zilongwang/ReadingBank huggingface dataset:
Nature of Request: Measures to prevent vehicles parking at the junction Background: None Members Comments: None Emergency Services Refuse Collection Comment: No specific comments but they would generally support measures that protect their access. Traffic Panel Comments: There is quite a heavy demand for parking in this area amongst residents and their visitors and this is exacerbated when parents pick up and drop off at the nursery school. The junction has particularly tight radii and visibility is very difficult when vehicles park close to the junction. E&CPS report that the refuse vehicle often experiences problems maneuvering at the junction. The Panel felt that waiting restrictions should be imposed to keep the junction clear. There is no record of any injury accidents here in the last 3 years. Recommendation: Impose no waiting at any time restrictions as shown on Drawing NDR09/202A Estimated Cost: £1,000 Likely Objectors: There may be objections from local residents Location: Haven Road Ward: Canford Cliffs Approval & Funding: Canford Cliffs Penn Hill Area Committee
Table x: Evaluation of response options Response options Option 1 Option 2 Option 3 Option 4 Option 5 Benefits <Business as usual / Do nothing> <Option 2 title> <Option 3 title> <Option 4 title> <Option 5 title> Percentage of full benefit to be delivered 0.0% 0.0% 0.0% 0.0% 0.0% Benefit 1 <Insert description> Benefit 2 <Insert description> Benefit 3 <Insert description> Benefit 4 <Insert description> Risk 1 Risk 2 Risk 3 Risk 4 Dis-benefits Dis-benefit 1 Dis-benefit 2 Dis-benefit 3 Interdependencies Interdependency 1 Interdependency 2 Cost (range) Capital total estimated investment (TEI) $0.000m – $0.000m $0.000m – $0.000m $0.000m – $0.000m $0.000m – $0.000m $0.000m – $0.000m Net incremental output costs (annual) $0.000m – $0.000m $0.000m – $0.000m $0.000m – $0.000m $0.000m – $0.000m $0.000m – $0.000m Timeframe for delivery mm/yy-mm/yy mm/yy-mm/yy mm/yy-mm/yy mm/yy-mm/yy mm/yy-mm/yy Ranking 1-5
Table x: Sensitivity analysis Project option 1: Base case(a) Project option 2 Project option 3 Project option 4 Project option 5 No parameters adjusted Sensitivities Sensitivities Sensitivities (a) to the Stage 2: Prove guideline for an explanation of the base case (page 23).
Indicate whether each of these ____ areas were addressed by this project (Yes/No): Project Management Systems Analysis and Design Implementation Project management – Managing CMMS and or EAM implementation projects of similar size and scope to that described in this Mini-Bid Systems Analysis, Design – Analysis and design of EAM or CMMS systems implementations, including requirements gathering and analysis, technical architecture design, functional design, data standard development and business process (re)engineering. Implementation – implementation of EAM or CMMS systems including but not limited to: installation and configuration of the software, data migration and conversion, business process implementation, testing, training and deployment. Additional projects can be added based on need to demonstrate qualification. 2: Executive Summary Provide a brief description (not more than two pages) that summarizes your proposed approach and work effort.
Unit of Baseline Change in target if proposal is endorsed Performance measure Existing/New measure 2017-18 2018-19 2019-20 2020-21 2021-22 Output: [output title] Performance measure name – specify Performance measure name – specify Performance measure name – specify Current Program Funding Funding history ($ million) Description of historical funding provided 20xx-yy 20xx-yy 20xx-yy 20xx-yy 20xx-yy 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 Expenditure history ($ million) Description of expenditure 2012-13 2013-14 2014-15 2015-16 2016-17 5 year totals 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 Total 0.000 0.000 0.000 0.000 0.000
SCIP Goal- Identify each SCIP goal that this investment will support and describe how that support will be accomplished. See Appendix “B” for a listing of SCIP goals. Goal Describe support Governance SOP Technology Training & Exercise Usage Ownership- Identify the proposed owners of all assets procured with this investment (add additional lines as needed) Organization Asset Description Usage Plan- Describe the plan for the equipment / project Disciplines- Identify each responder discipline that will enhance its communications interoperability from this investment Describe the interoperability enhancement Discipline Enhancement Please use the following abbreviations to represent the corresponding discipline: LE - Law Enforcement; EMS - Emergency Medical Services; EMA - Emergency Management Agency; FS - Fire Service; HZ – HAZMAT; PW - Public Works; PH - Public Health; GA – Governmental Administrative; PSC - Public Safety Communications; HC - Health Care; O-Other
