zilongwang/ReadingBank huggingface dataset:
Performance report card 2013 – 14 Figure 1. Performance report card 2013 – 14 Service standard 2013 – 14 target Achievement Service one – An independent, timely and fair review of decisions made under the Right to Information Act 2009 and Information Privacy Act 2009 Percentage of applicants satisfied with the conduct of the review 70% 72% Percentage of agencies satisfied with the review service provided 75% 94% Median days to finalise a review 90 days 106 days Percentage of open reviews at the end of reporting period that are more than 12 months old 0% 0% Number of reviews finalised 300 500 Percentage of reviews resolved informally compared to reviews resolved by written determination 75% 89% Percentage of review applications finalised to received 100% 110%1 Service two – An independent and timely privacy complaint resolution service Percentage of complainants satisfied with the mediation service provided 70% 100% Percentage of agencies satisfied with the privacy service provided 75% 100% Percentage of privacy complaints finalised to received 100% 128%1 Mean average days to make a decision to accept a privacy complaint 14 days 25 days2 Mean average days to finalise an accepted privacy complaint 90 days 142 days2 Service three – Foster improvements in the quality of practice in right to information and information privacy in Queensland Government agencies Percentage of agencies satisfied with the information and assistance provided by OIC 80% 99% Percentage of agencies satisfied with the quality of information provided 75% 97% Number of training activities provided 30 36 Number of people trained 500 8,479 Percentage of course participants satisfied with sessions 75% 88% Number of monitoring and compliance activities 10 47 Service four – Promote the principles and practices of right to information and information privacy in the community and within government Number of awareness activities conducted 190 303 Number of enquiry (written and oral) responses 2,500 3,974 Number of website visits 80,000 97,216 1. More applications were finalised than received during the reporting period due to carry-over from the previous period. 2. New measure for 2013 – 14. Highlights 2013 – 14
Targeted strategies that enable frontline services to focus on delivering outcomes Successful learners Strengthen learning outcomes through: collaborative policy development which is future focused and improves outcomes investment is planned and targeted to maximise value and drive efficiency fit for purpose and future focused infrastructure contemporary, cost efficient ICT reducing red tape Great people Promote a high performance culture to attract, retain and develop a quality, agile, skilled and professional workforce Empower leaders to be customer focused, high performing, innovative and accountable Engaging partners Promote innovative communications and engagement strategies to improve connections with customers, partners and stakeholders Fosters collaborative partnerships across community, industry, providers, and government to lift learning outcomes Strengthen relationships across sectors, agencies and jurisdictions High standards Drive improved performance through a focus on business improvement and innovation Strengthen evidence-informed decision making using performance data, research, review and evaluation Promote accountability through good governance and ethical decision making Provide safe, healthy and inclusive work environments
Our performance indicators School attendance Literacy and numeracy achievement Retention and Year 12 or equivalent Transitions to further education, training and employment Outcomes for Aboriginal and Torres Strait Islander students Service standards Table 4: Service standards – School education Service standards Notes 2014–15 Target/est. Actual Literacy and numeracy Year 3 Test – Proportion of students at or above the National Minimum Standard KPI: 1,2 All students: Reading 93% 90.6% Writing 94% 92.3% Numeracy 94% 93.2% Indigenous students: 3 Reading 85% 78.2% Writing 84% 82.6% Numeracy 86% 83.3% Year 5 Test – Proportion of students at or above the National Minimum Standard KPI: 1,2 All students: Reading 95% 89.7% Writing 90% 82.9% Numeracy 93% 90.0% Indigenous students: 3 Reading 88% 72.5% Writing 72% 62.3% Numeracy 78% 71.3% Year 7 Test – Proportion of students at or above the National Minimum Standard KPI: 1,2 All students: Reading 94% 92.2% Writing 92% 83.2% Numeracy 95% 93.7% Indigenous students: 3 Reading 85% 80.2% Writing 78% 64.3% Numeracy 86% 84.3% Year 9 Test – Proportion of students at or above the National Minimum Standard KPI: 1,2 All students: Reading 90% 86.4% Writing 86% 71.8% Numeracy 94% 93.0% Indigenous students: 3 Reading 78% 69.0% Writing 69% 47.8%
Net cost of services (sourced from Statement of Comprehensive Income) 3533 4010 13.5% Total equity (Sources from Statement of Financial Position) (147) 285 93.9% Net increase / (decrease) in cash held 0 (589) n/a Approved full time equivalent (FTE) staff level 24 24 n/a
Provide a subscription for “Home and School Connection” to be provided through the school newsletter. The council created a survey that went home to families in April 2015. The survey collected responses in four areas: awareness of the school community council, level of participation at school and community events, helping your child, and communication. Response Rate 169 families received the survey with 73 responding (43%). Part A: Awareness of the school community council What is your level of awareness of the school community council? Part B: of Participation at School and Community Events Have you participated in the following events? Part C: Helping your Which topics would you like more information about in order to help your child do well in school? Part D: Communication
