A multi-bucket aggregation that works on geo_point fields and groups points into buckets that represent cells in a grid. The resulting grid can be sparse and only contains cells that have matching data. Each cell corresponds to a map tile as used by many online map to the user-specified precision.
High precision keys have a larger range for x and y, and represent tiles that cover only a small area.
Low precision keys have a smaller range for x and y, and represent tiles that each cover a large area.
See Zoom level documentation on how precision (zoom) correlates to size on the ground. Precision for this aggregation can be between 0 and 29, inclusive.
The highest-precision geotile of length 29 produces cells that cover less than a 10cm by 10cm of land and so high-precision requests can be very costly in terms of RAM and result sizes. Please see the example below on how to first filter the aggregation to a smaller geographic area before requesting high-levels of detail.
The specified field must be of type geo_point (which can only be set explicitly in the mappings) and it can also hold an array of geo_point fields, in which case all points will be taken into account during aggregation.
When requesting detailed buckets (typically for displaying a "zoomed in" map) a filter like geo_bounding_box should be applied to narrow the subject area otherwise potentially millions of buckets will be created and returned.
Mandatory. The name of the field indexed with GeoPoints.
Optional. The integer zoom of the key used to define cells/buckets in the results. Defaults to 7. Values outside of [0,29] will be rejected.
Optional. The maximum number of geohash buckets to return (defaults to 10,000). When results are trimmed, buckets are prioritised based on the volumes of documents they contain.
Optional. To allow for more accurate counting of the top cells returned in the final result the aggregation defaults to returning max(10,(size x number-of-shards)) buckets from each shard. If this heuristic is undesirable, the number considered from each shard can be over-ridden using this parameter.


Flyers are a standard part of every day marketing, whether it is to announce a new business opening or a beauty salon offering discounts. In the old days, you had to run to color copy location and run off vanilla copies for hundreds of dollars. Even spending a lot of money to run off standard copies.
Now with the evolution of off-set printing, you are afforded the opportunity to print full color glossy flyers for a margin of the price you would have paid. Grass roots campaigns to full on mass promotions; full color flyers will always have their part in marketing.


Say goodbye summer and HELLO autumn! I am sure I am not alone when I say - "summer…I miss you, but we but both knew this day was coming, let's embrace change and bring on the layering!" Have you already started switching over your summer wardrobe and realized you are in desperate need of a little something special this season? I have created a list of easy tricks and tips that will transform your seasonal basics into show stopping (and leaf dropping) masterpieces.
Everyone is talking about Emerald Green this season but we love Burgundy for Fall. It is just as rich, looks superb with gold and blondes, brunettes, grays and redheads can sport this colour.
It's a trend we loved last Spring and it carries in to Fall 13. Wear the same color top to bottom, add accessories in similar tones or different shades of the same colour for a Monochromatic statement.
Sign up for our Fabulous Fall Giveaway, on Facebook, Follow us on Pinterest or Subscribe to our newsletter for ways to enter. @clementinefields is our partner and they have some amazing prizes to give away along with our accessories.