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JoAnn Peterson – Executive Principal, Kids ’R’ Kids Learning Academy, East China Normal University Campus Gao Xiang- Principal, Chengdu No.3 Kindergarten Huang Ping – Deputy Principal, Chengdu No. 3 Kindergarten Chenling Xia – General Manager, Golden Education Investment Group Li – Deputy General Manager, Golden Apple Education Investment Group Ping Meng – Deputy General Manager, Golden Apple Education Investment Group Liu Yang – Principal, Golden Apple Art Training School for Children Stewart Jones – Director, Golden Apple Preschool Education Group International Education Exchange Centre Jin Xu – Principal, Golden Apple International English Kindergarten Chen Xiaoming – Principal, Beijing No. 6 Kindergarten Zhao Qian – Board Chairman, Cathay Future Education Group Christine Liang – General Manager, Shanghai Children’s Art Theatre (Shanghai lunch) Education Tracy Wang – Branch Manager, IDP Promising Education, Shanghai (Shanghai lunch) Sebastian Sun – Dean, Paramitta Institute of Culinary and Hospitality, Shanghai Industrial & Commercial Polytechnic (Shanghai lunch) Dr Wang Xiaoming – Director General, Shanghai Science and Technology Museum (Shanghai Intergovernmental collaboration Fang Jun – Deputy Director, Department of International Cooperation and Exchanges, Chinese Ministry of Education Dai Zuoan – Deputy Director General, Education Department of Sichuan Province Lin Yifan- Director, Early Childhood Division, Chengdu Education Bureau International engagement Justin Hayhurst – Deputy Head of Mission, Australian Embassy Beijing Katherine Vickers – Minister-Counsellor (Education and Research), Australian Embassy Beijing Wang Luning – Executive Vice President, Shanghai Overseas Returned Scholars Association (Shanghai lunch) Research Professor Zhou Zuoyu – Vice President, Beijing Normal University Dr Du Jigang - Deputy Director, Institute of Early Childhood Education, Beijing Normal University; Deputy Director, Committee of Curriculum and Instruction, China National Society of Early Childhood Education Associate Professor Liu Qiang – Assistant Dean, Institute of International and Comparative Education, Faculty of Education, Beijing Normal University Professor Zhang Minxuan – Shanghai PISA NPM, Shanghai Normal University (Shanghai lunch) Youth engagement: Wang Feng - Deputy Secretary, Tianjin Youth Federation
Attachment 1 SCOPE OF WORK: Project Plan, Deliverables, and Schedule Project Plan [provide a description of the project] Schedule and Deliverables Task Number Task Description Milestone/Deliverable Completion Date Payment Amount Matching Funds 1 Develop Project Workplan with InnovateMass technical consultant Project Workplan reviewed and approved by MassCEC Project Personnel TBD TBD TBD
ACCIDENT DATE DESCRIPTION FATALITIES INJURIES EST. PROPERTY DAMAGE NUNBER. OF SAFETY RECOMMENDATIONS TO 1/13/1982 Derailment of 410 at Smithsonian Interlocking, Washington, DC 3 25 $1.3 M 33 6/19/1987 9/5/1987 9/17/1987 Derailment of CSX Corporation freight railcars fouling Metrorail Red Line track near Takoma Park, MD station (incident) Derailment of CSX Corporation freight railcars fouling Metrorail Red Line track near Fort Totten Station, Washington, DC (incident) Fouling of Metrorail Red Line track near Silver Spring, MD Station due to debris from a CSX Corporation train striking heavy construction equipment on CSX track (incident) 0 0 0 0 0 0 Not reported Not reported Not reported 2 1/9/1996 Collision of Train T-111 with Standing Train at Shady Grove Station, Gaithersburg, MD 1 0 Between $2.1M and $2.6M 20 11/3/2004 Collision Between Train 703 and Train 105 at the Woodley Morgan Station, Washington, DC 0 20 $3.5M 3 (One Urgent) 5/14/2006 Red Line Train Striking WMATA Wayside Worker near Dupont Circle Station, Washington, DC 1 0 Not reported 4 11/30/2006 Yellow Line Striking WMATA Wayside Workers near Eisenhower Avenue Station, Alexandria, VA 2 0 Not reported 4 (identical to the 4 Recs. issued after the 5/14/2006 accident)
ACCIDENT DATE DESCRIPTION FATALITIES INJURIES EST. PROPERTY DAMAGE NUNBER. OF SAFETY RECOMMENDATIONS TO WMATA 1/7/2007 Derailment of Train 504 near the Mount Vernon Square Station, Washington, DC 0 0 $3.8M 6 6/22/2009 Collision of Train 112 and Train 214 near the Fort Totten Station, Washington, DC 9 52 $12M 16 2 Urgent 1 to WMATA Board 11/29/2009 Collision of Train 902 with standing train at West Falls Church Station, Falls Church, VA 0 2 $9M 0 1/26/2010 WMATA Hi-Rail Maintenance Vehicle Striking WMATA Wayside Workers near Rockville Station, Rockville, MD 2 0 Not reported 0 2/12/2010 Derailment of 156 near the Farragut North Station, Washington, DC 0 3 $174,000 0 1/12/2015 Smoke and Electrical Arcing Accident between the L’Enfant Plaza Station and Potomac River Bridge, Washington, DC 1 86 Under investigation Under investigation
Responses to Parliamentary Committee reports (including for example, Public Accounts Committee reports) Response to Parliamentary reports where the recommendations are significant, affect the Government as a whole or have implications. Standing Orders 233 and 303A require the Government to respond to Parliament within 6 months of the tabling of a report that recommends action be taken by the Government. DPC will liaise with relevant Departments and coordinate a whole-of-government response for endorsement by the Premier or his delegate prior to the final Government response being submitted to Parliament. Responses to Parliamentary reports where the recommendations do not raise significant policy issues, do not affect the Government as a whole and do not have cross-portfolio implications. Agencies will generally draft the submission and provide to DPC for clearance before Minister submits to Parliament. Parliamentary report that does not make recommendations for Government action. No response is required.
