On 23rd April London Metropolitan University announced it was reducing the number of courses it offers from 557 to 160, a 70 per cent cut, and that it would offer the remaining courses at some of the lowest fees in the country. Contrary to the Vice-Chancellor’s claims that this had been done with full consultation, it has resulted in the forced resignation of one of his Deans and has been condemned for its “illegitimate process” by staff from the Humanities Faculty Forum.

Ultimately, the proposal represents an unprecedented attack on the right of poorer students to study arts and humanities subjects, even though the university has high enrolment figures and a good reputation.

All subject areas of the university will be affected but Arts and Humanities are being decimated. At the Sir John Cass Faculty of Arts Media and Design, of five hundred modules only seventy will survive. At the Faculty of Humanities, Arts & Languages, (HALE), only six courses will remain. Amongst those withdrawn for offer to students in 2012/13 are: History, Philosophy, Theatre Studies, Modern Languages, Caribbean Studies and Performing Arts.

London Metropolitan University is often dismissed as a post-92, polytechnic-turned-university clinging to the end of the academic League Tables, with high drop-out rates. This prejudice fails to recognise the university’s record, which stands for the right of those who are less advantaged to achieve in higher education. In 2010, Oxford was at the top and London Metropolitan at the bottom of the League Tables for academic achievement. This was reversed in the table recording the percentage of undergraduates coming from poorer backgrounds: London Met, top; Oxford, bottom.

Currently, poorer students represent over 57% of the University’s intake, the highest of any university in the country, yet last year the number of students failing to complete was just below average for the sector. The students are often the first from their families to become graduates and have been ill-served by their secondary education. Furthermore, London Metropolitan educates more black students than all 20 of the elite Russell Group of Universities put together - it is really representative of this country’s hugely diverse, cultural population.

A student speaking at an emergency meeting of the Humanities’ Faculty Forum put the case precisely: "With my school results, I would never have got to study history at other universities but I’ve had excellent teaching here and good results. So is the government saying that people like me don’t deserve to study history?" The withdrawal of history goes against both its popularity and its academic rating. The subject has an intake of about 40 a year and was recommended as excellent in the last review by the Quality Assurance Agency. With only four full-time staff it is placed 48th out of 93 UK departments in the Guardian League Table scoring above competitors such as Reading as well as Manchester which is in the Russell Group.

Other subjects in HALE ‘s execution list score equally highly. In the same League Tables, Philosophy is placed 29 out of 47 UK departments, even though it only has 2.6 members of staff, and is far smaller than all those departments below it, such as Leeds, Nottingham and Edinburgh, all in the Russell Group. Equally, Performing Arts enjoys an excellent reputation amongst competitors such as the Royal Colleges, has extensive professional links and recruits about 70 students a year. A mother of one of the first-year students recently wrote to the Vice-Chancellor:

“This course is extremely important for my daughter, and for all other students with little money to obtain a degree in this essential field, which on account of it’s unique and exceptional nature, opens up a wide range of employment  and career opportunities for those working class people who would otherwise have little chance of success in this world. The Arts are a vital component of the world we all live in and …..this particular course (unique to L.M.U), allows and enables graduates to become valuable contributors to society, in so many areas, not just as performing artists.”

It’s ironic that the gratuitous axing of these courses is being delivered by a Vice-Chancellor, Michael Gillies, educated in classics and music, and formerly President of the Australian Academy of the Humanities, and Council for the Humanities, Arts and Social Sciences. In a Higher Education Policy Report published last month, “University Governance – Questions for a new era”, Gillies criticizes board members who protect their own interests at times of crisis rather than those of the institutions they serve. So why has this package of cuts, amounting to the radical restructuring of the university, been voted on by a sub-committee of three Board members rather than being properly presented to a full Board meeting?

Professor Gillies’ response to the Coalition Government’s onslaught on universities, and the humanities in particular, effectively buys into their policy of restructuring higher education according to competitive, market principles. London Metropolitan’s internal funding structure has been changed to a “Resource Allocation Model” which has effectively undermined the Faculty of Humanities. Previously, more profitable sectors supported less profitable sectors in order to sustain the diversity of the university’s offering, a practice common in many businesses. Under the new regime however, individual faculties are forced to tailor their offerings in order to stand alone, to balance their books and to maximize profit. Effectively, faculties now stand in competition with each other. Not all subjects in the arts and humanities are profitable in terms of student (customer) enrolment and overheads can be high, so according to this logic they must be cut, where previously they have been sustained. No matter that with these cuts go longer term, cultural aims; higher education is to be subjected to the same market logic as cars, computers or any other production-line commodity.

The Vice-Chancellor and his new Board of Governors are taking a unique position in response to Government agendas. At both ends of the spectrum, whether Oxford or Cambridge, with their huge assets and endowments to draw on, or Middlesex and East London, London Metropolitan’s closer, competitor universities, it has been recognized that £9,000 a year, the maximum tuition fee allowed by Government, reflects the degree of investment “required to deliver the quality of teaching and facilities that our students expect and deserve” (Vice-Chancellor, East London).

Professor Gillies has himself criticized the basis of Lord  Browne’s plans to reform higher education funding as ‘deeply flawed” and “poor policy with a minimal chance of orderly, consistent application” . Yet, almost alone in the country, he is endorsing the Government’s ill-informed expectation that a quality, graduate education can be delivered for around £6,000.  He has proposed that students enrolling for 2012/13 pay an average of £6843 for their university education with the cheapest courses on offer at £4,500. As a direct consequence, teaching workloads will increase, and the diversity of subjects, and in particular arts and humanities subjects, will no longer be on offer.

It is only two years since an incompetent board and top management delivered London Metropolitan into an acrimonious dispute with the Higher Education Funding Council which resulted in a penalty of £35 million for the misrepresentation of student numbers. Like the bankers, none of those responsible suffered economically though many slipped into the benefits of early retirement on full pension, and the Board of Governors was replaced. Over 300 staff, however, were forced into redundancy, many on minimal terms, and those who remained were undermined by the notoriety which blackwashed high levels of commitment and much excellent work.

Then as now, and in spite of this Vice-Chancellor’s professed support for a culture of open communication, there has been little meaningful consultation with either lecturers or students, the principal resource of any university. There continues to be a style of management summed up by Maurice Glaswell, Lecturer in Politics and recently-appointed Labour peer: “As an academic at LMU I lost count of the number of line managers that were assigned to supervise and assess me, but I do know that departmental meetings were abolished and academics had no decision-making power.”

At the Humanities Faculty it started with a review of undergraduate courses, whose operational guidelines were so unintelligible that neither the Dean nor senior management could reiterate them for course leaders to follow. When the decision was taken to axe 13 out of 19 programmes, the information was leaked to teaching and administrative staff days before the Academic Board which would endorse it. It went ahead in spite of a lobby by students and lecturers, and the presentation of a unanimous vote of no confidence taken at the Humanities’ Faculty Forum. This condemned not only the Dean, and his senior management team, but also the figures used to justify the proposals.

Once again, London Metropolitan is making inglorious history, with a combination of farcical incompetence and ruthless manipulation. There will be hundreds of redundancies across the university and the dispersal of teams skilled in their delivery of humanities and arts subjects. At a confrontational meeting between HALE staff and the Vice-Chancellor this week, demands were made for a review of decisions taken and a suspension of the redundancy programme on grounds of unfair and illegitimate process. When asked what his vision was for the future of the university Professor Gillies replied evasively, “2012/13 will tell the answer to that”. Do the Vice-Chancellor and Board of Governors not know the value of the portfolios they are carrying in taking such calculated risks?  Or is there another agenda? Is the university being downsized, the fees set and the faculties made self-standing ready for privatization? £6,000 fees is the limit which the Government will loan to students applying to private universities.

Those who would deride London Metropolitan University would be wise to take note. What is happening exemplifies the changes which this government intends to make in higher education generally: changes which threaten to reduce education, for some, to short term, utilitarian goals of “employability”, which widen the divide between rich and poor in this country, and which remove resources vitally needed by the next generation to play an informed role in creating a thriving, diverse future society. As for the Vice-Chancellor, once the restructuring is done, he will be well placed to move on into supra-management of this Government’s Higher Education policy. For his staff and students, however, the demise of arts and humanities education will be irreversible.

As California considers reforming Secure Communities, Illinois announced today that it is terminating its involvement in the controversial federal immigration program. California and Illinois moves come in face of Washington D.C’s decision to opt out of S-Comm and Washington State's refusal to participate. And they test ICE’s claims that the program is mandatory, as other states watch these developments.

(UPDATE: Yesterday, I erroneously reported that New York State had refused to participate in S-Comm.That is not the case. New York State does allow jurisdictions to participate, they have a MOA with ICE, and 8 more counties just joined. I confused NY with Washington State, which has refused to join.)

In a May 4 letter to Immigration and Customs Enforcement (ICE), Illinois Gov. Pat Quinn enclosed a notice from Illinois State Police (ISP) director Hiram Grau, notifying ICE that because of its indiscriminate use of the "Secure Communities" deportation program, Illinois is terminating the November 2009 S-Comm Memorandum of Agreement (MOA) between ISP and U.S. Department of Homeland Security’s ICE."

“The stated purpose of the program, as set forth in the MOA, is to “identify, detain and remove from the United States aliens who have been convicted of ¬serious criminal offenses and are subject to removal (emphasis added), ICE’s statistics on the Secure Communities program, compiled through February 28, 2011, reveal that the implementation of the Secure Communities program in Illinois is contrary to the stated purpose of the MOA: more than 30 percent of those deported from the United States, under the program, have never been convicted of ¬any crime, much less a serious one. In fact, by ICE’s own measure, less than 20 percent of those who have been deported from Illinois under the program have ever been convicted of a serious crime.”

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Quinn notes that on November 9, 2010, his office directed ISP to suspend S-Comm until a review of the program and its adherence to the MOA could be conducted. “Upon evaluation of data provided by ICE to the State of Illinois, conversations between ICE and members of my administration, and a new, proposed MOA from ICE, it’s clear that the conflict between the MOA as signed by ISP and ICE’s implementation of the program cannot be resolved to the State of Illinois’ satisfaction.”

“With this termination, no new counties in Illinois can be activated and those counties that were previously activated... must be deactivated and removed from the Secure Communities program,” Quinn concludes.

Illinois’ move comes as California Assemblymember Tom Ammiano’s Transparency and Responsibility Using State Tools (TRUST) Act passes out of the California Assembly’s Public Safety Committee, next stop appropriations. The TRUST Act would allow local governments to opt out of S-Comm or set standards for jurisdictions that chose to participate. Joining Ammiano as co-sponsors of the TRUST Act are Assemblymembers Gil Cedillo (D-LA) and Bill Monning (D- Carmel) and Sen. Leland Yee (D-SF). Endorsers include 80 organizations, local governments and elected officials, including the Santa Clara and Santa Cruz County Boards, San Francisco Sheriff Michael Hennessey, who blew the whistle on S-Comm in San Francisco a year ago, and has endorsed San Francisco Sup. Ross Mirkarimi in the sheriff’s race this fall, retired Sacramento Police Chief Arturo Venegas, and civil rights and faith groups, including the California Partnership to End Domestic Violence, the California Labor Federation, the San Bernardino Catholic Diocese and Equality California.

Advocates hope Ammiano’s TRUST Act will restore balance and accountability to the nation’s immigration system. They charge that S-Comm’s misleading focus, over-broad reach and lack of transparency have eroded trust between police and immigrant communities, making victims and witnesses to crimes reluctant to come forward.

The TRUST Act would make S-Comm an “opt-in” program so local governments can tailor their participation based on local needs.The bill would set safeguards for municipalities that do elect to participate in S-Comm to guard against racial profiling and would ensure that children and domestic violence survivors are not swept up by S-Comm. The TRUST act also upholds the right to a day in court by only reporting for deportation individuals convicted - not merely accused - of crimes.

These moves come fresh in the heels of Congressman Luis Gutierrez’s April 27 appearance in San Francisco, where he was joined by San Francisco Sups David Campos and John Avalos, and Board President David Chiu in asking President Obama for administrative relief from rapidly increasing deportations.
“We need to stop deporting parents and ripping apart all families, including same-sex partners, “ wrote Chiu, Campos and mayoral candidate Avalos. “We need to stop deporting students who would have been eligible for the DREAM ACT. Last year, the U.S. deported an estimated 400,000 immigrants, the highest number of deportations per year in the history of our nation. We must allow our counties to opt out of  “S-Comm” (Secure Communities), which is making our communities less secure, and we support Congressman Gutierrez in these courageous requests. Immigrants are part of the fabric of our communities, and we need to fix our immigration system so everyone who lives here can continue to live as a full member of society without constant fear of safety, security, and livelihood being jeopardized at any moment.”

 

 

As California considers reforming Secure Communities, Illinois announced today that it is terminating its involvement in the controversial federal immigration program. California and Illinois moves come in face of Washington D.C’s decision to opt out of S-Comm and New York State’s refusal to participate. And they test ICE’s claims that the program is mandatory, as other states watch these developments.

In a May 4 letter to Immigration and Customs Enforcement (ICE), Illinois Gov. Pat Quinn enclosed a notice from Illinois State Police (ISP) director Hiram Grau, notifying ICE that because of its indiscriminate use of the "Secure Communities" deportation program, Illinois is terminating the November 2009 S-Comm Memorandum of Agreement (MOA) between ISP and U.S. Department of Homeland Security’s ICE."

“The stated purpose of the program, as set forth in the MOA, is to “identify, detain and remove from the United States aliens who have been convicted of ¬serious criminal offenses and are subject to removal (emphasis added), ICE’s statistics on the Secure Communities program, compiled through February 28, 2011, reveal that the implementation of the Secure Communities program in Illinois is contrary to the stated purpose of the MOA: more than 30 percent of those deported from the United States, under the program, have never been convicted of ¬any crime, much less a serious one. In fact, by ICE’s own measure, less than 20 percent of those who have been deported from Illinois under the program have ever been convicted of a serious crime.”

<!--break-->

Quinn notes that on November 9, 2010, his office directed ISP to suspend S-Comm until a review of the program and its adherence to the MOA could be conducted. “Upon evaluation of data provided by ICE to the State of Illinois, conversations between ICE and members of my administration, and a new, proposed MOA from ICE, it’s clear that the conflict between the MOA as signed by ISP and ICE’s implementation of the program cannot be resolved to the State of Illinois’ satisfaction.”

“With this termination, no new counties in Illinois can be activated and those counties that were previously activated... must be deactivated and removed from the Secure Communities program,” Quinn concludes.

Illinois’ move comes as California Assemblymember Tom Ammiano’s Transparency and Responsibility Using State Tools (TRUST) Act passes out of the California Assembly’s Public Safety Committee, next stop appropriations. The TRUST Act would allow local governments to opt out of S-Comm or set standards for jurisdictions that chose to participate. Joining Ammiano as co-sponsors of the TRUST Act are Assemblymembers Gil Cedillo (D-LA) and Bill Monning (D- Carmel) and Sen. Leland Yee (D-SF). Endorsers include 80 organizations, local governments and elected officials, including the Santa Clara and Santa Cruz County Boards, San Francisco Sheriff Michael Hennessey, who blew the whistle on S-Comm in San Francisco a year ago, and has endorsed San Francisco Sup. Ross Mirkarimi in the sheriff’s race this fall, retired Sacramento Police Chief Arturo Venegas, and civil rights and faith groups, including the California Partnership to End Domestic Violence, the California Labor Federation, the San Bernardino Catholic Diocese and Equality California.

Advocates hope Ammiano’s TRUST Act will restore balance and accountability to the nation’s immigration system. They charge that S-Comm’s misleading focus, over-broad reach and lack of transparency have eroded trust between police and immigrant communities, making victims and witnesses to crimes reluctant to come forward.

The TRUST Act would make S-Comm an “opt-in” program so local governments can tailor their participation based on local needs.The bill would set safeguards for municipalities that do elect to participate in S-Comm to guard against racial profiling and would ensure that children and domestic violence survivors are not swept up by S-Comm. The TRUST act also upholds the right to a day in court by only reporting for deportation individuals convicted - not merely accused - of crimes.

These moves come fresh in the heels of Congressman Luis Gutierrez’s April 27 appearance in San Francisco, where he was joined by San Francisco Sups David Campos and John Avalos, and Board President David Chiu in asking President Obama for administrative relief from rapidly increasing deportations.
“We need to stop deporting parents and ripping apart all families, including same-sex partners, “ wrote Chiu, Campos and mayoral candidate Avalos. “We need to stop deporting students who would have been eligible for the DREAM ACT. Last year, the U.S. deported an estimated 400,000 immigrants, the highest number of deportations per year in the history of our nation. We must allow our counties to opt out of  “S-Comm” (Secure Communities), which is making our communities less secure, and we support Congressman Gutierrez in these courageous requests. Immigrants are part of the fabric of our communities, and we need to fix our immigration system so everyone who lives here can continue to live as a full member of society without constant fear of safety, security, and livelihood being jeopardized at any moment.”

 

 

ikaSystems/Southboro, MA




POSITION: Vice President & General Counsel
REPORTS TO: President
LOCATION: Southborough, MA

THE COMPANY: www.ikasystems.com Headquartered in Southborough, MA. ikaSystems is engaged in the business of providing software and services to healthcare insurers in the United States. Specifically, ikaSystems is the premier provider of enterprise-wide process automation and intelligence management technology supporting health insurers' commercial, Medicare and Medicaid lines of business.

ikaSystems Web-based ERP solutions are:
Agile: ikaSystems continuously incorporates the newest and best technologies into our solutions, ensuring swift implementation and ROI.
Smart: ikaEnterprise can replace or integrate with existing systems, combining information and processes to yield the most informed decisions, the greatest efficiency, the lowest costs.
Easy: Our modular technology allows one to innovate at one's own pace, starting with the areas of greatest need. The self-service, transactional Web portals give sales/brokers, administrative staff, employers, members and providers more autonomy while saving time and effort.
Complete: ikaEnterprise automates all key process in the managed care business cycle, including sales, underwriting, finance, operations, claims administration and medical management.

The Best People: Two words best describe the people at ikaSystems: passion and vision. Our knowledge of emerging technologies and health plan processes, our commitment to our clients' success, and the integrity we bring to our business relationships are second to none

POSITION OVERVIEW: The VP & General Counsel reports to the President. This person is also an active member of the executive team charged with the general management and control of the Company, and will be a sounding board for business decisions as well as legal advice. As General Counsel, this person will be responsible for the full range of legal affairs, governance facilitation and corporate leadership. He/she needs to be a self-starting individual contributor, experienced in implementing infrastructure from the ground up, focused on driving growth and building scalable processes.

ROLE: The ideal candidate will be joining a fast growing company that has historically not had a fully functional general counsel department. As such, he /she will:
- Draft, review and negotiate all Company contracts, with a focus on customer-facing arrangements.
- Interpret existing contracts, and navigate customer and third party relationship issues.
- Design and implement processes and systems for document management, workflow, control, collaboration, archiving and retrieval, serving multiple constituencies: Board of Directors, executive management, Sales, Finance, HR, etc.
- Coordinate corporate governance, including all matters related to the Board of Directors (e.g. minute books and records)
- Achieve and maintain “due diligence readiness†and prepare (in conjunction with the CFO) to be SEC and Sarbanes Oxley compliant, if, and when, necessary
- Assess intellectual property and trade secret protections and processes, and ensure the effectiveness and implementation of all appropriate safeguards.
- Assess IP portfolio – patents, trademarks, copyrights and trade secrets; prosecute statutory IP and implement appropriate procedures to identify and protect valuable IP as created in the future.
- Drive acquisition processes – develop processes; risk and strategic assessment; legal due diligence; negotiation and execution of transactions; integration and consolidation.
- Provide practical, legal and business advice to personnel with respect to commercial transactions, marketing, new business opportunities, business development, personnel and employee relations issues, mergers and acquisitions, and compliance matters.
- Pursue and prosecute Company claims and litigation matters; oversee outside counsel as needed.
- Manage external attorneys involved in providing legal and regulatory advice as necessary.
- Monitor legal and regulatory ecosystem, and ensure appropriate application of all laws and regulations relating to the Company's activities and transactions internally (including HR) and externally.
- Monitor and maintain current knowledge of trends in the healthcare IT industry (HIT), and pursue ongoing professional development to maintain current knowledge on best practices.
- Communicate effectively with the President/CFO regarding all significant and material financial issues impacting the enterprise.
- Perform other ad hoc projects/duties, as assigned.

QUALIFICATIONS: Seasoned senior level executive that has held progressively responsible positions, preferably in high technology and/or a technology related service-driven organization. Any dedicated line or healthcare industry experience considered a plus. In addition, should have:
- Juris Doctor degree from an ABA accredited law school and a license to practice law in at least one state, preferably Massachusetts.
- Legal experience in a HIT software business is desirable.
- Sophisticated and complex transactional experience preferred.
- At least 10 years of progressive responsibility in legal assignments relating to business and industry issues.
- Experience both as in-house counsel and with a law firm is preferred.
- Drive the business goals while protecting the Company's legal rights and maintaining compliance.
- Exercise sound judgment, render advice and drive decisions in a fast-paced environment with tight deadlines and competing priorities.
- Be proactive, and be a strong team player.
- Quickly establish credibility, engage effectively and build relationships at every level across the business.
- Analyze complex issues and concepts, and negotiate effectively.
- Understand and drive ethical behavior Company-wide, exercise excellent judgment and absolute discretion.
- Excellent communications skills (verbal, written and ability to effectively communicate across the Company and with external parties).





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The State Board of Administration ("Board") Investment Advisory Council ("Council") met via teleconference on March 8, 2011 to discuss the performance of the Florida Retirement System ("FRS") pension plan, review an asset liability and allocation study, and elect new officers.  To view the meeting materials, click here.

The six-member Council provides independent oversight over the Board's funds and major investment responsibilities, ranging from the FRS programs to the Florida Hurricane Catastrophe Fund and the Lawton Chiles Endowment Fund.

SBA Executive Director Ash Williams gave the opening remarks, focusing on the impact of having three new trustees on the Board, as well as the importance of reviewing and updating pertinent items to ensure that each new Board member is fully informed.  The three new trustees are Florida Governor Rick Scott, chairman; Chief Financial Officer Jeff Atwater, treasurer; and Attorney General Pam Bondi, secretary.

The transfer of institutional knowledge is critically important because of the "unprecedented" and "100 percent" change in leadership, Mr. Williams said, adding that the new trustees need to fully understand the Board's investment policies and practices.

"We will be visiting various processes," he continued.  "How we do asset liability analysis, how we derive from that analysis appropriate asset allocation and how we execute on that asset allocation to continue the long-term trends toward a good outcome."

Mr. Williams advised that the Council will be revisiting its 2009 and 2010 actions and updating them to reflect some of the current Legislative activity that could affect the structure and liability side of Florida's economy.

"We will probably be in a position to take some of the risk off the table once we know for sure what the Legislature has done in spring," he said.