Select a category under each year to view Catalyst Award winners for that year. To see past winners for the Blackboard Collaborate Hall of Fame, go here.
Christine Paige and Tom Rosenberger College of Saint Rose The College of Saint Rose utilizes Blackboard Collaborate™ to not only offer hybrid and online classes, but to save on administrative costs and to provide services to people who wouldn't otherwise be able to receive them. Through Blackboard Collaborate, the college offers a virtual Speech Clinic Telepractice to tap into an emerging market of distance therapy/medicine to serve clients in rural areas who do not have access to a therapist in their county or region. Additionally, it offers online office hours, comprehensive writing review programs, a community outreach program, and faculty and graduate student interviews, all via Blackboard Collaborate.
Mariam Memarsadeghi E-Collaborative for Civic Education Tavaana: E-Learning Institute for Iranian Civil Society supports active citizenship and civic leadership in Iran using Blackboard Collaborate™ and other platforms. Tavaana uses Blackboard Collaborate as the core educational platform to provide a much-needed safe space for the exchange of knowledge. Through Blackboard Collaborate, marginalized, persecuted, and otherwise disempowered Iranians can peacefully amplify their civic voices access and access the civic knowledge they seek to live more empowered lives.
Mauricio García Acevedo IEU Universidad | Instituto de Estudios Universitarios IEU Universidad implemented Blackboard Collaborate™ to significantly decrease costs and increase satisfaction among students and staff. The Blackboard Collaborate platform has allowed IEU to significantly reduce travel expenses of the campus principals, increase the frequency of executive meetings, and keep 500+ university employees informed via informational meetings every week. Additionally, the university has seen a 25% increase in students as a result of virtual open houses hosted in Blackboard Collaborate.
Dr. Derrick Cogburn and Dr. Jennifer Ellis The Institute on Disability and Public Policy The Institute on Disability and Public Policy (IDPP) facilitates the world's first virtual master's degree program in disability policy, and they use Blackboard Collaborate™ to do it. Offered by American University, the master's in Comparative and International Disability Policy program leverages the unique software features of Blackboard Collaborate, including the video component, to provide American Sign Language interpretation; screen reader capabilities; and closed-captioning for students who are blind, deaf, or hard of hearing. Blackboard Collaborate's propensity to create software that is accessible to people with disabilities aligns with the IDPP's dedication to inclusivity and desire for all people to have the same learning opportunities, regardless of geographical location, abilities, or disabilities.
Nicole Gianvito, Andy Petro, and Michelle Poskin The Pennsylvania Cyber Charter School Through its use of Blackboard Collaborate™, the Pennsylvania Cyber Charter School (PA Cyber) has become the largest and most successful cyber charter school in the state of Pennsylvania. PA Cyber offers the most dynamic recurring synchronous instructional option in the country, featuring all core content from second through twelfth grade, as well as fine arts, foreign languages, and multiple electives. Additionally, the school is currently piloting a new FLEX curriculum that blends the best of synchronous and asynchronous instruction to develop a flipped model of instruction for entirely online education.
PA Cyber has been able to demonstrate that students enrolled in its synchronous courses make more academic gains than students taking asynchronous courses. The cyber school therefore requires that students who have scored basic or below basic on their state assessments participate in synchronous classes via Blackboard Collaborate so they can benefit from online direct instruction.
Hernan Londono Barry University By adopting Blackboard Connect™, Barry University improved messaging to the campus community through its IT department and Barry Alert emergency notifications. The campus communication program has created positive academic results and an increased sense of safety and security across the community.
Matt Warnock Carrollton-Farmers Branch Independent School District The Carrollton-Farmers Branch Independent School District utilized Blackboard Connect™ to create an ambassador training program to foster well-informed and highly engaged public school "champions" from various segments of the community — parents, local citizens, business leaders, real estate agents and staff. This unique, sustainable program has created a ripple effect of positive communication and a stronger sense of community across the district.
Daniel Tan, Lee Chye Seng, and Chua Chet Shiu Nanyang Technological University (NTU) NTU implemented an aggressive training program to drive instructor adoption of the Blackboard Connect™ platform, improving instructor-student communication campus wide. Through a user's guide available by USB drive and in the Apple iBook store, and frequent training and workshops to familiarize professors with the system, NTU achieved more than half a million messages sent to students in 2012.
Nancy McKnight, Barb Nicolai, and Dave Guglielmi St. Philip the Apostle Parish The St. Philip religious education department established itself as a leader in using and promoting electronic communications by leveraging the Edline Learning Community Management System by Blackboard Engage™. Adopting Edline has enabled St. Philip to not only increase their communication levels, but also make messages more targeted and meaningful while saving time and money previously spent on nearly 10,000 paper communications distributed each year.
Dr. Adam Marks Embry-Riddle Aeronautical University Through use of Outcomes Assessment functionalities of Blackboard Learn™, including standards and goals alignment, rubrics, and the automated collection of student work, Embry-Riddle has vastly improved the process for which it measures program effectiveness.
Stacy Hawthorne, Shannon Conley, Christina Hamman, and Stephani Itibrout Medina High School – Medina City Schools By implementing the Community Engagement module of Blackboard Learn™, Medina High School created numerous organizations that have opened up new avenues of efficiency, collaboration, and engagement between students, teachers, parents, and administration.
Russell R. Bazydlo Strayer University Strayer University utilized the Community Engagement and Content Management modules of Blackboard Learn™ to create a fully customized and interactive portal for corporate training and organizational development that has facilitated job readiness and professional development for more than 5,000 staff and faculty members.
CUSD Intranet Team Cupertino Union School District The Cupertino Union School District adopted the Edline Learning Community Management System by Blackboard Engage™ permissions architecture to implement a no-cost employee intranet accessible from any location. To date, 1,500 employees—95% of all district employees—are activated in Blackboard Engage.
Kylie Taig Carey Baptist Grammar School Carey Baptist Grammar School transformed an annual field trip experience previously done using pen and paper to a mobile device experience using Blackboard Mobile™ Learn. They measured student attitudes and elements of performance (# of items completed, etc.) and found increased engagement with mobile devices compared to previous years with pen and paper.
Megan Juss and Learning Services Colleagues Edge Hill University Edge Hill University utilized Blackboard Mobile™ Learn with their medical school students to increase discussion board use and have seen significant increases in student engagement as measured by student survey responses.
Ivon Foster-McGowan, Jeanine Brooks, and Joey Stowe The University of Alabama The University of Alabama integrated a native, branded app to meet student demand and centralize services such as Crimson Ride and myBama via Blackboard Mobile™.
Gary Weidenhamer and Kim Cavanaugh School District Palm Beach County The online professional development program at Palm Beach has trained 1,870 teachers on effective use of Blackboard Engage™ in the 18 months it has been available. This is in addition to the thousands of hours of in-person training provided by the Educational Technology Team over the last 7 years.
Blackboard Learn Project Team The University of Alabama The University of Alabama implemented real-time integration between Ellucian Banner Student 8.x and Blackboard Learn™ Release 9.1 SP8/9 for grade posting—a crucial process expected by faculty members for midterms and final grades.
Bruce Phillips University of Kansas University of Kansas increased efficiency and effectiveness by developing and sharing Building Block tutorials, solutions, and example applications that provided starting points for programmers new to Building Block development.
Iris Santiago Florida Virtual School Florida Virtual School (FLVS) developed Beneficial Instructional Training to Engage the Staff (BITES), a comprehensive professional learning program utilizing Blackboard Collaborate™ software. The BITES program provides all employees at FLVS the opportunity to engage in both synchronous and on-demand training specific to their roles and responsibilities within the organization.
Office of Fiscal Services and Office of College and Career Readiness Hawaii State Department of Education In reaction to budget reductions that left the clerical support staff in 254 schools across the state of Hawaii with little formal training support, the Office of Fiscal Services, part of the Hawaii Department of Education, leveraged online learning to increase training regardless of budget and geographic constraints. In partnership with the Hawaii Virtual Learning Network, the Department of Education created a statewide training program for School Administrative Services Assistants (SASA) utilizing Blackboard Learn™. The SASA Academy provides current SASAs with correct technical information and assists potential new SASAs in meeting their career goals.
Learning Academy Temasek Polytechnic Temasek Polytechnic utilized Blackboard Learn™ to launch the Online Learning Interactive Virtual Environment (OLIVE), which offered all staff and students a suite of baseline tools for teaching and learning with technology, as well as a virtual space for online teaching-learning activities.
NIU Faculty Development and Instructional Design Center Northern Illinois University NIU Faculty Development and Instructional Design Center developed and offered for the first time a teaching effectiveness institute for NIU faculty that took place completely online, utilizing Blackboard Learn™, Blackboard Collaborate™, and Blackboard Mobile™.
Janet Sylvia, Judy Harrison, Craig Nielsen, and Bruce Varnadoe University of Georgia Cooperative Extension & The Georgia Department of Agriculture To address concerns regarding farmers' market regulations and permits in the state, the University of Georgia (UGA) Cooperative Extension and the Georgia Department of Agriculture sought a viable solution for disseminating information to educators and citizens throughout the state. Utilizing Blackboard Collaborate™, they developed a pilot project to deliver farmers' market training to UGA Cooperative Extension Agents, who in turn convey the information to Georgia citizens interested in selling foods at local farmers' markets. This partnership effectively enhanced the delivery of important agricultural regulations.
Erin Soles University of North Florida University of North Florida developed a series of courses for faculty to teach online using Blackboard Learn™. As a result, more than 80 courses have been developed as part of this program since implementation during the Spring 2012 semester.
Geralyn E. Stephens, EdD and C. Cindy Sulad Wayne State University The Wayne State University - Technology Resource Center (TRC) faculty support team increased faculty use of Blackboard Learn™ by implementing support strategies that include providing online resources, course templates and tools, and real-time virtual and face-to-face help options. They also created the Online Teaching Network (OTN), which provide online teaching faculty with a mechanism to collaborate. This was the first sanctioned faculty development program specifically geared toward providing faculty with real-time, online support or just-in-time training related to Blackboard.
Brian Sailer Central New Mexico Community College Dr. Brian Sailer of Central New Mexico Community College created an active learning environment that centers on student engagement, clear communication, and quality education through the use of Blackboard Learn™, Blackboard Mobile™, and Blackboard Collaborate™ in his Introduction to Biology courses.
NIU Faculty Development and Instructional Design Center Northern Illinois University NIU Faculty Development and Instructional Design Center combined efforts of Blackboard Learn™, Blackboard Collaborate™, and Blackboard Mobile™ to develop a teaching effectiveness institute for NIU faculty offered entirely online.
Tutoring & Learning Center Ozarks Technical Community College Ozarks Technical Community College's Speckman Tutoring & Learning Center (TLC) created a cross-platform strategy with Blackboard Learn™, Blackboard Collaborate™, and Blackboard Mobile™ to promote an effective, innovative, and learner-centered environment. From 2011 to 2012, the TLC's new strategy significantly increased use of its online services by 300%, providing greater support to developmental math students both online and in the classroom.
Looking for the ECP Winners' Artifacts? Visit the ECP Wiki site.
Dionne Curbeam Coppin State University Platinum Migrated from another communications platform and smoothly implemented Blackboard Connect and Blackboard Connect for Learn on campus, yielding in improved communication to students, faculty, and staff, which supports student retention and engagement.
Christina Royal Cuyahoga Community College District Gold Developed a well thought out communications plan for the upgrade to Learn 9.1. They had a seamless transition because of their planning, constant cross-functional communication, spirit of inclusiveness and an effective project plan.
Andrew Whitworth University of Manchester Gold Developed a program to help bring distance students fully into the learning community and to appreciate that in the 21st century university.
NIU Faculty Development & Instructional Design Center Northern Illinois University Platinum Developed a resource website to support their upgrade to Learn 9.1. The Teaching with Blackboard site averages over 7000 unique visitors each month from around the globe.
Steve Clark Athens State University Gold Launched the ACCS eLearning Symposium, an annual technology event, as a way to provide faculty with the type of professional development normally provided at a national technology conference.
Kim LeBlanc & Lisa Mullett Calcasieu Parish School District Gold Launched BAYOUBUG, a Louisiana users group primarily for the K12 user community.
Patricia Goldweic Northwestern University Platinum Developed Bboogle - a building block that integrates file exchange, mail functionality, and calendaring. There have been 1,295 downloads of the Bboogle building block.
Kelt Tyler Dockins University of Arkansas at Little Rock Gold Developed a building block that provides the ability to release secure anonymous course evaluations to students, while allowing different staff to see different levels of the reports.
Kevin Lowey University of Saskatchewan Gold Goes above and beyond to share expertise and knowledge on the BbAdmin listserv, serves in a leadership capacity in the Blackboard SunGard Special Interest Group, has participated in numerous client programs to provide feedback that benefits the entire Blackboard community.
Shelley Kinash Bond University Platinum Methodologically studied the impact of Blackboard Mobile Learn and e-texts on student achievement and attitudes; research has been published in scholarly journals, conference papers, and magazines.
Mai Yin Tsoi and team Georgia Gwinnett College Platinum Used Blackboard Mobile Learn + Custom Mobile Apps developed collaboratively between Chemistry and Software Development students to achieve a 90%+ success rate in Organic Chemistry, a class that traditionally results in a 40% drop in student retention in Chemistry programs nationwide.
Robert Davis Virginia Commonwealth University Platinum VCU designed a unique portfolio of mobile modules within Blackboard Mobile Central which helped increase their visibility tenfold starting with better service to their on-campus community, better communications (just in time revenue) with their alumni and an opportunity to showcase their on-line learning process with their senior staff and governing body.
Deb Moschella, Corey Hobbs, Mille Gonzalez Framingham State College Gold Studying the impact of Blackboard Mobile Learn and e-texts on achievement and attitudes in a wide-spread initiative that includes surveys, focus groups, and student blogging.
Quaiser Absar Shenandoah University Gold Launched a new Mobile App using Mobile Centeral . SU not only is promoting their green, environment friendly mission, they are addressing the needs of today's learners living a mobile world, and giving students the freedom to use that technology in a way that is above the normal phone, Internet, and Facebook life.
Wendy Chun University of Miami Gold Developed and fully deployed 4 unique community centric Springboard Modules. To provide real time and innovative mobile experience to the university community for Parking, Campus Shuttle Schedule, Library Resource Availability, and UM Health Physician Referrals.
Angela Green Arkansas Childrens Hospital Platinum Implemented evidence based practice (EBP) as a solution to improve healthcare quality and identified it as a key competency for healthcare professionals.
Suzan Harkness University of the District of Columbia Platinum Impacted the institution across all departments and has identified a clear pathway for strategic growth in online education for the residents of the District of Columbia and beyond. After partnering with Quality Matters and other faculty professional development initiatives, there was a 73 percent increase improvement in peer review courses over prior efforts.
Jeff Simmons Idaho Digital Learning Academy Gold IDLA has developed a tiered professional development program that delivers training at each teacher's current level of expertise.
Philip Arnold Ozarks Technical Community College Gold Implemented a variety of online faculty development offerings to allow for instructional design, online pedagogy, online tools, and Learning Management System (Blackboard) training along with opportunities for collaboration among online faculty.
Kathy Keairns & Bridget Arend University of Denver Gold Launched the Teaching Online Workshop (TOW) course which is having a positive impact not only for faculty members who teach online, but on the way instructors use Blackboard to teach all their courses at the University of Denver.
Kathy Saville Marshall University Created impressive, widely-used documentation developed to support several institutions upgrading from Vista to Blackboard Learn 9.0 or 9.1.
Randal Dalhoff Iowa State University Continually participated and contributed his product and upgrade knowledge to support users at several institutions via CE/Vista Office Hours calls.
George Hoffman Shenandoah University Established a new user group (VaBUG) and within a short period of time, held the group's first annual conference with participation from several different institutions and many Blackboard partners.
Greg Frederick Joint Forces Staff College/National Defense University Added new momentum to METBUG, the Military Education Training Blackboard User Group, and brought together military branches and federal agencies nationwide for their first user conference.
Ken Sadowski University of Chicago Founder and principal organizer of SLATE, a long-standing Blackboard User Group in the Midwest. While always having a big annual conference that focuses on key strategic issues for cients, SLATE also began broadcasting their smaller in-person meeting to the web on Blackboard Collaborate technology to reach more institutions.
Julie Mulvey Durham University A key member of the Durham Learning Technologies Team who played a big role in organizing one of the premier user group events in the UK, the Durham Conference, which several institutions participate in.
Richard Yantis Texas Christian University Developed of 2 unique apps using the Blackboard Mobile Central SDK - a Dining and Career Services app. Both work to improve campus efficenies and provide students with up to the minute information.
iLMU Project Team Loyola Maryount University Creation of a photo-sharing app using the Blackboard Mobile Central SDK, giving prospective students a glimpse of student life through the eyes of a member of the LMU community.
George Saltsman and Team Abilene Christian University ACU implemented a full Mobile Learning strategy to increase student engagement, two-way dialogue between faculty and students and improve course reviews.
Northeastern University Online Northeastern University Online Their immersive, scalable approach to training ensured a successful teaching and learning experience for faculty, new to the 9.1 platform.
NIU Faculty Development and Instructional Design Center Northern Illinois University The use of collaborative tools to support online faculty training and supplement traditional face-to-face training yields visible results.