Calls Received IVRS 18,572 16,993 18,624 18,163 18,546 18,822 19,122 19,670 19,467 28,393 17,754 17,884 Calls Received CSR 1,334 1,194 1,416 1,408 1,332 1,351 1,583 1,603 1,493 3,248 1,300 1,228
(The WNA and) The ANC’s First Newspaper Recovered By Limb How can digital newspapers improve scholarly discovery of sources? In 2012 a team of historians, literary scholars and feminist creative authors combined to recover from obscurity a key early black newspaper, published in five languages from 1912 to 1931, whose seeming disappearance from all repositories scholars had long lamented. In 1948 the communist and botanist Eddie Roux had that it “is a blot on the South African archives that no file of this paper is to be found anywhere in the country”. Les and Donna Switzer, in their magisterial bibliographic survey of the black press, concluded: ‘Although it was possibly the most influential of the black protest journals of this era, virtually no copies have survived’, which meant that its quality ‘cannot be assessed’. Tim Couzens was equally clear: ‘It is a tragedy for South African social history that copies of Abantu Batho … exist only for 1930–31. A crucial link in literary history is certainly missing.’ Elsewhere he laments, ‘the absence of a complete picture of its effects on black social and intellectual life is a major gap in the study of the history of black South African literature’; Abantu-Batho was ‘the first really successful black Reef newspaper’; its lost archive is ‘the saddest gap’, and prevents telling in full ‘the early rise of writing activity in Johannesburg’.” One of the key digital in this book project was the World Newspaper Archive (African Newspapers) a joint project of the Center for Research Libraries and the company Readex, which has placed many such papers online. A second phase will involve an additional 1.5 million PDF pages drawn from the vaults of the British Library and US repositories. In that book I wrote: ‘Historians of the 1970s–80s searched for social histories in newspaper columns, moving on to the cultural sphere. The onset of digital newspaper archives now presents the tool, as John Nerone says, to begin ‘the reconstruction of the national conversation of previous ages’, aided by the distributed nature of the press via the recirculation of content through
Fire water main, monitor, sprinkler hydraulic calculations; Fire protection system alarm and control system design drawings and calculations; Process piping system plan and detail drawings (all submitted to the DCBO but only a sampling will be reviewed as outlined above for the process piping system design process verification – plan and details, piping and instrumentation diagrams, isometric details, etc.); High energy process piping systems pipe stress and flexibility analysis (provide a sampling as outlined above for the process piping system design process verification); Pressure vessel ASME code certification documentation; drawings; Pipelines; Transmission lines; Non-compliance reports (NCR) and resolutions thereof; and Monthly status of NCR’s will be included in the monthly report. B. Inspection of Constructed Facilities The inspection of construction by the DCBO is the primary means of assurance to the Energy Commission that construction is proceeding consistent with approved construction documents. The inspection of construction activities will be performed directly by DCBO personnel or by individuals (special inspectors) contracted by the project owner with direct reporting responsibilities to the project owner and DCBO. The project owner shall have personnel, or contract with firms and/or individuals that are qualified and certified special inspectors (if not provided by the DCBO) who shall be responsible for the special inspections required by the CBSC, Chapter 17, and Section 1704 Special Inspections. The qualification of an inspector shall be demonstrated by attaining certifications appropriate to his/her review and inspection duties as demonstrated by certification with the American Society of Mechanical Engineers (ASME), National Fire Protection Association (NFPA), American Welding Society (AWS), Institute of Electrical and Electronics Engineers (IEEE) and/or any other nationally-recognized testing and certifications appropriate to the scope of his/her duties. The project owner should create and submit a special inspection plan that identifies these special inspectors and their responsibilities. The DCBO shall review and approve the qualifications of the special inspectors. The project owner shall obtain the approvals of any special inspector prior to commencement of any construction activities where special inspection is required. The special inspectors shall work under the direction of the project owner and DCBO and not the firm contracted to construct the power plant or any portion thereof. Special inspections include, but are not limited to
Table A 1-13.2. Listed pinniped and mustelid species. Scientific Name Common Name Critical FWS/NMFS Species ID (ENTITY_ID) Arctocephalus townsendi Guadalupe fur seal T No 3318 Enhydra lutris kenyoni Northern sea otter (Southwest Alaska DPS) T Yes 5232 Enhydra lutris nereis Southern sea otter T No 45 Erignathus barbatus Bearded Seal (Beringia) T No 10381 Eumetopias jubatus Steller sea lion (Western DPS) E Yes 7115 Neomonachus schauinslandi Hawaiian monk seal E Yes 2891 Odobenus rosmarus ssp. Divergens Pacific walrus C No 9709 Phoca largha Spotted seal T No NMFS182 Phoca vitulina richardii Pacific harbor seal (Iliamna lake) C No NMFS159 *E=endangered; T=threatened, C = candidate Table A 1-13.3. Listed cetacean species. Scientific Name Common Name Listing Critical FWS/NMFS Species ID (ENTITY_ID) Balaena mysticetus Bowhead whale E No 3133 Balaenoptera borealis Sei whale E No 1769 Balaenoptera edeni Bryde’s whale C No NMFS178 Balaenoptera musculus Blue E No 3199 Balaenoptera physalus Finback whale E No 3096 Delphinapterus leucas Beluga whale (Cook Inlet DPS) E Yes 10144 Eubalaena glacialis North Atlantic Right Whale E Yes 2510 Eubalaena japonica North Pacific Right Whale E Yes 10145 Megaptera novaeangliae Humpback E No 5623 Orcinus orca Killer whale (Southern resident DPS) E Yes 9126 Physeter Sperm whale E No 4719 Pseudorca crassidens killer whale (Main Hawaiian Islands Insular DPS) E No 10700 *E=endangered; T=threatened, C = candidate Table A 1-13.4. Other listed marine mammals. Habitat Habitat g Status