The Council will consider managing foreign equity in the same passive manner it manages domestic equity, Mr. Williams continued.  Keen attention will also continue to be focused on enterprise risk management and compliance, as was started in 2009, he said. 

The Council's primary goals and objectives are listed below:

• Promote organizational values, including cost effectiveness and adherence to the highest ethical, fiduciary and professional standards
• Deliver superior investment performance
• Proactively manage human capital risk
• Maintain superior operational and technological infrastructures
• Deliver superior administrative and client services

SBA Deputy Executive Director Kevin SigRist gave the Performance and Major Initiatives Update, noting that a good economy and improving job growth in the job market has created some "headwinds" in the bond market, which has been very supportive for equity exposures.

"The outlook is pretty benign with three percent growth, perhaps more, perhaps less depending on what happens with the price of oil," Mr. SigRist said.  He requested Council members to let him know what type of reporting they would like to see in the future.

SBA assets have increased substantially, Mr. SigRist reported.  In February 2011, the FRS Pension Plan totaled approximately $127 billon and its investment plan totaled $6,166 billion.   The Florida Hurricane Catastrophe Fund totaled $10,575 billion and the Lawton Chiles Endowment Fund totaled $770 billion. 

Mr. SigRist also reviewed the performances of nine different funds and compared the FRS pension plan attribution of managed versus benchmark funds over several periods ranging from three months to 10 years.  In January and February, several transfers were made to complete rebalances, he said. 

He summed up SBA strategic investments as follows: 

• The SBA has $3.2 billion in market value, with total exposure to market value on all capital commitments equaling $5.2 billion. 
• Corporate governance funds total $450 million.
• Hedge funds and related vehicles total $83 million.

 

Pension Plan Review; Regular Quarterly Performance Report

Mike Sebastian of Hewitt EnnisKnupp, an investment advisory services firm, gave the quarterly performance report on the FRS pension plan review.  His report included commentary on the world market, other asset classes and allocations, and some comparison with peer groups, as well as detail on the various asset classes.  He said performance news is good, and that the FRS plan is well-diversified with six broad asset classes.  The FRS highlights are listed below: 

• The pension plan performance has been strong over both long and short-term periods when measured against the performance benchmark and long-term target
• The performance relative to peers is competitive over both long and short-term periods
• The pension plan is well-diversified
• Hewitt EnnisKnupp and the Board staff revisit the plan annually through informal and formal asset allocation and asset liability reviews
• Adequate liquidity exists within the asset allocation to pay the monthly obligations of the pension plan consistently and on a timely basis

Mr. Sebastian discussed numerous measures of fund performance during his presentation, explaining that, over one, three, five, 10 and 15-year periods, the SBA's Total Fund outperformed the Performance Benchmark.   Return on the Total Fund, which is composed of cash, high yield, real estate, domestic stock, foreign stock, strategic investments and fixed income,  exceeded the median fund in the Trust Universe Companion Service ("TUCS") defined benefit plan during the fourth quarter and over the one and five-year periods.  TUCS has been the standard used by plan sponsors to evaluate their investment performance since 1978.

The Total Fund underperformed during the aforementioned three-year period and was level during the 10-year period.   Mr. Sebastian added that the Total Fund return exceeded the median fund in the TUCS top-ten defined benefit plan during the fourth quarter,  as well as over the one, three and five-year periods. 

The overall investment of the FRS outperformed relative to the Performance Benchmark in many categories.  For example, the Global Equity Asset Class, created in July 2010, approximated its Asset Class Target during the fourth quarter and has outperformed since inception, Mr. Sebastian said.

Over a one-year period, the net market value of the FRS plan increased from $6,368,816,867 over the last quarter ending in December 2010 to $10,660,353,058 over the entire year, Mr. Sebastian added.

Rowland Davis of Hewitt EnnisKnupp  then presented the 2010 Asset Liability/Asset Location Study.  He introduced the study by explaining that his role is to focus on how much risk is appropriate to take within the FRS fund.

"We do these studies every year, and then every three years we embed that in a bigger process of reviewing the whole allocation process," Mr. Rowland said.  He discussed the pension plan, finance concepts, cash flows and how liabilities are derived from cash flows.

"The pension plan is in most pure sense a series of cash flows.  Cash flows out.  All these numbers are rough estimates using rules of thumb," he continued.  "One of the first things I will do is to start to cut up these cash flows into different layers - in terms of measuring liabilities and measuring funding rates.  Benefits are one of most front and center obligations."

He explained that the second layer is composed of benefits for active employees based on current service and current pay levels.  A third category includes benefits that have not yet been earned, and a fourth includes benefits for future employees who are not yet hired.

He further noted that liabilities can be determined in several ways.  The most common way is to use the estimated future return of the funds.  He said the actuarial firm of Milliman is currently using 7.75 percent as the discount rate.

"Think of liability as a funding target - something an actuary uses to guide investment, the way the corporate pension world is working right now," he said.  "This has evolved a lot over the past 25 years. It used to be about long term cost management. Balance sheet issues weren't looked at."

He said Florida's retirement system is "among the best funded of plans in the country" with a good history of making contributions as required.  He noted that the State's investment policy is long-term oriented toward taking the highest risk return.  The cost of the long-term plan is 12 percent of payroll, he said.

Some pending factors might slow the growth of liability, Mr. Davis remarked.

"If the plan is closed to new entrants and cost of living adjustment is phased out and employee contributions are added, it's possible you could see the result of our model dialed down maybe 10 percentage points - that is the unknown," Mr. Davis added. 

Mr. Sebastian went on to say that the 2010 allocation to existing assets was within the optimal range.  The focus now is how the risk reward asset plan can further be improved, he said.  A risk level similar to the current policy with a higher rate of returns and more opportunistic diversification is what  is being sought.

Mr. Sebastian went on to explain the SBA's approach to hedge fund investing, and how it meets with service providers such as administrators, auditors and brokers.

"We generate sources through talking to folks in the industry, talking to analysts, and we try to assess a number of factors.  What is the source of market inefficiency they are trying to take advantage of?" he added, saying that hedge fund investing makes sense because hedge fund managers typically look for the best opportunities for investment and return.

"Do your homework before making an investment and really understand what could go wrong if something goes wrong," he said.

One Board member said the Council will reconvene after Florida's 2011 Legislative Session concludes, and see if the new trustees are comfortable moving ahead with the existing plans.

"The overall plan is ... to come back after the Legislative session with a more informed view," one Council member said.  "We want to see if we can get a feeling among the trustees if they are comfortable or uncomfortable going ahead and adjusting the statutory alternative cap."

In conclusion, the Council chose two new officers, electing Robert Gidel chairman and David J. Grain as vice chairman.  With no further business before the Council, the meeting was adjourned.

Should you have any comments or questions, please contact Colodny, Fass, Talenfeld, Karlinsky & Abate.

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Three jobs. Two are part time, more on the zoning administrator side. One is full time planning in a very small town. Not very sexy or high paying, but may be a good way for someone to get their foot in the door, or for someone looking to retire and ski :) TOWN OF CALAIS ZONING ADMINISTRATOR POSITION – Part Time The Town of Calais is looking for a part-time Zoning Administrator. This is a 3-year appointment with the responsibility of issuing zoning permits and enforcing the town’s zoning regulations. The position averages about 10-15 hours per month. Applicants should possess a high level of tact and relational skills in working with the public and town officials as well as self-organizing skills. A background in zoning, municipal boards, or Vermont land use planning is a plus. The Planning Commission will immediately review applications. Position open until filled.A copy of the job description and how to contact us may be viewed at http://www.calaisvt.info/ TOWN OF FAYSTON ZONING ADMINISTRATOR POSITION – Part time The Town of Fayston is seeking a person to fill the Zoning Administrator position. Job requires 16 Hours a week (2 days) and some evening meetings. Candidate must have proven administrative skills. Must be skilled at dealing with the public, interpreting and applying zoning regulations and minute taking. Pay compensatory with experience. Please send resume and letter of interest by April 29, 2011 to: ATTENTION FAYSTON SELECTBOARD AT 866 N. FAYSTON ROAD, NORTH FAYSTON, VERMONT, 05660 OR FAYSTONSB@MADRIVER.COM. TOWN OF WAITSFIELD PLANNING & ZONING ADMINISTRATOR – Full time The Town of Waitsfield (pop 1,700), in the heart of the Mad River Valley, is seeking candidates for the position of Planning and Zoning Administrator to assist the Development Review Board and Planning Commission in the administration of the Waitsfield Zoning and Subdivision Regulations and the implementation of the Town Plan. The PZA also serves as the E-911 Coordinator. Duties include: process development applications; assist the DRB and PC with application reviews, special projects and research; prepare board agendas, minutes and decisions; issue permits; maintain records; issue new street addresses; and enforcement. The ideal candidate should have experience working effectively with the general public and local officials. Candidates must also demonstrate good organizational abilities, possess strong verbal and written communication skills, and have experience or interest in the field of planning and land use management. Salary commensurate with experience. Position open until filled. Send resume and cover letter to the Town of Waitsfield, 9 Bridge Street, Waitsfield, VT 05673. E.O.E. Contact Town Administrator Valerie Capels at 496-2218, or download a complete job description http://www.waitsfieldvt.us/news/index.cfm#pza

Hillsborough Area Regional Transit board member Sandra Murman has reiterated her desire to hire human resources consultants to review the 750-employee bus agency from top to bottom. Murman joined six other HART members late Monday in voting to fire the bus agency’s chief executive David Armijo, who was placed on paid administrative a month ago amid allegations he intimidated some employees, gave special treatment to others and misused small amounts of travel money. Armijo has denied any wrongdoing, and it is widely expected he will sue the...

In January, 2011, an article authored by Sana M Al-Khatib, MD and others appeared in the Journal of the American Medical Association (JAMA) entitled "Non-Evidence-Based ICD Implantations in the United States." The resultant headlines were widespread, appearing in theheart.org, the Wall Street Journal, ABC News and many, many more news outlets and blogs. So widespread was the story that even the Heart Rhythm Society had to make a statement about this study.

Now, to be fair, the study brought to light the fact that many ICD's were not implanted according to "guidelines." Most of us in the business acknowledge that fact. But there are many many shortcomings to the original article, the least of which were that new guidelines were published in 2008 in response to new data about ICD's, but because CMS still uses outdated 2005 "guidelines," the authors stuck to their original story line.

* sigh *

No matter: the specter that perhaps only 77.5% of America's doctors were implanting ICD's appropriately was just too juicy for mainstream media to ignore.

Fast forward to March, 2011.

A follow-up article by the same group was published more quietly in Circulation: Cardiovascular Quality and Outcomes entitled "Extent of and Reasons for Nonuse of Implantable Cardioverter Defibrillator Devices in Clinical Practice Among Eligible Patients With Left Ventricular Systolic Dysfunction" with Sana M Al-Khatib as second author. In that paper, they looked at just one institution's data for only seven months to find:

Of the 542 potentially eligible patients identified, 224 (41%) did not have an ICD. In the initial adjusted analysis, female sex (odds ratio 1.90; 95% CI, 1.28 to 2.81) and increasing age (odds ratio 1.07; 95% CI, 1.04 to 1.11) were associated with a higher likelihood of not having an ICD. After detailed chart review, of the 224 patients without an ICD, 117 (52%) were ineligible for the device and 38 (17%) patients refused the device, resulting in only 69 (13%) patients eligible for an ICD who failed to receive one.

Realize that this was a retrospective chart review study: not a single patient or doctor was contacted. Further, a tiny sliver of data was evaluated: 7 months of data from one center (we must assume it was the authors' institution since the study was approved by their institutional review board). But even with such a small sampling of data, the authors acknowledge a myriad of reasons patients did NOT get ICD's and only "13 percent" of patients didn't get ICDs who should have.

Interesting... if you can believe the results from such a poor data sample.

But this was not the best part of this story, not by a long shot.

In the same journal, Al-Khatib writes an editorial about their group's work and extols the virtues of their study by stating:

"The authors (ed's note: me included) should be commended for taking on this onerous task. Detailed review of hundreds of charts requires substantial resources. Their research is important because administrative and other national registries have limited clinical information and may not capture vital information, such as contraindications to a particular therapy, patient refusals of recommended interventions, and long-term follow-up."

And if that is not enough, continues, "this study was conducted at one of the premier institutions in this country."

And finally... "this study by Allen LaPointe (ed note: and me, Al-Khatib) is a good addition to the literature because it highlights the importance of verifying findings derived from registries through chart reviews."

Oh, goodness gracious. Can't we at least be the tiniest bit critical of our own work and demonstrate a modicum of humility?

And how much "quality" can we attribute to the editorial efforts of Circulation: Cardiovascular Quality and Outcomes when authors write their own editorials?

Then again, maybe the media spotlight has gone to all of their heads.

-Wes

REFERENCES:

Al-Khatib SM, Hellkamp A, Curtis J, et al., Non-Evidence-Based ICD Implantations in the United States. JAMA 2011 305(1): 43-49.

Allen LaPointe NM, Al-Khatib SM, Piccini JM, et al. 'Extent of and Reasons for Nonuse of Implantable Cardioverter Defibrillator Devices in Clinical Practice Among Eligible Patients With Left Ventricular Systolic Dysfunction' Circulation: Cardiovascular Quality and Outcomes
2011, 4: 146-151.

Al-Khatib SM. 'Toward More Optimal Use of Primary Prevention Implantable Cardioverter-Defibrillators How Do We Get There?' Circulation: Cardiovascular Quality and Outcomes 2011, 4: 140-142.

As with most bureaucracies, the Office of Personnel Management is first and foremost established and guided by statutory mandate.  However, there is a distinction to be made between the establishment of a particular agency, and the mission and substantive enforcement of the mission as mandated by statute.  Often, in its very decision-making process of reviewing, evaluating and deciding upon a Federal Disability Retirement application (whether under FERS or CSRS), it is important to recognize that if a decision is made erroneously, it does not imply or infer a statutory violation.  The statute is open to various interpretations, and such openness lends itself to a wide array of discretionary decision-making.  Complaining or fuming about whether or not OPM violated its statutory mandate is an act of futility; the process itself provides for a paradigm of "checks and balances"  -- of having the Merit Systems Protection Board and an Administrative Judge look at a case and hold a Hearing on a case "de novo" -- meaning, "anew" or "starting fresh".  Further, if one believes that the MSPB Hearing and Administrative Judge rendered a wrong decision, there is the further step in the process of a Petition for Full Review, or an appeal to the Federal Circuit Court for review of any error of law made in the decision-making process.  However, the best course of action if one is still before the Office of Personnel Management, or about to present one's case at the Hearing Stage of the MSPB, is to focus upon the substance of one's case, and not upon whether or not OPM or anyone else violated its statutory mandate.  Save your energy and choose your battles; moreover, it is important to keep a singular focus upon the proper goal -- of obtaining one's Federal Disability Retirement annuity.

Sincerely, Robert R. McGill, Esquire

Training Supervisor

Apply online at http://www.kingcounty.gov/jobs

King County is committed to equity and diversity in the workplace. In addition, the county is committed to recruiting and maintaining a quality workforce that shares our guiding principles: collaborative, service-oriented, results-focused, accountable, innovative, professional and fair and just.

CLOSING DATE/TIME: 04/22/11 04:30 PM (GMT -8:00)
SALARY: $44.17 - $53.39 Hourly $91,873.60 - $111,051.20 Annually
LOCATION: Multiple locations in King County
JOB TYPE: Career Service, Full Time, 40 hrs/week
DEPARTMENT: Department of Transportation - Transit Division
JOB NUMBER: 2011SE01539

SUMMARY:

Please note: The qualifications for this position were revised on April 13, 2011.

This position is considered safety sensitive. Applicants for positions defined as safety sensitive are required to undergo drug testing prior to employment and, subsequent to commencement of employment, will be subject to random, post accident, reasonable suspicion, return to duty and follow-up drug and alcohol testing in compliance with Federal DOT alcohol and controlled substances testing program protocols.

An Employer To Be Proud Of

King County Metro Transit is a regional leader in helping people move quickly throughout the region, reducing commuter stress, greening the environment and radically improving urban air quality, by providing comfortable, effective transit services for the thousands of commuters and other residents of King County, Washington. Working for Metro means working for a leader in this nation’s public transportation industry.

Great Benefits

King County provides our employees with a free transportation pass (good on Metro, Pierce, Community and Sound Transit) and access to the building gym, with lockers, showers and bike room. We offer a generous benefits package including fully-paid medical, dental and vision benefits for the whole family and domestic partner. A generous sick leave and vacation plan, paid holidays, and participation in the State's Public Employees Retirement Plan (PERS) are provided, as well as the option of participating in the County’s deferred compensation plan (a 457 plan).

For questions about this position, please contact:

Susan Eddy, SPHR
Human Resource Analyst
206.263.7343
susan.eddy@kingcounty.gov

JOB DUTIES:

Supervise and provide effective leadership to a training section comprised of 3 chiefs, approximately 25 training instructors and an administrative specialist. Other job duties include:

Develop and implement a strategic training plan for the Operations Section which is comprised of seven operations bases, three support bases, eight base supervisors, and staff of over 3,000 base chiefs, first-line supervisors, transit operators and administrative personnel.
Develop and implement comprehensive training programs for professional development, technical proficiency and to meet regulatory mandates.
Analyze, forecast and report on future needs, training outcomes, trends, cost effectiveness and similar performance metrics.
Develop needs assessment tools to identify and track employee training necessary to meet current and future workforce management requirement needs and trends.
Establish performance measures and evaluation criteria to monitor and evaluate programs and unit performance.
Administer the provisions of various labor agreements, resolve grievances and other labor and performance issues as appropriate.
Conduct or supervise staff conducting investigations. Determine staffing levels for the section, including all outlying training offices.
Participate as key member of Operations management team. Participate as member of Accident Review Board panel.
Make presentations to internal and external staff members and outside agencies.
Coordinate with local jurisdictions to provide training to emergency responders on transit vehicles and unique transit properties Downtown Seattle Transit Tunnel.
Represent Metro and participate in national training reviews and activities.

EXPERIENCE, QUALIFICATIONS, KNOWLEDGE, SKILLS:

Two years of increasingly responsible transportation related administrative work experience.
Two years in a supervisory capacity.
Bachelor's degree in transportation, business administration OR an associate's degree. (In lieu of degree, an additional four years of transportation operations or business administration experience is required).
Working knowledge of developing and implementing comprehensive training programs for professional development, technical proficiency and to meet regulatory mandates.
Demonstrated ability to conduct effective needs assessments and develop successful, professional training programs based upon information obtained as well as ability to analyze, forecast and report on future needs, training outcomes, trends, cost effectiveness and similar performance metrics.
Knowledge of adult learning theory, practice and methodology.
Knowledge of various transit technologies currently utilized in industry, such as on board systems, card readers, automated stop announcements, etc.
Knowledge of the principles, practices and techniques of labor relations, including interest-based or collaborative negotiations with unions, and handling grievances and arbitration.
A working knowledge of federal, laws regarding ADA, EEO, FMLA, and Federal DOT Regulations as well as state and national licensure requirements.
Skill in using current office software programs including word processing, spreadsheets, databases and similar software applications.
Skill in establishing and implementing a customer service training program, that includes initial, on-going and remedial training.
Skill in developing budgets, including identifying needs and developing request packages.
Exceptional interpersonal skills.
Ability to identify, plan and implement work strategies. Demonstrated leadership ability, effectively managing a diverse work group.
Ability to establish good working relationships and apply good oral and written communication techniques with staff and senior management, elected officials, labor representatives, business and community groups, riders, and local, state and federal agencies, as well as peers throughout the country

DESIRABLE QUALIFICATIONS:

Familiarity with the Transit Operations Section policies and procedures and the Local 587 labor agreement.
Knowledge of on-board systems, ORCA, Smart Card, and updated radio system.
Working knowledge of bus rapid transit implementation.

SUPPLEMENTAL INFORMATION:

NECESSARY SPECIAL REQUIREMENTS: Must possess, (or be able to possess within the first six months of hire), a Washington State Class B Commercial Driver's License with Air Brake and Passenger endorsement. Must become familiar with all local regulations regarding ADA, EEO, and FMLA, as well as County policy and procedure within first six months of hire.

SELECTION PROCESS: Applications and supplemental question responses will be screened for clarity, completeness, and qualifications. The most competitive candidates may be invited to participate in a series of panel interviews.

UNION MEMBERSHIP: This position is represented by I.F.P.T.E, Local 17 – Supervisors Unit.

CLASS CODE: 871501

Note: Online applications are preferred. However, if you cannot apply online, go to www.kingcounty.gov/jobs for other options.

Alternate formats of this announcement are available by e-mailing hrcentral@kingcounty.gov or calling 206-296-7340.

• Location: Multiple locations in King County
• Compensation: $44.17 - $53.39 Hourly
• Principals only. Recruiters, please don't contact this job poster.
• Please, no phone calls about this job!
• Please do not contact job poster about other services, products or commercial interests.

The Supervisor of Site Operations is responsible for oversight of operations at the Mayer Kaplan JCC. As a key liaison with the agency staff, members and the community, the Supervisor of Site Operations provides the framework by which their staff provides the very highest level of customer service.

As agency wide Fee Assistance coordinator, the Supervisor is responsible for implementation and administration of the Fee Assistance process. This includes management of information, expectations of both internal and external contacts, application procedures, and feedback to the customer. The Supervisor works closely with the Women’s Auxiliary Board of JCC Chicago to implement and administer JCC’s standard Fee Assistance process.

Specific duties include, but are not limited to, the following:

• Work with Director of Site Operations to understand and implement the vision, strategy and operation “best practices” that align with JCC impact and growth objectives. Meet regularly with Business Services team to review and continually reassess strategic and tactical goals.
• Responsible for management and oversight of all building operations including opening/closing, room set ups, work order facilitation and general building ambiance.
• Oversee and monitor payment plans, receivables, credits and transfers; make collection calls as needed. Ensure all cash handling and maintenance is done according to Agency wide policies.
• Work with supervisor and Financial Manager to develop and remain compliant with administrative budget.
• Review monthly aging report and address outstanding issues.
• Process all Daycare Action Council accounts; work with members using this resource, maintain the accounts and install the payments.
• Manage the new Fee Assistance process, policy and procedures across the agency.
• Prepare and daily bank deposits. Provide bank deposit backup to Membership Management team.
• Manage accounts payables process. Act as purchasing agent for site administrative needs. Code and submit bills for payment to agency central accounting
• Work with direct staff and Managers on site to address customer feedback and incorporate this feedback into customer service and facility improvement plans.
• Ensure compliance with all licensing and certification requirements and make certain that all program environments are safe, secure and clean.
• Ensure transmission of timely hiring/payroll paperwork between the site and Central HR; compile and verify the completion of timesheets, supervisor approvals, completion of summary vacation/sick logs.
• Building maintenance coordination, including touring the building with the maintenance staff to ensure that the building is safe and secure. Review and maintain all facility accident/incident reports.
• Responsible for general safety and security of the building; communication and implementation of building, emergency and crisis management procedures.
• Manage office equipment including fax, copy and postage machines, monitor usage and service needs as well as office supply inventories.
• Manage scholarship budget allotted for each product and ensure that all awards are within budget.
• Provide phone/customer service training to direct staff and those providing coverage at the front desk.
• Manage Administrative Aides. Ensure staff meets job and agency standards and expectations; Be knowledgeable of all areas of the union contract and ensure compliance..
• Assess direct staffs abilities to meet “best practice” expectations and facilitate ongoing training and development.
• Schedule and facilitate regular site staff meetings in which all are engaged in planning and problem solving regarding facility issues.
• Provide front desk coverage during Front desk admin lunch break and other times as needed.
• Meet regularly with Maintenance Supervisor to review facility issues, implications for our members and staff and develop and implement solutions.
• Work with site staff to ensure they understand and adhere to agency and site policies and procedures which allow for seamless business operations.
• Work with Director of Facility Management & Security and Director of Information Services to provide upkeep and maintenance of member ID system.
• Be actively engaged in understanding the community needs in order to serve as key liaison to the community; proactively provide information and support.
• Actively participate in Product and Agency-wide events.
• Develop partnerships with local municipal organizations in order to provide the best oversight of the Mayer Kaplan JCC.
• Provide the highest level of customer service and sensitivity to JCC Chicago customers in all matters pertaining to the FA process. Respond to questions in a confidential and timely manner, manage customer expectations and handle disappointments with objectivity and sensitivity.
• Ensure customers know the avenues available to them to provide customer feedback. Provide ongoing communication to customers to solicit their feedback.
• Be knowledgeable on all JCC programs in order to actively and effectively stewarding families through the array of JCC offerings.