projects. Reef Trust projects contracted through the phase two and phase three investment programs contribute to: investments to help sugar cane farmers improve land management practices reducing erosion in grazing lands and managing the impact of erosion from gullies improving water quality in the grains, dairy and horticulture industries helping to control crown-of-thorns starfish outbreaks on reefs with high tourism value. Reef investment strategy phase three was released on 4 December 2015. On 23 April 2016, the Government announced $11 million in funding through phase three for projects to improve water quality. On 26 April 2016, the Government announced $50 million in funding for water quality improvement projects led by the Queensland Farmers Federation in partnership with members of the Reef Alliance. Water quality will continue to be the focus of Reef Trust investment: $106.4 million is to be allocated over four years to 2018–19. Figure 2.1: Great Barrier Reef pollutant load reductions Criterion Any EPBC Act approved offset delivered the Reef Trust maintains or improves the condition of matters of national and state environmental significance Result Data/information not available or incomplete Reef Trust offset activities are expected to start in late 2016. The Department has progressed negotiations with three offset approval holders. As at 30 June 2016, $1.5 million in offset funds had been paid into the Reef Trust Special Account. Criterion The Reef maintains its diversity of species and ecological habitats with a stable to improving Result Data/information not available or incomplete While there is considerable ongoing investment in activities to improve the condition of the Reef, to date our ability to monitor the impact of this investment on species and habitats has been limited. In July 2015, the Australian Government announced it would invest $8 million in the development of an integrated monitoring and reporting program for the Reef 2050 plan. The monitoring and reporting program will enable assessment of the effectiveness of actions and investments to protect and restore the Reef’s values, address threats and ensure development and use of the Reef remains ecologically sustainable. It will monitor biophysical, heritage, water quality, social and economic changes that affect the Reef. This will inform an adaptive management approach to the Reef 2050 plan. The program is being developed collaboratively by the Great Barrier Reef Marine Park Authority, the Australian and Queensland governments and scientific, industry and community partners. Objective: Encourage community participation in protecting and conserving Australia’s nationally protected environment and heritage Criterion Increase in the level of participation, skill-development or employment of Indigenous Australians, through natural resource management projects Result Achieved
Global Committee With the end of the Vision 2020 Australia Global Consortium funding for the East Asia Vision Program (EAVP), the Global Committee agreed to focus its efforts in three priority countries: Papua New Guinea, Vietnam and Cambodia. In late February 2016 the Department of Foreign Affairs and Trade (DFAT) allocated approximately $200,000 to Vision 2020 Australia to work in partnership with the International Agency for the Prevention of Blindness (IAPB) to strengthen sector collaboration and coordination in the three priority countries. Vision 2020 Australia and IAPB facilitated a workshop in collaboration with the Papua New Guinea Prevention of Blindness (PBL) Committee in March 2016. The purpose of the workshop was to reflect on progress made in eye health to date and to identify how collaboration on specific priorities could assist in driving further sector development. In May a second Papua New Guinea PBL workshop resulted in an action plan to address these priority areas. Feedback from the PBL committee was very positive, with Vision 2020 Australia invited to facilitate another opportunity to review priority progress and identify next steps in 2017. Similar workshops with the Vietnam and Cambodia eye health sectors will take place later in 2016. The Global Committee oversees the progress of the collaborative workshops in the priority countries and is currently developing a Partnerships Strategy to guide stakeholder engagement including exploring potential funding opportunities for the sector. Aboriginal and Torres Strait Islander Committee The Aboriginal and Torres Strait Islander Committee advocates for equitable access to quality eye health and vision care services for Aboriginal and Torres Strait Islander people. The Committee has predominantly worked to build on advocacy for the key priority areas identified in the Close the Gap in Eye Health and Vision Care: Sector Funding Proposal. A key activity for the Committee has been to develop submissions to the Australian Government regarding chronic disease and care, ensuring that the high incidence of chronic conditions for Aboriginal and Torres Strait Islander people and the impact on eye health and vision care is carefully regarded. The Committee has responded strongly on this providing submissions to the first and second draft consultations of the National Strategic Framework for Chronic Conditions, responding to the House of Representatives Standing Committee on Health’s Inquiry into Chronic Disease Prevention and Management into Primary Health Care and meeting with the Primary Health Care Advisory Group to discuss the Better Outcomes for People with Chronic and Complex Health Conditions discussion paper. The Committee has also continued to call on the Australian Government to commit to the development of a successor to the 2014-16 NFIP, including continuing focus on Aboriginal and Torres Strait Islander eye health and vision care.