Misdemeanor Offenses Tier 1 Misdemeanor Tier 2 Misdemeanor Tier 3 Misdemeanor Tier 4 Misdemeanor Affray or Unlawful Assembly x x x Assault x x x Alcohol Possession by Person Under 21 x Battery (Not Involving Domestic Violence) x x x Battery Involving Domestic Violence x x x Battery of or threatening a law enforcement officer or public official in the performance of his/her duties x x x Carrying a concealed weapon/firearm x x x Computer Crimes x x x Contributing to the Delinquency or Dependency of a Child x Criminal Mischief or Vandalism x x x Cruelty to Animals x x x Dealing in Stolen Property valued at Less than $300 Over the Internet x x x Discharging Firearm in Public x x x Driving or Boating Under the Influence x x x
Driving While License Suspended or Revoked x x x Misdemeanor Offenses Tier 1 Misdemeanor Tier 2 Misdemeanor Tier 3 Misdemeanor Tier 4 Misdemeanor No Drivers License or Violation of License Restrictions x x x Disorderly Conduct, Disorderly Intoxication, Breach of Peace, Disruption of School Board Meeting x Failure to Pay Taxes x x x Failure to Control or Report Dangerous Fire x x x Personation or Impersonation of Law Enforcement Officer x False Reports to Law Enforcement/ False Fire Alarms x Firearms or Weapons Offenses x x x Fireworks Possession or Discharge x Fish and Game (Hunting) Violations x Fraudulent Misrepresentation of Academic degree x
Resisting an Officer (or Arrest) Without Violence x x x Sale, importation, or distribution of controlled substances (drugs); or possession for sale, importation or distribution x x x Stalking x Tampering With Vehicles or Trailers x x x Misdemeanor Offenses Tier 1 Misdemeanor Tier 2 Misdemeanor Tier 3 Misdemeanor Tier 4 Misdemeanor Petit Theft, or Retail Theft/Shoplifting x Trespass x x x Unlawful Interception or Reception of Law Enforcement Frequencies x x x Unlawful placing, throwing, or discharging a bomb x x x Unlawful Reception of Cable Services x x x Voyeurism x Worthless Checks or Stopping Payment with Intent to Defraud of Less than $150 x x x **Any other misdemeanor offense that is not included on this list x x
Scientific Name Common Name State/Territory Source Acropora cervicornis Staghorn coral Florida NOAA (2014) Puerto Rico US Virgin Islands Acropora globiceps No common name Guam NOAA (2014) Northern Mariana Islands Pacific Remote Island Areas America Samoa Acropora jacquelinae No common name America Samoa NOAA (2014) Acropora palmata Elkhorn coral Florida NOAA (2014) Puerto Rico US Virgin Islands Acropora retusa No common name Guam NOAA (2014) Pacific Remote Island Areas America Samoa Acropora speciosa No common name Pacific Remote Island Areas NOAA (2014) America Samoa Dendrogyra cylindricus Pillar Coral Florida NOAA (2014) Puerto Rico US Virgin Islands Euphyllia paradivisa No common name America Samoa NOAA (2014) Isopora crateriformis No common name America Samoa NOAA (2014) Mycetophyllia ferox Rough Cactus Coral Florida NOAA (2014) Puerto Rico US Virgin Islands Orbicella annularis Lobed Star Coral Florida NOAA (2014) Puerto Rico US Virgin Islands Orbicella faveolata Mountainous Star Coral Florida NOAA (2014) Puerto Rico US Virgin Islands Orbicella franksi Boulder star coral Florida NOAA (2014) Puerto Rico US Virgin Islands Seriatopora aculeata No common name Guam NOAA (2014) Table A 1-15.9. Number of listed coral species with ranges that overlap with waters of specific states or territories. Number of species United States Virgin Islands 7
Rehabilitation – To establish safe progressive rehabilitation and post-closure stable rehabilitated landforms capable of supporting native ecosystems and/or productive agriculture that will enable long-term sustainable use of the project area. MRSD Act, C&LP Act, Radiation Act, Water Act, EPBC Act. Environmental Management Framework The EES will need to outline a transparent framework with accountabilities for managing and monitoring environmental effects and hazards associated with construction, operation, decommissioning, rehabilitation and post-closure phases of the project in order to achieve acceptable environmental outcomes (Section 5).
TANMEYAH, MFI Network Administrator and custodian of portal and database Ensuring data imports from MFIs and sources Consolidated information about MFI Sector Help to produce various sector related reports Can be selected as a Self-Regulated Organization for MFI sector Central Bank of Jordan View Consolidated information MFI Sector Good medium to ensure regulatory compliances USAID – LENS View Consolidated information about MFI Sector Agency which is actively involved for sector development European Union View Consolidated information about MFI Sector Agency which is actively involved for sector development Prospective Investors View To view reports and analyses MFI performance to take appropriate investment decisions Funding and Donor Agencies View To view reports and analyses MFI performance to take appropriate investment decisions 1: Stakeholders roles and advantages IT Systems at MFIs The MFIs in Jordan are tech-savvy organizations. All MFIs presently use best technology solutions which has real time data integration and processing capabilities and which is crucial for up to date information. S.No MFI Name Loan Tracking System Financial Accounting System HR/Payroll/Admin 1 Microfund for Women Oracle ADS Oracle ADS Mena Itech System 2 Jordan Microcredit Company “Tamweelcom” Web Abacus Web Abacus Mena Itech System 3 National Microfinance Bank DELTA Zetalents System 4 FINCA Microfinance DELTA DELTA 5 Partners for Microfinance Jordan Web Abacus Quickbooks Zetalents System 6 Ethmar for Islamic Microfinance TrackIT TrackIT Mena Itech System 7 Ahli Microfinance Company DELTA Mena System Party