REQUIREMENTS:
• Bachelor’s degree in Business, or experience equivalent.
• 3+ years experience in all aspects of business operations including bookkeeping, budgets, process & procedure development and implementation.
• Experience working in a highly customer – focused environment.
• Previous supervisory experience.
• Demonstrated success working as a change agent in an environment under evolution preferred.
• Experience managing and reporting out of databases
• Experience working collaboratively with colleagues at all levels of staffing a must!

TO APPLY:
Send cover letter and resume to:
Sari Klein, Team Discovery
Sari_klein@hotmail.com

• Location: Skokie
• Principals only. Recruiters, please don't contact this job poster.
• Please, no phone calls about this job!
• Please do not contact job poster about other services, products or commercial interests.

Africare
Africare is an independent, non-profit organization working to improve the quality of life of the people in Africa. Since 1970, we have worked in partnership with Africa to build sustainable, healthy and productive lives and communities, lending our voice to African development and policy issues. Headquartered in Washington, DC with an international staff of1200 working in 23 countries, Africare is a leader in aid to Africa as well as the oldest and largest African-American led organization in its field. Because Africare specializes in Africa, our staff and other supporters bring superior technical skills, as well as a deep emotional commitment to Africa's people, heritage, current challenges and future potential.
Special Assistant to the President
Role:

The Special Assistant to the President serves as the first point of contact for the President and provides executive-level support to the President and Chief Operating Officer. He/she plays a key role in managing and coordinating administrative functions on behalf of the Executive Office, provides analytical and communications support across the organization, and interacts with all levels of staff, corporate partners, donors and the general public. The idea candidate will be flexible, proactive, resourceful and efficient, with a high level of professionalism.

Responsibilities:

Administration

• Serve as first point of contact for the President and the Chief Operating Officer (COO)
• Manage documents for approval by the President and COO;
• Screen in-coming correspondence and other communications to ensure that only items that warrant the President’s time and/or involvement are escalated to his attention;
• Draft sensitive and important correspondence on a variety of matters on behalf of the President and COO, maintaining confidentiality;
• Manage calendars for the President and COO;
• Schedule appointments, Africare meetings, conferences, and make travel arrangements;
• Ensure timesheets are correctly completed, authorized, and submitted to finance in a timely manner;
• Assist with preparations for key internal and external meetings including, but not limited to, preparing agendas, briefing materials (e.g., presentations), etc;

Board of Directors
• Liaise with Board members and other key staff to prepare for Board meetings and other Board business;
• Organize and maintain the Africare corporate records including all Board and Committee minutes, resolutions and key reports;
• Maintain accurate Board listings, contact information, Board term rotation schedules and Board prospect listings;
• Prepare summary notes on board meetings and monitor follow-up actions;

Internal and External Communication
• Manage Africare’s online presence, including content management, working with the Director of Outreach and International Relations, Omni (vendor maintaining our website on their server), and Africare staff and management to identify what should be presented on our website, Twitter, Facebook, Jomo, etc;
• Work with Africare’s Operations Officer to assemble requirements definition for Intranet by consulting with Africare staff;
o Work with staff to upload content to the Intranet;
o Work with Xykon consulting to improve the Intranet site and resolve any technical issues, manage content uploads and users, and help populate the Intranet;
o Use training on Drupal to make recommendations for changes to our current beta intranet site;

Analytical Support/Research
• Conduct research on various topics are requested by the President or COO; includes support for portfolio monitoring and analysis, policy seminars, data; review and analysis, drafting of short reports/event summaries, etc.

Working Conditions:

• Office environment: this position is located in the Africare Headquarters Executive Office located in Washington, DC and requires close collaboration with the President, COO, management, staff, Board members, constituents, and corporate partners.









Qualifications:

Basic Qualifications
• Bachelor's degree required;
• One (1) to five (5) years of relevant experience. Experience supporting senior level executives highly desired;
• Advanced written and verbal communications skills in English required. Fluency in French or Portuguese will be an added benefit. as well as fluency in French.

Preferred Qualifications
• Attention to detail;
• Ability to work independently;
• Excellent organizational skills;
• Ability to prioritize and multitask;
• Excellent writing, communication and analytical skills;
• Self-confidence;
• Political and cultural sensitivity;
• Advanced knowledge and experience with the use of MS Word, Excel,
PowerPoint, Project, document management systems, portals and database applications;


Applications should include a resume and cover letter. In the cover letter (of no more than two pages in length) the candidate should briefly describe his or her motivation for the position and highlight relevant experience. This is an entry-level position. Only applications from US citizens or green card holders can be accepted.

Please send resumes to resumes@africare.org, including "Special Assistant to the President" in the subject line.

This position is opened until filled. Unfortunately, due to the large number of applications that we receive, we may not be able to respond to each individual candidate.

Africare is an Equal Opportunity and Affirmative Action employer committed to workplace diversity.

• Location: Washington, DC
• Principals only. Recruiters, please don't contact this job poster.
• Please, no phone calls about this job!
• Please do not contact job poster about other services, products or commercial interests.

A site in the Sacramento Railyards has been chosen as the preferred home for a new Sacramento County Courthouse, state officials said Tuesday. Before the site can be formally chosen, the Administrative Office of the Courts must conclude an environmental review, due diligence and acquisition negotiations, as well as secure approval from the State Public Works Board. Then site acquisition can be completed and architectural design can proceed. The location is a full city block that will be bounded by H Street on the south, 5th Street on the west, G Street on the north and 6th Street on the...

A project advisory group on Tuesday endorsed a site on the edge of the downtown railyards for the location of a new criminal courthouse.

The group, which includes representatives from the city and county of Sacramento and the courts, would like to see the $439 million courthouse built on the block between Fifth and Sixth streets from H to G streets. The group prefers that location over a vacant lot at 300 Capitol Mall, according to the Judicial Council's Administrative Office of the Courts (AOC).

City and business leaders have previously voiced support for the railyards location because it's close to other courthouses, law offices, law enforcement and public transportation.

The 44-courtroom facility is being built to relieve crowding at Gordon Schaber county courthouse, used by the Superior Court of Sacramento County. The building may be up to 16 stories tall. Presiding Judge Steve White of the Superior Court of Sacramento County said the endorsement moves the system a step closer to having a "modern, efficient and workable" courthouse.

“Our present courthouse, which is almost 50 years old, is much too small and inadequate to handle the large volume of criminal cases being tried," he said in a prepared statement. "Those using this old, insecure facility have suffered too long with an inadequate, overcrowded and badly designed courthouse.”

The site currently holds a parking lot and railroad tracks that are being relocated by the city as part of a project to build a new regional transportation center.

The AOC will hold a public hearing on the draft environmental impact report at 5:30 p.m. May 4 in the Dept. 1 courtroom at Schaber courthouse, 720 Ninth St. The AOC is accepting public comments on the draft environmental impact report through May 24.

The AOC must complete the environmental review process, negotiate for site acquisition and win approval from the State Public Works Board before the site can be bought and design can start. Nacht & Lewis Architects of Sacramento and HOK of St. Louis, Mo., have been chosen to design the courthouse.

Sacramento Mayor Kevin Johnson is "pleased" the railyards site was identified as the preferred location for the courthouse. The location will benefit both the city and the court, he said.

"The project will represent a major investment in Sacramento and serve as a catalyst for future development, as well as provide the court with an ideal location to operate effectively and efficiently,” Johnson said in a prepared statement.

Suzanne Hurt is a staff reporter for The Sacramento Press. Follow her on Twitter @SuzanneHurt.
 

Job Description

The Executive Assistant provides assistance to one of the Principals of the company, including board activities, publications, and special events planning, to create and maintain favorable public image for the organization by performing the following duties. The Executive Assistant helps support the company’s general business operation.

We are only accepting resumes from applicants who are available to start IMMEDIATELY!

Duties:
- Plans and supports development and communication of information from Principal designed to keep appropriate customers/employees informed of organization.
- Attends staff meetings and various other meetings and take minutes as directed by the Principal.
- Receives and screens communications for the Principal, including telephone and email messages, and provides assistance using independent judgment to determine those that require priority attention.
- Performs a wide variety of executive secretarial and administrative duties as required by daily operations in the office.
- Handles multiple areas of confidential business information and disseminates information as needed.
- Maintains appointment schedules and calendars for the Principal; Arranges meetings and conferences as needed.
- Processes expense reports for the Principal.
- Receives and distributes incoming mail; review and evaluate mail to identify those items requiring priority attention of the Principal.
- Researches and orders supplies as needed. Maintain office supply inventory.
- Provides follow up assignments given to management staff by the Principal and provides status reports to the Principal.
- Provides support to the Principal by taking and distributing minutes and organizing and directing committees.
- Plans, coordinates, and implements special events.
- Identifies and utilizes organizational resources to recruit and encourage volunteerism at all facilities.
- Plans, coordinates, and implements office activities, special events, and special projects.
- Maintains positive vendor relationships.


Job Requirements


- Problem Solving - Identifies and resolves problems in a timely manner; Gathers and analyzes information skillfully; Develops alternative solutions; Works well in group problem solving situations; Uses reason even when dealing with emotional topics.
- Interpersonal Skills - Focuses on solving conflict, not blaming; Maintains confidentiality; Listens to others without interrupting; Keeps emotions under control; Remains open to others' ideas and tries new things.
- Oral Communication - Speaks clearly and persuasively in positive or negative situations; Listens and gets clarification; Responds well to questions; Demonstrates group presentation skills; Participates in meetings.
- Written Communication - Writes clearly and informatively; Edits work for spelling and grammar; Varies writing style to meet needs; Presents numerical data effectively; Able to read and interpret written information.
- Teamwork - Balances team and individual responsibilities; Exhibits objectivity and openness to others' views; Gives and welcomes feedback; Contributes to building a positive team spirit; Puts success of team above own interests; Able to build morale and group commitments to goals and objectives; Supports everyone's efforts to succeed.
- Business Acumen - Understands business implications of decisions; Displays orientation to profitability; Demonstrates knowledge of market and competition; Aligns work with strategic goals.
- Organizational Support - Follows policies and procedures; Completes administrative tasks correctly and on time; Supports organization's goals and values; Benefits organization through outside activities; Supports affirmative action and respects diversity.
- Professionalism - Approaches others in a tactful manner; Reacts well under pressure; Treats others with respect and consideration regardless of their status or position; Accepts responsibility for own actions; Follows through on commitments.
- Dependability - Follows instructions, responds to management direction; Takes responsibility for own actions; Keeps commitments; Commits to long hours of work when necessary to reach goals. Completes tasks on time or notifies appropriate person with an alternate plan.


QUALIFICATIONS:

- Minimum of 2 years of Administrative experience
- Bachelor's degree preferred
- Ability to type at least 45 wpm
- Highly proficient in using Microsoft Office and experience with database management
- Ability to start IMMEDIATELY

Please submit your resume to keepersdc44@gmail.com for immediate consideration.

• Location: Washington, DC
• Compensation: $35,000 - $55,000 depending on experience
• Principals only. Recruiters, please don't contact this job poster.
• Please, no phone calls about this job!
• Please do not contact job poster about other services, products or commercial interests.

Axiology Aesthetics is looking to fulfill RN positions in the Chicago market. Axiology Aesthetics is headquartered in Las Vegas with clinics growing in Arizona and Illinois. Axiology Aesthetics has branched out from traditional medspa services such as Laser Hair Removal, Botox and Skin Rejuvenation to surgical procedures with Board Certified Plastic Surgeons and Wellness services provided by our Naturopathic Practioners.

The Axiology Aesthetics Clinical Team brings the professionalism and quality of care to their clients and patients. We are looking for motivated individuals that have a passion for helping people, a caring touch, and a desire to make a difference.

General Responsibilities:
• Treatments: greet and establish rapport with all clients from initial contact through end of session, provide laser hair removal, micro-derm abrasion, photo-rejuvenation and other treatments as required by client, treatment documentation, skin evaluation
• Client Chart Assessment: review patient charts on a weekly basis to ensure proper charting, consult with office manager regarding problems found
• Training and Development: confer with staff technicians on proper treatment protocol for various skin types and medical conditions, provide training on various procedures as needed, attend training seminars as required
• Sales: increase sales through product and services promotion, cross reference other procedures
• Client Services: provide top-level procedure and product education, client evaluation of problem areas (on phone and in person), ensure excellent client services and communications are provided at all times
• OSHA Compliance: attend and report on safety and training issues at monthly safety meeting, meet with state reps as needed
• Facilities: maintain and stock treatment rooms, ensure treatment rooms are being adequately maintained, routine laser maintenance, ensure all supplies are properly used to maintain cost-effectiveness
• Administrative: assist and/or answer calls at front desk, assist with payment intake when receptionist is unavailable, consult with walk-in or phone-in clients regarding treatments, procedures and other services

Characteristics:
Excellent customer service and communication skills. Outgoing, friendly and professional appearance. Telephone etiquette. Self-motivated. Demonstrating good judgment with ability to work well under pressure. Confident. Quick learner, detail oriented, highly energetic and innovative. Team motivator, ability to handle self in a professional manner while dealing with a high volume of incoming calls and multiple priorities, self-managed w/ability to work alone as well in a team environment

Education, Experience, and/or License Requirements:
• RN degree
• Well organized with ability to multi-task and meet deadlines
• Excellent oral and written communication skills; possess a willingness to provide excellent client services and deal with others in a positive, professional manner
• Ability to provide support and problem solve
• Ability to formulate and carry out action plans to improve staff performance and office procedures
• Ability to handle self in a professional manner while dealing with a high volume of multiple priorities
• Proven ability to deal with difficult people and situations professionally
• Must have neat appearance and professional demeanor
• Ability to provide support in other areas as needed
• Reliable, flexible; start and quit times will vary depending on job load and schedule
• Occasional overnight travel


If you like to be part of a team in which your contributions can affect the company from a global perspective, this might be the opportunity for you. Submit your resume today!


Due to the high volume of candidates, we request that resumes only are submitted. Please do not contact via phone.

• Location: Chicago Area
• Compensation: DOE
• This is a contract job.
• Principals only. Recruiters, please don't contact this job poster.
• Please, no phone calls about this job!
• Please do not contact job poster about other services, products or commercial interests.

 

 

Sideboxes

'Read On' Sidebox: 

Russian Politics and Society, by Richard Sakwa, Routledge, 2002, 560 pages

The Crisis of Russian Democracy: The Dual State, Factionalism and the Medvedev Succession, by Richard Sakwa, Cambridge University Press, 2010, 418 pages

Putin: Russia's Choice, by Richard Sakwa, Routledge, 2003, 320 pages

------------------

Don’t Expect Miracles From Russia’s ‘Authoritarian Modernization’

By Georgy Satarov, RFERL, Feb.21, 2010

Russia’s Managed Democracy, by

Perry Anderson, London Review of Books, Jan 25th, 2007

Sovereign Democracy: A New Russian Idea or a PR Project?, by Andrei Okara, Russia in Global Affairs, No 2, July-September, 2007

Sidebox: 

Vladislav Surkov interview with the Moscow daily Vedomosti, February 16, 2010

Excerpts

 "If you want to throw up your hands and wait while until from the squabbling of the liberals, from their endless arguments, emerges a new economic miracle, then you have a long, long wait -- I guarantee it. You will have an extraordinarily colorful parliament. There will be talking shops everywhere -- in the presidential administration, in the government. We went through all that -- when one official says one thing and another says something else because one is working for one corporation and the other is working for a competitor."

 "If we again have disorder, conflicts, and redistribution, if we undergo Ukrainization, then no one would ever consider investing in and cultivating anything in Russia. Under the noise and chatter about freedom, they’ll carry away everything.”

"For 50 years, Japan was ruled by one party. Didn’t it develop? Yes, we can hardly dream of what happened there."

“The relentless criticism of democratic institutions is a natural sign of democracy. I’m not the one who said that -- it was a famous European political scientist. If you criticize democracy in Russia, then that means it exists. If there are demonstrations, it means there is democracy. They don’t have demonstrations in totalitarian states.”

"The system must be adapted to a changing society, one that is growing more complex. But this doesn’t mean we should reject the system. It must be preserved. And we can’t release things that could destroy it. This system is inseparable from the people -- it is deeply rooted in the social fabric. Anyone who wants to destroy it is a social danger."

"It is crucially important to preserve political stability. Stability does not mean stagnation. It does not mean petrifaction. It is a tool of development. Modernization cannot result from chaos."

POSITION: Assistant Controller – Accounting and Reporting

ORGANIZATION: University of California, San Francisco (UCSF)

LOCATION: San Francisco, California

WEBSITE: www.ucsf.edu

BACKGROUND:
UCSF is one of the world’s premier biomedical institutions. As the only University of California campus devoted exclusively to graduate study in the health sciences, UCSF advances health worldwide by:
• Educating the next generation of health-care professionals.
• Translating leading-edge scholarly and scientific research into knowledge, therapies, and cures for debilitating diseases.
• Providing compassionate patient care.
• Serving the local and global community through low-cost health-care clinics, screening and prevention programs, public policy research and intervention, initiatives to increase access to affordable health-care.

Woven tightly into the fabric of life in San Francisco, UCSF is located in myriad satellite sites throughout the city:
• In addition to three hospitals (Joseph M. Long, Herbert C. Moffitt, and USCF Children’s Hospital) and the Langley Porter Psychiatric Institute, UCSF’s original 107-acre campus at Parnassus Heights is home to the schools of dentistry, medicine, nursing, and pharmacy, and the Graduate Division -- all of which rank at or near the top nationally in competitiveness of admissions, ratio of faculty to students, and academic rankings of students and programs.
• UCSF Medical Center at Mount Zion features the UCSF Comprehensive Cancer Center and the Center of Excellence in Women’s Health, among other programs.
• The UCSF Laurel Heights site houses the Center for Health and Community, the Institute for Health Policy Studies, the Institute for Health and Aging, the institution’s social and behavioral sciences departments, and many of UCSF’s administrative functions.
• UCSF provides the medical staff for the San Francisco General Hospital Medical Center, a 582-bed acute care hospital. One of the country’s best trauma centers and home to more than 250 research units, San Francisco General treats the city’s indigent and uninsured.
• In a partnership since 1968 with the U.S. Department of Veterans Affairs, UCSF provides the medical staff for the San Francisco Veterans Affairs Medical Center. This hospital has the largest funded research and development program in the VA system, with 344 inpatient beds and 120 nursing home beds.
• In 2003, UCSF opened its Mission Bay biomedical research site on San Francisco’s eastern shore. More than doubling the amount of the University’s research space to 4 million square feet, the 60-acre site will enable its world-renowned basic scientists to vastly accelerate advances in the diagnosis, treatment, and prevention of illness. When UCSF Mission Bay is completed in 2020, a projected 9,000 faculty, students, and staff will live and work there.

REPORTING RELATIONSHIP:
The Assistant Controller for Accounting & Reporting will report to the Assistant Vice Chancellor and Controller.

ORGANIZATION:
The mission of the UCSF Controller’s organization is to deliver full accounting services and related systems for faculty, staff and students, UCSF Foundation, all University departments and any outside entities who have a business relationship with the University. Services provided include General Ledger, Capital and Cash Accounting, Payroll, Accounts Payable, Student Loan Billing and Collections, Sponsored Research (Extramural Funds) Accounting, and Foundation Accounting. The Office uses sophisticated technology to account and report on UCSF financial activity.

POSITION SUMMARY:
The Assistant Controller for Accounting and Reporting is responsible for the management and oversight of financial reporting for UCSF for UCSF financial activities. This is a critical and strategic role that advises the Controller and UCSF senior management regarding the applicability and implementation of Governmental Accounting Standards Board (GASB) and Financial Accounting Standards Board (FASB) positions, and establishes and implements changes in UCSF accounting practices and procedures as required. The role is also responsible for developing and recommending strategies for strengthening and enhancing internal controls.
The Assistant Controller will lead a team of 20 staff with an annual operating budget of $1.7 million and will be accountable for the oversight of approximately $2.7 billion in assets, $1.4 billion in cash flow, $3 billion in revenues, and $3 billion in expenses.
Specific responsibilities include:

• Manage all aspects of UCSF’s Accounting & Controls Department responsibilities in a professional, responsive manner that meets the needs of the Department, UCSF clients, UCOP, and external agencies and business partners.
• Preparing and analyzing UCSF’s financial activity for senior management, UCOP, and auditors.
• Ensuring compliance with all Federal, State, and Local government regulations as well as UCOP and UCSF policies and requirements.
• Coordinating preparation of the UCSF monthly and annual financial statements, Clinical Enterprise monthly and annual financial statements, and the UCSF Annual Report.
• Coordinating, reconciling, and auditing campus and intercampus recharges; compiling and submitting State, County, Local, and District Sales and Use Tax returns; compiling and submitting UBIT information to UCOP.
• Participating as a key member of the Controller’s management team responsible for the successful management of strategic initiatives impacting UCSF accounting strategies, policies, and procedures.
• Overseeing compliance (OMB Circular A-133) and other external audits and assisting with the University’s financial statement and internal audits related to extramural funding.