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MyPensionID
The GDPR / Pensions relationship
Changes ahead around data accuracy
Spend money to save more money
Memberships & Certificates
0800 988 1255 +44 (0)1243 601 333
Datasafe Login
Certificates & Memberships
Our expert trace team specialise in tracing, screening, verifying and cleansing data whilst ensuring Quality through continuous improvement and enhanced Information Security Management. Target is an ISO 9001:2015, ISO 27001:2013 and Cyber Essentials Plus certified company, independently audited by a UKAS accredited Certification Body.
The ISO 9001:2015 standard offers an internationally recognised Quality Management System (QMS) model for obtaining and meeting customer requirements and enhancing customer satisfaction. The benefits realised by both us and our customers, from the implementation of the ISO 9001:2015 QMS standard include the combined alignment of business activities and internal processes that are focused towards the continuous improvement of customer satisfaction.
Target's investment in our ISO 9001:2015 standard Quality Management System clearly demonstrates our commitment to customer focus, continuous improvement and the development of secure products and services that consistently meet the needs of our customers, compliance with Data Protection law and the delivery of enhanced Information Security.
The ISO 27001:2013 standard offers an internationally recognised Information Security Management System (ISMS) model which ensures confidentiality, integrity and accessibility of our data and shows a clear commitment to data protection, risk assessment and information assurance.
Our systems and controls have been independently assessed by third party external UKAS Accredited Auditors. Data security is at the forefront of everything we do. Target's risk-based thinking means potential security incidents are identified and mitigated. Our customers and employees can be comfortable in the knowledge that we put Quality and Information Security first.
Cyber Essentials and Cyber Essentials Plus
Cyber Essentials is a UK government information assurance scheme operated by the National Cyber Security Centre (NCSC) that encourages organisations to adopt good practice in information security. It includes an assurance framework and a simple set of security controls to protect information from threats coming from the internet.
Cyber Essentials Plus certification requires an independent assessment of our security controls, to verify that we do indeed have the 5 technical security controls in place.
Our Cyber Essentials Plus certification demonstrates to our clients and key stakeholders that we understand the importance of safeguarding our digital assets.
We have Cyber Essentials Plus certification which means that vulnerability and penetration tests of our systems are regularly carried out by an external certifying body, using a range of tools and techniques.
Please click here to view our certificate in full.
Financial Supplier Qualification System (FSQS)
Target Professional Services are proud to announce that we are fully registered on the FSQS (Financial Services Qualification System) supplier qualification system.
FSQS is a community of financial institutions including banks, building societies, insurance companies and investment services, collaborating to agree a single standard for collecting the increasing amount and complexity of third party information needed to demonstrate compliance to regulators, internal policies and governance controls.
Target are delighted to have been approved by the Financial Services community collaborate in the development of this single pool of accurate and up to date Third Party Risk Management and Compliance information, further evidencing Target's commitment to prioritising quality and information security.
For more information on our certification visit here
The Equality Register
We embrace diversity and aim to promote the benefits of diversity in all of our business activities. We seek to develop a business culture that reflects that belief. We will expand the media in which we recruit to in order to ensure that we have a diverse employee base.
PLSA
With the support of over 1,300 pension schemes and over 400 supporting businesses, the PLSA are the voice for pensions and lifetime savings. We speak for everyone involved in workplace pensions, from the largest defined benefit scheme to the newest auto-enrolled employer. We support savers, helping their schemes to help them navigate their way to retirement.
Membership provides pension scheme service providers with unique business and networking opportunities with the key decision makers in the pensions industry through our first class conferences, exhibitions, regional meetings and forums.
The PLSA successfully represent their members' views in Whitehall, Westminster and Brussels – lobbying for policies that work for them.
If you need to call us from abroad, you can call us on +44 (0)1243 601 333. Our telephone lines are open Monday – Friday from 9am to 5pm (UK time). Call may be monitored or recorded.
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© 2020 Target

redpajama_set_name: RedPajamaCommonCrawl


Another maxi-trimaran, Banque Populaire V, breaks the average speed record under sail across the Mediterranean Sea. Average speed of 33.24 kts over a crossing distance of 477 miles between Marseilles (France) and Carthage (Tunisia). Quite a sailing achievement!
For detailed info, see this very recent news item by YachtPals.
Keep in mind that the highest average speed for circumnavigating the globe under sail with a full crew is held by Groupama 3 since last March.
Are we at the dawn of a new sport sailing era where maxi-trimarans will set the pace? Let's wait and see where the next fastest average sea crossing speed under sail will come from.
Sailing speed records are, since 1972, made official and recognized by the World Sailing Speed Council.


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Grassroot Soccer
Tackling HIV through behaviour change
HIV remains a pressing global challenge when it comes to prevention among adolescents, especially those in Sub-Saharan Africa. Grassroot Soccer uses the power of soccer to prevent the spread of HIV and save lives among youth people in Africa. Grassroot Soccer needed to raise its profile and extend its influence among government, corporate, foundation and individual stakeholders.
We created a long-term communications strategy, message platform and implementation plan to raise the profile of Grassroot Soccer. In support of this work, we created a case for support and a short film to raise awareness and funds for Grassroot Soccer.
As a result of our work, Grassroot Soccer has the means to communicate memorably and with impact. The short film is now featured on its website and at events, the case for support has been used in dozens of donor meetings, and its staff has a common message platform highlighting its success. Additionally, Grassroot Soccer now hosts one of the most successful World AIDS Day fundraising galas in London each year.
"Global Change Network helped Grassroot Soccer develop our communications strategy and have seen this work through to the creative expression of our brand in a film documenting our organization's success. They were a pleasure to work with and their professionalism, sense of humor, strategic insight and final outputs were of the highest quality."
- Tommy Clark, Founder and CEO, Grassroot Soccer


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« September Linkfest | Main | Word of the Week: Adulting »
Name in the News: Bentayga
At the Frankfurt Motor Show this week, Bentley Motors, a wholly owned subsidiary of Volkswagen since 1998, unveiled its first SUV, the Bentayga. Bentley has already sold out the full first-year production – 3,500 vehicles – of the $229,100 (base price), 600-horsepower behemoth. Buyer #1 was Queen Elizabeth II, who reportedly will use the vehicle for her hunting expeditions in Scotland. Tally ho!
2017 Bentayga via Car and Driver.
Bentley CEO Wolfgang Dürheimer called the Bentayga "the Bentley of SUVs." Duh! What else would it be – the Cadillac of Bentleys?
As for the model name, good on Bentley for finding an obscure geographical reference that just happens to share four letters with Bentley. Back in January, when the Bentayga name was originally announced, Digital Trends reported that:
This name is said by Bentley to be inspired by the Taiga snowforest that crowns the northern hemisphere, as well as the Roque Bentayga, a rock formation on the Spanish island of Gran Canaria. The exotic title is meant to evoke the dramatic beauty and spectacular views both areas offer as a reward for enduring a rugged excursion.
All very inspirational. There's just one tiny problem: the official pronunciation of Bentayga doesn't reflect either of these provenances.
Here: Watch a video in which Michael Winkler, the president and CEO of Bentley Motors in the Americas, repeats the "Bentley of SUVs" line and clearly renders the name as ben-'tā-gə, with a long A. (An almost-rhyme with "Talladega," as Dustbury put it.)
But taiga and Roque Bentayga are both pronounced with a long I, like tiger without the R.
I admit I'm picky when it comes to quarter-million-dollar cars, but I find this perplexing and annoying. It's one thing when a brand simplifies a pronunciation to make a name more accessible. It's another thing entirely to provide a strong naming story and then jettison it with a pronunciation that obscures that relationship.
Bradford Wernie of Automotive News Europe had more to say about the Bentayga name in a January column:
When it comes to quirky names for SUVs, Volkswagen Group has the market pretty well cornered.
This is the German company that dreamed up the Touareg, named for the nomadic Tuareg people of North Africa, and Tiguan, a combination of the words tiger and iguana. Both wear the Volkswagen brand.
They're the sort of names that send journalists scrambling to Google for a quick spell check.
Now we can add a new head-scratcher to the list: the Bentley Bentayga. That's what Bentley is christening its first-ever SUV, which will be introduced later this year and will go on sale in 2016. …
At first blush, Bentayga seemed like a good name for a new pain reliever. Bengay, anyone?
At least, wrote Wernie, we can be grateful "that Bentley didn't saddle us with another alphanumeric/alphabet soup name to remember."
(I wrote about how the Tiguan got its name in 2008.)
In related good news for the 1 percent of the 1 percent, AutoWeek reports that Rolls-Royce will introduce its own luxury SUV in 2018:
Rolls-Royce CEO Torsten Muller-Otvos indicated that the SUV is likely to carry the Cullinan name into production, sourced from the world's largest rough diamond, which itself was named after the owner of the Premiere Mine in South Africa, Sir Thomas Cullinan.
I did a little research into the Cullinan diamond, which in its original state weighed 3106.75 carats. It was presented to Britain's King Edward VII in 1908 and then cut into nine large gem-quality stones and a number of smaller fragments. "The story goes," says the Wikipedia entry, "that when the diamond was split, the knife broke on the first attempt."
As you know, I have a bit of an attitude about diamonds.
Posted at 06:45 AM in Cars, How They Got That Name, Naming, Pronunciation | Permalink
Have you written about Cadillac's upcoming alphanumeric soup names? Apparently all their new cars will be CT-number and all their new SUVs will be XT-number, except for the Escalade, of course, whose name has far too much cachet to abandon.
I'm not a fan of alphabet soup names to begin with, but I'm having a hard time seeing the rationale behind the change. It seems like it'll only confuse consumers.
Posted by: Jonathon Owen | September 18, 2015 at 09:16 AM
Jonathon: I haven't written about that particular naming convention, although I've written about the general use of "X" in model names: http://www.visualthesaurus.com/cm/candlepwr/the-x-factor/
I'll leave the Cadillac CT/XT story to someone else: I prefer to write about names with a little more story!
Posted by: Nancy Friedman | September 18, 2015 at 10:01 AM
The mine's name should be 'Premier', according to most internet sources. I haven't been able to track down which reporter introduced the error.
Posted by: Michael Vnuk | September 19, 2015 at 04:54 PM