Inflation, GDP deflator (annual %) 4.50 5.60 3.44 2.27 1.01 Agriculture, value added (% of GDP) 3.13 3.40 3.78 4.17 4.30 Industry, value added (% of GDP) 30.06 29.69 29.79 29.64 28.94 Services, etc., value added (% of GDP) 66.81 66.91 66.43 66.19 66.76 Time required to start a business (days) 12.50 12.50 12.50 12.50 12.50 Domestic credit provided by financial sector (% of GDP) 114.25 111.86 106.18 105.48 108.31 Mobile cellular (per 100 people) 128.17 141.80 147.80 179.43 196.31 exports (% of exports) 2.25 1.60 1.55 1.82 1.92 Statistical Capacity score (Overall average) 75.56 74.44 74.44 74.44 71.11 Merchandise trade (% of GDP) 92.57 87.72 86.88 75.45 69.11 Net barter terms of trade index (2000 = 100) 83.72 77.91 74.85 79.33 87.53 External debt stocks, (DOD, current US$)
CONSTRAINTS: Contractor is not permitted to use the front doors for demolition activities or post demolition activities. Reference in SOW – Field Demolition Activities and Post Demolition Activities Deliverable Schedule Description Quantity/Media Date 1 Contractor Limited Access PCard Badge Applications Completed forms Department of Commerce – hard copies or faxed Within 14 days of task order award 2 Contractor activity hazard analysis (job specific health and safety plan) Electronic PDF submission Within 14 days of task order award 3 Dust control plan Electronic PDF submission Within 14 days of NTP 4 All construction submittals Electronic PDF submission Within 21 days of NTP Government-Furnished Property, Material, Equipment, or Information (GFP, GFM, GFE, or GFI) Refer to drawing A-2 Security All contract employees are required to obtain badging for this contract. The badge type is a (Yellow) Limited Access PCards. Contractor shall account for up to 30 minutes to
Reporting and Continuous Quality Improvement Objective Budget Category Tasks (Activities) Performance Measures 4. Submit timely data reports. NA 4a. Collect and submit data in accordance with AI protocols and bureau requirements. 4b. Submit monthly AIRS extracts to the AIDS Institute via the HPS. 4.1 75% of monthly AIRS extracts will be by the established deadline. 4.2 100% of data submitted will be up to date (within 30 days). 5. Submit timely narrative reports. NA 5a. Create and submit narrative reports in accordance with AI protocols and bureau requirements. 5.1 75% of monthly narrative reports by the established deadline. 6. Submit timely fiscal reports/documents (vouchers, budget modifications, audits). NA 6a. Create and submit fiscal reports/documents in accordance with AI protocols and bureau requirements. 6.1 75% of fiscal reports/documents by the established deadlines. 7. Engage in continuous quality improvement activities for all funded activities. NA 7a. Routinely examine agency data using AI reports available through External Reporting Application (ERA); discuss data internally and with the AIDS Institute Contract Manager; implement corrective action plans to address programmatic and deficiencies. 7b. Use quality improvement activities to future programming and make modifications. 7.1 Participate in 4 quarterly calls per year with the AI Contract Manager to review data and assess progress in meeting contractual expectations.
8. Submit Client Linkage Reports monthly. NA 8a. Track and submit the Client Linkage Report on HIV positive reentrants referred/enrolled into the program. 8b. Document care engagement, treatment adherence, and viral load/cd4 count for all HIV positive clients enrolled in the program. 8c. Document all linkage and navigation case closures with final progress note summary in the client file, the Client Linkage Report and in AIRS. 8.1 100% of data submitted will be up to date (within 30 days) and submitted confidentially to the AI. 8.2 90% of Linkage and Navigation reentrants will have documented (utilizing the Client Linkage Report) continuum of care for up to 6 months.
Column 7: If a position is partially supported by third party revenue, the amount of the third-party revenue should be shown in Column 7. Column 8: Administrative Costs – include administrative staff salaries supported by this contract. Overall Administrative costs on the contracts are limited to 10% of contract award. The totals at the bottom of Columns 6 and 7 should be carried forward to page 1 (the Summary Budget). Page 3 - Fringe Benefits and Position Descriptions On the top of page 3, please fill in the requested information on fringe benefits based on your latest audited financial statements. Also, please indicate the amount and rate you are requesting for fringe benefits in this proposed budget. If the rate requested in this proposal exceeds the rate in the financial statements, a brief justification should be attached. The bottom of the page is for position descriptions. For each position, please indicate the (consistent with the title shown on page 2, personal services) and a brief description of the duties of the position related to the proposed program/project. Additional pages may be attached if necessary. Page 3A – Additional area for Position Descriptions Page 4 – Supplies, Travel and Equipment - Please refer to the instructions regarding the information required in each section. Page 5 – Miscellaneous (Telecommunications, Space and Other) - Please refer to the instructions regarding the information required in each section. Page 6 –Subcontracts/Consultant/ Indirect Costs Please indicate any services for a subcontract or consultant will be used. Include an estimated cost for these services. Indirect Costs are limited to a maximum of 10% modified total direct costs. Page 7 - Budget Justification Please provide a narrative justification for each item for which you are requesting reimbursement. (Do not include justification for personal services/positions, as the position descriptions on page 3 serve as this justification.) The justification should describe the requested item, the rationale for requesting the item, and how the item will benefit the proposed program/project. The budget justification should not exceed spaced pages in total.