Major areas of responsibility include:

General Accounting:
• Accountable for all cash coordination to ensure it is properly safeguarded according to policy:
• Implement sound cash handling practices and controls across all campus departments.
• Accountable for accurate and timely recording and reporting of all UCSF financial results:
• Develop comprehensive format and processes for the reconciliation of financial statements. Monitor activities of the accounting operational areas to ensure thorough, accurate, and appropriate financial reconciliation.
• Direct year-end close and other financial reporting processes to ensure the safeguard of UCSF assets and strict compliance with GASB.
• Implement internal controls to ensure financial system integrity.
• Develop, implement, and manage policies and procedures that ensure General Accounting practices are understood and used correctly throughout the campus community.
• Accountable for PeopleSoft General Ledger, Account Fund Profile and Department Code systems:
• Coordinate with Assistant Controllers and the Director of Financial and Administrative Systems, to effectively and efficiently implement PeopleSoft GL and WebLinks system upgrades and enhancements. Direct and coordinate managers and staff in testing of all upgrades and enhancements.
• Oversee maintenance of the Account Fund Profile and Department Code Systems and ensure data is accurate, consistent, and current.

Capital Accounting:
• Accountable for maintaining quality and integrity of all General Ledger Plant Fund data for UCSF:
• Ensure all financial activity posted to the General Ledger Plant is accurate and compliant with GAAP and UC accounting policies and procedures. Plant Fund data includes capital and equipment.
• Review and reconcile General Ledger accounts to ensure thorough, accurate, and appropriate financial reconciliation of plant accounts.
• Develop, implement, and manage policies and procedures that ensure Capital Accounting practices are understood and used correctly throughout the campus community.
• Coordinate with CPFM, Budget Office, and UCOP in implementing policies and procedures.
• Coordinate with the Medical Center Accounting for monthly and annual close and account reconciliation.
• Accountable for physical equipment inventory:
• Plan and coordinate across all campus departments.
• Ensure internal controls are in place, used properly, and functioning effectively.
• Accountable for PeopleSoft Asset Management system and plant funds in the Account Fund Profile system:
• Coordinate with Director of Financial and Administrative Systems, to effectively and efficiently implement PeopleSoft AM system upgrades and enhancements. Direct and coordinate managers and staff in testing of all upgrades and enhancements.
• Oversee maintenance of plant funds and accounts in the Account Fund Profile Systems. Ensure data in both systems is accurate, consistent, and current.

Financial Reporting and Audit:
• Accountable for all aspects of UCSF’s financial reporting
• Pro-actively collaborate with the Controller, senior management, faculty and administrators of academic units and affiliate organizations on financial reporting and other administrative issues.
• Provide Controller with ongoing and comprehensive communication on all issues that affect the institution’s financial reporting responsibilities.
• Analyze UCSF financial activity for senior management, UCOP, and external auditors.
• Plan, organize and coordinate the year-end close process.
• Oversee preparation of UCSF quarterly and annual financial statements.
• Coordinate and submit State, County, Local and District Sales and Use Tax returns and Payroll Tax returns.
• Monitor UBIT reporting to UCOP.
• Represent UCSF at system-wide meetings, with national organizations and with external agencies as required.
• Accountable for all aspects of the Controller’s Office audit responsibilities:
• Coordinate Internal and External audit activity as the principal point person between UCSF and UCOP.
• Ensure that all commitments made in response to audit activity are followed through in a professional, timely, and complete manner.
• Coordinate, reconcile, and audit campus and intercampus recharges.
• Accountable for WebLinks reporting tool:
• Coordinate with Assistant Controller, Financial and Administrative Systems, to effectively and efficiently implement WebLinks upgrades and enhancements. Direct and coordinate managers and staff in testing of all upgrades and enhancements.

Training:
• Accountable for training the Controller’s Office and the campus community on financial reconciliation and reporting:
• Design and implement cross-training strategies and projects.
• Provide training and guidance to campus personnel to ensure that financial reconciliation and reporting are performed in a standard, consistent and compliant manner.

Implementation and Monitoring of a Controls Strategy:
• Actively participate in the re-engineering and implementation/upgrade of new and current financial systems and process to ensure that adequate controls are incorporated.
• Conduct ongoing review and evaluations of existing policies and procedures to ensure financial systems and process controls are adequate.
• Develop and implement an internal control program with on-going self-assessment and monitoring tools-work with campus key stakeholders.
• Provide expertise to key campus constituents in the application of process risk assessment tools and methodologies.
• In partnership with campus leadership develop and implement action plans to assure that campus-wide process risk assessment activities are being successfully managed. Apply metrics and measurement methodologies to assess these activities.
• Maintain high-level of expertise associated with process risk assessment methodologies and practices, including software tools that support the completion of risk assessment activities.
• Assist in the evaluation and assessment of Campus financial management training programs effectiveness as they relate to accountability and controls.

Campus Accountability, Control and Policy Deployment.
• Manage cross-functional and cross-organizational teams to review critical control issues-identify solutions, develop work plans, and make recommendations.
• Manage and coordinate the development and implementation of the Controller’s Office Business Continuity Plans.
• Represent Controller’s Office at UC Wide Internal Control, Policy Development meetings as required.
• Review Office of the President’s policy statements and UCSF Policies and Procedures to identify areas of risk. Confer with the AVC-Controller and communicate areas of weakness. Make recommendations on improvements.

Strategic planning, design and development of a campus wide system of internal controls:
• Under the guidance of the AVC-Controller, validate and maintain a comprehensive plan for the improvement of the accountability and control environment at UCSF.
• Support and help develop corresponding objectives and action plans associated with the UCSF Comprehensive Compliance & Internal Controls Steering Committee initiatives and risks. Develop and oversee assigned process to assure that the control initiatives are being accomplished in a timely and appropriate manner.
• Develop a campus wide communication and organizational support team and system for strategizing, implementing and maintaining controls related to UCSF’s business environment.
• Support UCOP Vice President of Financial Management and UCOP Director of Financial Control and Accountability in the resolution of issues relating to control and accountability.

OBJECTIVES:
• Support the teaching, research, patient care and public service mission of UCSF by providing financial and administrative systems and services in accordance with University policies and procedures, and applicable federal and State of California regulations.
• Establish strong partnerships with campus administrators to ensure:
• UCSF is in strict compliance with applicable regulations and UC and GASB policies, procedures, and guidelines.
• Adequate financial reporting controls are in place to safeguard UCSF’s assets.
• The Controller’s organization utilizes efficient and cost-effective financial reporting processes to produce appropriate and compliant outcomes.
• Campus departments have legally compliant financial systems in place and used to monitor financial reporting activity; disallowances are minimized.
• Develop the Accounting and Reporting group staff through mentoring, on-the-job training, rotational assignments, and continuing education/certification courses; provide cross-training and developmental opportunities to personnel with potential outside of the group.
• Provide strong and effective leadership to ensure services continue to meet the needs of the campus community.
• Establish and reinforce a customer-focused approach to all campus interaction and communication.
• Identify process improvement opportunities and develop recommendations for implementing changes as required to improve the operation.
• Effectively communicate University, Federal, State and other appropriate regulations and policies to a wide variety of campus departmental staff.
• Represent UCSF at system-wide meetings, with national organizations and with external agencies as required.
• Train campus administrators in accounting and compliance policies and procedures.

SKILLS/COMPETENCIES:
Thorough understanding and familiarity with all of the following:
• GAAP
• GASB
• FASB
• Accounting law, professional systems and practices
• Office of management and Budget Circulars:
• A-21 Cost Principles for Educational Institutions (including Cost Accounting Standards)
• A-133 Audits of States, Local Governments, and Non-Profit Organizations
• Database and advanced features of Microsoft applications
• Large scale integrated client server/ERP financial systems (e.g., PeopleSoft Systems)

The position requires the incumbent to quickly develop a thorough knowledge of local campus policies and rules. In the event that existing written policies or procedures do not address the specific issue at hand, the incumbent is empowered by the Controller to utilize best practices to accomplish the desired end result, while at the same time protecting the University’s assets and best interests. Knowledge of University policies, procedures and practices affect the design and re-engineering of all distributed systems, such as UC System-wide Business and Finance Bulletins, UC Accounting Manual and UC HR Policies and Labor Contracts. Without the knowledge and ability to analyze the impact of changes, the risk of non-compliance is substantially raised and could put the university at severe financial risk.

KNOWLEDGE, EXPERIENCE, EDUCATION:
• BA Degree in Business or Accounting with a minimum of 21 units of accounting is required to understand the nuances of UCSF’s accounting systems.
• Seven to 10 years of experience in an organization comparable to UCSF in terms of budget, size, complexity, and scope of operation is required to understand and answer the complex functional and technical questions associated with UC accounting systems and third party audits.
• Strong analytical and computer skills (database management tools and Microsoft Application suite) to utilize the tools necessary to conduct the comprehensive, detailed analysis required for management to make sound business decisions.
• Strong operational management experience in a complex accounting environment is required to understand UCSF’s operating environment, nested in a hug system (UC).
• Professional knowledge obtained by working at a CPA firm or a large complex organization is required to gain the depth and breadth of accounting knowledge required to make the independent accounting judgments and decisions assigned to this position.
• Certified Public Accounts (CPA) and MBA preferred.
• Leadership skills and proven results in collaboration and participation with major campus and outside stakeholders.
• Technical accounting knowledge in GAAP, FASB, GASB, and University Policy and Procedures.
• Demonstrated success in serving as a manager in a large diversified and complex accounting environment.
• Knowledge of the full range of business services, fiscal controls, policy analysis and development, and contract and grant administration.
• Experience in developing long and short-range operating plans, complex budgets, and high-level statistical analysis.
• Demonstrated skills in analysis and interpretation of fiscal and administrative policies in a variety of areas.
• Demonstrated success in motivating and managing people toward common goals.
• Demonstrated change management and implementation experience.
• Demonstrated ability to communicate effectively in written and oral forms with executive, senior management, faculty, staff, managers and technical staff. Excellent interpersonal and communication skills.
• Excellent organizational and analytical skills.
• Demonstrated ability to work as a member of a team/task force and to lead, manage, and motivate a large multi-functional staff.
• Extensive experience in large client-server/ERP software, prefer PeopleSoft.
• Ability to exercise a high degree of independent judgment, innovation, and political acumen to resolve complex problems.
• Commitment to high ethical standards.
• Ability to work well in a collegial environment.
• Proven ability to deliver results in a dynamic environment with multiple stakeholders.
• Sense of humor.

COMPENSATION AND BENEFITS:
An attractive compensation package will be offered based upon background and experience.

CONTACT:
Scott E. Miller
Direct: (415) 613-1354

Scott Miller Executive Search
1231 Francisco Street
San Francisco, CA 94123

UCSF is an equal opportunity employer and seeks diversity with respect to race, ethnicity, culture, gender, age, sexual orientation and physical abilities.

• This is at a non-profit organization.
• Principals only. Recruiters, please don't contact this job poster.
• Please, no phone calls about this job!
• Please do not contact job poster about other services, products or commercial interests.

Trinity Medical Center has appealed a Montgomery County Circuit Court Judge’s decision to send the case regarding its planned move to U.S. 280 back to state health regulators. The hospital is arguing that Montgomery County Circuit Court acted outside of its jurisdiction in March, when Judge Jimmy Pool remanded the case back to Administrative Law James Hampton so that further evidence could be heard and a new recommendation can be made to the state's Certificate of Need Review Board. In its appeal, Trinity argued that the court did not find any new evidence to call for the case to be...

Just in case you've missed any of these developments or just needed a refresher, here is the latest on originator compensation reform.

On Friday, April 1st, the US Court of Appeals granted a stay on Fed's LO Compensation rule. This delayed the implementation of the rule until the Court was given time to hear additional responses from the Fed and NAMB/NAIHP. Here is an excerpt from the court order:

"Upon consideration of the emergency motion for expedited relief and the emergency motion to stay implementation of final rule pending appeal, it is ORDERED that the implementation of the rule under review in these consolidated cases, 12 C.F.R. § 226.36(a), (d), and (e), be stayed pending further order of the court. The purpose of this administrative stay is to give the court sufficient opportunity to consider the merits of the motions for emergency relief and should not be construed in any way as a ruling on the merits of those motions. See D.C. Circuit Handbook of Practice and Internal Procedures 32 (2010).  It is FURTHER ORDERED, on the court’s own motion, that the government file a combined response to both motions by 12:00 noon, Monday, April 4, 2011, not to exceed 20 pages. Appellants may file a joint reply to the government’s response by 10:00 a.m., Tuesday, April 5, 2011, not to exceed 10 pages. The parties are directed to hand-deliver the paper copies of their submissions to the court by the time and date due."

The Fed offered their response on April 4th. Here are a few excerpts from the Fed's appeal...

"The Board promulgated the Rule under authority granted in section 129(l)(2) of TILA, 15 U.S.C. § 1639(l)(2), to “prohibit acts or practices in connection with mortgage loans that the Board finds to be unfair, deceptive, or designed to evade the provisions” of section 1639. 75 Fed. Reg. at 58513. Appellants err in arguing that section 1639(l)(2) does not authorize the Rule. Their claims that the subsection relates only to high-cost loans defined in 15 U.S.C. § 1602(aa), and permits regulation only of “creditors” and only by disclosures, not substantive limitations, are inconsistent with both the plain statutory language and with the Board’s interpretation of TILA.

Section 1639 was added to TILA as part of the Home Ownership and Equity Protection Act of 1994, Pub. L. 90-321, 108 Stat. 2191 (“HOEPA”).In addition to authorizing the Board to prohibit unfair or deceptive practices in connection with mortgage transactions, section 1639 required special disclosures and limitations on the terms of certain high-cost mortgage loans. The statutory provision is carefully drafted: in each of the substantive provisions requiring specific disclosures or prohibiting substantive terms, the statute refers explicitly to “a mortgage referred to in section 1602(aa) of this title [defining high-cost loans].” See 15 U.S.C. § 1639(a), (c)-(i). Subsection 1639(l)(2) is distinctly different. It authorizes the Board to prohibit, by regulation or order, “acts or practices in connection with – (A) mortgage loans that the Board finds to be unfair [or] deceptive ….” Nothing in the language of the subsection refers to “a mortgage referred to in section 1602(aa)” or limits the Board’s authority to creditors or to disclosure. The general purposes or structure of TILA or HOEPA as a whole cannot override the express exclusion in subsection 1639(l)(2) of the limits appellants seek to impose. Thus, there is no reason even to go to the second step of the Chevron analysis because the “the intent of Congress is clear, [so] that is the end of the matter.” Chevron USA, Inc. v. Natural Resources Defense Council, Inc., 467 U.S. 837, 842 (1984).4 Moreover, to whatever extent the language of section 1639(l)(2) could be said to be ambiguous, the Board’s interpretation, as expressed in the preamble to the Rule, 75 Fed. Reg. at 58513, is entitled to reference from this Court. Ford Motor Credit v. Milhollin, 444 U.S. 555, 565 (1980) (“deference is especially appropriate in the process of interpreting the Truth in Lending Act …. Unless demonstrably irrational, Federal Reserve Board staff opinions construing the Act or Regulation should be dispositive”). Appellants thus have failed to show a likelihood of success on this argument.

AND....

"A plaintiff must show that his injury is “certain, great and actual” – not “theoretical” – and “of such imminence that there is a ‘clear and present need’” for extraordinary equitable relief to prevent harm." ....... "It must be noted at the outset that appellant NAIHP failed, in the district court, to show irreparable harm stemming from the Rule as a whole."

AND...

"It is certainly the case that the public interest favors allowing the Rule to take effect to put a stop to practices that the Board has found to be “unfair.” As the Board found, the current system causes “consumers [to] suffer substantial injury by incurring greater costs for mortgage credit than they would otherwise be required to pay.” 75 Fed. Reg. at 58515. Each day that the Rule’s effective date is postponed is another day consumers will suffer this harm, and their injury, too, is irreparable."

NAMB/NAIHP filed their response to the Fed's appeal today. Here are a few excerpts....

The Board Lacks Requisite Authority Under HOEPA: The Board claims that reference to ancillary rulemaking authority contained at the end of Section 151 subsection (d) (creating Section 129, 15 U.S.C. § 1639) contains no limit on the Board.s authority to constrain any ..acts or practices in connection with . (A) mortgage loans that the Board finds to be unfair [or] deceptive... Board Br. at 7-8. In attempting to manufacture this rulemaking authority, the Board asks this Court to ignore general purpose and structure of HOEPA and TILA and to reach an interpretation that would grant the Board nearly limitless authority to regulate the entire real estate industry, both creditors and non-creditors, as well as any aspect of any industry where a federally-related mortgage loan is involved

AND...

The Board supported its rule by stating that .[y]ield spread premiums present a significant risk of economic injury to consumers.. 75 Fed. Reg. at 58,515. However, as the Board itself stated, the creditor generally controls the yield spread premium funds.. Board's Br. at 6 (emphasis added). As NAIHP's motion already explained (at 9-13), the Board'ss decision to regulate mortgage brokers, while effectively exempting creditors that control 90% of the mortgage origination market was arbitrary and capricious. The district court and the Board also concede that NAIHP and NAMB members provide consumers with disclosures that make clear that they are independent contractors, are not the consumers agents, and .cannot guarantee the lowest price or best terms available in the market.

AND...

The Board Failed To Meaningfully Conduct the Regulatory Flexibility Act Analysis: With respect to the Section of the Rule challenged by NAMB, the Board cannot escape its responsibilities under the RFA by referring to the Challenged Section of the Rule as an .insignificant consequence. and the Board.s failure to meaningfully examine the effect, as well as any alternatives to the Challenged Section of the Rule is fatal to the Board.s claim that they complied with the RFA.  Board Br. at 16. The Board's insignificant consequence characterization is contradicted by the real, catastrophic, and irreparable harm that the Challenged Section of the Rule has been found to cause NAMB.s members, as well as the Board's own admission which acknowledges that entirely new business models would result.

With both the Fed's appeal and NAMB/NAIHP's response in the hands of the Court, we are now stuck in a waiting game. The Court has five days to announce new orders, until then,  originator compensation reform is still delayed.   It is MND's opinion that originator compensation reform should be delayed at least until the Consumer Financial Protection Bureau is fully up and running in July.

Here are the latest updates from NAMB...

April 5, 2011 3:38pm

April 5, 2011 12:06pm

 

...(read more)

(Scott)

William McGowan is the prominent journalist and author, most recently, of Gray Lady Down: What the Decline and Fall of the New York Times Means for America. The book authoritatively covers the important and interesting subject suggested in its subtitle.

Glenn Reynolds hailed the book in the excellent lead review of the January 24, 2011, issue of National Review. Glenn wrote: "McGowan piles up incident after incident demonstrating beyond dispute that the New York Times of today is very different from, and far inferior to, the New York Times of a generation ago....[He] deploys the sheer repetitiveness of the problems as a way of making clear that they are systemic ones, not just the result of a few bad actors or bad decisions." Numerous excerpts of favorable reviews are compiled here.

We have invited Mr. McGowan to write a series of columns for us on themes related to the book, and he has accepted. In the first column of this series he engages in a bit of alternate history involving the sting that convulsed NPR:

For NPR and its embattled leadership, this March has been the cruelest month.

Two top executives, including Ron Schiller, its Senior VP for fundraising and Betsy Liley, a Senior VP for institutional giving, were punked by conservative stingmeister James O'Keefe over a luncheon with two of O'Keefe's agents. The agents were posing as representatives of an ersatz Muslim educational organization with links to the militant Muslim Brotherhood who said they wanted to donate $5 million to NPR for more and better reporting on Muslims. Ron Schiller was caught on tape trash-talking about Republicans on the Hill who want to go after NPR's federal funding, calling the Tea Party "seriously racist, racist people," and nodding silently as the two "Muslims" mouthed anti-Semitic clichés about Jewish media control. Schiller was also caught discoursing about a particularly fine varietal wine to his abstemious Muslim guests, suggesting that NPR's cultural sensitivity training may need an upgrade.

Meanwhile the other NPR exec, Betsy Liley, was later caught on a surreptitiously taped phone call discussing whether NPR could accept the $5 million being offered by the Muslim reps anonymously. This to foil NPR opponents who have a weather eye out for politicized donations, which might be discovered in an audit. It turns out it wouldn't be the first time NPR hid a donor: it had taken $1.8 million from George Soros before and withheld his name, at the request of Soros, from on-air sponsorship credits.

Soon, all hell breaks loose. NPR's executive director Vivian Schiller, who was for five years in charge of the New York Times digital operations, is let go. She'd already had her bonus clipped by the NPR board for her sloppy handling of the Juan William firing in October and had seen her top deputy, 30- year NPR veteran Ellen Weiss, dismissed for he role in that debacle. Ron Schiller, no relation to his boss, gets the gate too---and loses a job he was heading for at the Aspen Institute as well. Betsy Liley is put on administrative leave.

Making the most of the lunch NPR served up to them, congressional Republicans who see NPR as the Liberal Media Devil Incarnate, vote to cut off its federal funding. Analysts say NPR's lost $2 million won't affect the national Mothership much, but local satellites, especially those in remote, rural areas, will suffer. And over at Fox News, Juan William is having the last laugh, having received a $2 million, three-year contract, a hefty book deal and renewed faith in the hidden workings of karma. Contrary to many NPR listeners and the executives who pander to them, especially during donor drives, since he's been at Fox, Williams has shown repeatedly that he really is a liberal, holding his own against conservatives who dominate there. This allows Fox to boast that it is more tolerant of diverse ideological points of view than NPR, where diversity is a mantra.

Much has been written about NPR's self-inflicted travail, especially when Williams first got the ax and Vivian Schiller allowed her inner Mean-Girl to suggest, in public, that Williams should have kept his comments about being made nervous at the sight of traditionally-clad Muslims when he got on an airplane, between him and "his psychiatrist and publicist." Most thought Schiller was implying that Williams--the lone black male on the air at NPR--was either pathologically bigoted or saying shocking things for ratings attention.

But maybe we should revisit the original scene of the crime. Some have noted that Williams' remarks were wrenched out of context--that he was actually scolding Bill O'Reilly for his sweeping generalization on an earlier program that "Muslims attacked us on 9-11." Williams thought this unfair to Muslims as a group, at which point he added his fatal "share" about his feelings about flying with Muslims in mufti--but then saying his or others with similar feelings shouldn't become the basis of punitive public policy.

What I think needs more scrutiny though is the legitimacy of Williams' nervousness, especially in the face of the apparent "dry runs" where Muslims have conducted drills to test airline security, both in the air and on the ground. Such dry runs were little discussed in the Williams flap. This is because the New York Times, which sets the agenda for liberal-minded news organizations such as NPR, has given them little attention or dismissed their seriousness.

On Northwest flight 327 between Detroit and Los Angeles on June 29, 2004, for example, thirteen Middle Eastern men-twelve Syrians belonging to a band and their Lebanese leader-spent the four-hour flight acting suspiciously. Their seats were scattered all about the plane, but in strategic locations; the men congregated in small groups at the back of the plane and made consecutive trips to the bathroom. During all this, they seemed to be signaling to each other. One of the men stood near the cabin door as the plane prepared to land.

At the end of the flight, when the seat belt sign was flashing, they all stood in unison. At one point, a passenger and her husband had approached a stewardess to express their concern. The stewardess told them that she and her colleagues were also concerned, as were some air marshals secretly on the flight. After landing, the plane was met by law enforcement officials, who whisked the group away for questioning.