Appendix 8: Operation of the Hazardous Waste (Regulation of Exports and Imports) Act 1989 Section 61 of the Hazardous Waste (Regulation of Exports and Imports) Act 1989 requires the Minister to prepare a report on the operation of the Act for each financial year. This section meets the reporting requirements for 2016–17. The Department submitted an annual report on Australia’s implementation of the Basel Convention on the Control of Transboundary Movements of Hazardous Wastes and their Disposal (Basel Convention) to the convention’s secretariat during 2016–17. The annual report is on the Basel Convention website. Operation The Act requires the import, export or transit of hazardous waste to be approved by the Minister or their delegate through a permitting system. The Act was amended in February 2017 to make minor administrative improvements and implement full cost recovery of the permitting scheme. Consequential or complementary to the amendments to the Act, in June 2017, the following were amended: Hazardous Waste (Regulation of Exports and Imports) (Decision IV/9) Regulations 1995 Hazardous Waste (Regulation of Exports and Imports) (Imports from East Timor) Regulations 2003 Hazardous Waste (Regulation of Exports and Imports) (OECD Decision) Regulations 1996 Hazardous Waste (Regulation of Exports and Imports) Regulations 1996 Hazardous Waste (Regulation of Exports and Imports) (Waigani Convention) Regulations 1999. In 2016–17, the Minister or his delegate granted 44 permits and refused one permit (this number excludes exemptions for laboratory analysis samples and permit variations). On 30 March 2017, following the amendment of the Act, the Department stopped publishing notices in the Australian Government Gazette. All notices relating to permit applications and decisions are now published on the Department’s website. Details of permit applications and decisions published in the Australian Government Gazette prior to 30 March 2017 can be found on our website. Compliance and enforcement The Department with Australian Border Force to prevent illegal exports of hazardous waste. In 2016–17, we received seven referrals from Australian Border Force, with four referred imports confirmed as containing hazardous waste. Most referrals involved small-scale exporters exporting goods to their relations. We continue to look at improving communication of the legal requirements to these small-scale exporters and their freight forwarders. Administrative Appeals Tribunal One application for a review of a decision was made to the Administrative Appeals Tribunal. This application was discontinued. One application for review of a decision which was made in 2015–16
up to 1599 GL of Commonwealth water committed for use in 2016–17 against regulated entitlements and up to 367 GL against unregulated entitlements a total of 1455 GL of Commonwealth water delivered for 2016–17 (71 per cent of available allocation). The volume of water available for use and delivered by the Commonwealth Environmental Water Holder in 2016–17 was the highest since the office’s establishment in 2009 (see Figure 2.1). Figure 2.1: Commonwealth environmental water availability and use Figure 2.2: Commonwealth environmental water holdings Target Intervention monitoring demonstrates that Commonwealth environmental water contributes to the achievement of Basin Plan targets and Basin-wide environmental watering strategy. Source PBS 2016–17 p. 69, Corporate Plan 2016–17 p. 21 Result Achieved The primary means by which we evaluate the ecological outcomes from Commonwealth environmental water use against the objectives of the Basin Plan’s Environmental Watering Plan is through our Long-Term Intervention Monitoring Project. This project monitors and evaluates long-term environmental outcomes across seven river valleys in the Murray–Darling Basin. The Commonwealth Environmental Water Office is investing around $30 million in the project, which we manage in partnership with over 30 research bodies, including some of Australia’s leading universities, scientific research institutions and state agencies. Highlights from monitoring in 2016–17 are presented below. In many cases these highlights are built on the results of watering in previous years. Reporting of outcomes achieved over multiple years provides a more meaningful picture, given that ecological change takes time to become apparent and is cumulative. Planned environmental watering events from one year influence ecological health in the following years. Full results from monitoring and evaluation projects are published on the Commonwealth Environmental Water Office website. Fish Environmental down the Darling Anabranch have created connections between Lake Cawndilla and the Murray River, allowing silver and golden perch hatchlings to move to key habitats. In the Gwydir catchment, environmental water was critical to maintaining flows to the Gingham Waterhole, where large numbers of threatened olive perchlet were observed for the first time since 2013. Other threatened species, including Murray cod, silver perch and freshwater catfish, were also found. In the Murrumbidgee catchment, environmental water delivered to wetlands
Ministers In 2016–17, the ministers responsible for the Environment and Energy portfolio were: the Hon Josh Frydenberg MP Minister for the Environment and Energy (19 July 2016 to 30 June 2017 and beyond) the Hon Greg Hunt MP Minister for the Environment (18 September 2013 to 19 July 2016).
Summary of requirement Annual report reference Letter of compliance A letter of compliance from the accountable officer or statutory body to the relevant Minister Welcome Accessibility Table of contents Contents Glossary Glossary Public availability Welcome Interpreter service statement Welcome Copyright notice Welcome Information licensing Welcome General information Introductory information About WorkCover Agency role and main functions About WorkCover Operating environment Chair and CEO report Non-financial performance Government’s objectives for the community Chair and CEO report Agency objectives and performance indicators Highlights Agency service and service standards Highlights Financial performance Summary of financial performance Financial performance Governance – management and structure Organisational structure WorkCover Executive management Executive team Government bodies (statutory bodies and entities) Financial performance