Concrete placement and strength Bolts installed in concrete; Special moment-resisting concrete frame construction; Reinforcing steel and pre-stressing steel tendon installation; Structural welding; Welding of reinforcing steel in concrete; High-strength bolting of structures; Structural masonry reinforcement placement and unit placement; Reinforced gypsum concrete construction; Insulating concrete fill placement; Spray-applied fire-resistive material placement; Piling, drilled and caissons driving and testing; Shotcrete placement and strength testing; and Special grading, excavation, and filling. In addition to the CBSC required special inspections; the project owner shall perform and document the following additional designated special inspection tasks: Welding of ASME piping systems; Hydrostatic testing of ASME piping systems; Buried pipeline coating defect testing; Electrical breaker trip testing; Motor winding short circuit testing (high pot testing); Conductor insulation resistance/short circuit testing; and Fire protection system performance witness/performance testing. Similar to CBSC §1704.2.5.2, special inspections of the prefabricated elements within the above systems are not required where the work is done on the premises of a registered and approved fabricator. Such “approval” must be based upon review of the fabricator’s written procedural and quality control manuals and periodic auditing of fabrication practices by an approved special inspection agency. Upon fabrication completion, the approved fabricator must submit a certificate of compliance to the DCBO stating that the work was performed in accordance with the approved construction document. The special inspectors shall:
5.3.6 Energy Management In line with the sustainability of operations, Council should also be considering the use of solar power to further reduce operating costs, particularly with regard to big energy use sites. Energy audits carried out in 2007 should be reviewed to see that the actions to reduce costs, energy consumption, green-house gas emissions and increasing management commitment have been responded to. Monthly KPI’s should be introduced in line with the Strategic Plan, to measure performance, which will then aid in management and assist to drive improvements and cost savings. Some KPI’s which could be introduced to monitor overall cost reductions are shown in the table below, these need to be in line with Performance Management targets and compared to the IRIS survey results to determine if they will drive the desired community outcomes: Strategy KPI Target Revenue – Enhance Ratepayer Value, ongoing Services Operating Profit/No of Ratepayers 0 Revenue – Enhance Ratepayer Value, Function % uptake Formsport or BPAYview 10% Revenue – Expand Revenue – New Services Revenue Growth = increase in revenue/last years revenue as % 6% Revenue – Expand Revenue – Brand – Shoalhaven area Increase in economic activity 6.2% inc Improve Cost Structure – Price Procurement Savings $200k Improve Cost Structure – Quality Savings from Continuous Improvement efficiencies $200k Improve Asset Utilisation – Availability Percentage Preventative Maintenance/Total Maintenance Costs 80% Improve Asset Utilisation – Selection Life Cycle Costing completed on all new assets 80% Customer Satisfaction Community Satisfaction Rating 90% Innovation – No. of new services No. of New Services No of DA’s and turnaround time 2 per annum 1400 per annum < 60 days Improve Social Processes Expenditure on community health and safety/Avg population $100 per capita Deliver Products and Services Reduction in Asset Backlog – Capex Expenditure/Depreciation 100% Training Avg Training Cost per FTE $750 per FTE Cassi Implementation Modules go live meet plan Within plan and budget Leadership Training Managers Trained 80% Health and Wellbeing of Staff – Safety LTI Hours Lost/Total hours worked as a % 5.4 Service Sustainability There should be a full review of the services Council provide and questions posed as to whether the service is broadly valued and does it align to the Long Term strategic direction
MUSWELLBROOK SHIRE COUNCIL STRATEGIC ASSET MANAGEMENT PLAN PART OF COUNCIL’S RESOURCING STRATEGY Document Control Revision Date Details Prepared Reviewed Approved 0.1 January 2017 Draft of first edition in new format BL AM Steering Committee 1.0 February 2017 First edition for Council consideration BL NP
Calendar Year (between 2008 and 2015) Assisted Units (for program housing only, a minimum of two units per yr is required for credit) Funding Source(s) Example: HOME, CDBG, CalHome, RDA, other (provide name/names if other). List all sources for a given project or program type for each calendar year. Program Name (e.g. Rehab or Homebuyer Program) Location City/County EXHIBIT B6 INSTRUCTIONS FOR PROGRAM GUIDELINES Activity: This year, applicants for HOME Programs will not submit a printed copy of their Program Guidelines. Instead, applicants are to either: Submit with the application, on a Compact Disc (CD), an electronic copy of the applicant’s current HOME guidelines for this activity; or Certify below, if no such guidelines exist, that if awarded, the State HOME Program’s “Best Practices” guidelines for this activity will be used, and that these will be submitted with requested choices and options completed, within 30 days of the date requested from HCD. (Check one box only): A Compact Disc (CD) with current guidelines for this activity is enclosed. It is understood that applicant may be required, after receiving funding, to use the State HOME Program’s new “Best Practices” guidelines for this activity.
(or) Applicant has no HOME guidelines for this activity, so if awarded, will use the State HOME Program’s new “Best Practices” guidelines, and will submit with requested choices and options completed, within 30 days of the date requested from HCD. Applicant: Certified By: Title: Signature: Date:
100% of fiscal reports/documents will be submitted as per protocols and by the established deadlines. Engage in continuous quality improvement activities for all funded activities. NA 23a. Routinely examine agency data using AI reports available through External Reporting Application (ERA); discuss data internally and with your Contract Manager; implement corrective action plans to address programmatic and data-related deficiencies. 23b. Use quality improvement activities to guide future programming and make modifications. Participate in 4 quarterly calls per year with your contract manager to review data and assess progress in meeting contractual expectations. Number and percent of programmatic changes made relative to the number recommended by your contract manager. Register and update testing/screening services on the (NPIN) database. NA 24a. For NEW organizations, register at and complete the online form. 24b. For UPDATES and ADDITIONS to organizations already registered with NPIN, visit or , find your organization and click the update link to complete the online form for updates. At quarterly, update agency testing services on the NPIN database. Flexibility in programming is necessary to ensure that resources are effectively directed to the populations and communities most in need. Contract activities and deliverables may be modified at any point in this contract upon direction of the AIDS Institute to address emerging needs or disparities, emerging HIV/STD/HCV epidemiologic patterns, or to accommodate advances in best practice. NA 25a. Assist with other priority public health issues if/when they arise (e.g., local STD case increases, outbreaks, emergency situations, etc.). The contract manager must approve non-workplan work. Aid with non-workplan public health issues if/when they arise.
