I've never heard of her before, but now I know who she is. Aside overall pretty adorable smile and cool dancer, personally, I think she did very good in her role as Kate. Somebody commented that she looks like Ashley Simpson dark hair, pre-op Ashley. I agree, in quite a few scenes, I thought so, too, and I couldn't help for a moment to wonder if Ashley Simpson might've been a good Kate, too.
Well, actually, probably, she would've done okay with the ballet dancing scenes since I hear that Ashley Simpson used to dance ballet when she was younger. But as for the other dancing styles performed in this movie, the only other kind of Ashley dancing I'm familiar with aside her ballet is the "Ashley Ho-down" thing.
So, on second thought, nope. I don't think it would've been appropriate for this film. Picturing her as Kate, no. I think they definitely chose the appropriate actress for this film. I'm glad they went with Rachele Brooke Smith. She owned the part. She owned the dance floor. I look forward to seeing her in other cool films such as this. I give her and the overall movie a "10"! Details Edit. Release date November 1, United States. United States Canada. Center Stage 2.
Vancouver, British Columbia, Canada. The result will be released in the form of a Merit list. The 2nd state of the NTSE is expected to be conducted on July 22, and the result for the 2nd state will be out by September, NTSE registration had already ended in November.
So, you will not be able to register for NTSE now. NTSE is held in 2 stages. Stage 1 will start from January 16 postponed.
And stage 2 will start in the month of June. Therefore, the examination that was supposed to be held on 16th January , now stands cancelled. For complete details about the NTSE examination, previous year papers, preparation tips, kindly check out the link given below-. NTSE standa for National talent search examination. It is conducted into two stage.
First stage is held at state level and second stage is conducted at National level. Candidates who are studying in class 10th from recognized schools are eligible for appear in stage 1 of NTSE exam. Candidates who will pass stage 1 would be only eligible for stage 2 of NTSE. We endeavor to keep you informed and help you choose the right Career path.
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Table of contents. Latest Articles. Read More. View All News and Articles. Questions related to NTSE. Showing out of Questions. Simran 11th Jan, Hey aspirant, I hope you are doing well.
I hope this helps you. Answer later. Subhrajit Mukherjee 10th Jan, All the very best for your future endeavors! PCO supports Cabi- net committees including by: convening inter-departmental meetings and ensuring the depart- ments meet submission deadlines.
The survey confirmed that the centre is also highly involved in organising cross-government policy co-ordi- nation group and committees, including groups of ministers Figure 7.
Figure 7. Only 3 countries — Chile, Portugal and Spain — reported not having this role. This review role in- volves assessing whether proper processes and procedures as well as presentational requirements have been followed, ensuring that the item is aligned with the overall government programme, that the item conforms to legal, regulatory, and financial criteria, and that adequate consultation has occurred although comments suggested that this refers mainly to consultation within government not with wider stakeholders or the pub- lic Table 2.
In terms of legal, regulatory and fiscal conformity, the centre shares this audit role with other bodies. This may be a result of more upstream activity, including the development of guidelines for quality regulation and requirements for regulatory impact statements to accompany proposals to cabinet, so that the role of the centre is more to check that procedures have been followed rather than test the quality of regula- tory analysis itself.
Table 2. How are items submitted to cabinet reviewed by the centre? This will be something to watch in future enquiries. Testing items to cabinet for conformity to presentational, legal, regulatory and fiscal standards necessitates that those standards and procedures are well codified and communicated to ministries and departments pre- paring cabinet submissions. In Westminster countries the Cabinet Manual and related directives sets out processes and procedures.
In other countries guidelines are prepared by the centre based on constitutional requirements for decision-making e. The provision of accessible and easy-to-follow guidelines is likely to optimise conformity with cabinet pro- cesses as do administrative tools like templates.
The Canadian Privy Council Office provides templates for how memoranda to cabi- net should be prepared and submitted. The release of a new template is followed by courses offered by the Canada School of Public Service which coordinates the course content with PCO. The centre in Norway also noted training and guidance in this context. Only 4 countries Costa Rica, Germany, Morocco and Spain said they did not provide guidance or training on criteria for submission of items to cabinet.