Informatics and Analytics Identify skill sets for HIM Professionals. Identify training methods for today and future Nov 20, 2017 HIM Pathways *Provide sessions to develop business and leadership skills * Collaborate with others-e.g. AAPC, HIMSS, Colleges * Outreach on behalf of the HIM profession making them aware of the skills possessed by HIM professionals also, awareness of MaHIMA as a resource. January 2018 November 2017 March 2018 Student Engagement and Outreach *Outreach to High Schools- provide aware to all high schools, public and private. * Restart Committee: including hospitals and colleges * Recruiting students into the field September 2017 January 2018 April 2018 HIM Professionals and Consumer Education * Increase knowledge of HIM talents. * Increase consumer knowledge * Offer video or education to HIM professionals *Offer educations to the public September 2017 March 2018 Technology *Identify available technology that supports the HIM professionals January 15, 2018 I thank AHIMA and MaHIMA for their support and constant drive to push its members to be the best we can be within our profession. It was an honor to serve and I look forward to supporting Diana as she furthers the progress of our Association. All the best, Gallagher Grant, RHIA, CHP President, MaHIMA 2016-2017
Director’s Report Page 3 - 4 About Amen Support Services Page 5 Services available at Amen Page 6 - 7 Activities 2016 Page 8 - 17 Service provision – Total contact 2016 Page 18 Service provision – Court Accompaniment Page 19 Service provision – One to one sessions Page 20 Service provision – Counselling Page 21 Service provision – The Helpline Page 22 Disclosures of Domestic Abuse Page 23 Financial statement Page 24 Amen’s 20th Anniversary in 2017 Page 25 Thank You Page 26 Note Page 27 Director’s Report
2016 will go down as another extraordinary year for Amen Support Services. It was a year in which we were recognised by three different awarding bodies for the great work which we do. Such achievements are not easy to come by and for a small organisation such as Amen to receive three in one year makes it even more special. This is a direct result of the great work that the staff do in supporting all male victims of abuse through direct support line calls, promotion of the service, provision of outreach clinics and the aids and supports put in place for all male victims. Also throughout 2016 staff, volunteers and management actively engaged in a number of projects, training opportunities, and forums to further enhance the level of service provided. We have worked relentlessly to continue to raise awareness of the issue as well as promoting Amen and reassuring men experiencing domestic abuse that Amen are here to listen. Forums & Panels: Since being founded in 1997, Amen Support Services have actively engaged in many forums and advisory groups and 2016 was no different. Representatives from the service participated and engaged in: The Dublin 15 Domestic Violence Forum, Men’s Domestic Violence Workshop Middle age men and mental health forum The Court Services User Group Meeting, The Helpline Partnership forum The Legal Aid Board Consultative Panel, Meath Social Inclusion Forum, amongst others These forums and panels provide an opportunity to network and share best practices with other services working within the remit of family support. Conferences: Niamh Farrell Manager of Amen was invited to participate at the Living Knowledge conference in DIT in June 2016. The conference is funded by the European Commission as part of the . EnRRICH aims to build
64% Female 36% Male Age 55.2%, 60 plus 36.7%, 25 to 59 3%, 20 – 24 4.3%, 5 – 9 0.8%, Under 5 Race 68% Black/African American 29.7% White 1.2% Hispanic/Latino 0.5% American Indian/Alaska Native 0.2% Asian 0.2% Two or more 0.2% Unknown Disability 61.1% Physical 16.3% Vision 10.5% Cognitive 7.7% Mental/Emotional 3.5% Multiple 0.9% Hearing Page 5 Key partnerships & resources To provide our variety of services, information and resources, Walton Options partners with a variety of federal, state and community partners. In addition, we are supported by numerous private businesses, foundations & volunteers. Partnerships: Administration on Community Living • Division of Aging • Area Agency on Aging • Georgia Vocational Rehabilitation Agency • SC Department of Health and Human Services • Georgia Advocacy Office • Georgia Ombudsmen • Georgia Independent Living Network • City of Augusta • Lions Clubs • Aiken County Board of Disabilities • Walton Foundation for Independence • Meals on Wheels America • Project Independence • Social Security Administration • Georgia Statewide Independent Living Council • South Carolina Independent Living Council • Georgia Rehabilitation Institute • First Baptist Church • Burke County Schools Burke Build • County Library • Richmond County Schools • Aiken County Schools • City of North Augusta • ADP • The Cleveland Group • Georgia Tech • Able SC • AccessAbility • AHHS •Dobbs Foundation • Friends of Disabled Adults and Children • South Carolina Assistive Technology Project • Tools for Life • The Augusta Chronicle • State Bank • WAGT 26 • Legends Club • Flowers on Broad • Tracer Audio • Tedford CPA • Georgia Library for Accessible Statewide Services • Southern Wesleyan University - North Augusta • Channel 6 • Coca-Cola • North Augusta Police Department • Volunteers make a lasting impact
4. Employees note - consolidated Number of employees The average monthly numbers of employees during the year were: 2016 number 2015 number Direct Service Activities 119 136 Support Costs 11 11 Trading Activities 89 84 Generating Voluntary Income 5 4 Governance 1 1 225 236 Employment costs 2016 € 2015 € and salaries 7,724,366 8,526,013 Employer PRSI 824,232 875,459 Other pension costs 252,765 366,521 8,801,363 9,767,993 The number of higher paid employees was: 2016 Number 2015 Number €60,000 - €70,000 10 7 €70,000 - €80,000 2 2 €80,000 - €90,000 2 2 €90,000 - €100,000 1 1 €110,000 - €120,000 1 1 16 13 Remuneration includes base pay and excludes employer pension and PRSI contributions. In 2016 NCBI's Group CEO was paid €110,491. NCBI Group and subsidiary companies operates a Defined Contribution Pension Scheme. The employee contributes a minimum of 5% and NCBI contributes 5% of gross pay. The scheme and its assets are held by independent managers. The pension charge represents contributions due from the company and amounted to € 252,765 (31 December 2015 - € 366,521). Board member expenses No member of the Board received any payments expect for the reimbursement of expenses
24. Co-funding by group companies Statement of financial activities Total € € Co-funding to NCBI companies 2,158,807 1,131,900 Co-funding by NCBI companies (2,158,807) (1,131,900) At 31 December 2016 - - 25. Other statutory sources of funding Grant Agency Sponsoring government department Grant programme Pobal Department of Social Protection Community Services Programme Total grant Expenditure Term Received year end Capital Restriction on use €36,833 €36,833 Expires 31 January 2018 31 December 2016 Nil Support for staff wages 26. Related transactions Related party transactions occur between group companies as a result of payments and receipts made on behalf of group companies by another group member and the allocation of support costs from NCBI Group to its subsidiary companies. All companies in the group financially support group members and so transfers occur between companies where the activities of the company is in deficit. All transactions were conducted at arm's length.