The alarmed female passenger, Annie Jacobsen, wrote an online account of the experience, "Terror in the Skies," which the left-wing blogosphere cruelly ridiculed as paranoid and racist. In a piece headlined "What Really Happened on Flight 327?" (in the Business section), Times columnist Joe Sharkey asked whether it might have been "an innocent sequence of events that some passengers, overcome by anxiety and perhaps ethnic stereotyping, misinterpreted as a plot to blow up their plane?"

Three years later, inspectors general for several agencies determined that the incident really was a dry run. A Homeland Security report explained that a background check in the FBI's National Crime Information Center database, which was performed as part of a visa-extension application, produced "positive hits" for past criminal records or suspicious behavior for eight of the twelve Syrians. The Department of Homeland Security found a similar incident involving the Lebanese leader of the group five months before the event of June 2004. The report also said that the leader was detained a third time, in September, on a return trip to the United States from Istanbul, and scolded the Transportation Safety Administration for not pursuing the matter further.

Two years after the Northwest flight 327 incident in late November 2006, there was a similar case on a US Airways flight between Minneapolis and Phoenix involving Muslim passengers acting suspiciously, which was dubbed the case of the "Flying Imams." A passenger passed a note to the pilot pointing out suspicious activity among the group, "cursing U.S. involvement w/Saddam before flight." An Arabic speaking passenger reportedly heard the group denouncing US actions in Iraq, asserting that the US had "killed Saddam" and was wrongly targeting Osama bin Laden. The six imams were positioned at strategic points around the cabin. Two of the imams also demanded seat belt extenders, though there was no apparent need for them. All six of the imams were taken off the plane, then questioned by the FBI and the Secret Service.

One of the imams involved was the head of the Islamic Center of Tucson, which one terrorism expert called "the first al Qaeda cell in the U.S.," according to the Washington Post. Although the incident was covered extensively in much of the mainstream media, the Times hardly gave it prominent attention. Its report on the incident was filed by a stringer and closed with an assertion from one of the involved imams who, the Times stringer wrote "said that three of the six had prayed in the gate area, in the ritual of evening prayers, but had not meant to be disruptive and indeed had taken pains not to disturb other passengers."

Neil MacFarquhar, who had the Muslims-in-America beat at the time, made a note of the "Flying Imams." But it was merely a glancing reference, in the context of an entertainment section report a little over a week later describing the plot of a Canadian TV comedy, "Little Mosque on the Prairie." In that show, an innocent Muslim is detained by paranoid security agents at an airport when they misinterpret his end of a cell phone call. MacFarquhar wrote: "That fictional moment is an all- too-possible occurrence, as witnessed when six imams were hauled off a US Airways plane in Minnesota in November after apparently spooking at least one fellow passenger by murmuring prayers that included the word Allah."

MacFarquhar seemed both to minimize the dangers of aviation terror plots in general and the "Flying Imams" case in particular. Although the imams were never charged by law enforcement authorities, the question still lingers whether the imams might have been pretending to be practicing a dry run in order to file a juicy lawsuit. What they were up to remains unclear. And file a lawsuit they did, settling out of court for a confidential but undoubtedly substantial amount.

Without adequate news of these incidents and others, Williams's remarks may have sounded to some, especially NPR listeners and leaders, as reactionary and racist when in fact they had a rational basis. But if the New York Times had reported better on these incidents, maybe NPR's executives would have understood more about where Williams was flying from, the Williams dismissal may not even have occurred and NPR may not have made itself as vulnerable to the coup de grace delivered by O'Keefe. Which may, pardon the conjecture, have made Schiller & Company's lunch cost a lot less than $2 million in lost federal financing.

Unlike the New York Times, we covered both of the incidents discussed above in some detail on this site. I also took a close look at the flying imams' lawsuit against US Airways and law enforcement authorities in the Weekly Standard article "The flying imams win."

The Web site for Mr. McGowan's book on the Times is Gray Lady Down. Please take a look and consider purchasing the book.

About the Company/Job Description

We are a no-nonsense, no-drama, relaxed atmosphere, 34-year old Marketing & Membership Organization that helps small business owners get more customers through our various services. We provide marketing services, networking events, advertising opportunities and entrepreneurial services/training. We are seeking an experienced Phone Rep who is looking for a long-term career in our Membership Services department. Your primary responsibility will be taking orders from our current Members as well as explaining our various services to potential Members so they can decide if it is something that would benefit their business or not.

Desired Qualifications
o You love being on the phone and are comfortable doing so 90% of the day.
o You have the gift of intelligent conversation but can stay focused on the goal of the conversation.
o You have a soft approach rather than hard approach.
o You have at least 1- year experience working on the phone and delivering phone presentations.
o You are comfortable with handling inbound calls AND warm outbound calls to people who know who we are .
o You must be comfortable & confident speaking with entrepreneurs and professionals.
o You are familiar with general business terminology.
o Has a working knowledge of Mac computers. FileMaker software knowledge preferred.
o You must be highly motivated.
o You must be articulate and have great communication skills.
o Willing to learn how to present our services using our unique method of NOT SELLING. (We have a very successful “soft” approach where people buy but we do not hard sell to them as it is contrary to our code of ethics).
o Willing to study product knowledge at home.
o Willing to do some administrative duties.
o Of course be dependable, respectful, honest and are capable of working in close proximity with fellow co-workers.

About the Job/Training

There are two phases of training: On the job and home study.
You can expect about 3 months of on the job training, to learn about product knowledge and how to accurately answer questions about our various services as well as present the right services and benefits to each potential member. During this on the job training process you will be assisting with administrative and customer service duties, which aids this learning process. Along with this, you will need to study at home as well in order to gain all the knowledge you need in the 3-month period.

Your salary will start at $10 per hour during your training period. Once you transfer into the Customer Service – Phone Rep position you will then earn $10 per hour plus commission. Base hourly can increase depending how well you do. Obviously if you are doing well we will want to pay you what you are worth to keep you on board and happy. We would like to pay you $100 per hour. However, if you cannot do well it is a moot issue.

Medical benefits after 90 days.

Please DO NOT Apply If:
o You only have retail sales experience.
o You only have product sales experience and no ‘services’ sales experience
o You are only interested in working from home.
o You only have “boiler room” sales experience.
o You do not have any sales experience.
o You are not interested in a long-term position.
o You are not willing to study at home.
o You are not willing to learn our soft approach method


How to Apply – No phone calls please – See below.
**Only those who follow these directions will be considered**
1. Visit our website at wrswrs.com to get an idea of what we do.
2. Email us to the email listed above.
- A cover letter in the BODY of the email
Include in the letter:
Why you wish to be considered for this position.
Why you enjoy working on the phone as a career
What made you decide to apply.
Why you would think you would be a good fit for our company and this position.
Your phone rep track record.
- Attach a current resume as a word document or a pdf.

What to expect next:
We will review your cover letter and resume and if you meet our preliminary requirements, we will email you with a couple of dates and times to schedule a phone interview. If we are a match via phone you will be asked to come in for an in person interview.

**Please DO NOT call us to follow up.**
Hiring Organization: Worthwhile Referral Sources

• Location: Sherman Oaks
• Compensation: Base + Commission
• Principals only. Recruiters, please don't contact this job poster.
• Please, no phone calls about this job!
• Please do not contact job poster about other services, products or commercial interests.

COMMUNITY RESOURCE COORDINATOR (CRC)

HOURS: 40 hours/week
SALARY/BENEFITS: $37,493-$50,395, DOE. Full health, dental, life
DEADLINE: Open until filled

ORGANIZATION DESCRIPTION:

Founded in 1988, Asian Women’s Shelter (AWS) is a dynamic non-profit organization dedicated to ending domestic violence and promoting the social, economic and political self-determination of women. AWS provides comprehensive services in over thirty languages through its Direct Service component, including a 24-hour shelter program, 24-hour crisis line, Multilingual Access Model, and Queer Asian Women and Transgender Support Program. AWS’s Community Building component works to change values, practices, systems and policies through strategies such as grassroots mobilization, systems reform, and inter-organizational community and capacity building. The Support of Services program area empowers community members and engages them in both direct service and grassroots community building programs as trained volunteers and multi-lingual, multi-cultural advocates and agents for change. AWS upholds all program areas with a strong organizational foundation comprised of dedicated board, staff, volunteers, on-call language advocates and community members. AWS maintains sound fiscal, personnel and administrative management through its Finance, Fund Development, and Program Reporting component, and upholds and strengthens its consensus decision-making and non-hierarchical practices, strategic planning, program evaluation and technology through its Organizational Development component. www.sfaws.org

JOB DESCRIPTION:

The Community Resource Coordinator (CRC) position is responsible for leading and overseeing the grant-seeking process from government and private sources of funding. Responsibilities include grant research, LOI and proposal writing, assistance with creating budgets, follow-up communication with funders, contract management, project coordination with partnering agencies, and assistance with program reporting. In addition, the CRC works closely with the Executive Director to cultivate and maintain strong relationships with funders and community-based collaborations, represents AWS at legislative and budget hearings, and works with the entire staff to assess organizational needs and secure resources that meet those needs.

Essential Job Duties

1. Responsible for all aspects of grant writing, including:

• Work closely with the Finance/Fund Development/Program Reporting (FFDPR) team to create an annual fund development plan to meet agency annual budget needs (currently $2 million)
• Research all government and foundation funding appropriate to AWS activities including collaborative grants with other agencies
• Ensure that fund development process is program-driven and matches the mission, philosophy, and program goals of the organization
• Foster positive, active relationships with current and potential funders, including regular communication to current and prospective funders with the Executive Director
• Write all government and foundation letters of intent and proposals, assist with creating grant budgets, and coordinate necessary follow-up with current/prospective funders
• Attend legislative and budget hearings to provide policy and funding advocacy, and coordinate staff and clients to attend and provide testimony as appropriate
• Coordinate and update all necessary documentation for grant applications and grant files
• Create and maintain database of government and foundation grant contract information

2. Responsible for integrating foundation and government grant planning and implementation with appropriate AWS staff:

• Participate in rotating point-person responsibilities for FFDPR team which includes the Executive Director, Program Development Coordinators (grassroots fundraisers), Finance Coordinator, and Program Systems Coordinator (program reporter)
• Regularly review current and future budget and financial statements with Finance Coordinator and Finance Team in order to match fund development plan with ongoing overall budget needs and goals
• Coordinate communications with AWS program staff to ensure funding support for current and future program needs
• Update AWS staff on general fund development plans as appropriate
• Work closely with Finance Coordinator and Executive Director to prepare for annual audit

3. Responsible for general staff contributions to the shelter and organization:

• Provide welcoming and supportive environment for residents
• Participate in organizational development with other staff (led by Organizational Development Team)
• Take weekly 2-hour shift on AWS crisis line
• Share rotating beeper coverage with all AWS staff
• Support answering phones and door
• Contribute to general office upkeep and shelter house maintenance
• Respond to emergencies
• Support other program areas as appropriate
• Conduct community education and outreach as appropriate
• Contribute to a positive and peaceful work environment
• If interested, co-facilitate weekly house meeting for shelter residents

Qualifications

• 3 or more years of grant writing experience with government and private funders
• Demonstrated success in grant writing and funder relationship building
• Experience working with non-profits or community-based organizations
• Demonstrated success in building and sustaining meaningful community partnerships and collaborations
• Skilled to represent AWS positively among community members, partner agencies, collaborative organizations, and funders
• Experience working in diverse communities, including Asian communities, immigrant and refugee communities, and LGBTQ communities
• Excellent English writing and speaking skills, and comfort with public speaking
• Excellent organizational skills
• Excellent attention to detail
• Computer proficient (Microsoft Word, Excel), Macintosh preferred
• Excellent practice of self-reflection and collaborative communication
• Demonstrated ability to address conflict in a direct and constructive manner

Desired Qualities

• Ability to work well with a variety of people, including funders, board, staff, volunteers, clients from diverse communities (race, ethnicity, sexual orientation and identity, disability, age, class, education, immigration status)
• Ability to fully participate in non-hierarchical, consensus decision-making process with an open mind and positive attitude towards problem-solving
• Ability to work collaboratively with other agencies/programs
• Ability to work on multiple tasks and projects at the same time
• Ability to be a team leader and team player
• Self motivated / ability to work independently
• Ability to set timelines and meet deadlines
• Adept at interpersonal relationships and reading and responding to diverse audiences
• Commitment to and practice of non-violence
• Ability to deal with crisis situations calmly and effectively
• Availability to work some evenings and occasional weekend days
• Bilingual/bicultural preferred


TO BE CONSIDERED:
Please send a resume and a cover letter to: CRCsearch@sfaws.org
Please write “CRC Application- [Your Last Name]” in subject line.
No phone calls, please.


Asian Women’s Shelter is an equal opportunity employer and does not discriminate on the basis of race, color, religious creed, ancestry, national origin, age, sex, gender identity, marital status, sexual orientation, medical condition, or disability and denial of family medical leave and pregnancy leave.
This search is being conducted by Asian Women’s Shelter.

• Location: San Francisco, CA
• This is at a non-profit organization.
• Principals only. Recruiters, please don't contact this job poster.
• Please, no phone calls about this job!
• Please do not contact job poster about other services, products or commercial interests.

[JURIST] The US Court of Appeals for the District of Columbia Circuit [official website] on Tuesday overturned [opinion, PDF] a lower court's decision granting release to Yemeni Guantanamo Bay detainee Uthman Abdul Rahim Mohammed Uthman. Uthman's 2004 habeas corpus petition challenging his basis for detention was granted when the US District Court for the District of Columbia [official site] determined that the government had failed to prove by a preponderance of the evidence that Uthman had received and executed orders from al Qaeda. The appeals court rejected this "command structure test" used by the lower court and struck down the ruling, blocking Uthman's release. The appeals court found that decisions made since Uthman's petition dictate that, regarding the detention authority granted by the 2001 Authorization for Use of Military Force (AUMF) [S.J.RES.23 text, PDF], determinations of whether individuals are al Qaeda members must employ a functional approach on a case-by-case basis, rather than the formal approach used in Uthman's case. Examining the evidence, appeals court then found thatUthman's account piles coincidence upon coincidence upon coincidence. Here, as with the liable or guilty party in any civil or criminal case, it remains possible that Uthman was innocently going about his business and just happened to show up in a variety of extraordinary places - a kind of Forrest Gump in the war against al Qaeda. But Uthman's account at best strains credulity; and the far more likely explanation for the plethora of damning circumstantial evidence is that he was part of al Qaeda. When presented with similar circumstantial evidence in prior cases, we have had no trouble reaching the conclusion that the detainee more likely than not was part of al Qaeda...So too here. Uthman was captured near the Pakistan-Afghan border in December 2001 and has been held at Guantanano for over nine years. Uthman has denied the claims made against him [NYT backgrounder] as listed by the Combat Status Review Tribunal and the Administrative Review Board [official site] that reviewed his case. Federal courts have struggled with habeas corpus rights for Guantanamo detainees. In September, Kuwaiti Guantanamo detainee Fawzi Khalid Abdullah Fahad al Odah petitioned [text, PDF; JURIST report] the US Supreme Court [official website] to reverse a federal appeals court decision that denied him habeas corpus relief. The DC appeals court denied [text, PDF; JURIST report] habeas corpus relief to al Odah in July. The court affirmed the district court's ruling [opinion, PDF; JURIST report] that there was sufficient evidence against al Odah for him to be considered "part of" al Qaeda and Taliban forces. In August, the DC district court released a partially redacted opinion [text, PDF] ordering the release [JURIST report] of Yemeni Guantanamo Bay detainee Adnan Farhan Abdul Latif [NYT profile] for lack of evidence.

SUMMARY:

The incumbent will provide essential operational and administrative support to the President and Chief Executive Officer. Assignments may be confidential and generally require a comprehensive knowledge of the Association’s policies and operations and a high level of word processing, spreadsheet and other software skills. Responsibilities require discretion, judgment, tact and poise. The incumbent is expected to work in a confidential and independent manner to accomplish specific projects and to work with general instructions and limited supervision; to establish his/her priorities and workflow of the position; and to deal tactfully and discreetly with company’s volunteer officers, other leadership, key member executives, staff, the general public and others.


PRIMARY RESPONSIBILITIES:

1. Coordinates the President/CEO’s schedule to optimize his time and to facilitate the exchange of information. Maintains calendar and schedules appointments and conference calls with staff, company’s leadership and others. Determines the nature and priority of appointments and develops or gathers necessary background material wherever possible. Post-meeting assignments may include following through with senior team members and/or their staff to see that established project deadlines are on schedule.

2. Interacts with company’s Officers, Executive Committee, Board and other members. Working with the President/CEO, schedules and handles logistics for board meetings, prepares and/or sends materials for review prior to the meetings and fields general queries from the leadership and others.

3. Coordinates speaking and other events for Company’s Officers with Speakers Bureau. Also, oversees Officers’ schedules, meetings and materials when they are in Washington, DC and all other COMPANY’S conferences or events. Handles and processes Company’s Officers’ expense reports and credit card bills for payment.

4. Every fall, updates and distributes the COMPANY’S Officer and Director handbook. These handbooks include applicable logistics, policies and procedures for each Officer and Director.

5. Prepares detailed itineraries and makes all travel arrangements for the President/CEO, including airline reservations, hotel accommodations, travel advances, expense reports, etc. Coordinates briefing materials needed for trips.

6. Assists in the preparation and monitoring of the Office’s budget reports under the President/CEO’s purview, including budgets for Elected Officers, Board of Directors and Strategic Planning. Assists in developing preliminary data and background information for the annual budgets of these cost centers. Prepares or gathers from Officers and Directors appropriate bills and travel vouchers for the President/CEO’s approval.

7. Replies directly to general inquiries on non-technical topics and brief correspondence. Drafts replies to correspondence, as directed; monitors President/CEO’s immediate tickler file for upcoming deadlines; and follows through on the necessary details. Exercises judgment in handling and especially forwarding correspondence to other staff members when appropriate.

8. Coordinates paper flow, including reviewing all mail. Logs and maintains a correspondence control system for all correspondence for the President/CEO and elected Officers. Scans and sorts incoming mail and interoffice correspondence into priority categories; notes items of interest based on current projects. May retrieve and attach background material before forwarding.

9. Creates documents from President/CEO’s notes, handwritten drafts, and recordings. Edits copy for grammar, punctuation, spelling, and consistency.

10. Reviews outgoing documents requiring signatures for general format and style, content and possible sensitivity. Format and style include editing for grammar, punctuation, spelling and consistency. Reviews final for formatting for a variety of documents including: correspondence, agendas, releases, minutes, speeches, position papers and reports, charts and tables, etc.

11. Maintains the Office’s electronic and paper filing systems to ensure ready access to materials. Files and retrieves materials, establishes new folders, as needed, and periodically purges data of outdated materials.

This position description should not be construed to contain every function and/or responsibility that may be required to be performed by an incumbent in this job. Incumbents are required to perform other functions as assigned.


SPECIFICATIONS:

Undergraduate degree preferred with at least 5 to 7 years experience working with senior executive(s). However, significant and relevant experience may be substituted for a portion of the educational requirements. Must possess advanced Microsoft Office (Word, Excel, PowerPoint) software skills and exceptional grammar and communications skills. The position also requires the ability to multitask and prioritize a dynamic workload. Strong emphasis on accuracy and timely turnaround of projects and assignments.

Punctuality, accuracy, discretion, high level of professionalism, exceptional organizational skills, attention to detail, and the ability to interact positively with others are also essential traits for the incumbent. (S)he must have the proven ability to handle sensitive and/or confidential information with discretion. Familiarity with trade associations and experience with Board-level processes also required.

• Location: Washington, DC
• Compensation: 80-90K
• Principals only. Recruiters, please don't contact this job poster.
• Please, no phone calls about this job!
• Please do not contact job poster about other services, products or commercial interests.

Non-profit state certified home care agency is seeking Executive Director to take over successful agency in its 4th year of operation. The Executive Director reports to the Board of Directors and is responsible for the operations, oversight and success of all aspects of the home care agency including compliance with all company policies, and pertinent state and federal regulations.

QUALIFICATIONS:
• Degree in nursing, social services, health care administration, business or a related field
• A minimum of 4 years successful administrative experience in a related field
• Meets requirements of OAR’s for Administrator of an in-home care agency
• Ability to develop a company through effective customer service and marketing
• Strong leadership abilities
• Confident and self-directed

RESPONSIBILITIES:
• Responsible for overall operations and direction of the organization, including policies and procedures, marketing and daily operations.
• Strong knowledge of all company policies and procedures as well as regulations as they pertain to in-home care in the State of Oregon and assure compliance through effective supervision of key staff.
• Responsible for recruiting, hiring and managing key staff through effective leadership, supervision and communication. Assures all key staff members are accountable and effective in their position.
• Assures the agency meets high standards of quality care and service while operating in a financially solvent manner by assuring that all staff deliver outstanding customer service; handling all customer service concerns and complaints expeditiously and in a manner in which results in customer satisfaction; assuring that field staff is effective through good communication and training; assuring that staffing for each case is stable and reliable.
• Communicate frequently with clients and their families to ensure confidence and customer satisfaction.
• Assures cost control by reducing overtime and monitoring expenditures.
• Develop and implement marketing plan that includes building strategic partnerships, direct marketing calls, and other strategies that are measurable and successful.
• Produce and analyze weekly progress reports to review with board executive committee to monitor agency’s progress towards business goals.
• Reviews, analyzes and presents monthly financial reports to the Board of Directors.
• Participates in the development of the annual budget including fiscal and operational projections. Monitors progress towards these benchmarks.
• Keeps Board of Directors aware of all issues that may adversely affect the reputation, liability, and/or solvency of the company. This may include, but is not limited to, accidents/incidents, dissatisfied customers, increased competition, labor issues, etc.
• Supervises after hours on-call system. Assures availability of management staff during hours of operation as well as on-call hours.
• Assures that all services and operations are within the Oregon Revised Statutes and Oregon Administrative Rules governing home care agencies.

• Location: SW Portland
• Compensation: DOE
• This is at a non-profit organization.
• Principals only. Recruiters, please don't contact this job poster.
• Please, no phone calls about this job!
• Please do not contact job poster about other services, products or commercial interests.

This position will provide Administrative and Office Assistance in arenas of Organizational Development, 20%, Administration, 20%, and Communications/Development 60% (Database management, donor relations, e.g. thank you letters, and Friend and Fundraising support: newsletters, web, social media) to Mike Program (Multicultural Integrated Kidney Education Program)

Regular Position, 30 hours per week. Infrequent evenings and weekends.

MIKE Program, www.mikeprogram.org, is a small 501 (c) (3), not-for–profit, public benefit corporation. The program’s mission is to empower youth to be ambassadors of health in service to their diverse communities through mentorship, partnership, and the promotion of healthy kidneys. MIKE Program is a community-based nonprofit organization primarily offering regional programming in the Portland Metro Area. MIKE Program’s cardinal activity is one of youth mentorship/youth empowerment. The program works collaboratively with teachers and case managers to place volunteer mentors with youth groups in schools and agencies to support MIKE Program curriculum; which is designed to equip youth to train peers, family, and community in healthy behaviors through project-based service learning. The curriculum is consistent with youth development principles to enhanced personal and community assets.