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Home/Ghanaian News/Prof Dodoo: GSA to launch "Ghana Automotive Code" to regulate to regulate vehicle standards
Prof Dodoo: GSA to launch "Ghana Automotive Code" to regulate to regulate vehicle standards
Prof Alex Dodoo, director general of the Ghana Standards Authority (GSA) says the GSA will, in the coming weeks, roll out the Ghana Automotive Code to help regulate to regulate vehicle standards in the country.
It comes after the GSA was granted a policy directive by the Ministry of Trade and Industry to act as the regulator of vehicles in the country.
Speaking to Kwaku Nhyira-Addo on the Asaase Breakfast Show on Monday(24 January) Prof Dodoo said, "Okada's are not regulated and because of this most of their drivers do
not follow traffic directives … they behave as though the road is theirs; putting lives at risk."
He said about 50% of road crashes in the country can be attributed to commercial motorbikes popularly known as "Okada"
"In the next few weeks, you will see us launching the Ghana Automotive Code. The amount of deaths attributed to Okada is too much … and this is because they are not regulated," he said.
Prof Dodoo says strict enforcement of regulation in the country can help reduce unemployment.
"We have reached a time period where the safety of Ghanaians can only be ensured by following the rules and these rules must be enforced."
"I dare say that if we, as a country, decide to enforce the directives of our LI's [Legislative Instruments], we can create multiple job opportunities," Prof Dodoo said.
COVID-19: Scale of education loss "nearly insurmountable", warns UNICEF
Ghana's first female Brigadier-General, Constance Emefa Edjeani-Afenu is dead


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Sean Hargreaves, Star Trek Movie Concept Designer, Wins National Space Society's 2018 Space Pioneer Award for Art
by National Space Society | Jan 29, 2018 | ISDC, NSS Awards, NSS Press Releases | 0 comments
The National Space Society's Space Pioneer Award for Art will be presented to Star Trek® motion picture concept designer Sean Hargreaves. This award honors the work he has done in the motion picture industry, especially for design work on the huge space city and Star Fleet base "Yorktown" shown in the 2016 movie Star Trek Beyond. NSS has a vision of space and planetary settlement as part of our real future in space and the Yorktown city depicts an orbital space habitat beautifully.
NSS invites the public to come meet, interact and learn from our awardees and attend their award ceremonies. NSS will present the Space Pioneer Award to Sean at our annual conference, the 2018 International Space Development Conference (the 37th ISDC) to be held in Los Angeles, California, at the Sheraton Gateway Hotel at LAX. The Conference will run from May 24-27, 2018.
About Sean Hargreaves
Sean received a BA in Science from the Art Center College of Design in Pasadena, CA in 1989 and since 1992 has been working on a wide variety of films such as science fiction, horror, action/adventure and thrillers. He has also worked in wide variety of roles, including storyboard artist, matte painter, illustrator, costume design, assistant art director, concept artist, concept design, production design, etc. Some of the films he has worked on like The 5th Element have involved very visually complex scenes with lots of motion and perspective. This work requires a constant balancing act between what can be imagined, what looks realistic, and what is practical to show on the screen.
About the Space Pioneer Award
The Space Pioneer award consists of a silvery pewter Moon globe cast by the Baker Art Foundry in Placerville, California, from a sculpture originally created by Don Davis, the well-known space and astronomical artist. The globe, which represents multiple space mission destinations and goals, sits freely on a brass support with a wooden base and brass plaque as shown at right. The support and base are created by renowned sculptor Michael Hall of the Studio Foundry of Driftwood, TX. NSS has several different categories under which the award is presented each year, starting in 1988. Some of the recent winners of Space Pioneer Awards include Elon Musk, Ray Bradbury, Robert Bigelow, Apollo Astronaut Russell L. Schweickart, Dr. Michael Griffin, the Rosetta Mission Team, the Kepler-K2 Team, and the New Horizons Mission Team.


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The Metropolitan Museum of Art, Microsoft, and the Massachusetts Institute of Technology (MIT) have partnered to imagine new ways for audiences to engage with art through artificial intelligence.
The result of the collaboration is a portfolio of prototypes, in various stages of development, each of which explores the relationship between artificial intelligence and art.
Curators, designers, AI researchers, open learning specialists and creative technologists were able to search the collection based on a new subject keywords dataset. The museum revealed the prototypes they came up with on February 4th.
Last year, the Metropolitan Museum of Art partnered with search engine giant Google to launch a new API (Application Programming Interface) for the collection that allows users to connect to 406,000 images without copyright or restriction.
It also meant that Google could use the images in its "knowledge graph" – the tool that allows Google to answer natural language questions with a box of information.
Art fixtures are often driven by immersive technologies, allowing them tobecome popular visitor attractions.
There were also a number of VR and AR fixtures at Sundance's New Frontier.


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HiveSkill
Maximizing the impact of digital marketing with emotionally intelligent AI
$0.25 minimum investment
Deadline March 17, 2023
Digital marketing is only a few steps above cold calling and emailing. While there is data available to help personalize ads and improve targeting, most companies don't have access to that data. If they do, they often lack the people power to leverage it: 57% of marketers incorrectly interpret their data, potentially costing their companies significant amounts of money (Wharton).
The only available marketing tools left are the largest and most successful social media and ecommerce companies. In fact, 1 in 3 marketers say their campaigns are too dependent on Facebook, Google, and Amazon (Criteo). With the future of big tech uncertain, marketers need a better, more efficient and highly personalized alternative.
"37% of senior marketing leaders consider the amount of time spent manually pulling and preparing data to be a hindrance to team success."
- Gartner
HiveSkill brings you people and data from our Hive, but most importantly, it brings you customers. Our product is an AI-powered database and CRM hybrid that uses data and emotionally intelligent AI to boost direct one-to-one marketing efforts. We also provide specialized experts who know how to leverage your company's data.
We're building trust by removing the "guessing game" from marketing as a whole. When you use Google Ads or Facebook Ads, you're targeting cold audiences who haven't interacted with your company prior to you trying to sell them something. There's no trust or value there, for anyone.
We're bypassing this by crafting a new form of marketing - a highly customized and highly targeted campaign thanks to the trust and the data we've already built. Our emotional AI delivers "feel-alike" audiences so you'll know how your prospect or customer feels prior to marketing/sales. Through HiveSkill, you tell your company's story to the people who need to hear it.
HiveSkill uses proprietary emotionally-intelligent AI to market your company to the people most likely to open your emails, purchase your products, or invest in your company. Our Hive, a CRM-connected database, has several tools companies can use to boost their marketing:
An extensive contact database, with millions of data points
Automated outreach to potential high-value contacts
Emotionally intelligent AI capable of processing feedback from contacts
Smart, personalized email campaign delivery to warm, responsive contacts
Added value through high-quality crafted content sent to a targeted audience
Through our intensive AI-powered audience profiling, which sorts contacts into "buckets" of interest, HiveSkill delivers personalized emails to a warm audience.
Currently, our database has been built out through wide-ranging entrepreneurial networks and a partnership with Crunchbase. When companies partner with HiveSkill, they share their contact list with us as well, creating a positive feedback loop of data.
Our hive has grown into a powerful engine with millions of clean contacts, profiled and sorted via significant data.
AI's impact has drastically changed how marketing works. The market for marketing software alone is valued at $49.4Bn, and is expected to grow at a 17.4% CAGR, according to Grandview Research. The estimated global market for general marketing technology (Martech) is $121.5Bn. In the past two years, the market doubled in North America and the U.K., showing a rapidly growing demand for marketing tech, according to BDO. Similarly, the Global Emotional Intelligence Software market is growing at a CAGR of 24.9% and expected to hit $64B by 2027.
HiveSkill is a B2B company. How we generate revenue depends on our clients' revenue model:
For clients looking for leads (potential customers), we charge per lead.
For subscription-based clients, we take a percentage of each new subscription on an ongoing basis.
For Direct-to-Consumer clients, we take a percentage from each transaction facilitated by our tool.
For Clients looking to clean data, we charge by list size. We also offer the option of matching your data with our Emotional AI learnings and adding data from our own Hive.
For Clients looking for CRM Consulting, we charge per project.
For companies that prefer to execute their own marketing campaigns separately from HiveSkill, we charge them for access to our data through a platform fee.
Millions of clean data contacts
Experienced leadership team in sales, marketing, and AI
Highly-segmented, expansive contact database
Product offers both data and data specialists
Easy-to-use campaign-builder and simple ROAS (return on ad spend) dashboard in development
Unique Emotional AI learnings
Platform MVP developed
Numerous clients onboarded
Data collected on millions of users
Automated outreach built out
Inbound message logging and identification capabilities created
Sophia Becker
Sophia Becker is a seasoned marketing executive, strategist and innovator who has deep experience building and promoting brands that drive sustainable growth and profitability. At HiveSkill, Sophia leads strategy to deliver HiveSkill's brand promise, increase adoption of its leading marketing solution, drive an outstanding customer experience, and forge strategic partnerships that drive meaningful return on marketing investment. Currently, Sophia serves as a Senior Search Engine Marketing (SEM) Analyst at Merkle, a leading digital ad agency whose clients include NBCU, Samsung, and Dell. Sophia began her career at Good Apple, a media buying agency whose clients include Starbucks and Dollar General. Sophia earned her B.A. from Harvard University.
Will Kellett
Will Kellett is a business owner, technology leader, innovation advocate, disruptive technology designer, data scientist, business developer, and engineer. Will has extensive (20+years) experience working in all areas of technology and business growth, with a proven track record of leading IT initiatives to increase operational excellence and cost effectiveness. Will has led teams in the finance, tech, and education industries to design, build, and grow startup companies. He is a 3x CTO and previously headed Technology, Data Planning, and Special Projects at Launch Angels, a national network of alumni venture funds.
Patrick Cahill
Pat Cahill is an experienced Managing Director with a demonstrated history of working in the management consulting industry. He currently serves as Managing Director at MAC Venture Capital group a sales and marketing consulting firm focused on small and middle market companies in North America. MVG and its principals have helped hundreds of small and medium-sized businesses enhance their sales, profits, and operational effectiveness. Pat is skilled in Business Planning, Enterprise Software, Sales, E-commerce, and Entrepreneurship. He earned his Bachelor of Science (BS) focused in Business/Managerial Economics from Bates College.
Lori Kinney
Lori Kinney brings over 15 years of SaaS, software, and strategic acquisitions to HiveSkill. She has a proven history of fostering client relationships in order to maximize sales volume as well as developing and overseeing campaigns that successfully meet client needs and goals. Prior to joining HiveSkill she spent the last 5 years in a high level growth role at ZoomInfo and is well versed in data driven technology.
Administrative Costs $12,500 5.0%
Content Generation $50,000 20.0%
Sales $50,000 20.0%
Development $112,750 45.1%
This is an offering of Common Units, under registration exemption 4(a)(6), in HiveSkill LLC. This offering must raise at least $10,000 by March 17, 2023 at 8:59pm ET. If this offering doesn't reach its target, then your money will be refunded. HiveSkill may issue additional securities to raise up to $250,000, the offering's maximum.
12,100,000 units
$0.25 per unit
Income statementBalance sheetCash flow statementChange in equity statementExecutive certification
Form C on February 23, 2021
Form C/A on February 24, 2021
Form C/A on June 7, 2021
Form C/A on August 6, 2021
Form C/A on October 4, 2021
Form C/A on December 6, 2021
Form C/A on January 31, 2022
Form C/A on May 6, 2022
Form C/A on July 11, 2022
Primary offering of 1,000,000 units at $0.25
HiveSkill's Valuation Method