BIATHLON CANADA ANNUAL GENERAL MEETING MINUTES 2 June 2013 Attendance Division Presidents/Representatives Ken Ransom – BC Dave Veysey – NB Ken Davies– AB Erika Charron– QC Brian Walters – MB Vanessa Bonk – SK Tim Hurley – ON Jarvis – NS Ted Kimmins – NT Bob Bentley – PE Bill Curtis – YT Madelyn St Croix – NL Executive Members Stephen Hale – President Marc-André Bédard - National Team Representative – Lisa Belliveau – Secretary Sandrine Charron – VP High Performance Murray – VP Admin Brendon Bulger – Treasurer Bruno St Onge – VP Domestic Staff Kalie McKenna – Executive Director Chris Lindsay – High Performance Coordinator Bernard Voyer – Domestic Coordinator Absent Isabelle Gilbert – Cadet Representative 1. CALL TO ORDER The President, Stephen Hale, called the meeting to order at 1055 hrs. 2. ROLL CALL OF DIVISIONS The President called the roll call to establish the attendance. 3. REGISTRATIONS AND CONFIRMATION OF VOTES The number of votes that each Division was entitled to cast was verified by comparison to paid membership numbers as follows: BC – 6 QC – 3 AB – 4 NB – 3 YT – 1 NL –1 SK – 2 PE – 1 MB – 1 NS – 2 ON – 3 NT – 1 TOTAL VOTES: 28 Quorum was established, with majority being 15 votes cast. 4. NOTICE OF ANNUAL GENERAL MEETING The President stated that the notice of the AGM was published in accordance with the by-laws of the Association by notification to each Division by electronic means and posted on the National Biathlon Web site on April 8, 2013. 5. APPROVAL OF AGENDA
Motion # 1 “To accept the agenda of the Annual General Meeting.” Moved by NS; seconded by AB - Carried. 6. APPROVAL OF MINUTES OF AGM 2012 (2 JUNE 2012) Motion # 2 “To accept the minutes of the Annual General Meeting held 2 June 2012.” Moved by NL; seconded by BC - Carried. 7. AUDITOR'S REPORT It was noted that the Auditors report was discussed in full at the recent Board Meeting. Motion # 3 “To approve the audited statements for the fiscal year ending March 31, 2013.” Moved by PE; seconded by SK - Carried. 8. SANCTIONING ACTIONS OF THE BOARD OF DIRECTORS AND EXECUTIVE Motion # 4 “To sanction the actions and decisions of the Board and the Executive for Moved by ON; seconded by PE - Carried. 9. BY-LAW AMENDMENTS There were bylaw amendments that have been published on the website and were discussed at the board meetings Motion # 5 “To approve the amendments to the bylaw proposals as presented.” Moved by NB; seconded by QC - Carried. Motion # 6. “To approve by-law amendments as amended and presented.” by AB; seconded by NL- carried 10. EXTENSION OF OFFICERS TO FALL SPECIAL GENERAL MEETING As is an ongoing governance structure review the President expressed the desire to extend the following positions until the special general meeting to vote on the new governance structure is held in the fall of 2013. a) VP Administration Incumbent: Murray Wylie b) Vice President Domestic Incumbent: Bruno St. Onge c) Secretary Incumbent - Brendon Bulger Motion # 7.” To extend the terms of the positions of VP Administration, VP Domestic and Secretary until the special general meeting is held. Moved by NB; seconded by PE- carried 11. APPROVAL OF 2013/14 BUDGET
Administrative expenses (230,508) (233,718) OPERATING (LOSS)/PROFIT (4,290) 1,252 Interest receivable and similar income 180 275 (LOSS)/PROFIT BEFORE TAXATION (4,110) (977) Tax on (loss)/Profit (34) (55) (LOSS)/PROFIT FOR THE FINANCIAL YEAR (4,144) (1,032) BALANCE AS AT 31ST MARCH 2018 2018 2017 £ £ £ £ FIXED ASSETS: Tangible assets 4,141 1,866 CURRENT ASSETS: Debtors 40,378 16,269 Cash at bank in hand 83,542 103,477 123,920 119,746 CREDITORS: Amounts falling due within one year (71,315) (60,722) NET CURRENT ASSETS: 59,024 TOTAL ASSETS LESS CURRENT LIABILITIES: 60,890 RESERVES: 60,890 Income and expenditure account
Project Outcomes and Achievements 2017-2018 Over the course of this year 32 service have been supported by the Project Service users have reduced social isolation and are more confident to engage with local and wider community Change Indicators Amount of Change By When How much change has happened so far? Staff report 18 service users demonstrating improved communication and social skills. 18 per year End of project 33 service demonstrated improved communication and social skills. 18 service report improved confidence & self-esteem. 18 per year End of project 33 service reported improved confidence & self-esteem. Staff report 18 service users demonstrating ability to make and maintain positive peer relationships. 18 per year End of project 33 service users demonstrated ability to make and maintain positive peer relationships. Service users gain skills and knowledge to live independently within their local community Change Indicators Amount of Change By When How much change has happened so far? Staff report 18 service users demonstrating improved practical skills and knowledge. 18 per year End of project 33 service users demonstrated improved practical skills and knowledge. 18 service report improved understanding of safe household management practices. 18 per year End of project 30 service reported improved understanding of safe household management practices. 18 service users report feeling better supported to access a full range of appropriate support services. 18 per year End of project 23 service users reported feeling better supported to access a full range of appropriate support services Service users gain knowledge and confidence to access a full range of services Change Indicators Amount of Change By When How much change has happened so far? 18 service users report enhanced financial skills & knowledge. 18 per year End of project 26 service reported enhanced financial skills & knowledge.