Program is the Administrative Assistant to the Board of Directors to reach program goals and primarily assists the President of the Board who is also the Volunteer Executive Director. The office atmosphere is quiet, highly professional and friendly with a focus on organization of the complex activities and tasks of a generalist. This position must be able to function independently and as part of a team. This position maintains a sense of committed urgency within a non-profit environment characterized by shifting priorities that will be established cooperatively with the President. We are seeking someone who has a mature understanding of the importance of this position and values this position as a professional goal.

Core Competencies include open communication, ability to delegate both responsibility and authority to volunteers, cooperative effort and teamwork, and superior listening, verbal, and writing skills achievement of the highest level of confidentiality while working with the public, and the ability to work independently and as part of a team. The successful candidate will be detail oriented with excellent organizational skills while adjusting to serial tasks and shifting priorities. The person filling this position must be able to prioritize, focus on, and execute tasks. Previous non-profit work experience is desired.

Responsibilities:
A. Organize physical office space in cooperation with co-workers

B. Maintain policy and procedure handbook

C. Organize, manage and maintain an up-to-date, comprehensive system of document tracking and filing both electronic and hard copy

D. Oversee administrative projects and train administrative volunteers and interns

E. Develop and maintain databases, prepare reports

F. Track and file donor data

G. Prepare donor thank-you and tax records letter

H. Handle routine correspondence and emails and process outgoing mail

I. Respond to telephone and in-person inquiries

J. Oversee computer and telephone systems including hardware and software, backup systems

K. Maintain inventory of program equipment and supplies, ordering same when necessary or requested

L. Format and print draft and final copies of correspondence, reports and educational materials from written drafts, verbal instruction, or notes

M. Code receipts and statements and distribute monthly to Bookkeeper for Bookkeeping and Financial Reports

N. Prepare accounts payable and reimbursement checks for signature

O. Assist with on-site meetings, take or transcribe and distribute minutes of meetings including weekly staff meetings

P. Receive, review for accuracy, respond to, maintain, and file and/or route all reports and records

Q. Work in cooperation with the Volunteer Coordinator to coordinate volunteer activities including event logistics, project participant activity, and program partner activity

R. Coordinate short term and long term office space and rental agreements, contacting and evaluating potential vendors, initiating contracts for review and maintaining contracts, and evaluating and reporting on performance

S. Make meeting arrangements and format, prepare and print program documents

T. Serve as liaison for President and other key volunteers; attend meetings when requested

U. Maintain calendars, reserve facilities and coordinate logistics for workshops, in-services, meetings

V. Format, produce, and distribute workshop, in-service, meeting materials

W. Maintain records of and coordinate reporting of grants and organization materials

X. Prepare Newsletters and Annual Report for printing and mailing. Track bulk-mail account.

Y. Coordinate web site updates and contribute to content management system

Z. Ability to inform budgets, proofread, and provide copy

AA. Perform other related duties as assigned.

Qualifications:
1. Four years of applicable office experience

2. Operate PC computers and demonstrated ability with various software programs including Microsoft Office Suite and Adobe Creative Suite with the ability to perform basic imaging manipulation and editing

3. Familiarity with social media outlets including Facebook, Flickr, and YouTube and their functionality

4. Type at least 60 wpm with accuracy on word processor

5. Ability to proof-read accurately

6. Expert telephone etiquette

7. Ability to operate and trouble-shoot all standard office machines and equipment

8. Ability to pass a criminal background check and drug testing

Other: This is an office job. Must be able daily to sit, view a computer monitor, bend and reach to access standard files and infrequently must be able to lift up to 40 pounds.

How to apply: Submit a cover letter, a résumé, and three references to MIKE Program, Box 91194, Portland, Oregon 97291 and email same to the email address above. The successful candidate will be invited for an interview. An invitation for an interview does not constitute promise of hire. This position is open until filled.

• Location: 9155 SW Barnes Road Suite 221
• Compensation: Salary and benefits: $12.50- $16.00 hour depending on experience and qualifications. Free parking, holidays and paid time off commensurate with hours worked. A performance review will be conducted by the Board at 3 months and annually.
• This is a part-time job.
• This is at a non-profit organization.
• Principals only. Recruiters, please don't contact this job poster.
• Please, no phone calls about this job!
• Please do not contact job poster about other services, products or commercial interests.

Landesa Senior Program Associate, Seattle Washington

Organization Summary
Landesa works to secure land rights for the world’s poorest people—those 3 billion chiefly rural people who live on less than two dollars a day. Landesa partners with developing countries to design and implement laws, policies, and programs concerning land that provide opportunity, further economic growth, and promote social justice.
Position Summary

The Landesa Senior Program Associate (SPA) undertakes a variety of administrative duties in support of Landesa’s program management, technical staff, and fee-for-service (FFS)/grant acquisition staff. The SPA may be asked to perform other appropriate tasks in support of the organization.

Core Duties:

Performs (and is capable of defining and planning) all administrative duties in support of program staff including:

• Prime contract or grant administration tasks, including negotiations, overseeing or performing contract compliance activities, compiling required information, reporting, preparing amendments/authorizations, pricing, and close-out.
• Procurement of materials and consultant/subcontractor services, including bid/solicitation preparation, bid/proposal analysis and evaluation, price/quantity/terms negotiation, purchase order and contract/subcontract preparation, life-of-contract administration, invoice review and approval, and PO/subcontract close-out.
• Drafting, editing, and formatting a variety of written materials, including reports, memorandums, presentations, proposals, plans, statements of work, and training materials.
• Document and file management and maintenance, including organizing and filing electronic and printed materials, and retrieving and delivering documents in a wide variety of formats domestically and overseas.
• Performing research assignments related to program technical subjects and to management/administrative duties.
• Scheduling and preparation for meetings and workshops.
• Planning and performing a variety of logistical tasks, including arranging for overseas translators, interpreters, transportation, and facilities rental.
• Overseeing and performing overseas office administrative setup and operation, including hiring of administrative staff.
• Facilitating communications between domestic and overseas staff as appropriate.
• Assisting program managers with staffing coordination.
• Providing support to all fee-for-service procurement activities and to grant acquisition efforts.
• Some travel may be required.

Required Qualifications

Education: B.A. or B.S. undergraduate degree is required preferably in the field of international relations, business, agriculture, environmental sciences, natural resources management, or a related field. Graduate degree in an equally related field highly desirable.

Experience: A minimum of 6 years of progressively responsible administrative and administrative management and program/project support experience that includes the performance of some or all of the duties described above. Previous experience with overseas project delivery and operations is desirable but not mandatory.

Administrative Skills and Knowledge: Excellent word processing and other computer skills; document generation and management; file organization, maintenance, and management; knowledge of or great interest in international development issues; scheduling; meeting and event logistics; implementation and management of general administrative functions; administrative cost accounting; and other activities as required by the general practice and operation of Landesa.

Contracting and Procurement Skills: Basic but well-developed and functional knowledge of contracting and subcontracting principles that are applicable in the commercial, non-profit, and federal government arena. A working knowledge of federal contracting principles, the Federal Acquisition Regulations (FAR), and OMB grant circulars is a plus.

Work Habits: Landesa operates at the highest levels in the international development community. As such, the expectations of performance are high, but fair and reasonable. Professional/work-place characteristics must include but are not limited to accuracy, transparency, efficiency, thoroughness, regularity, timeliness, and punctuality.

Interpersonal Skills: Ability to work in support of and collaboratively with a range of people at all levels, including Landesa management and program staff, board members, donors, clients, contractors, outside vendors and suppliers, and other administrative staff members. Landesa operates, fosters and lives by and through our organizational values of respect, learning, collaboration, dedication and impact. Successful candidates will share in these values.

Teamwork Skills: Ability to work as a member of teams, including the ability to listen, willingness to commit time and resources to team efforts, and the ability to communicate clearly and honestly.

Communications Skills: Ability to communicate well in writing, orally, and non-verbally. Includes an ability to make and use distinctions as to types, frequency, tenor, and levels of communications, depending upon the circumstances, audience, recipient, and content; ability to successfully work with cross-cultural communications.

Software Skills: Highly skilled in the use of Word, Excel, PowerPoint, Outlook, Adobe programs, and the Internet. Familiarity with grants.gov, CCR, and fedbizopps.

To Apply:

please submit a resume and cover letter by April 30, 2011 to jobs@landesa.org with the title in the subject line. Landesa is an Equal Opportunity employer.

• Location: Seattle, WA
• Compensation: DOE
• This is at a non-profit organization.
• Principals only. Recruiters, please don't contact this job poster.
• Please, no phone calls about this job!
• Please do not contact job poster about other services, products or commercial interests.

Although the 60-40 Republican majority leaves Iowa House Democrats few opportunities to block legislation, the Democratic caucus has taken a high-profile stands against some GOP proposals this year. House Democrats spoke passionately against preschool cuts in the first major bill of the 2011 session. Democrats fought the GOP's bill to restrict collective bargaining at public rallies, all night in the House Labor Committee and for days on the House floor. The ranking Democrat on the House Appropriations Committee spoke out against the GOP's income tax cut bill, and Democrats tried to redirect that proposal toward middle income Iowans.

In contrast, House Democrats have made little noise about bills that elevate the needs of agribusiness over the public interest. Earlier this month, nearly a quarter of the Democratic caucus voted to protect factory farms from undercover recordings to expose animal abuses. I saw no public comments from House minority leaders opposing that bill, which may well be unconstitutional.

Last week state representatives approved House File 643, which transfers several water quality responsibilities from the Department of Natural Resources to the Iowa Department of Agriculture and Land Stewardship. After minimal floor debate, seven Democrats voted with all the Republicans present for a bill that would impair efforts to limit water pollution. I saw no public comments or press releases from House minority leaders criticizing the bill or decrying its passage.

Follow me after the jump for more on House File 643 and its implications.
During last year's campaign, Republican gubernatorial candidate Terry Branstad repeatedly criticized the Iowa DNR for allegedly taking too tough a stand on pollution. House File 643 (originally numbered House Study Bill 148) grew out of Governor Branstad's proposal to move water programs from the DNR to the more business-friendly agriculture department. Branstad's claim that the move would improve efficiencies doesn't stand up to scrutiny.

Bill Ehm, water policy coordinator for the DNR, said the complexities of transferring the programs would take at least a year to complete, and would cost money. He said officials from both the DNR and Agriculture were already working together to coordinate a transition.

Ehm said he knew of no complaints about the DNR's administration that prompted the legislation.

"In fact, we just got a review from the (federal Environmental Protection Agency) and came away with exemplary remarks in their analysis of our program," Ehm said. "The EPA allows us to use 10 percent of their funding for administrative costs, and we only use 5 percent. I think we've made pretty efficient use of our federal support."

According to Iowa Environmental Council Executive Director Marian Riggs Gelb, the U.S. EPA "recently warned that if the bill passes it would severely stress limited state and federal resources."

The clear intent of House File 643 is to give agribusiness more leverage to block enforcement of water quality standards. The lobbyist declarations for the bill show only the Iowa Farm Bureau Federation's representatives in favor. Farm Bureau has fought every attempt to regulate agricultural pollution and filed a lawsuit last year to block the DNR's most significant water quality policy of the past decade.

The original draft of House File 643 moved all water monitoring programs from the DNR to IDALS as well. That raised red flags with Iowans who have experience in this area:

Erv Klaas, professor emeritus of Iowa State University's department of Natural Resource Ecology and Management, has participated in the DNR's volunteer water monitoring program for nine years. He thinks both bills are "an extremely bad idea."

"The people I talk to are really worried about (the Agriculture Department) being unable to really continue watershed assessment," Klaas said. "Volunteers monitor 3,000 sites across the state with a minimum amount of expense from the DNR. We're are the watchdogs; we are often the first to discover problems."

Klaas said the bills hand down much of the burden of the added programs to local soil and water conservation districts, which are "operating on a 1994 budget," which will also result in less water monitoring. Klaas is a commissioner for the Story County Soil and Water Conservation District.

Riggs Gelb believes that is part of the intention of the legislation.

"Part of the point is to monitor less," she said, "and then the less data you have, the less information you have to make claims that something is an impaired waterway. If we don't know about it, then everything's fine."

Extensive data collection is crucial. One section of House File 643 states,

Numerical standards shall have a preference over narrative standards when determining whether a water of the state is supporting its designated use or other classification. A narrative standard shall not constitute the basis for determining an impairment unless the department of agriculture and land stewardship identifies specific factors as to why a numeric standard is not sufficient to assure adequate water quality.

First-term Republican State Representative Brian Moore offered an amendment in response to concerns about giving Secretary of Agriculture Bill Northey's department control over water monitoring. State representatives approved Moore's amendment during floor discussion before passing the bill. (Click here for the full bill history.) Moore's amendment didn't fix House File 643's central problems, though. Jerry Peckumn, a farmer who chairs the Iowa Rivers Revival board of directors, explained in this recent legislative update:

State Representative Moore filed an amendment to make changes from last week's bill;  the amendment leaves the $2.9M water quality monitoring at the DNR for a year.  Language in the amendment gives the IA Department of Land Stewardship (IDALS) and Water Resources Council authority to determine where and how DNR spends water quality monitoring (assessment protocol, assessment report and impaired waters list) and how to interpret and use data for assessment and prioritization decisions all will be made by IDALS.

Do you want IDALS to determine if water quality is good enough?  There are two major problems with them managing clean water in Iowa.  One, there is a inherent conflict of interest in promoting agriculture and making long term decisions on water quality.  The other is the lack of transparency within the IDALS and too many unanswered questions.  Where do project funds go and who directly benefits from funding conservation projects on private property?  The DNR is forced to be open because the citizen commission provides public oversight of the programs.

The amendments to  HF 643  - DO NOT fix the problems in the bill. The bill would leave water monitoring funding with the DNR for now...but all decisions would be made by IDALS on where and how to monitor water quality. It could mean an end to Project AWARE.

The current program managed by the DNR is now ranked 9th in the country for efficiency.  There is very little chance that this change will be efficient or more cost-efficient, and in fact, will likely cost the taxpayer more for some time to come.  It appears there is a great desire by Farm Bureau to gain more control of the clean water planning by moving development of TMDL plans (Total Maximum Daily Load of pollutants) for non-point water pollution (anything entering our streams not through a pipe) to the IDALS.  It is unprecedented by any other state to have the DNR prepare one part (point source) of the TMDL and the IDALS prepare another part of the plan-it really makes no sense if you want plans for clean water.  The Iowa DNR has registered in favor of this bill now, but you have to remember that the Governor appoints the Director of the DNR and may remove him at any time for any reason.  The Governor said on WOI Radio (link below) that he is in favor of moving the clean water programs to save money but has offered no analysis showing how those savings would be made.

Here's the link to Branstad's March 21 comments on Iowa Public Radio. Project AWARE is A Watershed Awareness River Expedition. Hundreds of Iowans have volunteered for that DNR program to help clean up garbage in Iowa rivers.

Advocates for environmental protection in Iowa have been sounding the alarm about this proposal for weeks. The Cedar Rapids Gazette's editorial board commented on March 11:

The legislation smacks of retribution against an agency that has taken its lumps, fairly and unfairly, over the years. This is not part of some major new initiative to improve water quality or manage watersheds with hopes of controlling flooding. The bill doesn't come with beefed up spending or fresh ideas.

This is about taking money and authority from an agency the House majority dislikes and giving it to one it likes better. That's not a good enough reason to tinker with critical programs. We've seen no evidence presented that the bill will make water any cleaner or flooding any less likely. And it's worth noting that many of the DNR rules and regulations now faulted by lawmakers were first approved by lawmakers.

We question whether the ag department, charged with supporting and promoting Iowa agriculture, should be in charge of policing water quality. Efforts to improve waterways and better manage watersheds aren't always popular with agricultural interests, as the DNR has discovered. We think the ag department's current role is inconsistent with the role of a water regulator.

Democratic leaders in the Iowa House didn't take up those arguments. Whereas the collective bargaining bill inspired passionate Democratic speeches to the House floor, House File 643 generated relatively little discussion. The Iowa House Journal from March 23 (pdf) covers the legislative action. Democrat Vicki Lensing offered an amendment to require quarterly reports on the transfer of powers from the DNR to IDALS; that was ruled out of order. Lensing then offered an amendment to ensure continuity in data collection, which was adopted. Democrat Beth Wessel-Kroeschell withdrew an amendment on employee retention at IDALS. Moore's amendment passed, and then the House proceeded to a final vote on the bill. The roll call shows 64 votes in favor, including all Republicans present and Democrats Deborah Berry (district 22), Helen Miller (district 49), Dan Muhlbauer (district 51), Brian Quirk (district 15), Roger Thomas (district 24), Andrew Wenthe (district 18), and John Wittneben (district 7). Several of those House Democrats also voted for a bill prohibiting secret recordings and other "interference" on Iowa farms. Rural Democrat Kurt Swaim (district 94) was absent for the vote on House File 643.

Many of those Democrats also belong to the rural caucus Iowa House Democrats formed late last year to focus on rural economic issues, "rural job creation, meeting Iowa's rural infrastructure needs, and guaranteeing adequate resources for rural schools." Berry and Lykam are exceptions, representing districts in Waterloo and Davenport, respectively. I don't know why they would want to give the agriculture department control over water quality programs.

Bad bills for the environment sometimes made headway in the Iowa legislature even when Democrats controlled both chambers, so it's no surprise that the Democratic minority didn't go to the mat to fight House File 643. Nevertheless, it's discouraging to see House Democrats unwilling to make the case against a clear assault on Iowa water quality. I'll remember that next time a phone banker calls me seeking a donation to the House Truman Fund.

P.S. The Iowa Senate version of legislation to transfer water programs to IDALS passed the Agriculture Committee and was referred to Senate Appropriations. After House File 643 cleared the Iowa House, it was referred to the Senate Natural Resources and Environment Committee, which hasn't yet considered it. Even if the Democratic-controlled Iowa Senate blocks this bill, Governor Branstad may exercise his power to put certain programs under the jurisdiction of IDALS.

Susan Sigl, General Partner, SeaPoint Ventures

Susan co-founded SeaPoint Ventures in July 1997. She is involved in all aspects of the Firm's venture capital activities including deal-flow generation, review of proposals, due diligence, deal structuring and portfolio management. Susan is also actively involved in public relations, investor relations and the management of the firm's financial and administrative functions. Susan began her career at Price Waterhouse in Houston, Texas. She subsequently held financial executive positions in several privately held, entrepreneurial companies in both Houston and Seattle. Susan is actively involved in Northwest organizations. She was the past President of the Evergreen Venture Capital Association and an originating Board member for the Northwest Chapter of the Forum for Women Entrepreneurs. Susan has been a long-standing mentor in the University of Washington's MBA Mentor Program and was previously an Advisory Board member of Seattle University's Entrepreneurship Center. Susan is a Board Director of Entomo, Inc. Susan served as the Interim Chief Financial Officer of SNAPin Software, Inc. and remains a financial advisor to SNAPin. Susan is the active Interim Chief Financial Officer of ZenZui, Inc. Susan received both her BA and MBA from the University of Washington.

Susan participated in the FundingPost event: Seattle Early Stage Venture and Angel Investing on Wednesday, Feb 7, 2007 in WA

SeaPoint Ventures
SeaPoint Ventures invests in early stage communications companies in the wireless, broadband and network transactional infrastructure sectors. The partnership's strength is derived from the extensive operational and entrepreneurial backgrounds of the individual partners, as well as its strategic affiliations and strong reputation within the venture capital and wireless communications industries. Partners at SeaPoint actively contribute their experience, relationships and ideas to the firm's portfolio companies. SeaPoint's strategy is to lead deals and syndicate with other quality investors. We employ our in-depth industry knowledge and operational experience, through board participation and hands-on involvement, into building successful businesses. SeaPoint invests in companies that have the potential to be leaders in large growth markets, with technologies that enable significant market trends to occur, and we are typically the first institutional investor in our portfolio companies. Specifically, we invest in the following sectors: Wireless/telecommunications infrastructure and Internet transactional infrastructure.

Some Previous Investments:
Airspan
Wireless DSL systems and solutions to both licensed and unlicensed service providers around the world. (AIRN)

Hubspan
Customer integration application using sophisticated, machine-to-machine and portal based integration tools, network services and transaction processing infrastructure.

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The Oregon Medical Board is looking for an experienced Chief Investigator to lead a team of professional investigators and manage the agency’s investigation and compliance program. This position is located in downtown Portland, overlooking the beautiful Willamette River.

The Oregon Medical Board licenses and regulates Oregon medical doctors, osteopathic doctors, podiatrists, physician assistants and acupuncturists. Collectively, they are referred to as “licensees.” The Board licenses, monitors, disciplines and educates its licensees to assure their fitness and competence to serve the people of Oregon.

The Investigations Department is the enforcement and compliance arm of the agency. It receives and investigates complaints against licensees of the Board and applicants for licensure to determine whether there has been a violation of the Medical Practice Act or the Oregon Administrative Rules. This section monitors licensees against whom action has been taken to ensure compliance with terms of probation and to assist with rehabilitation.

The person in this full-time position will manage a staff of eleven trained professional investigators and support staff tasked with providing statewide coverage for the Board’s mandated investigation and compliance functions.

Specifically:
-Assign cases and direct investigative and compliance workload
-Lead and guide investigators in developing approaches to complex, unusual, or highly sensitive investigations
-Ensure that substantiated complaints are appropriately investigated, documented and resolved
-Review completed investigations and recommend appropriate disposition
-Act as the primary point of contact for the agency’s legal counsel
-Engage in case settlement negotiations
-Oversee the monitoring of licensees required to comply with Board ordered stipulations/probation conditions
-Develop and implement internal policies and procedures
-Serve as a resource specialist to investigations/compliance staff and other agency staff in matters pertaining to investigations and compliance

REQUIREMENTS:
Must have six years of experience in supervision, staff-technical or professional-level work related to investigations and compliance, two years of this experience must have included program or project leader responsibility involving one or more of the following areas: development of program rules and policies; development of long- and short-range goals and plans; program or project evaluation; monitoring and controlling or preparing a budget. A Bachelor’s degree or equivalent course work (144 quarter hours or 96 semester hours) in a field related to management (such as Business or Public Administration), or a field closely related to our investigative program may be substituted for three years of the required experience. It will not substitute for the two years of specialized experience.

A strong background in investigations, extensive experience leading a team of professionals, knowledge of governmental processes, interpreting, applying and writing policies and procedures, and excellent writing skills are preferred.

For detailed information about this position and the Oregon Medical Board, please visit our website at http://www.oregon.gov/OMB/. If you are interested, you should apply now as we could stop taking applications at any time.

The State of Oregon is an Equal Opportunity Employer.
 

To Apply for this position, please CLICK HERE

Note: This hypothetical case involving Mauritania, France, and Norway is strictly for the purpose of illustration. It does not reflect actual projects or conversations.