3.1.2 above rate peg Increasing population Annual Community Report - Annual Strategic Indicators 3.1.2 above rate peg Increasing visitors to the Shoalhaven Annual Community Report - Annual Strategic Indicators 3.1.2 above rate peg Improve basic services – Waste indicators are worsening Annual Community Report - Annual Strategic Indicators 3.1.2 above rate peg Increased strain on Council resources – Number of new dwellings – up 17% on last year, more correspondence from community, increased GIPA requests, increased development applications Annual Community Report - Annual Strategic Indicators 3.1.2 above rate peg Worsening environmental indicators Annual Community Report - Annual Strategic Indicators 3.2 Financial Infrastructure backlog worsening Annual Community Report - Annual Strategic Indicators 3.1.2 above rate peg Increased growth in the city – Value of residential and non-residential development Annual Community Report - Annual Strategic Indicators 3.2 Financial Financial sustainability - statement Council's long-term financial performance and position will be sustainable. Planned service and infrastructure levels should be met without unanticipated increases in rates or disruptive cuts to services. Council’s Core Sustainable Resourcing Principles include: Program sustainability – Maintaining priority service and infrastructure renewal programs Rate predictability – Stability and predictability in the setting of rate revenue ISP, Chapter 1: Our Priorities (CSP) – p.9
Extraction Tracked Grapple Skidder Purpose 175 - 225 kW $232 $215 $197 Extraction Skidder Winch 110 - 130 kW $155 $144 $132 Extraction Skidder Grapple 131 - 180 kW $204 $174 $143 Extraction Shovel Escavator 121 - 150 kW $153 $174 $160 Extraction Shovel Purpose Built 151 - 225 kW $269 $241 $209 Extraction Forwarder Small 12 - 14 t $186 $174 $160 Extraction Forwarder Medium 15 - 18 t $215 $198 $180 Extraction Cable > 300 kW $221 $198 $174 Extraction Cable Swing > 300 kW $329 $298 $269 Extraction Tailhold Dozer 121 - 150 kW $54 $48 $43 Processing Harvester / Rubber Tyred Small 120 - 175 kW $269 $247 $221 Processing Harvester / Rubber Tyred Medium 176 - 225 kW $312 $280 $251 Processing Harvester / Tracked Base Small 20 Equivalent $197 $180 $160 Processing Harvester / Tracked Base Medium 22 Equivalent $263 $247 $228 Processing Harvester / Tracked Base Medium 24 Equivalent $282 $258 $232 Processing Harvester / Tracked Base Large 26 Equivalent $286 $269 $251 Load-out Excavator Loader 19 - 22 t $143 $132 $120 Load-out Excavator Loader 28 - 34 t $167 $155 $143 Load-out Rubber Tyred Loader Loader 91 - 125 kW $155 $144 $132 Load-out Rubber Tyred Loader Loader 126 - 170 kW $174 $161 $150 Support Support Machine Dozer 91 - 120 kW $142 $122 $104
Table 2: Harvest Schedule Indexation Mechanism Cost component Fixed or Variable Assumptions Proportion of costs budgeting Fuels and Oils Variable Shell Terminal Gate Price (Melbourne) less GST Input Tax Credit less Off Road Use Rebate – Average price at 1 July. Ground-based: 14.0% Cable: 10.5% Labour Variable Timber Industry Award 2010 – Level 5 employee Workers compensation, Victorian levy rate code A0303K (%) gazetted industry rate Legislated rate for superannuation contributions by employer Ground-based: 28.0% Cable: 35.0% Tyres, Repairs and Maintenance Variable ABS Producer Price Indexes Stage 1, Commodities (Domestic and Imports) Catalogue 6427. Ground-based: 11.9% Cable: 10.5% Finance and Insurance Variable ABS Consumer Price Index, Insurance (Miscellaneous) Catalogue 6401 Ground-based: 11.9% Cable: 10.5% Administration and Overheads Variable ABS Consumer Price Index, all groups, and all capital cities Ground-based: 4.2% Cable: 3.5% Capital component – depreciation Variable Adjusted each year in line with costs 30.0% Table 3: Haulage Schedule Indexation Mechanism component Fixed or Variable Assumptions/ Source Starting proportion and Oils Variable Shell Terminal Gate Price (Melbourne) less GST Input Tax Credit less Off Road Use Rebate – Average price at 1 July. 24.5% Labour Variable Timber Industry Award 2010 – Level 5 employee 23.1%
Purpose This form is to be used to account for individuals during an emergency. These forms should be pre-populated with the names of faculty, staff, or employees assigned to work in an area or a floor. These forms should be posted in a conspicuous place where they can be removed by the Floor Safety Monitor or area supervisor as staff evacuate. The list of names should be used to verify all employees have made it to the designated assembly or shelter area, or if their location is known. Completed accountability forms shall be provided to the Assembly Area Monitor(s) so they can inform first responders of unaccounted for personnel. NOTE: A class roster can be used by faculty as the basis for performing an accountability check in place of this form. NOTE: Assembly Area Monitor(s) should consult with each other to verify unaccounted for personnel are not in other Assembly/Shelter Area(s) before reporting them as unaccounted for to emergency responders. Building Floor/Area Date (Completed at time of emergency) Time (Completed at time of emergency) Completed By: (Completed at time of emergency) INSERT BLDG NAME INSERT FLOOR/AREA Person Status (Completed at time of emergency) INSERT NAME Present □ Missing □ Offsite □ INSERT NAME Present □ Missing □ Offsite □ INSERT NAME Present □ Missing □ Offsite □ INSERT NAME Present □ Missing □ Offsite □ INSERT NAME Present □ Missing □ Offsite □ INSERT NAME Present □ Missing □ Offsite □ INSERT NAME Present □ Missing □ Offsite □ INSERT NAME Present □ Missing □ Offsite □ INSERT NAME Present □ Missing □ Offsite □ INSERT NAME Present □ Missing □ Offsite □ INSERT NAME Present □ Missing □ Offsite □ INSERT NAME Present □ Missing □ Offsite □ INSERT NAME Present □ Missing □ Offsite □ INSERT NAME Present □ Missing □ Offsite □ NOTE: If needed additional Persons can be to this list by adding rows to the table