Report of Nominations 2018 WARDENS (2 year term) Area of Responsibility Heartfelt thanks to Giesbrecht who has completed her two-year term as People’s Warden Michael Rector’s Warden Tom Martin Asst. Rector’s Warden Continuing into 6th year for continuity with Steering Committee work Angela Barlow People’s Warden Continuing into 2nd year of 2 year term Kate Newburn Asst. People’s Warden
Description of how non-attendance is managed by the school Non-attendance is managed in state schools in line with the DET procedures, Managing Student Absences and Enforcing Enrolment and Attendance at State Schools and Roll Marking in State Schools, which outline processes for managing and recording student attendance and absenteeism. We emphasise the importance of attendance by giving this message frequently, ‘Everyday Counts’ starting at the enrolment interview, on parade, and through newsletters. Rolls are marked twice daily am and pm and recorded in OneSchool. Parents of students who are absent without explanation are sent a SMS on the day of absence. All unexplained absences are followed up by the Principal and Administration Staff. Patterns over time are analysed and dealt with. Reducing unexplained absences is our schools’ key priority in attendance. NAPLAN Our reading, writing, spelling, grammar and punctuation, and numeracy results for the Years 3, 5, 7 and 9 are available via the My School website at . To access our NAPLAN results, click on the My School link above. You will then be taken to the My School website with the following ‘Find a school’ text box. Where it states ‘School name’, type in the name of the school you wish to view, select the school from the drop-down list and select <GO>. Read and follow the instructions on the next screen; you will be asked to confirm that you are not a robot then by clicking continue, you acknowledge that you have read, accepted and agree to the Terms of Use and Privacy Policy before being given access to the school’s profile webpage. School NAPLAN information is available by selecting ‘NAPLAN’ in the menu box in the top left corner of the school’s profile webpage. If you are unable to access the internet, please contact the school for a paper copy of our school’s NAPLAN results. Conclusion Our vision is to educate our students to achieve their full potential; to become lifelong learners; and to be equipped to achieve success in their lives. Our school and wider community are committed to enhancing students learning through positive partnerships, strong community beliefs and an engaging curriculum that encourages all students and families to become involved in learning.
Group Work: GROUP NAME LOCATION NUMBERS IN ATTENDANCE NUMBER OF SESSIONS Peer Support Group Roscrea 4-6 Bi- Monthly Kick Back Youth Café Roscrea 6 Bi - Monthly Strengthening Families, North Tipperary Thurles 5 Families Weekly – 14 week programme 20/20 Group Nenagh 35 Weekly Bedford Row Equine Group Limerick 8 1 Week Long Group Youth Group Ennis 4 Weekly ACRA Croom Group Croom 8 Weekly – 6 Week Programme Prosocial behaviour group Caherconlish 8 Weekly – 6 Week Programme Strengthening Families, Limerick County Hospital Weekly – 14 week programme Support Groups: Name Area SFP Thurles Responsible for delivery of SFP in North Tipperary SFP Hospital Supported delivery of SFP in Hospital, Co. Limerick Football Focus – Weston – FAI, CSMT Limerick City – Engagement of 30 young people Football Engagement FAI, CSMT Nenagh – Engagement of 10 young people Auricular Acupuncture Limerick City & County – Delivery of auricular acupuncture to clients ACRA Training HSE Cork Cork – Training of 8 HSE Workers, Cork Equine Therapy – Week Long Programme Limerick – Delivery of equine therapy intervention programme in partnership with the Bedford Row Project, 8 young people engaged Parent Relaxation Group Limerick City – Delivery of parent relaxation programme – 8 parents engaged ACRA Group Croom – Delivery of ACRA group to young people Street League Limerick City – Delivery of Street League Football weekly
15 20 ACRA, family sessions *6, school- linked with Principal, Probation, Aislinn treatment centre, phone support, house visit, mother supported by other staff member impulsive, indicating suicidal, expelled from school, verbal towards mother, problematic substance misuse, parental high Drug debts, suicidal ideation, high needs. Presently back in school, probation has indicated need to attend and complete Aislinn as pending charges- behaviour improved somewhat in terms of substance misuse & conflict at home Additional Pieces included: Hidden Harm Training Aislinn Assessments & supports Mid-West Drug & Alcohol awareness week- November 2014 As part of the mid-west’s first ever awareness week one CSMT worker gave an interview on local radio around ‘staying drug & alcohol aware’ & also ran a number of drug awareness parenting workshops and delivered a presentation in Rathkeale school which was attended by approx. 30 parents. Strengthening Families Programme: This 14 week evidence-based family skills training program is found to significantly improve parenting skills and family relationships, reduce problem behaviours, delinquency and alcohol and substance misuse in children and to improve social competencies and school performance. Child maltreatment also decreases as parents strengthen bonds with their children and learn more effective parenting skills. CASP CSMT continues to coordinate and fund the SFP programmes in the following locations; Hospital Family Resource Centre, St. Munchin’s Family Resource Centre and Southill Family Resource Centre Thurles, North Tipperary Action 29 under the prevention pillar of the National Drugs Strategy is to:
On the 31 August 2014 there were185 children on the ‘not in full time education’ database: Secondary 120 Primary 28 Alternative provisions 37 Total 185 Reasons for not being in full time education; Providing a response to behaviour 101 Providing a response to educational 61 Medical reasons 21 Attending a specialist sports setting 2 Total 185 Education Advisers discuss individual cases with schools, in their monitoring visits, to review the suitability of the arrangements and discuss the child’s return to full time education. Pupils not in full time education are now discussed with the Director of Children’s Services each term, along with the other areas covered by this report. Section 4 Missing Children – lead Officer Greg Vaughan Definition of a missing child In April 2014 the Metropolitan Police introduced the following definitions; Absent: not at a where they are expected or required to be and are not at risk of harm or crime to either themselves or others Missing: not at the place they are expected to be, but the circumstances are out of character or the context suggests they may be subject of a crime or at risk of harm to themselves or others. Anyone under the age of 13 will always be reported, missing: young people between the ages of 13-18 years have to be reported missing on two occasions before they can be treated as ‘absent’. The Metropolitan Police investigate 40.000 missing people reports each year. These definitions aim to ensure that the Police are using their resources most efficiently
National Indicator 71 – Missing from Home and Care Local Authority Barking and Dagenham Date: 11/12/13 Overall 15/15 LA Number 301 Criteria information about running away is gathered Status 3 – Thorough and systematic collection and analysis of data, which is monitored by appropriate bodies 3
Applications for release of samples Please also provide a lay summary (maximum 200 words) for each project for which release of samples was approved by the bank. Where further project-specific approval was given by a REC, please include the REC Reference Number in the additional comments. Reference (optional) Title of project Name of Chief Investigator Institution (name/address) Samples / data requested Outcome (e.g. approved, rejected, pending) Additional comments (optional)*
Age-Specific Vaccines and Doses Jessamine County County Rank KY Average US Average*,† HP 2020 Goal‡‡ Kindergarten Doses Antigen % % % 95.0% 4+ DTaP 91.2 91 94.4 95.0 95.0% 3+ 94.4 70 94.7 ----- 95.0% 3+ Hep B 91.6 88 94.1 ----- 95.0% 2 MMR 93.2 65 92.7 94.7 95.0% 2 Varicella 91.6 74 92.3 93.3 95.0% Sixth Grade Doses Antigen % % % % Varies 1 Tdap 92.5 51 84.5 86.0 (±0.9) (80%) Met 1 MCV 93.0 40 83.1 77.8 (±1.1) (80%) Met 3+ Hep B 93.2 113 97.4 ----- (95%) Not Met 2 MMR 96.0 99 97.7 91.8 (±0.8) (95%) Met 2 Varicella 94.6 42 88.8 78.5 (±1.3) (90%) Met Percentage of Certificates and Exemptions on File for Kindergarten and Sixth Grade in Jessamine County Kindergarten Sixth Grade Current Certificate 96.2% 94.0% Medical Exemption 0% 0.5% Religious Exemption 1.9% 1.9% No Certificate on File 1.9% 3.5% Lead Screening: Lead exposure can serious harm, particularly to young children and pregnant women. Lead poisoning can affect brain development leading to learning disabilities in children and increase
compensation industry with levels of significant competence ranging from 10 to over 30 years specifically with the second injury fund. Such experience adds to the increased professional stature and ability to resolve complex claims of this agency. Over the past several years, litigation costs have somewhat stabilized even though the caseloads for each attorney have become increasingly more complex. The chart below illustrates the steady level of annual fees and costs for legal representation of the ISIF. Costs FY 2009 590,741 10 737,962 11 493,173 12 597,368 13 636,929 14 599,901 15 598,694 16 558,405 17 508,234 Such a is largely due to the active participation by ISIF administrative staff in all phases of each case with the attorney assigned to represent the ISIF. This active involvement has led to more efficient representation by outside counsel directing resources to meaningful defense strategies and more successful outcomes with settlements prior to hearing and contested cases. Thus, total litigation costs comprised of attorney fees and costs, monthly beneficiary payments, and final settlement payments have experienced a modest upward trend in the past few years. With all factors being considered, an overall increase of 19.4% during this nine-year period is quite acceptable with an annualized average of 2.2% each year. An illustration of these costs is set out below: Total Litigation Costs FY 2009 3,584,315 10 4,145,446 11 4,085,702
Annual report re DTCP June 2015 Introduction This has been a busy year for DTCP. The rate of referrals and exploratory interviews have increased and there have been a number of changes in personnel. It has been a particularly buoyant year for fundraising. Trustees Aleathea Lillitos stood down as trustee earlier this year and we were joined by Paul Vittle and Judith Anstice. Clinical management team It was necessary for Jacky Boucherat to take a sabbatical from being a mentor in autumn 2014 due to a change in work pressures at Weymouth College. Sue Howse, a former trustee with DTCP, took over as mentor but Jacky has remained on the management team. Sue Howse has recently agreed to stay on as mentor and to review the situation in December 2015. The Clinical Director intends to step down from the role within the next two and hopes to work with the Trustees to enable one or more people to take over. As part of this move to devolve some of the director’s duties, Jacky Boucherat has been asked to take on some of the tasks on the basis of four hours a week. Her role will be as clinical coordinator. The plan is that she will oversee the clients’ progress from referral to allocation and to be available to practitioners when concerns about a client need to be communicated to or acted on by DTCP. The Clinical Director’s role will continue to include the of trust practitioner co-ordinator i.e. monitoring the process of practitioners from application to the end of their involvement with DTCP. She will continue to deal with the management and welfare issues of practitioners. The Administrator After 8 years with DTCP, Davina Taylor left to take up a full time post with Dorset County Council this February. She has played such a central role in the trust helping handle many of the day to day issues that it has taken a while for DTCP to settle into its new way of being.