Q: What kind of legal structure could establish a city in Mauritania?
A: Mauritania could sign an agreement with France and Norway which creates a development authority that has the right to administer the basic functions of government in the special reform zone. Each country could be party to the appointment of development authority officials. This kind of international agreement has many historical precedents including Hong Kong’s Basic Law and the Regional Assistance Mission to the Solomon Islands.

Q: How would the leader of the development authority be selected?
A: One possibility is for the three countries could each appoint a representative to a board. The board could appoint and replace the executive leader of the development authority by majority vote.

Q: Why would a country like Mauritania offer up 1000 sq. km of its land for such a zone?
A: Mauritania has 1 million sq. km. of land and less than 2 million citizens. 1000 sq. km., even if located on its coast, would have a very small opportunity cost. If the development authority administered a city that grew to 10 million people, the citizens in Mauritania would realize huge economic advantages from close proximity to a regional hub city—a gateway to the rest of the world. For example, they would have access to an airport with direct flights to many other hubs. Acting on their own, the less than 2 million Mauritanians are not numerous enough to develop a major node in the global network of large cities.

Q: Why would countries like France and Norway act as guarantors of legal rights in a new city in Mauritania?
A: They would do so for the same reasons that motivate foreign assistance: to make the world a better place. In particular, they might conclude that charitable aid to some other state with a weak system of governance does very little to improve the quality of life worldwide. By helping to oversee effective governance in a special reform zone, they could help to attract residents, employers, and investors from all over the world, for the benefit of all. The effort would cost their taxpayers no net outlay and would do much to improve the quality of life worldwide.

Q: How could a new city in this zone grow to a size of 10 million people?
A: If the development authority allowed free immigration into a well run city, it could easily attract 10 million people. Gallup reports that 700 million people worldwide are ready to move permanently to another country if given the chance. This figure reflects the desire of many people to escape ineffective systems of rules and seek opportunities where they feel they can be safer and more prosperous.

Q: What kind of citizenship would migrants to this new city have?
A: They would retain citizenship in their countries of origin. They would not be citizens of Mauritania, Norway, or France. They would not have rights of permanent residency in Mauritania, Norway, or France. They would have rights of permanent residency in the special zone and the new city that grows up there.

Q: Why doesn’t the government of Mauritania assume the roles of host and guarantor?
A: First, acting alone, the government in Mauritania may not be able to make sufficiently credible commitments that the contracts and regulations protecting infrastructure investments in such a zone will be protected for many decades into the future. As a result, the government would face difficulties attracting foreign investment and would have to self-finance nearly all infrastructure investment. This would make it impossible for Mauritania to build a city that can house 10 million people in any realistic timeframe. By using the institutional credibility of its allies, Mauritania can generate far higher levels of investment and job creation in a special reform zone. Second, an existing social and political system would almost surely be destabilized by inflows of immigrants that outnumber residents by 5 to 1. By establishing a special reform zone in which immigrants retain their source country citizenship and become permanent residents of the new city but not become citizens of country, Mauritania can realize the economic benefits of urban immigration while avoiding political instability.

Q: What would prevent a future leader of Mauritania from expropriating investments in the new charter city?
A: Enforcement of the obligations in international agreements depends on whether the violations are observable and on the willingness of the other nations of the world to resist the violation. Many threats to private investment arise precisely because violations of the laws or agreements involve shades of grey. For example, if a firm invests in a power system in expectation of one regulatory regime and regulations change in a way that harms its investment, it may be hard even in principle to decide if this represents a violation of the original contract or an allowed use of discretionary regulatory powers.

As guarantors, France and Norway could provide the neutral, external judicial review that can send clear signals when these types of violations occur. The countries might also agree to rely on some formal body like the European Court of Justice to play this role. Public signals about violations of the agreement can deter bad behavior before it occurs simply by holding firms, the host country, and the development authority accountable. Public arbitration in such a system can also greatly reduce the possibility of conflicts that might otherwise lead to armed confrontation between city authorities and the host government.

The special feature of an international agreement which grants special administrative authority over a specific tract of land is that any armed incursion would literally involve projection of military force across a “line in the sand.” Security forces on the border of the zone, more than likely forces staffed by migrants to the zone from a diverse set of countries, would ensure that any unauthorized entry into the zone would require force. Experience suggests that it is relatively easy to mount an international response to this kind of blatant, opportunistic use of military force.

Q: Couldn’t a future leader of Mauritania limit the flow of goods and people in and out of the zone and use this as a less observable way to threaten and harass the government in the zone into giving it additional concessions?
A: Because of this threat, viable zones would be those located on the coast with their own ports and airports.

Q: Could one afford to build a new port and new airport, and to run new fiber cables, to a new city in Mauritania?
A: If it will grow to 10 million people with 3.3 million workers, these fixed costs are totally manageable. For example, if a new airport costs $5 billion and long term real returns are 5%, then the interest cost of a new airport would be $75 per worker per year. This would be a minor cost for a firm that located in the zone.

Q: Would the agreement specify that the territory be returned to the sole control of the government in Mauritania at some future date?
A: If Mauritania had a large population and supplied the majority of the residents of the new city, it might make sense for the treaty to provide for eventual reunification with Mauritania. However, if the city is populated by 10 million people who move there from other nations, Mauritania might not ever want to allow for a reunification that forces it to recognize the residents as citizens. Nor might the residents of the city want to be forced to become citizens of Mauritania.

One flexible arrangement might be to allow for the consideration of proposals for reunification after some specified date. A proposal would be accepted only if citizens of Mauritania and residents of the city both agree. The agreement might even specify that the city’s charter remain in effect even after the host government reassumes sole control. Without a proposal accepted by both sides, the existing arrangement could remain in force.

Q: How might the new city be governed?
A: In the beginning, something similar to the “central bank” model of governance might be the most desirable, with powers of appointment that rest in the three member board with representatives from the three nations. This kind of arrangement might be the one that is most likely to provide the credibility to make the city a safe destination for people from many nationalities, tribes, ethnicities, and religions. It also might be the best one for rapidly building out infrastructure.

Over time, the system of local government could evolve toward more voice for local residents and local democratic control, subject perhaps to some form of external judicial review that helps ensure adherence to the rule of law and the city’s charter. For example, the court of final appeal for judicial decisions in the independent nation of Mauritius is the Privy Council in Britain. In the same way, the charter for the city could provide instead that the European Court of Justice or a similar body, provide the same function for judicial proceedings in the zone.

Q: Before the leaders of the zone face the threat of removal or the reward of reinstatement in local elections, how would the rights of the residents be protected?
A: First, the citizens would be protected by the legal system established by the charter. As mentioned above, it could provide for judicial review of executive decisions. The review could terminate with final appeal in an external court like the European Court of Justice or a similar body. From the beginning, this would offer legal protections far greater than those afforded by most source countries. Second, an unrestricted right of exit would also protect residents from forms of bad governance that are not illegal. The right of exit would be even more valuable if there were many comparable charter cities, all eager to attract new migrants.

Q: How could the zone prevent illegal immigration from Mauritania? How could Mauritania prevent illegal entry by residents in the zone?
A: The government in the zone would have to patrol its border with Mauritania and stop illegal movement in either direction. A city of this size, located on a coast, would have roughly 60 to 90 kilometers of border to monitor. Monitoring a border of this size is much less difficult than monitoring the 3200 kilometer long border between the United States and Mexico.

Q: Would the new city have its own currency?
A: A city of 10 million people could indeed have its own currency. The nation of Singapore, a city of just 5 million people, manages its own currency very effectively.

Q: Wouldn’t this amount to a form of colonialism?
A: Colonialism is a word that people use when they want to stir up emotions and stop rational discourse. The intended emotional response is guilt by association: “This sounds like colonialism. Colonialism was morally wrong. This must be morally wrong.” The best response when someone uses this term is to ask people to explain whether they mean that creating a charter city is morally wrong.

Q: Would it be morally wrong for rich nations to participate in the establishment of a new system of government on the African continent?
A: The best way to think about this question is through the lens suggested by Amartya Sen. If an initiative gives people who suffer from limited freedom new choices, it offers the most important type of development, the type that offers more freedom.

Many families in the developing world do not have the freedom to move to places that offer safety and opportunity. They do not have the chance to make a choice between staying in their country, where they might be able to exercise a right to political voice, and moving somewhere that offers more safety or opportunity. Each year, millions of high income individuals move to countries where they can’t vote because they want to pursue opportunities that they can’t get at home. It is difficult to see how giving poor families a comparable choice can be viewed as morally wrong.

If you've seen Brian Beutler's TPMDC story entitled,"Inside The GOP's Plan To Stifle Obama's Executive Branch Power," you're probably wondering what this is all about:

In the nearly two months since the November midterms, the conventional wisdom has centered on the idea that President Obama's agenda will be largely protected from an influx of Republicans by the Senate's arcane rules and his own veto pen. With 47 members in the 112th Congress, the GOP will lack a majority, let alone a supermajority, to pass the legislation they'd need to pass to undo Obama's accomplishments and blunt his progress -- as if he'd sign those bills anyway.

But Republicans are all too aware of this conundrum, and have been looking for ways around it. What they found is an obscure authority provided by a 1996 law called the Congressional Review Act. It provides Congress with an expedited process by which to evaluate executive branch regulations, and then give the President a chance to agree or disagree.

House Republicans will have carte blanche next year, and will be able to pass as many of these "resolutions of disapproval" as they want. The key is that a small minority in the Senate can force votes on them as well, and they require only simple-majority support to pass. If they can find four conservative Democrats to vote with them on these resolutions, they can force Obama to serially veto politically potent measures to block unpopular regulations, and create a chilling effect on the federal agencies charged with writing them.

Congressional Review Act. Does it ring a bell? For some of you, it might. Do you remember why?

How about this?

Sen. Lisa Murkowski (R-Alaska) is planning to call for a vote on a resolution to upend EPA's "endangerment" finding for greenhouse gases, a determination that paves the way for agency climate rules. Murkowski last month reached an agreement with Majority Leader Harry Reid (D-Nev.) to call for the June 10 vote.

Murkowski is attempting to undo the endangerment finding under the Congressional Review Act, which would require 51 votes to clear the chamber. Up to seven hours of debate will precede the vote; no filibusters or amendments would be possible.

That probably jogs some memories, yes?

Or what about this one?

On the Senate side, while the defense authorization bill's motion to proceed languishes in limbo, they'll move on to other business. First, a motion to proceed to a "resolution of disapproval" of a proposed rule promulgated by the National Mediation Board. Essentially, it's a rule about elections of union representation. The unions covered by the NMB (rather than the National Labor Relations Board) want certification procedures closer to those used by the NLRB. The NMB agrees and wants to implement that, and Republicans disapprove. Surprise!

So isn't this the sort of thing that would make Senate Democrats want to back off of rules reform, and perhaps convince them to preserve the filibuster, so that such things can be blocked? Well, no:

How does something like that make it to the floor under Democratic leadership? Well, the Congressional Review Act basically puts these resolutions of disapproval -- essentially legislative vetoes of proposed executive agency administrative rules -- on a fast track that can't be blocked or filibustered. So there's really no way to stop them except to either defeat the motion to proceed and/or the resolution itself.

Oh, P.S., resolutions of disapproval are Joint Resolutions, which means they go to the President for signature. Or veto.

Anyway, isn't that an amazing concept? The budget can't be filibustered because of the Budget Act that they passed in 1974. And reconciliation bills can't be filibustered because of Budget Act amendments from the 80s. And resolutions of disapproval can't be filibustered because of the Congressional Review Act, which they passed in 1996. What happened to that whole "200 year tradition of unlimited debate because that's the way the founders intended it" thing, yadda, yadda, yadda?

Answer: the Senate does what it wants, when it wants to. Including throwing out bits and pieces of the supposedly immutable law of the filibuster.

Just to make you a little more annoyed about this, what does it take to get one of these things to the floor in the Senate? Well, not only are such resolutions not subject to a filibuster, but they can also be discharged from committee with just 30 signatures. So get yourself 29 friends, and you're entitled to a place on the Senate's calendar, and a motion to proceed to the resolution is in order at any time thereafter.

Pretty cool, eh? Well, it is if you're a Republican who wants to make trouble for the administration but who believes both that the filibuster is sacrosanct, and that the rights of the minority are virtually nonexistent and constantly under attack, I guess.

ReStore Manager
Hours: Full-time, exempt
Reports to: Executive director
Consults with: Board of Directors, Development, Public Relations and ReStore advisory committees, Habitat ReStore and office staff, ReStore volunteers
THE ORGANIZATION

Solano-Napa Habitat for Humanity, Inc. (SNHFH) is one of 1,600 nationwide affiliates of Habitat for Humanity International (HFHI). It is an IRS-designated 501c (3) California non-profit corporation which serves both Napa and Solano Counties of the Bay Area in northern California. We are currently in the pre start up phase of developing a ReStore.

Position description
The ReStore manager is responsible for the effective and efficient financial, operational and administrative management of the Resource Development including the start up and operation of a ReStore for Habitat for Humanity. The manager provides overall leadership for the ReStore in accordance with its business plan and in consultation with the Executive Director, the ReStore advisory committee and Habitat for Humanity International’s guidelines and recommendations. The ReStore manager supervises the staff employed at the ReStore as well as a diverse group of volunteers who work at the store. The ReStore manager is accountable for achieving the mission of the ReStore, which is to provide a long-term, stable funding source for our Habitat for Humanity affiliate, as well as reducing solid waste disposal and offering a resource for community members to purchase inexpensive merchandise.

Responsibilities
ReStore management, administration and oversight
• Oversees the daily operations of the Restore to achieve an efficient and effective flow of merchandise into the ReStore and sales to the public.
• Implements and revises, as necessary, a business plan to meet the goals established for the ReStore.
• Implements policies, procedures and directives established for the effective, efficient and safe operation of the ReStore.
• Accepts guidance from the ReStore advisory committee.
• Oversees the protection and maintenance of the ReStore’s assets.
• Reports all aspects regarding the ReStore, on a regular basis, to the Executive Director.
• Prepares and updates all publications regarding the ReStore.
• Recommends additions and/or changes to policies and procedures regarding the ReStore.
• Makes periodic reports to the Board of Directors on request of the Executive Director.
• Networks with other Habitat ReStores to share and gain new ideas for improving operations.
• Attends state and some national ReStore meetings.

Fiscal management and development
• Assists in the preparation of the annual budget for the ReStore.
• Oversees the finances and cash flow to ensure compliance with the approved budget.
• Reviews monthly financial reports.
• Review weekly sales.
• Assumes responsibility for all finances and fiscal controls for the ReStore.
• Ensures that the ReStore meets the financial obligations to our Habitat for Humanity in accordance with the approved budget.
• Ensures that adequate financial safeguards are in place to manage the handling of the money within the store.

Personnel and volunteer management
• Supervises trains and provides direction to staff, volunteers and future Habitat homeowners in the performance of their assigned duties.
• Evaluates the performance of ReStore staff members on an annual basis.
• Implements and enforces affiliate policies and procedures pertaining to employees and volunteers.
• Ensures that volunteers and staff are appreciated and recognized for their contributions to the ReStore’s mission and goals.
• Resolves interpersonal issues with volunteers, staff and customers in an effective manner.
• Works with the ReStore scheduler to ensure that the store is staffed appropriately for each business day.
• Gives direction to the team leaders to ensure the effective operation of the store on a daily basis and leads team leader monthly meetings.

Inventory and merchandising
• Develops and implements inventory tracking system for merchandise acquired and sold at the ReStore.
• Develops and implements plans to maximize both the quality and quantity of the inventory, including the participation in deconstruction projects.
• Develops and implements outreach programs to contractors, businesses and individuals to ensure that the store benefits from a steady stream of donations.
• Ensures that contributors receive receipts for their contributions.
• Recognizes the charitable contributions of major donors and works to develop and sustain a positive relationship with all donors.
• Ensures materials are picked up from donors on a regularly scheduled basis.
• Ensures inventory is cleaned and priced before it is displayed for sale.
• Ensures inventory is displayed in a logical, organized and safe manner that encourages customers to make purchases.
• Ensures donations fit within the ReStore guidelines of acceptable donations.
• Develops contacts and locations to direct donors in cases where donations don’t match ReStore guidelines or to dispose of donations left on ReStore premises.

Marketing program
• Develops and implements a marketing plan in conjunction with the ReStore advisory committee to include marketing to donors as well as customers.
• Prepares and/or reviews all marketing materials developed for the ReStore.
• Serves as a liaison with the community through speaking engagements and other forms of community outreach for Solano Napa Habitat for Humanity and ReStore.
• Ensures that ReStore information on SolanoNapaHabitat.org is up-to-date. has up-to-date information.

Facility management
• Ensures compliance with all city, state and federal regulations regarding the ReStore.
• Develops and implement systems and training to ensure the safety of employees, volunteers, donors and customers at the ReStore facility.
• Provides safeguards for the inventory and facility against theft and destruction.

Essential abilities
• Communicates effectively both verbally and in writing.
• Manages multiple projects with competing deadlines in an efficient, effective and timely manner.
• Manages and supervises people in a positive and effective manner.
• Demonstrates leadership, especially in the areas of change and growth in a positive and effective manner.
• Develops and implements strategic plans in retail operations including annual and monthly budgets, marketing programs and short- and long-term business operations and facility management/expansion strategies.
• Works effectively and positively with diverse populations.
• Resolves interpersonal conflicts among individuals in an effective and positive manner.
• Utilizes current technology to achieve the goals and plans for the ReStore.
• Demonstrates strong organizational and time management skills.
• Leads effectively in a crisis situation.

Working conditions
The employee must be able to sit for three to four hours, including work at a computer station. The employee must also be able to walk on cement floors for two to three uninterrupted hours in a crowded retail facility. Lifting and moving objects are sometimes required.


To apply
Send your resume to info@solanonapahabitat.org Application will close on January 30, 2011.


Disclosures

Solano-Napa Habitat for Humanity, Inc. (SNHFH) is a non-profit, ecumenical, Christian-based organization. However, it does not require participants to belong to or support any religion. SNHFH maintains a non-smoking, drug-free environment, and random drug testing may be required. SNHFH does not tolerate harassment or discrimination. SNHFH is an at-will employer. SNHFH encourage men and women from all backgrounds to apply for positions – both paid and unpaid. All staff, paid and unpaid, are required to sign, at time of affiliation, a confidentiality/non-disclosure agreement. A valid driver’s license and vehicle insurance is required.

Program Coordinator
Temp to Hire
$50,000-60,000

The Foundation Program Coordinator reports to the Executive Director. The Program Coordinator has primary responsibility for supporting a broad cross-section of the Foundation’s core activities including all functions of the Foundation’s Board of Trustees, donor development and acknowledgement, event planning, and publication development and production. The Program Coordinator assists the Executive Director with supporting the work of the Foundation’s Board of Directors and its Board of Trustees. The Program Coordinator also supports the Research Committee. The Program Coordinator will work with the Executive Director and the Chair of the Board of Trustees to coordinate all Foundation related activities.



RESPONSIBILITIES



1. Organize and oversee the Foundation Calendar of Activities. Coordinate all Foundation activities on an agreed-upon timeline. Maintain ongoing contact with Board members regarding status of programs and provide support as needed.

2. With guidance from the Foundation Board of Trustees, track and support short-term and long-term fundraising initiatives.

3. Coordinate annual fundraising events, including donation solicitations, event promotion, sponsor coordination and on-site logistics. Assist with other Symposium-related activities, as needed. Travel to the annual

4. Develop and maintain fundraising materials (e.g., letters, acknowledgements, forms).

5. Track, process and maintain all donations in database and send acknowledgement letters in accordance with an agreed upon schedule.

6. Support the development, editing process and production of publications including the Foundation newsletter, presentation documents and solicitation materials.

7. Oversee maintenance and development of the Foundation content on the website.

8. Organize various elements of Board of Trustee meetings and teleconferences including distributing meeting notifications, preparing Board meeting materials, making hotel arrangements and preparing minutes. May be required to travel to a one-day Board of Trustees meetings.

9. Prepare the annual Foundation budget with the assistance of the Executive Director and Chair of the Board of Trustees. Monitor program budgets throughout year.

10. Administer annual student awards program.

11. Respond to general inquiries about the Foundation.

12. Support the Research Committee including maintaining research grant information on the website, tracking incoming research grant proposals, distributing proposals for review and preparing notification letters.

13. Provide general administrative support for the Foundation officers, Directors, Trustees, Committees and Executive Director, including drafting documents, photocopying, filing, data entry and answering telephones.

14. Undertake other responsibilities as required.


POSITION QUALIFICATIONS



Skills:

1. Significant project management experience, including timeline monitoring and status reporting.

2. Detail oriented, highly organized and able to multi-task and work proactively, and complete tasks on agreed to time frames.

3. Independently motivated.

4. Excellent oral and written communication.

5. Proficiency in MS Word, Excel, Access and Outlook.

6. Possess and exercise high ethical standards as well as a cooperative and professional demeanor.

7. Professional telephone voice and manner, and the ability to handle various issues verbally with poise, and to communicate with doctors, faculty members and other leaders and members in an articulate and professional manner.



Education & Experience: Bacheor's degree is required. A minimum of 3 years administrative assistant level and project management experience is required. Previous employment with a non-profit charitable foundation or professional membership association is preferred.


Please email your resume by January 5, 2011 to be considered.

Steve Radelet, who joined the State Department last January to be Secretary of State Hillary Clinton's top advisor on development, is moving over to USAID to be their first ever Chief Economist.

Radelet left his post as a senior fellow the Center for Global Development to help Clinton during the development of the Quadrennial Diplomacy and Development Review, which was unveiled earlier this month. While at State he co-led the QDDR task force on aid effectiveness and helped stand up the Feed the Future Initiative, a huge program that will be transferred to USAID as part of the QDDR implementation. The Chief Economist job at USAID is new.

"The new position of Chief Economist (CE) will help establish USAID as a global leader for innovative policy analysis, research, and implementation," read an internal USAID email about Radelet's  move, obtained by The Cable. Radelet will be part of the senior management team and report director to USAID Administrator Rajiv Shah.

According to the email, the job will have four functions:

1. Building USAID's capacity to conduct rigorous economic analysis, especially macroeconomic analysis,
2. Developing a network of leading economic researchers and development economists,
3. Cultivating a new generation of economists and research analysts at the Agency, and
4. Providing strategic and analytical support to USAID's work in priority countries, and implementation of Presidential Initiatives and the Presidential Policy Directive. 

Before working at CGD, Radelet was a founding co-chair of the Modernizing Foreign Assistance Network. He was Deputy Assistant Secretary of the Treasury for Africa, the Middle East, and Asia from 2000 to 2002.