Renewal Evaluation Criteria Detailed Instructions 1 Benchmark/ Standard Max Points Max Points Max Points Max Points PH TH/ SH PSH RRH SSO-O TH/SH % of intakes who into PH or retained PSH (relates to SySPM 3,7) Custom HMIS report 95% N/A 80% 33.3% 33.3% N/A 33.3% % of intakes who moved into Positive Destinations (relates to SySPM 3,7) APR*: Q23a "Exit Destinations – 90 Days or More" Percentage N/A 50% N/A N/A N/A 16.65% N/A % of intakes who moved into Positive Destinations (relates to SySPM 3,7) APR*: Q23b "Exit Destinations – 90 Days or Less" Total Percentage N/A 50% N/A N/A N/A 16.65% N/A APR run between 10/1/15-10/1/2016
PH TH/ SH PSH RRH SSO-O TH/SH 2 Rate of engagement for all persons contacted by Outreach (relates to 1,3) APR*: Q9b Rate of Engagement “All Persons Contacted” N/A 50% N/A N/A N/A 33.3% N/A APR run between 10/1/15-10/1/2016 PH TH/ SH PSH RRH SSO-O TH/SH 3 % returns to homelessness within 24 months (relates to SySPM 2,3,7) Custom HMIS report 5% N/A N/A 33.3% 33.3% N/A N/A 3 % returns to homelessness within 24 months (relates to SySPM 2,3,7) Custom HMIS report N/A N/A 10% N/A N/A N/A 33.3%
Asst. Prof. Dr. Winyu Rattanapitikorn (CE) Coordinator for CE School of Civil Engineering and Technology Assoc. Prof. Dr. Pisanu Toochinda (ChE) Coordinator for ChE School of Bio-Chemical Engineering and Technology Ms. Pattanun Manachitrungrueng Officer in charge for Application Submission to TU-SIIT School of Civil Engineering and Technology
are provided in Table A 3-1.10. If more refined analysis is required, chemical-specific values will be derived and incorporated into a spray drift appendix. Table A 3-1.10.Default spray drift fractions for use in PRZM5/VVWM Application Method Drop size Distribution / Category Spray drift fraction (unitless)1 Bin 2 Bin 3 Bin 4 Bin 5 Bin 6 Bin 7 Aerial Very fine to fine 0.472 0.414 0.291 0.486 0.401 0.195 Fine to medium (default) 0.437 0.320 0.167 0.469 0.297 0.093 Medium to coarse 0.424 0.284 0.123 0.462 0.257 0.063 Coarse to very coarse 0.412 0.261 0.097 0.456 0.233 0.047 Ground high boom Very fine to fine (default) 0.620 0.294 0.089 0.778 0.252 0.042 Fine to medium/coarse 0.215 0.079 0.024 0.336 0.067 0.012 Ground low boom Very fine to fine 0.365 0.140 0.039 0.528 0.118 0.019 Fine to medium/coarse 0.154 0.054 0.016 0.251 0.045 0.008 Airblast Sparse (default) 0.372 0.219 0.064 0.418 0.192 0.027 Normal 0.007 0.004 0.002 0.008 0.004 0.001 Dense 0.094 0.060 0.021 0.104 0.054 0.010 Vineyard 0.025 0.013 0.004 0.030 0.011 0.002 Orchard 0.174 0.104 0.033 0.195 0.092 0.015 1 Estimated Tier 1 in AgDRIFT 2.1.1 and the following water body widths: Bin 2 – 2 m, Bin 3 – 8 m, Bin 4 – 40 m, Bin 5 – 1 m, Bin 6 – 10 m, and Bin 7 – 100 m.
Introduction Methods and modeling techniques have been developed to estimate pesticide aquatic exposure concentrations for endangered species for use in the biological evaluation (BEs) for chlorpyrifos, diazinon, and malathion. The resources and approaches presented are based on current, surface water modeling tools and provide a foundation for current and future endangered species BEs. As new information becomes available, these tools will continue to be updated and developed. This supporting information is being made available to the public to improve transparency and understanding. Aquatic exposure assessments are conducted for pesticide registration and registration review under the Federal Insecticide, Fungicide, and Rodenticide (FIFRA) and the Federal Food, Drug, and Cosmetic Act (FFDCA), to determine whether pesticides that are applied to land according to their label can result in water concentrations that may adversely impact human health or aquatic organisms. Aquatic modeling is used to estimate pesticide concentrations in water based on a combination of soil, weather, hydrology, and management/crop use conditions that are expected to maximize the potential for pesticide movement into water. If aquatic exposures are less than the various toxicity endpoints of concern, it may be concluded that the pesticide is unlikely to pose adverse effects to the exposed species (e.g., humans, fish, invertebrates) based on its labeled uses. In situations where estimated exposures exceed toxicity endpoints, further characterization of the potential exposure and effects is needed. For endangered species, similar methods are used to estimate aquatic exposure; however, several refinements to the assumed conditions and aquatic exposure pathways (water bodies) (Table A 3-1.1) are incorporated into the analysis. The following sections discuss methods used to model estimated aquatic exposures occurring in different types of watersheds where endangered species occur and to characterize modeled exposure values based on available monitoring data. Aquatic Modeling Surface Water Modeling Currently the Pesticide Root Zone (PRZM5) (Young and Fry, 2014) and the Variable Volume Water Model (VVWM) (Young, 2014) are used to estimate pesticide movement and transformation on an agricultural field and in receiving water bodies, respectively. These models are linked with a user interface, the Pesticide in Water Calculator (PWC, version 1.52, May 2016). Standard scenarios are used to represent combinations of soil, crop, weather, and hydrological factors that are expected to contribute to high-end pesticide concentrations in water. specific established