Has an updated DCA been submitted with your Annual Report or to MDP within the last years? (Note: A DCA is required every 3-years and whenever there is a significant change in zoning or land use pattern. See . A DCA may be submitted independently from the Annual Report, such as, part of a comprehensive plan update.) Y N If no, explain why an updated DCA has not been submitted, such as, no substantial growth changes, etc. If yes, skip to (B) (Note: MDP provides technical assistance to local governments in completing development capacity analyses. Please contact your MDP regional planner for more information.) When was the last DCA submitted? Identify Month and Year: Using the DCA, provide the following data on capacity inside and outside the PFA in Table 9, Residential Development Capacity (Inside and Outside the PFA): 9: Residential Development Capacity (Inside and Outside the PFA) Parcels & Lots w/ Residential Capacity PFA Non – PFA Total Residentially Zoned Acres w/ Capacity Residential Parcel & Lots w/Capacity Residential Capacity (Units) Section IX: Adequate Public Facility Ordinance (APFO) Restrictions (Section IX is only required by jurisdictions with adopted APFOs)
Overall, zones serving 99.7 percent of the population (97 percent of zones) investigated complaints. Remedial steps (Section 69ZF) The Health Act 1956 requires drinking-water suppliers to take remedial actions in the event that monitoring reveals contamination of the water and that the Standards are breached. Prompt action is required when the contaminants are microbiological, because pathogens can rapidly cause disease. Although the Standards set out specific remedial actions for particular situations, the absence of instructions for a specific situation should not prevent drinking-water suppliers from seeking a way of remedying a fault they have identified in their system, which may adversely affect the safety of the supply. Almost all supplies undertook remedial actions in response to transgressions. Zones serving 2 percent of the population (4 percent of zones) did not take remedial actions when necessary.
Educational Institute Programs Virginia College▪ 06/8/17 ▪ Kevin Hayes; Promotions Director spoke to undergraduate students interested in pursuing a career in corporate communications. Educational Institute Programs Read Across America, Apison Elementary School▪ 3/2/18 ▪ James Howard, WDE F Morning Show Hosts promoted the event by reading to the community. An overview of Radio Broadcasting and the career opportunities were also discussed.
or sector-wide review) or provided directly to the agency. Other possible external reviewers include Parliamentary Committees, the Crime and Corruption Commission, the Queensland Ombudsman or the Coroner. Agencies must disclose information about significant findings or issues identified by an external reviewer, as well as the agency’s response to the issues/findings and any action undertaken or being undertaken as a result. More information: Contact: Performance Unit, Department of the Premier and Cabinet Tel: 300 39192 15.3 Audit committee The FPMS (section 35) provides that each accountable officer of a department must, and each statutory body may, establish an committee for the agency. Agencies must disclose information relating to their audit committee including: name, membership (role on committee) and remuneration (if applicable) of the members a description of the audit committee’s role, functions, responsibilities and achievements and frequency of meetings during the reporting period a statement that the audit committee has observed the terms of its charter and had due regard to Treasury’s Audit Committee Guidelines. The annual report must include a report of the agency audit committee on the consideration of all audit recommendations by the QAO including performance audit recommendations. See also section 15.2. More information: Committee Guidelines: Improving Accountability and Performance Contact: Fiscal and Strategy Division, Queensland Treasury fmhelpdesk@treasury.qld.gov.au 15.4 Internal audit Departments are required to establish an internal audit function. Statutory bodies must establish an internal audit function if directed by the appropriate Minister, or if the body considers it appropriate to do so (section 29 of the FPMS).
REQUIREMENTS FOR ANNUAL REPORTS FOR DEPARTMENTS, EXECUTIVE AGENCIES AND OTHER NON-CORPORATE COMMONWEALTH ENTITIES Approved by the Joint Committee of Public Accounts and Audit under subsections 63(2) and 70(2) of the Public Service Act 1999 Department of the Minister and Cabinet 25 June 2015 CONTENTS
Your company’s name Year ANNUAL REPORT Start of the financial year: Date month year End of the financial year Date month year Business name: Your company’s name Legal address: Street Town Zip code Country Commercial Registry no.: Registration number Phone: Your company’s phone number Fax: Your company’s facsimile E-mail: Your company’s e-mail Web page: Your company’s web page