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A polgári repülés nemzetközi napja (angolul: International Civil Aviation Day) az Egyesült Nemzetek Szervezete által meghatározott emléknap, melynek lényege, hogy világszerte tudatosítsák a nemzetközi polgári repülés fontosságát, valamint a Nemzetközi Polgári Repülési Szervezet (ICAO) szerepét a biztonság, hatékonyság javításában, a nemzetközi légi szállítás szabályozásában.

Az ünnepet az ENSZ Közgyűlése az ICAO létrejöttének ötvenedik évfordulóján hozta létre, azóta évente megemlékeznek a polgári repülésben dolgozó személyekről, a repülő, illetve a földi kiszolgáló személyzetekről, valamint azokról, akik légikatasztrófákban, illetve a nemzetközi terrorizmus következtében veszítették életüket.

Fordítás

Források
 Official page of International Civil Aviation Day on ICAO website
The Postal History of ICAO : International Civil Aviation Day
http://www.un.org/ga/search/view_doc.asp?symbol=A/RES/51/33

Ünnepek decemberben

redpajama_set_name: RedPajamaWikipedia


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ClassifiedsDirectoryPhotosAboutContact
Culver City Observer -
Basketball-College
Football - High School
By Fred Altieri
Sports Reporter
Rams Spoil Raiders' Return to Los Angeles
Home sweet home counts, even in the preseason.
The virtual battle for the most fans in the seats at the L.A. Coliseum may have been won by the Oakland Raider fans. But the real battle on the football field was won by the Los Angeles Rams.
Among the 69,037 in attendance the Rams fans took it all in stride, knowing that they will be the ultimate fanbase in Los Angeles for years to come.
The Rams played their second consecutive 2018 preseason without the benefit of their starters but still managed to jump on the Raiders early before outlasting them at the end, 19-15. Rams quarterback Sean Mannion re-established himself as the backup to starting quarterback Jared Goff with a credible first-half performance after a slow start.
"I thought he (Mannion) did a good job with some plays… tough start a little bit, but I think the big play down the field to (KhaDarel) Hodge and then earlier on, when he hit Mike Thomas off the play action on the deep in-breaking route--those were two big plays," said Rams Head Coach Sean McVay.
Mannion "made some nice accurate throws down the field...to go 10-for-16 definitely was an improvement and those two plays were two of the better plays that he made," McVay said.
After a scoreless first quarter, Rams rookie running back John Kelly ran two yards for a touchdown minutes into the second. Then, kicker Greg Zuerlein nailed two field goals to give the Rams 13-0 halftime lead.
Backup Rams kicker Sam Ficken made the score 16-0 with a 35-yard field goal midway through the third quarter before the Raiders scored on a three-yard burst by rookie running back Chris Warren. The two-point conversion attempt failed, but Oakland kicker Mike Nugent added a 31-yard field goal to trim the deficit to 16-9 deficit three minutes into the fourth quarter.
The Raiders cut the lead to 16-15 with 9:57 on the clock as quarterback E.J. Manuel hit G. Whalen with a 10-yard touchdown pass.
Rams kicker Ficken nailed a 32-yard field goal for insurance four minutes later. The Rams defense then shut the door on the Raiders, much to the dismay of the Silver and Black faithful yearning for a win 24 years since they last played in the Coliseum.
"I think anytime you can do long extended drives in the preseason ... that's what you want," said Mannion. "It shows you're executing well on first and second downs, a couple third-down conversions. I think that was a really good sign for us. That was what we wanted to do today."
McVay and his staff have been reluctant to expose any of the starters to possible injuries during the exhibition season.
The regular-season opener will be Sept. 10 against the same Oakland team.
Charger Lose Last Game of Season
Rams Nearing End of Season
Seven Turnovers Cost Chargers the Game
Centaurs Pass Out Honors at Football Banquet
Food for the Hungry an...Observer Staff Report
Jefferson Business Par...
TOP 5 LOCAL STORI...
NFL Playoff Matchups -...Bill Seals
Culver City Police See...
Culver City Observer
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Domino Theory
North and South Vietnam
What Is the Domino Theory?
U.S. Involvement in Vietnam Deepens
Nations Are Not Dominoes
The domino theory was a Cold War policy that suggested a communist government in one nation would quickly lead to communist takeovers in neighboring states, each falling like a perfectly aligned row of dominos. In Southeast Asia, the U.S. government used the now-discredited domino theory to justify its involvement in the Vietnam War and its support for a non-communist dictator in South Vietnam. In fact, the American failure to prevent a communist victory in Vietnam had much less of an impact than had been assumed by proponents of the domino theory. With the exception of Laos and Cambodia, communism failed to spread throughout Southeast Asia.
In September 1945, the Vietnamese nationalist leader Ho Chi Minh proclaimed Vietnam's independence from France, beginning a war that pitted Ho's communist-led Viet Minh regime in Hanoi (North Vietnam) against a French-backed regime in Saigon (South Vietnam).
Under President Harry Truman, the U.S. government provided covert military and financial aid to the French; the rationale was that a communist victory in Indochina would precipitate the spread of communism throughout Southeast Asia. Using this same logic, Truman would also give aid to Greece and Turkey during the late 1940s to help contain communism in Europe and the Middle East.
By 1950, makers of U.S. foreign policy had firmly embraced the idea that the fall of Indochina to communism would lead rapidly to the collapse of other nations in Southeast Asia. The National Security Council included the theory in a 1952 report on Indochina, and in April 1954, during the decisive battle between Viet Minh and French forces at Dien Bien Phu, President Dwight D. Eisenhower articulated it as the "falling domino" principle.
In Eisenhower's view, the loss of Vietnam to communist control would lead to similar communist victories in neighboring countries in Southeast Asia (including Laos, Cambodia and Thailand) and elsewhere (India, Japan, the Philippines, Indonesia, and even Australia and New Zealand). "The possible consequences of the loss [of Indochina]," Eisenhower said, "are just incalculable to the free world."
After Eisenhower's speech, the phrase "domino theory" began to be used as a shorthand expression of the strategic importance of South Vietnam to the United States, as well as the need to contain the spread of communism throughout the world.
After the Geneva Conference ended the French-Viet Minh war and split Vietnam along the latitude known as the 17th parallel, the United States spearheaded the organization of the Southeast Asia Treaty Organization (SEATO), a loose alliance of nations committed to taking action against "security threats" in the region.
John F. Kennedy, Eisenhower's successor in the White House, would increase the commitment of U.S. resources in support of the Ngo Dinh Diem regime in South Vietnam and of non-communist forces fighting a civil war in Laos in 1961-62. In the fall of 1963, after serious domestic opposition to Diem arose, Kennedy backed away from support of Diem himself but publicly reaffirmed belief in the domino theory and the importance of containing communism in Southeast Asia.
Three weeks after Diem was murdered in a military coup in early November 1963, Kennedy was assassinated in Dallas; his successor Lyndon B. Johnson would continue to use the domino theory to justify the escalation of the U.S. military presence in Vietnam from a few thousand soldiers to more than 500,000 over the next five years.
The domino theory is now largely discredited, having failed to take into account the character of the North Vietnamese and Viet Cong struggle in the Vietnam War.
By assuming Ho Chi Minh was a pawn of the communist giants Russia and China, American policymakers failed to see that the goal of Ho and his supporters was Vietnamese independence, not the spread of communism.
In the end, even though the American effort to block a communist takeover failed, and North Vietnamese forces marched into Saigon in 1975, communism did not spread throughout the rest of Southeast Asia. With the exception of Laos and Cambodia, the nations of the region remained out of communist control.
https://www.history.com/topics/cold-war/domino-theory
Cold WarCommunism
Einstein's General Theory of Relativity
Dean Acheson
McCarthy Defends His War on Communism
History Rewind: First Polaris Firing, 1960
As the Cold War between the Soviet Union and the United States intensified in the late 1940s and early 1950s, hysteria over the perceived threat posed by Communists in the U.S. became known as the Red Scare. (Communists were often referred to as "Reds" for their allegiance to ...read more
Army-McCarthy Hearings
Already infamous for his aggressive interrogations of suspected Communists, Wisconsin Senator Joseph R. McCarthy (1908-1957) earned more notoriety via these televised 1954 Congressional hearings. McCarthy had turned his investigations to army security, but the army in turn ...read more
HUAC
The House Un-American Activities Committee (HUAC), a committee of the U.S. House of Representatives, investigated allegations of communist activity in the U.S. during the early years of the Cold War (1945-91). Established in 1938, the committee wielded its subpoena power as a ...read more
J. Edgar Hoover was director of the Federal Bureau of Investigation (FBI) for 48 years, reshaping that organization from a small, relatively weak arm of the federal government's executive branch into a highly effective investigative agency. His aggressive methods targeting ...read more
In 1966, China's Communist leader Mao Zedong launched what became known as the Cultural Revolution in order to reassert his authority over the Chinese government. Believing that current Communist leaders were taking the party, and China itself, in the wrong direction, Mao called ...read more
Mao Zedong led communist forces in China through a long revolution beginning in 1927 and ruled the nation's communist government from its establishment in 1949. Along with Vladimir Lenin and Joseph Stalin, Mao is considered one of the most significant communist figures of the ...read more
During World War II, the United States and the Soviet Union fought together as allies against the Axis powers. However, the relationship between the two nations was a tense one. Americans had long been wary of Soviet communism and concerned about Russian leader Joseph Stalin's ...read more
Eisenhower Doctrine
On January 5, 1957, in response to the increasingly tense situation in the Middle East, President Dwight Eisenhower (1890-1969) delivered a proposal to a joint session of the U.S. Congress calling for a new and more proactive American policy in the region. The Eisenhower ...read more
Statesman Dean Acheson (1893-1971) helped define American Cold War policy following World War II. A graduate of Yale University, Acheson joined President Franklin D. Roosevelt's administration as undersecretary of the treasury in 1933. As undersecretary of the U.S. Department of ...read more