While less than a third of countries claimed primary responsibility for regulatory quality more than half shared that responsibility with other bodies such as Finance or Justice 4 countries France, Iceland, Lithuania and the United States listed regulatory quality and consistency as among their 4 top priority responsibilities. A few countries have gone beyond regulatory quality to take a broad whole-of-government approach to im- proving the quality of policy advice generally, notably New Zealand through its Policy Project and the United Kingdom through its Twelve Actions to professionalise policy making UK Government, Both programmes are discussed later in Box 9.
It provides a range of ex-ante and ex-post tools such as quality control and peer review templates to support policy advisors to deliver high-quality advice to ministers Policy Project. Departments are required to report policy quality scores annually and encouraged to set policy quality improvement targets. Well-informed discussion and effective decisions taken by the head of government and cabinet depends on the quality of advice tendered to ministers as well as the co-ordination of processes and organisations that gener- ate it.
The centre plays a key brokerage and facilitation role, bringing other player together to ensure policy co-ordination. Other centres also reported convening more or less regular meetings of senior officials, not directly linked to the cabinet agenda, both with leaders at permanent secretary level and other senior policy managers.
Estonia and Latvia reported convening weekly meetings of state secretaries, although Latvia suggests that there is still potential for these or similar meetings to be used for more content-oriented discussion on progress with policy implementation, new policy initiatives and foresight exercises.
Iceland reported regular meetings of permanent secretaries. These sessions offer an opportunity for senior civil service leaders to develop a shared understanding of the overall government programme and direction of travel. It is also an opportunity for what amounts to the senior leadership team of the government administration to be proactive in developing and co-ordinating a more strategic policy agenda.
The agendas are designed in co-operation between the Strategy Secretariat and the political cabinet of the Prime Minister. The authority of the centre derives from its proximity to and support of the head of government; its ability to lead will be strongest where it is able to show that the policy concerned is a priority of the head of government.
The centre needs to have superior relationship management and networking skills to be able to work through both formal and informal channels, through collective bodies as well as bilaterally with individual leaders and departments and actors outside government , and to co-ordinate and sometimes mediate simultaneously between ministers and senior officials.
In many countries, including France, Germany, and Westminster sys- tems, there is an expectation that conflicts should be resolved at the level of ministerial committee or below, and that differences of opinion should be reported and noted rather than having to be arbitrated by the head of government.
While influence and relationship management skills are crucial, the centre also increasingly employs a toolkit of mechanisms — incentives and levers, both formal and informal — to have influence over the policy system as a whole. Some are making use of performance and other targets. Some of these derive from ministerial mandates handed down from the head of government. A number of countries reported involvement in supporting heads of government to prepare and communicate specific mandates to signal priorities to ministers and their departments.
The Canadian PCO, for example, supports the prime minister in the writing of mandate letters to each cabinet minister responsible for a departmental portfolio. Figure 8. Policy or outcome goals and targets typically form part of the whole-of-government strategic planning process.
Performance management of strategic goals and policy priorities is discussed later. However, recent research points to the relative effectiveness of collective responsibilities over individual accountability for achieving policy outcomes, especially where achieving those outcomes requires the involvement of a range of line departments. In this scenario, organisations at the centre are likely to be more effective as a broker and facilitator than a task master or after-the-fact auditor.
Estonia reported finances available and managed by the centre for task forces and analyses of cross-cutting issues, while Finland noted significant funding 1 billion euros targeted at five priority areas and 26 related key projects. France reported financial penalties related to targets for gender equality not being met.
The centre tends to play more of an overview role, including through oversight of the legislative programme. This is more than just an administrative task. Processes and sched- ules for translating government policy into timely legislation can be complex and challenging. Systems where there are unstable or complex coalitions make this more of a challenge, for which the head of government and ministers need co-ordination and logistical support.
Only Australia and Hungary cited this as one of their top 4 functions. The COAG system includes ministerial councils that facilitate consultation and co-operation among the levels of government.
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