreed by the Authority treasury management arrangements will mirror the strategy and borrowing limits approved from time to time by the Financial Adviser’s employing borough. (d) Pooling of investments The Financial Adviser will make arrangements for any surplus funds to be pooled with funds belonging to his/her employing borough and invested and for interest to be allocated to the Authority on an equitable basis. GLOSSARY Capital Programme The capital programme is a medium term statement of the Authority’s proposals for capital expenditure, including leasing, having regard to the likely level of resources. Prudential Code The key objectives of the Prudential Code are to ensure, within a clear framework, that the capital investment plans of local authorities are affordable, prudent, sustainable and in accordance with good professional practice – or, in exceptional cases, to demonstrate that there is a danger of not ensuring this, so that the Authority can take timely remedial action. Officers Managing Director and Deputy Clerk Financial Adviser Legal Adviser Head of Governance and Legal Head of Operations Head of Finance Treasury Management In order to maximise the return on temporary surplus cash balances and minimise the cost of short-term borrowing, the Authority pools any surplus funds with those belonging to the Financial Advisers employing borough, which are then invested in accordance with the CIPFA Code of Practice on Treasury Management in Public Authorities.
speech perception and speech production). Does not consistently apply this knowledge to their classroom practice to meet the individualized needs of deaf or hard of hearing students. production). Applies this knowledge to their classroom practice to meet the individualized needs of deaf or hard of hearing students. production). Frequently applies this knowledge to their classroom practice to meet the individualized needs of deaf or hard of hearing students. production). Consistently applies this knowledge to their classroom practice to meet the individualized needs of deaf or hard of hearing students. 4. Designs and makes modifications of curricular and instructional materials to ensure accessibility of the curriculum for deaf or hard of hearing students* Unsatisfactory Needs Improvement Proficient Exemplary to demonstrate or rarely demonstrates curricular design and curricular modifications that utilize evidence-based practices making academic content and learning environments accessible for students who are deaf or hard of hearing (with or without special needs) and are using spoken language to access the curriculum. Has demonstrated knowledge of curricular design and curricular modifications that utilize evidence-based practices making academic content and learning environments accessible for students who are deaf or hard of hearing (with or without special needs) and are using spoken language to access the curriculum. Frequently demonstrates knowledge of curricular design and curricular modifications that utilize evidence-based practices making academic content and learning environments accessible for students who are deaf or hard of hearing (with or without special needs) and are using spoken language to access the curriculum. Consistently demonstrates knowledge and comprehensive application of curricular design and curricular modifications that utilize evidence-based practices making academic content and learning environments accessible for students who are deaf or hard of hearing (with or without special needs) and are using spoken language to access the curriculum.
The mats are available on the dates requested Yes No If less the number available is The hire fee will be £ + VAT Pass to Events Administrator for invoicing. Return to Events Organiser as confirmation, cc Castle Operations Manager and Admin Staff SECTION 3 - To be completed by Education Centre / Site Supervisor COLLECTION No. mats were provided in good working order on [time] [date] Council Staff Name: RETURN No. mats were returned in good working order on [time] [date] No mats are missing / unusable. Council Staff Name: Scan and return to for records