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Home / Energy Savings & Rebates / At Home / Community offers and events
Find SRP at events near you
It's not all business at SRP. We love to host and attend events around the Valley in support of our customers and our community partners. Explore upcoming events and find exclusive offers here.
Use this handy calendar to explore upcoming SRP and partner events around town. Hope to see you there!
Event Date & Time Event Name Event Location
Jan. 28, 4–10 p.m. Culture Night Celebrating Lunar New Year Asian Festival Mesa Community College, 1833 W. Southern Ave., Mesa, AZ 85202
Feb. 4-5 Super Bowl Experience (See details below.) Phoenix Convention Center, 100 N 3rd St, Phoenix, AZ 85004
Feb. 11, 9 a.m.-4 p.m. Tractor and Engine Show - Sahuaro Ranch Park 9802 N 59th Ave., Glendale, AZ 85301
Feb. 25, 10 a.m.-3 p.m. Chandler Innovation Fair - Dr. AJ Chandler Park: Stage Plaza 178 E Commonwealth Ave., Chandler, AZ
Feb. 24, 25, 26, 10 a.m.-5 p.m. Fountain Hills Art Show Avenue of the Fountains, near Fountain Hills Library
Feb. 25, 10 a.m.-2 p.m. Thrive to Five Playfest 1 E Continental Dr., Tempe, AZ 85281
March 4, 8 a.m.-12 p.m. 2023 SRP Water Conservation Expo - PERA 1 E Continental Dr., Tempe, AZ 85281
$5 off General Admission at Desert Botanical Garden
For the month of January, enjoy $5 off General Admission tickets to Desert Botanical Garden. Discount applies to General Admission on Mondays – Thursdays in January only (no ticketed events). Tickets need to be reserved in advance online (must select a specific time).
Enter code SRP5OFF to receive the discount on Desert Botanical Garden's ticketing website .
57% off Super Bowl Experience tickets
SRP customers can receive 57% off general admission tickets for the Super Bowl Experience at the Phoenix Convention Center on Feb. 4 and 5.
Use code SRPSBX at superbowl.com/experiencetickets to redeem. Offer expires Jan. 31, 2023.
Ready for even more discounts?
On SRP Marketplace, you can get instant rebates on products that help you save water and energy — and money too!
Shop today to save.


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College Policies Category: Human Resources
PS 5 Substance Abuse Policy
The unlawful possession, use, sale, or distribution of alcohol by students or employees on NSC premises or as part of any College activity is prohibited. The legal age for drinking alcohol in Nevada is 21. Any student or employee who violates underage drinking laws on campus may be subject to citation, arrest and/or referral for disciplinary action.
NSC is a drug free campus and the unlawful possession, use, sale, manufacture, or distribution of illegal drugs or other controlled substances on the College premises or as part of any College activity is illegal and is strictly prohibited. Any student or employee who violates federal or state law or College policy regarding the manufacture, use or possession of illegal drugs may be subject to citation, arrest, and/or referral for disciplinary action.
I. Drug Free Schools and Communities
Nevada State College has joined other colleges and universities across the nation in encouraging the elimination of alcohol and other drug abuse on our campus and in our community. This policy supports the belief that the unlawful possession or use of drugs, including alcohol, and the abuse of alcohol and any drug by students constitutes a grave threat to their physical and mental well-being, and significantly impedes the processes of learning and personal development. While the majority of adults who drink alcohol do so in an acceptable and responsible manner, there is a substantial number who misuse and abuse alcohol, with resulting problems in health, academic, and vocational performance, social and personal relationships, and financial and legal areas.
II. Alcoholic Beverages
In compliance with state law, no student may possess or consume alcohol if under 21 years of age; neither may a student offer alcoholic beverages to a minor (under 21 years).
The President has the authority to designate the time and place for special events where alcoholic beverages may be served on the college campus (for student groups as well as the entire college community and guests). Students who are of legal age may consume alcohol at these events.
Except as provided above, the storage, possession, or use of alcoholic beverages shall not be permitted on college-owned or college-supervised property. In addition, any student who exhibits offensive behavior on college-owned or college-supervised property, or while attending a college-sponsored event while under the influence of alcoholic beverages, shall be subject to college disciplinary action.
III. Other Substances
The use or possession of illegal and/or unauthorized drugs and drug paraphernalia is strictly prohibited.
IV. Campus Disciplinary Sanctions for Violations of Alcohol and Illegal Substance Policies
A student involved in violations of college standards of conduct will be required (unless expelled from the college) to participate in an education and assessment process as a condition of continued association with the institution. The following sanctions are presented as guidelines, indicating the range and progression of sanctions–from educational programs through expulsion. These sanctions are applied on a case by case basis, depending on the specific nature of the alcohol and drug violation. Each student's case is evaluated in terms of that student's level of risk posed (health or danger to self and others) by his or her substance abuse.
For violations involving alcohol, sanctions might include:
three-hour education seminar.
counseling and assessment
campus disciplinary probation
extended probation with counseling
expulsion
For violations involving the possession or use of drugs, sanctions might include:
disciplinary probation and referral to assessment/treatment
For violations involving the sale of drugs, sanctions might include:
V. Legal Standards
In addition to college student conduct standards, a student will be subjected to all local, state, and federal laws related to substance abuse or the possession/use of alcohol. The following state laws are presented which apply to any student conduct on or in the vicinity of the campus. In these instances, the student is being regarded as a resident of the state of Nevada:
NRS 202.020 – Purchase, consumption or possession of alcoholic beverage by a minor. Any person under 21 years of age who, for any reason, possesses any alcoholic beverage in public is guilty of a misdemeanor.
NRS 202.040 – False representation by a minor to obtain intoxicating liquor. Every minor who shall falsely represent himself to be 21 years of age in order to obtain any intoxicating liquor shall be guilty of a misdemeanor.
NRS 202.055 – Sale or furnishing of alcoholic beverage to a minor; aiding a minor to purchase or procure alcoholic beverage. Every person who knowingly sells, gives, or otherwise furnishes an alcoholic beverage to any person under 21 years of age is guilty of a misdemeanor.
NRS 205.460 – Preparation, transfer, or use of false identification regarding persons under 21 years of age; (1) Every person who counterfeits, forges, alters, erases, or obliterates, or… (3) Every person under the age of 21 years who uses or attempts to use or proffers any counterfeited, forged, erased or obliterated card, writing paper, document, or any photocopy print, Photostat, or other replica thereof for the purpose and with the intention of purchasing alcoholic liquor or being served alcoholic liquor entering gambling establishments shall be guilty of a misdemeanor.
VI. Legal Sanctions
Legal action provides for sanctions ranging from the imposition of fines to incarceration. These sanctions are imposed after due process is pursued. Legal sanctions are governed by the Nevada Revised Statutes (NRS). Such sanctions result from the referral of an alcohol or other drug violation which comes to the attention of the college Police Department and is referred to the District Attorney's Office. Legal action may take place concurrently with campus disciplinary action.
VIII. Resources
For students: NSC provides a variety of free services and assistance through on-campus appointments: All About You Counseling (AAU), 702-754-0807.
NSC's Case Manager: Laura Hinojosa, 702-992-2514.
For NSC employees, ComPsych is available for counseling services 24 hours a day, 7 days a week, at no cost:
TTY/TTD: (800) 697-0353
guidanceresources.com and register using Organization Web ID: NSCEAP
Federal Substance Abuse and Mental Health Services Administration's Treatment Routing Services: 1-800-662-4357
Al-Anon: 1-800-344-2666
Cocaine Hotline (24/7 drug helpline): 1-866-236-1651
Las Vegas Recovery Center: 702-515-1373
Salvation Army Adult Rehabilitation Program: 702-399-2769
WestCare Detox: 702-383-4044
Alcoholics Anonymous Las Vegas Central Office: 702-595-1888, www.lvcentraloffice.org
Region 51 Narcotics Anonymous: 888-495-3222, www.region51na.org
Valley View Family Counseling Service: 702-320-3180
Community Counseling Center: 702-369-8700, www.cccofsn.org
Notice to Students and Employees Regarding Illicit Drugs and Alcohol
Dr. Vickie Shields, Provost, September 26, 2019.
Mr. Bart Patterson, President, September 30, 2019.
AD 1 Administrative Faculty Merit Pay
The Nevada State College (NSC) Administrative Faculty Merit Pay Policy supports the College's commitment to reward excellence. Merit Pay is awarded to recognize and retain high-performing Administrative Faculty who make significant contributions to the mission and goals of NSC.
This policy defines a College-wide frarnework for Merit Pay determination, in compliance with Chapter 6, Section I of the NSC Bylaws. The policy is pursuant to the preservation of transparency in Merit Pay awards.
Academic Faculty: Generally consists of those professional staff members who specifically create and disseminate scholarly information through teaching, or providing counseling or library services closely and directly supportive of teaching and research. (See NSHE Code, Title 4, Chapter 3, Section 2(1)(d) and Chapter 3, Section 2 (a) and Section 3 (a) of the NSC Bylaws).
Administrative Faculty: A subset of the category of administrators defined in section 1.1.b of the NSHE Code and Title 4, Chapter 3, Section 2(1)(d) of the NSHE Board of Regents Handbook. (Nevada System of Higher Education CODE, Chapter 7, section 7.2.'1.; Chapter 3, Section 2(b) and 3(b) of the NSC Bylaws).
Executive Staff: Administrative faculty who have been hired by NSC through a competitive search or have been granted a search waiver. Administrative faculty hired in one-year, nonrenewable contracts are excluded.
Fiscal Year: Period beginning July 1 of one year and extending through June 30 of the next year.
Institutional Base Salary (IBS): The annual compensation paid by the College for an individual's appointment, whether that individual's time is spent on research, instruction, administration, or other activities. IBS excludes any income that an individual earns outside of duties stipulated in the employee's basic appointment.
Merit Pay: Addition to Institutional Base Salary earned by eligible Administrative Faculty for high levels of performance as documented in the annual evalualion report.
Merit Pool: Total funds allocated as a designated percentage of NSC'S annual budget; funding is determined and appropriated by the Nevada State legislature through the budget process. The State legislature may modify or rescind merit funds at any time before they are distributed.
Working Day: Monday through Friday when college classes are scheduled and in session during fall and spring semesters.
The Merit Pay award was created by the Nevada State Legislature. Title 4, Chapter 3, Section 25 of the NSHE Code provides that NSHE professional employees shall be eligible to be considered for Merit Pay during Fiscal Years when a Merit Pool appropriation is provided. NSHE institutions are authorized to develop written policies and criteria for Merit Pay recommendation. The award of Merit Pay is intended to recognize, reward, and reinforce exemplary performance. Merit Pay must be earned each year.
Merit Pay is awarded to Administrative Faculty members based on their contributions, accomplishments, and ongoing high levels of performance. The ability to earn Merit Pay serves as an incentive to perform well. A fundamental premise of an equitable Merit Pay system is that it is built upon a sound and valid performance management system, one that is perceived as being fair, equitable, measurable, and objective.
The policy is administered by the Office of Finance and Business Operations based upon recommendations by Department Heads and Vice Presidents/Provost. The President makes final determinations of awards and the amount given to each eligible Administrative Faculty member, upon recommendation by the Vice President of Finance & Business Operations.
Merit Pay is added to Institutional Base Salary (IBS) when calculating the IBS for the new Fiscal Year.
II. Criteria for Administrative Faculty Merit Pay
The annual evaluation report provide the basis for consideration of annual Merit Pay increases. Merit Pay is awarded to Administrative Faculty who receive an overall rating of "commendable" or "excellent" on their annual evaluation reviews. All annual evaluation reports should provide sufficient information to allow for full and fair evaluation of Administrative Faculty in compliance with Chapter 5, section 7 of the NSC bylaws.
Based on annual evaluation reports, Departmental supervisors submit to their respective Vice President/Provost recommendations of Administrative Faculty eligible for Merit Pay consideration. The list of eligible Administrative Faculty must be accompanied by supporting documentation.
Each Vice President/Provost forwards their recommendations to the Vice President of Finance & Business Operations, who reviews the recommendations and determines the final composition of the Administrative Faculty Merit Pool. The final list of Merit Pay awardees and the amounts of Merit Pay increase will be provided in writing to the Vice Presidents/Provost by the Vice President of Finance & Business Operations with an explanation of the components of the merit evaluation.
The recommendations regarding Administrative Faculty eligible for Merit Pay award consideration shall be made by the Vice Presidents/Provost to the Vice President of Finance & Business Operations no later than mid-May.
Since annual evaluation reports are the basis for Merit Pay increases, those records are considered confidential and not a matter of public record. Once awarded, the amount of the merit increase is a matter of public record.
A. Ineligibility: Administrative Faculty members are not be eligible for Merit Pay if they receive a rating of "unsatisfactory" in any category on their annual evaluation review.
Administrative Faculty who would otherwise be considered for Merit Pay will be considered ineligible if they fall into any of the following categories:
Administrative Faculty who are not continuing employment at NSC for the next Fiscal Year;
Newly-hired Administrative Faculty who begin employment at NSC on or after the first Working Day in October;
Administrative Faculty who received a promotion on or after the first Working Day in October, unless Merit Pay eligibility is specifically included in the negotiated contract;
Administrative Faculty who are in a temporary appointment.
B. Exclusions: The Administrative Faculty Merit Pay Policy does not apply to:
Academic faculty;
Part-time instructors;
Classified staff;
Casual labor;
Student workers.
III. Award Process for Administrative Faculty Merit Pay
Merit Pay salary increases will be awarded once annually.
Administrative Faculty Merit Pool funds are awarded automatically based on evaluation ratings. Employees who receive an overall rating of "commendable" or "excellent" are automatically eligible for a share of the Merit Pool, with 1 share for those with a "commendable" rating and 2 shares for those with an "excellent" rating.
The Vice President of Finance and Business Operations and/or Director of Human Resources is responsible for calculating the amount of Merit Pay awarded per share. This amount is calculated by adding up the total number of shares given in the merit process, then dividing the Merit Pool by the number of shares.
IV. Notice of Merit Pay
When an Administrative Faculty member has been awarded Merit Pay, the Administrative Faculty member shall be informed about the amount of the increase in writing.
The official date of notification of Merit Pay awards for the purpose of review and grievance shall be the day the Merit Pay list is released to the campus. The Merit Pay list is considered a public record subject to disclosure.
V. Availability of Merit Funds
Merit funds are available for positions regardless of state, self-support, or other non-state funding sources; the Executive Staff are responsible for ensuring that appropriate funding is available and that all merit awards are made consistently to assure equitable treatment of similarly situated employees, regardless of funding source. Additionally, supervisors are required to ensure that Merit Pay is used solely for the recognition of meritorious performance and not for other purposes, such as restoration of Institutional Base Pay, longevity of service, equity, or to relieve salary compression.
VI. Review of Merit Pay Evaluation
Pursuant to Title 2, Chapter 5, Section 5.16 of NSHE Handbook, Administrative Faculty members who are in disagreement with their particular award of Merit Pay may seek review in accordance with the procedure adopted in the NSC bylaws.
NSHE Handbook, Title 2, Chapter 5, Section 5.12 Evaluation, 5.16 Review of Evaluations and/or Denials of Salary Increase
NSC Bylaws, Chapter 6, Section 7 Evaluations
NSC Bylaws, Chapter 6, Section 9 Merit Determinations
NSC Bylaws, Chapter 6, Section 3 Grievance Procedures for Faculty
Updated 4/1/2019 to add HR Director contact information.
Approved by President Bart Patterson, December 31, 2014.
AA 12 Department Chairs Policy
This policy explains the role, length of service, and selection process for Department Chairs. It replaces the Department Chairs policy approved in 2011.
This policy updates the previous policy by:
Revising the timeline for selecting a Department Chair;
Clarifying procedures for selecting a Department Chair;
Clarifying eligibility to serve as a Department Chair;
Establishing the Department Chairs' length of service;
Establishing compensation for Department Chairs;
Revising the Faculty Feedback Form.
Academic Faculty: Academic faculty as defined in NSHE Handbook Title 4, Chapter 3, Section 2.1.b generally consists of those professional staff members who specifically create and disseminate scholarly information through teaching, or provide counseling or library services closely and directly supportive of teaching and research.
A-Contract: A contract in which the base salary period is the full twelve (12) months of the fiscal year.
Acting Chair: A unit administrator appointed by a Dean in the case of a temporary absence of the Department Chair.
Administrators: A subset of the category defined in Section 1.1.b of the NSHE Code, to include President, Provost, Vice Presidents, Associate and Assistant Vice Presidents, Vice Provosts, and Deans.
B-Contract: A contract in which the base salary period is nine (9) months, though the actual number of days of contractual obligation may vary each year.
Department Chair (also sometimes referred to as "Chair"): Academic faculty member who teaches classes and serves as the leader of a department.
Election Coordinator: An individual appointed by a Dean to manage the nominations and voting process necessary to recommend a Department Chair.
Fiscal Year: The continuous twelve (12)-month period from July 1 of a year to June 30 of the following year.
Institutional Base Salary (IBS): The annual compensation paid by the College for an individual's appointment, whether that individual's time is spent on research, instruction, administration, or other activities. IBS excludes any income earned outside of duties stipulated in the employee's basic appointment.
Instructional Course Release: A semester-long agreement for a full-time faculty member to have a reduced teaching load while receiving their normal academic salary.
Interim Chair: A unit administrator appointed by a Dean in the case of the removal or resignation of a Department Chair.
Sabbatical Leave: Paid leave to provide a faculty member opportunity for continued professional growth and new or renewed intellectual achievement.
Working Day: For the purposes of this policy, a Working Day is Monday through Friday when College classes are scheduled and in session during fall and spring semesters.
I. Role of Department Chairs
Department Chairs are both Administrators and academic colleagues (NSC Bylaws, Chapter 3, Section 2). They serve at the discretion of the President (NSHE Handbook Title 2, Chapter 1, Section 1.6.1.a). Their primary duties may include (but are not limited to):
Collaborating with relevant faculty and staff to schedule classes;
Addressing student concerns in an appropriate and timely manner;
Processing or consulting on student petitions, as needed;
Monitoring the departmental budget and approving expenses;
Proposing new positions and making strategic initiative requests;
Recruiting and hiring part-time faculty;
Completing annual performance evaluations of full-time faculty;
Performing or coordinating annual course observations for all full-time faculty;
Mentoring and supporting the professional growth of the faculty;
Promoting programs and degrees offered by the department;
Providing tangible support during the annual review and tenure processes by connecting faculty members to relevant campus resources.
Department Chairs are responsible for providing leadership for their unit and for collaborating with other units on projects for the benefit of the campus as a whole.
The Dean, in consultation with the Provost, assigns the Department Chair's workload. As academic faculty, Department Chairs accumulate time toward a Sabbatical Leave and progress toward promotion per the Nevada State College Bylaws (Chapter 6, Section 12) and the Board of Regents Handbook (Title 4, Chapter 3, Section 15).
A. Eligibility to Serve as Chair: Full-time, tenure-track academic faculty are eligible to serve as Department Chair. Faculty on short-term or emergency contracts are not eligible.
B. Length of Service: Appointments are renewed annually; Department Chair elections and appointments occur every three (3) Fiscal Years unless a Chair resigns or is removed before the end of a full three-year term. Terms coincide with the Fiscal Year, beginning on July 1 following the Chair's selection and ending June 30 in the final (third) year of the term. Department Chairs may not serve for more than six (6) consecutive Fiscal Years, not counting time served as an Interim Chair role or taken as Sabbatical Leave during a term.
C. Compensation: Department Chairs serve on A Contracts.
The salaries of faculty on B Contracts are annualized from their nine-month Institutional Base Salary during their term serving as Chair.
Chairs are awarded a $5,000 stipend per Fiscal Year of service as Chair.
Department Chairs are granted Instructional Course Releases during each Fiscal Year of their service. The Dean approves the schedule for Instructional Course Releases and administers them in accordance with the Faculty Instructional Course Release Policy (see Section IV of that policy for specific limitations).
Department Chairs accrue annual leave during their term of service as Chair; unused annual leave is forfeited at the end of a Department Chair's term.
II. Department Chair Selection
The NSHE Handbook states that the President has ultimate authority for appointing Department Chairs:
The appointment of the heads of administrative units below the level of vice president within a System institution, including Department Chairs, and all other persons reporting directly to the institutional President shall be made by the President. In the process of making such an appointment, the President or his or her designee shall consult with faculty of the appropriate administrative unit. Persons appointed to such positions shall serve solely at the pleasure of the President. Department chairs as administrators shall be directly responsible to their supervisor or supervisors for the operation of their departments. (1.6.1.a)
In the evaluation of the Chair, and in cases of Chair resignation, temporary absence, or removal, the President may delegate authority to the Dean.
In the spirit of shared governance, the faculty in a unit provide a recommendation to the administration concerning the Chair appointment. This recommendation is derived from a vote that occurs in the spring semester of the Fiscal Year in which a Department Chair's term is to expire.
A. Voting Eligibility: Full-time Academic Faculty in renewable positions within the affected unit are eligible to vote; Academic Faculty on emergency contracts are not eligible to vote.
B. Voting Process & Timeline
The Dean (or designee) appoints an Election Coordinator to manage the election. The Election Coordinator must be outside of the affected department. The Dean (or designee) provides the Election Coordinator with a list of faculty who are eligible to serve as Department Chair as well as all faculty who are eligible to vote.
The Election Coordinator is responsible for developing a timeline for the election process, with the intent of completing the voting process no later than the first week of March.
The Election Coordinator distributes information about the selection process and accepts nominations over a period of five (5) Working Days.
At the end of the nomination period, individuals who accept the nomination have five (5) Working Days to submit a statement of interest of no longer than two (2) single-spaced pages to the Election Coordinator; the statement of interest should address the responsibilities of the Department Chair and describe the candidate's skills and abilities to serve.
The Election Coordinator distributes statements of interest to those faculty eligible to vote and collects votes in a confidential manner over a period of five (5) Working Days.
When the voting period concludes, the Election Coordinator sends raw data from the vote (with any potentially identifying information, such as IP addresses, removed), a list of all candidates and the total number of votes received by each, and all statements of interest to the Dean and Faculty Senate Chair.
The Dean forwards to the Provost the results of the faculty vote, the candidates' statements of interest, and the Dean's recommended choice for the Department Chair position, with a rationale for the recommendation.
The Provost forwards a recommendation to the President.
As per the NSHE Handbook, the President appoints all Department Chairs.
III. Resignation, Temporary Absence, or Removal from Office
A. Resignation: The Department Chair may voluntarily resign at any time. When possible, the resignation shall conform to the Fiscal Year, allowing the Department Chair to return to full-time teaching at the start of the normal B-Contract period. If the Department Chair must vacate the position immediately, the Dean, acting pursuant to delegated authority from the President, determines a departing Chair's workload requirements in consultation with the departing Chair; the department Chair's stipend (see Section I.C.2) is pro-rated based on the proportion of the Fiscal Year served.
B. Removal: The President may remove a Department Chair at any time. When possible, this should be done in consultation with faculty in the department affected and the Faculty Senate's Executive Committee.
Reasons for Removal: The President may choose to remove a Department Chair before the end of a full term for any of the following reasons:
An advisory vote of "no confidence" by a numerical majority (a minimum of fifty [50] percent plus one) of all full-time faculty on renewable contracts in the unit. A no-confidence vote may be organized by faculty in a unit in coordination with the Faculty Senate Chair;
Mismanagement of departmental resources;
Failure to fulfill the duties of Department Chair;
Other reasons as deemed appropriate by the President.
Since the Department Chair serves at the discretion of the President, there is no appeal process for removal, and removal is not subject to grievance procedures.
When possible, removal shall conform to the Fiscal Year, allowing the Department Chair to return to full-time teaching at the start of the normal B-Contract period. If the President determines that removal must occur immediately, the Dean, acting pursuant to delegated authority from the President, determines a departing Chair's workload requirements in consultation with the departing Chair; the department Chair's annual stipend (see Section I.C.2) is pro-rated based on the proportion of the Fiscal Year served.
C. Temporary Absence: The Dean, acting pursuant to delegated authority from the President, may allow a Department Chair to vacate the position temporarily. A temporary absence may last no more than one full Fiscal Year. In the case of a temporary absence, the Dean may appoint an Acting Chair or develop a coverage plan in consultation with the Department Chair who will be absent.
Selecting an Acting Chair: An Acting Chair may be appointed by the Dean, acting pursuant to authority delegated by the President. For short temporary absences (no more than twenty-five [25] Working Days), the Dean (or designee) may coordinate with the Department Chair to develop a plan to cover the Chair's duties and delegate signature authority without the formal appointment of an Acting Chair.
D. Refilling the Position after a Vacancy: If a Department Chair is removed or resigns, the Dean appoints an Interim Chair to serve until June 30 of that Fiscal Year. A new Department Chair is then selected in accordance with Section II above (Department Chair Selection) or on a timeline established by the Dean if the election period described in Section II.B has passed. The new Chair begins a three-year term on July 1.
IV. Faculty Feedback
To assist the Dean with evaluation of Department Chairs, the Academic Faculty of each unit shall have the opportunity to provide feedback concerning their Department Chair. The feedback, in summative form (see section IV.C, Anonymity), will be included in the Chair's annual performance evaluation under Service and may be used in decisions involving the Chair's annual review ratings. Individual feedback will not be shared with the Department Chair, nor will it become part of the Department Chair's permanent personnel record. The Dean will take all available precautions to protect the anonymity of faculty members submitting feedback.
A. Deadline: The Department Chair Feedback Survey is distributed in January; feedback is due to the Dean by January 31. Faculty feedback should cover the Chair's activities from January 1-December 31 of the previous calendar year.
B. Evaluation Document: The Department Chair Feedback Survey contains standard, required questions; these questions are included as an appendix to this policy. Individual Schools, with the approval of Faculty Senate and the Provost, may include additional School-specific questions. The feedback survey addresses responsibilities as Department Chair, not as teaching faculty.
C. Anonymity: To ensure accurate and honest feedback, all surveys are submitted anonymously through an online survey. The Dean (or designee) discusses the results with the Department Chair only in summary form. No information that could reveal the identity of any individual Academic Faculty member should be shared. This is intended to ensure confidentiality and allow for full disclosure from faculty members.
D. Administrative Faculty and Classified Staff: The Dean shall solicit feedback from non-academic faculty and administrative assistants who are supervised by, or work closely with, the Department Chair.
FORMS/INSTRUCTIONS
Department Chair Evaluation Survey
The feedback you provide should cover only the period from January 1 to December 31 of last year.
Indicate your response to each statement by selecting the following:
5 = Strongly Agree
4 =Agree
3 = Undecided
2 =Disagree
1 = Strongly Disagree
N/A= Insufficient Information or Does Not Apply
Work Responsibilities
In my opinion, the Department Chair…
Is reliable and follows through on commitments and responsibilities.
Acts as an effective liaison between faculty/staff and college leadership.
Involves faculty/staff in setting departmental priorities and decision-making.
Responds to faculty/staff concerns in a timely manner.
Reliably communicates information from college leadership.
Is receptive to faculty/staff feedback and suggestions.
Concern and Fairness
Exhibits professionalism and treats faculty, staff, and students with respect.
Shows interest in helping faculty/staff in the department succeed.
Resolves faculty/staff issues in an effective and professional manner.
Annual Evaluations
Uses multiple sources of information to evaluate faculty members' teaching.
Provides concrete, evidence-based suggestions for improvement in annual reviews.
Is thorough and provides concrete examples in the description of a faculty member's performance.
Indicate your level of satisfaction with each item by selecting the following:
How satisfied are you with each of the following?
Your ability to set up a one-on-one meeting with the Chair when needed.
The Chair's communication with the department about news and/or initiatives.
If you have additional comments, include them here.
Faculty Instructional Course Release Policy (AA 10)
Original policy approved by President Leslie DiMare in 2011.
Approved by Faculty Senate Chair Dr. Abby Peters, February 7, 2019.
Approved by Provost Dr. Vickie Shields, February 11, 2019.
Approved by President Bart Patterson, March 18, 2019.