Read the full job description after the jump:

[[BREAK]]

Chief Economist

The new position for Chief Economist (CE) will help establish USAID as a global leader for innovative policy analysis, research, and implementation by:

1.      Building USAID's capacity to conduct rigorous economic analysis, especially macroeconomic analysis,

2.      Developing a network of leading economic researchers and development economists,

3.      Cultivating a new generation of economists and research analysts at the Agency, and

4.      Providing strategic and analytical support to USAID's work in priority countries, and implementation of Presidential Initiatives and the Presidential Policy Directive.

Structure:

The Chief Economist will work extensively across the agency with both the functional and regional bureaus.

The CE will report to the Administrator and be a member of the Senior Management Team. The CE will be part of the Front Office and have a special assistant and administrative support.

The CE will serve in an advisory capacity to the Bureau of Policy Planning and Learning (PPL) and the Bureau for Sustainable Economic Growth (SEG). Given the cross cutting nature of the CE's work, and the resources and capacity it will draw upon from both PPL and SEG, the CE will need to work in close alignment with the leadership of these two Bureaus. The CE will participate in leadership meetings at both PPL and SEG, and be actively involved in advising both bureaus. The details of this functional relationship will require further discussion between the CE and the Assistant Administrators for PPL and SEG. 

Build USAID's capacity to conduct rigorous economic analysis

• Conduct focused economic and policy analysis in support of Administrator priorities at the direction of the Administrator and serve as an economics advisor to the Administrator
• Enhance USAID's abilities to evaluate and understand the cost-effectiveness and economic impacts of projects and programs.
• Working closely with SEG, build USAID's capacity to incorporate rigorous economic analysis into project design, implementation, and evaluation.
• Strengthen USAID's capacity for understanding innovative ideas from external research and analysis and best practices from other agencies, and incorporating these ideas into USAID programs.
• Strengthen the knowledge base of all USAID staff on development economics through seminars, teaching, and training.
• Establish regular development economics training seminars and courses for USAID staff and other staff from the interagency.

Develop a network of researchers and development economists

• Build and sustain networks of development economists from both inside and outside of the federal government
• Establish and lead an interagency group of development economists and allow for USAID to be seen as a leader for inter-agency thinking, analysis, and debate on development issues.
• Develop strong partnerships between economic units and other major donor organizations such as World Bank, IMF, DFID, etc.
• Develop a "brain trust" / advisory board consisting of the world's leading development economists. The "Brain trust" would be a mechanism under ACFVA and would leverage outside expertise and analysis in support USAID's economic growth agenda.
• Publish thought pieces for the agency on key priority economic growth issues.

Lead, mentor and guide a network of Agency economists and researchers

• Working with SEG and PPL, help cultivate a cadre of senior, mid-career and junior professional policy analysts and researchers that combine solid analytic and research skills with practical development experience.
• Provide structured mentorship, support and guidance for the 77 economists working throughout the Agency.
• Mentor and train a new generation of DLI economists.
• Provide critical outlet and exchange function for Agency economists with the academic/ intellectual community.

Provide strategic and analytical support for priority Missions and Initiatives

• Support PPL and the Missions in providing analysis and guidance as they lead implementation of the enhanced engagement countries.
• Support SEG in bringing economic analysis - particularly macroeconomics, trade and investment analysis to Feed the Future and Climate Change Initiatives
• Review from time to time the effectiveness of economic growth programming.
• Advise the Administrator on broad Agency policy issues, as needed.
• Provide support to the Administrator to serve as the deputy governor at the regional development banks
• Working with PPL, lead a process in developing a new economic growth agenda and vision for USAID, articulating the Agency's contributions in relation to other USG agencies and the wider USG growth agenda.
• Work with PPL, State and NSC to strategically increase the frequency with which USAID has the lead role in interagency policy analysis, discussion, and debate for major development issues.
• Working closely with PPL, support efforts in the lead up to the November 2011 South Korean Aid effectiveness meeting.
• Working closely with the SEG focal point on the MCC, provide advice and analysis to the Administrator in his role as a Board member of the MCC.
• Represent the Agency at a senior level in interagency meetings and discussions, as appropriate.

 

Jammu, December 22 (Scoop News) –The Governor,  N. N. Vohra, and the Chief Minister,  Omar Abdullah, today reviewed the pace of progress on various development works being executed to expand and upgrade infrastructure facilities to meet the obtaining and futuristic requirements at Katra and enroute the Holy Cave Shrine at a meeting held at Raj Bhavan.    

The Governor and the Chief Minister reviewed the action taken on the decisions at the earlier meetings and re-iterated that, in view of the expansion of Katra town and the progressive increase in the number of pilgrims visiting the Holy Cave Shrine, all ongoing development schemes need to be completed within predetermined time frames.

The Governor, who is also the Chairman of the Shri Mata Vaishno Devi Shrine Board, said that there is no scope whatsoever for any delay in the implementation of the development schemes under review. The Governor emphasized the need for availing the benefits available under the various schemes of the Union Ministry of New and Renewable Energy for optimally harnessing solar energy to meet the requirements of lighting and water heating in the entire Katra town and elsewhere.  

While reviewing the progress on the conservation and development of Bhimgarh Fort at Reasi, the Governor and the Chief Minister re-emphasised the involvement of INTACH and the Department of Archives in the finalisation and implementation of the second phase of this project which, interalia, includes landscaping, construction of walking tracks, cafeterias, car parking, public toilets, illumination and plantation of shrubs etc. It was informed that the first phase of this project will be commissioned by March 2011.        

The Governor observed that in view of the upcoming rail connectivity with Katra, the projects aimed at strengthening the arrangements for the adequate supply of water, power and road connectivity need to be accorded very high priority to meet the emerging requirements. The meeting was informed that a mega project, which had been earlier formulated for augmenting water supply for Katra town is awaiting funding, for which the matter would again be taken up with the Government of India. Work on the lifting of water from Pain Nallah to the Bhawan is going apace, while the water supply at Adhkawari has been augmented by 2 lakh gallons per day by lifting water from Siar Dabri.      

Referring to the need for taking all possible measures to check forest fires along the tracks to the Holy Cave and in the rest of the Shrine area, the Governor asked  R. K. Goyal, who is his Principal Secretary and the Chief Executive Officer of the Board, for ensuring implementation of the Action Plan formulated by the State Forest Department. He said that besides the creation of fire lines, water bodies should also be created, wherever possible, for dealing with forest fires. He said that the field staff of the Shrine Board and all other agencies should be well trained in disaster management and tackling forest fires. He issued instructions for organizing mock drills in regard to forest fires and disaster management in the coming months to assess the levels of preparedness to handle these emergent situations. The meeting was informed that projects have been prepared for the revival of old ponds at Sanjichhat and Haathi Matha.  

While reviewing the status of Tikri-Katra and Katra-Banganga roads, the Governor called for speedy completion of roads connecting the Railway Station at Katra, well before the commissioning of the Udhampur-Katra Rail Project. He added that the remaining stretch of the Katra-Tikri road should be completed expeditiously. He also laid stress for time-bound completion of the widening and upgradation of the left over 4 kilometre portion of the road from Nomain to Katra for ensuring smooth flow of traffic.      

Reviewing the progress achieved on the upgradation of the Katra Hospital where under 30-bedded emergency hospital is to be added, the Governor was informed that the building would be completed by April next. He added that adequate health facilities should be put in place at Katra and along the tracks to the Holy Cave to meet the requirements of the locals as well as the visiting pilgrims.

The Chief Minister said that, to ensure time-bound completion of all the ongoing projects at Katra and along the tracks, all the concerned Administrative Secretaries shall submit monthly progress reports simultaneously to the Governor and the Chief Minister and the Chief Secretary will take a review meeting every three months, commencing with the first review in end March 2011.

The Chief Executive Officer of the SMVDSB,  R. K. Goyal, presented the details of various schemes under execution in the Shrine area. These included projects related to water, waste water and solid waste management.

The Principal Secretary, PHE, Irrigation and Flood Control,  A. K. Angurana, Principal Secretary to the Chief Minister,  B. B. Vyas, Principal Secretary, PWD (R&B;),  K. B. Aggarwal, Commissioner Secretary, Tourism,  Atal Dulloo, Commissioner Secretary, Power Development,  Basharat Ahmad Dhar, Commissioner Secretary, Forests,  Shantmanu, Principal Chief Conservator of Forests,  R. D. Tiwari, Chief Wildlife Warden,  P. C. Kapoor, DIG, Udhampur,  G. S. Slathia, Director General Fire Services, Dr. G. A Bhat, Additional Chief Executive Officer of the Shri Mata Vaishno Devi Shrine Board, Dr. Mandeep K. Bhandari, Deputy Commissioner, Reasi,  P. K. Pole, SSP Reasi,  Anand Jain, besides various Heads of Departments, Chief Engineers and other senior officers participated in the meeting.

www.scoopnews.in

 

INSTITUTIONAL GIVING MANAGER
Position Description

A Better Chance is the preeminent national resource for identifying, recruiting and developing leaders among young people of color throughout the United States. Through its historic signature program, the College Preparatory Schools Program, A Better Chance has placed more than 12,000 middle, junior and high school students in over 300 of the nation’s finest college preparatory schools, both private and public. Once students graduate from their A Better Chance school, they become the organization’s “Alumni.”

OVERALL FUNCTION

The Institutional Giving Manager will be responsible for soliciting, closing and stewarding more than a half-million dollars in cash and in-kind contributions from corporations, foundations and possibly government sources. With over 12,000 Alumni who are current or emerging leaders of color across the country, a pool of talented students of color, and a strong history of corporate and foundation support over the past 47 years, the Institutional Giving Manager has a tremendous opportunity to assume responsibility for a key area of giving for a national nonprofit organization, enhance our current corporate partnership program, and leverage opportunities to build greater funding support around the organization’s 50th anniversary in 2013.

Reports to the Director of Development.

RESPONSIBILITIES:

Corporate Giving
1. Identify and prioritize corporate prospects, with special attention given to past funders; companies with an interest in reaching out to people of color communities; companies with an interest in education/racial equity; and companies with people of color employee resource groups that can be cultivated for corporate funding support.
2. Prepare drafts of grant proposals and reports as required by corporations/corporate foundations.
3. Promote, and secure new partners for the National Partnership Program, A Better Chance’s corporate partnership platform among a wide range of corporations/industries. Review the Program’s structure/benefits and propose enhancements that would make it more attractive to corporate supporters.
4. Secure corporate sponsorships for the A Better Chance Awards gala, and contribute ideas and execute strategy as a member of the Events team for the annual gala.
5. Develop creative ideas and draft proposals that highlight the visibility premiums a corporation might receive in partnering with A Better Chance.

Foundation Giving
1. Conduct prospect research using the Foundation Center Directory online and other resources.
2. Prepare drafts of grant proposals, letters-of-inquiry and other solicitation materials.
3. Consult regularly with colleagues in our Programs department to get the latest updates, statistics and anecdotes to create the most compelling packages for funder solicitations and reports.
4. Consistently maintain contact with foundation prospects, and find ways to keep A Better Chance top-of-mind for foundations that might consider funding us in the future.

General
1. Conceive and articulate in the form of concept papers and proposals new and different ways to package and “sell” A Better Chance’s programming to corporate and foundation audiences.
2. Support A Better Chance leadership in big-picture strategy development and planning in time for the 50th anniversary in 2013.
3. Manage the workplace giving program – maximize fundraising through CFC, United Way and other workplace giving programs.
4. Develop and/or customize presentations for meetings with current or potential funders.
5. Serve as part of the editorial team for the organizational newsletter, Class Notes: propose article ideas, coordinate with editorial team, write/edit articles, secure photographs, and ensure with the Editor-in-Chief the timely production of the newsletter (both print and e-newsletter versions) three times a year.
6. Regularly seek and assess Federal/state/local government opportunities for funding.
7. Coordinate appointments with key executives with institutional funders/prospects.
8. Maintain monthly income tracking and provide cash-flow projections and budget re-projections as necessary.
9. Conduct research and prepare written recommendations / briefs for the Director of Development and the President on current and prospective institutional funders.
10. Maintain a master calendar of deadlines for proposals, reports and other solicitation/reporting materials, and ensure timely internal review and submission thereof.
11. Maintain contact and familiarity with the roster of current institutional funders.
12. Maintain and update records for institutional contacts in Raiser’s Edge, including solicitations, with an expectation of personally conducting a minimum of 5 qualified prospect meetings/calls per month.
13. Actively manage both income and related project expense budgets, and provide quarterly re-projected forecasts throughout the year.
14. Ensure accurate and timely gift entry and acknowledgment with the Finance & Database Manager. Create customized acknowledgements, as needed.
15. Generate reports for analysis of institutional giving campaign results and to anticipate the future course correction(s).
16. Conduct thorough prospect research as needed through Internet-based and other sources.
17. Oversee institutional funder cultivation/appreciation events with the support of the Development & Marketing Associate and Director of Development.

Administrative
1. Work with Director of Development to set quarterly, annual and longer-term objectives, strategies and tactical action plans in support of overall business plan.
2. As necessary, hire, manage and retain an intern to support institutional giving efforts.
3. Produce documentation in preparation for regular board meetings and on the results of various solicitation campaigns.
4. Assist the Director of Development in preparing key solicitors (President, Board Members) for cultivation and stewardship calls and meetings.

Other duties as assigned, including participation in A Better Chance organizational and programmatic efforts.

REQUIREMENTS:
The ideal candidate for this role would be an energetic and committed team member who is ready to roll up the sleeves, proactively support the Development Department’s efforts, and deepen one’s knowledge and skills in fundraising and relationship building. The ideal candidate will have a positive can-do attitude, and be personable, resourceful and creative to achieve the department’s and organization’s goals.

1. BS/BA or commensurate professional experience. Master’s degree a plus.
2. 2-3 years fundraising experience with an emphasis on grant-writing and corporate and foundation giving.
3. Professional experience in corporate social responsibility, cause marketing, marketing, special events, workplace giving, and/or sponsorships.
4. Superior writing skills – the ability to create clear, compelling and logical arguments that would promote A Better Chance’s main program and any future programs. This skill is an absolute priority for this role. A writing test will be administered during the interview process.
5. Ability to quickly learn and synthesize a wide range of statistics, budget information and other data and translate them as needed for different audiences (funders, etc.)
6. Impeccable time management skills and the ability to meet all internal and external deadlines.
7. Established track-record in prospecting, cultivating, soliciting and stewarding foundation and corporate contributions/partnerships.
8. Entrepreneurial and proactive drive to seek out and reach the right decision-makers within a large corporation who would have the ability to say “yes” to a corporate funding request.
9. Natural tendency to be proactive in offering ideas and new ways to enhance our work, all the while having the ability to take into account the department’s current operations, goals, priorities and resources.
10. Meticulous attention to detail and strong follow-through skills.
11. Excellent presentation skills, and honed ability to anticipate and proactively cater to the needs and interests of varying constituencies (e.g., consumer goods corporations, professional services firms, private foundations, employee-resource groups, etc.)
12. Excellent organizational skills and the ability to map-out the various components needed to conceive, design and execute a program (these skills would primarily be applied in grant proposals, ensuring that all questions a funder may ask about any component of a program are proactively addressed.)
13. Willingness to travel, with some evenings and weekend work required.
14. Ability to prioritize multiple assignments and to handle complex tasks in fast-paced, high-standards environment.
15. Experience or ability to report to and respond proactively to the needs and demands of senior-level management; experience with board members a plus.
16. Ability to work as part of a team, both departmentally and organizationally.
17. Knowledge of Raiser’s Edge and Internet-based research engines.

HOW TO APPLY:

Please submit a resume, cover letter (indicating salary requirements – cover letters without salary requirements will be prioritized lower) and one 1-3 page writing sample (ideally one that is directed to a private – not corporate or family – foundation) to (Mr.) Sunil Oommen, Director of Development at Careers2@abetterchance.org. No phone calls, please.

Regular readers of our website likely saw our recent post about the city of Los Altos considering whether to keep their BPAC (Bicycle Pedestrian Advisory Committee). We appreciate your support in encouraging them to keep the committee. For those who may not follow advocacy issues so closely, I will attempt to explain what makes a city effective at creating safer bikeways, streets, and trails.

Whether we are talking about routes, trails, railroads, ferrys, or airports, cities cannot do it alone. Financial help is needed from an outside source (outside of the city's general fund). That help may come from sales taxes, use taxes, state funds, or even federal sources. The Metropolitan Transportation Commission, or MTC, represents all nine Bay Area counties and was established to disburse federal and state transportation dollars to each of the counties. One source of funding is what is known as TDA (Transportation Development Act). The TDA program was enacted into state law in 1971 to provide a portion of local sales taxes for support of local transit services and, where appropriate, local streets and roads.

MTC stipulates that, in order to receive TDA funds for bicycle projects, each city have a published bicycle plan and have a bicycle advisory committee that meets on a regular basis. These rules were pulled from an MTC document on Resolution 875:

1. The county or congestion management agency shall establish a process for establishing project priorities in order to prepare an annual list of projects being recommended for funding. Each county and city is required to have a Bicycle Advisory Committee (BAC) to review and prioritize TDA Article 3 bicycle projects and to participate in the development and review of comprehensive bicycle plans. (BACs are mandated by State Transportation Control Measure [STCM #9], adopted by MTC on November 28, 1990, MTC Resolution No. 2178, Revised).

A city BAC shall be composed of at least 3 members who live or work in the city. More members may be added as desired. They will be appointed by the City Council. The City or Town Manager will designate staff to provide administrative and technical support to the Committee.

Cities under 10,000 population who have difficulty in locating a sufficient number of qualified members, may apply to MTC for exemption from these requirements. Cities over 10,000 population may also apply to MTC for exemption from the city BAC requirement if they can demonstrate that the countywide BAC provides for expanded city representation.

A county BAC shall be composed of at least 5 members who live or work in the county. More members may be added as desired. The County Board of Supervisors and/or Congestion Management Agency (CMA) will appoint BAC members. The county or congestion management agency executive/administrator will designate staff to provide administration and technical support to the Committee.

(Note: The intent is that BACs be composed of bicyclists and pedestrians.)

The MTC rules are vague and do not address:

• a minimum number of meetings per year,
• the necessity of an independent BAC (not folded into a larger traffic and circulation committee for example),
• or what constitutes a cyclist.

Whether a city is seeking to comply with state mandates for greenhouse gases (AB 32), incorporate "Complete Streets" into a its General Plan (AB 1358), apply for TDA funds, or revise its bike plan, BACs are vital to the process. BACs provide valuable public input from those that cycle on the roadways on a regular basis.

Many cities either don't realize this or in these fiscally constrained times think that the short-term savings of dissolving a BAC outweighs the loss of funding or the cost of having to retrofit a roadway because it did not allow for non-motorized accessibility or safety. So until the rules become a little clearer or more well-defined we must demand, you must demand that your city have a functioning BAC and regularly publish a comprehensive bicycle plan.

photos: bikeportland.org, wikimedia.org

Temporary Executive Assistant needed for long term temporary assignment to provide complex administrative support functions to a Vice President of a leading biotechnology company in North County. Requires a minimum of eight years of related specialized administrative experience, including successful experience working with senior level executives. Must demonstrate exceptional computer skills and software application proficiency. Education: Bachelors degree in business or similar discipline, or the equivalent knowledge and experience required. Office/secretarial certification preferred. A demonstrated ability to read difficult instructions and maintain written records required. Occasional travel may be required. Candidate will be working in an office environment. Skills: Excellent written and oral communication skills are required. Candidate must be able to interface effectively within all levels of the organization and with senior executives outside the company. The position requires in-depth knowledge of company operations and product lines. Job encounters varying work situations, involving significant complexity. Considerable independent judgment and initiative are required in resolving problems and making recommendations. Accuracy is required in performing all functions of this position. Candidate must demonstrate judgment, tact and diplomacy in dealing with internal and external customers as well the ability to handle highly confidential and proprietary information. Initiative and organization skills are extremely valuable to ensure a smooth office operation. Must possess self-motivation, enthusiasm, a positive attitude and perform as a team player. May determine methods and procedures on new assignments. Candidate will provide advanced assistance to company Executive(s) by performing various complex administrative support functions, typically of a confidential nature. Candidate duties include performing advanced word processing and desktop publishing to include complex presentations, reports, spreadsheets and graphs; transcribing information of a technical, confidential and/or sensitive nature; may be required to take meeting and/or conference call minutes; Collecting and preparing information for use in discussions/meetings of executive staff and outside individuals; preparing presentation materials for board of director meetings; drafting, reviewing and/or editing written material to ensure accuracy, neatness, correct punctuation and grammar; recommending changes to improve readability and clarity; researching, compiling, summarizing, and analyzing information to formulate correspondence and responding to various inquiries from internal and external customers; utilizing company personnel at all organizational levels in order to gather information to prepare reports; screening mail and callers, responding to and route inquiries to appropriate personnel as necessary; determining the importance and priority of various issues and determining what major issues should be brought to the attention of the company executive. Candidate may determine methods and procedures on new assignments. Start Date: 01/04/2011, Estimated End Date 03/29/2011. Hours Per Week: 40 hours, with possible paid overtime. Job #216

LegalStaff of San Diego has been in business for over 20 years serving the legal community. In an effort to create the most successful connections, we provide a variety of services, including resume review and career advice, as well as placement consultation and negotiation. Our team of professionals work together to find the right fit — whether for a temporary placement or a permanent position. We get to know both our clients and our employees. We set people up to succeed.

LegalStaff “Where Legal Professionals & Employers Meet!"

Please submit your resume to email address show above. No phone calls, please.
LegalStaff of San Diego
5075 Shoreham Place, Suite 235
San Diego, CA 92122
F. 858-587-0518
www.sdlegalstaff.com

• No rival candidate expected before midnight deadline
• FA issues post-World Cup report on player development

Michel Platini will be confirmed as the Uefa president for another three-year term tomorrow if, as expected, no one submits a challenge to his tenure by tonight's midnight deadline.

The French former world and European footballer of the year has held European football's top administrative post since January 2007 and announced in March he would seek another three years in office.

Having stood three years ago on an inclusion ticket, Platini has delivered on his promise to "take the game back to the fans in the smaller countries". That pledge remains a vote-winner among the rump of the 53 member associations. Compared with the 2007‑08 season, his first full campaign as president, teams from Israel, Denmark, Switzerland, Slovakia and Serbia have taken part in the Champions League group stage. This came at the expense of the Portuguese, Turkish, Spanish, Italian, Scottish and Czech leagues. Russia and France have also had their participation increased by a single club.

Platini has been able to deliver a timely sweetener for Uefa associations ahead of tonight's deadline. Last Friday, after the executive committee meeting in Prague, Uefa announced a €300,000-a-year boost to all member associations' conditional funding, largesse that would probably not be overlooked if Platini's candidacy was contested. But despite Platini's enthusiasm for another term, his next three years may prove stormy. The big clubs are less pleased about the Champions League reforms than the "smaller countries".

Football's way forward

Beyond considering whom to appoint as its chairman, the Football Association board will hear today the outcomes of the review of international player development. Commissioned after England's woebegone World Cup display, the review will make a number of proposals aimed at forming a production line of talent from the earliest stages of youth football to full international honours.

It is the latest of a number of such reviews, including the Lewis review (published 2007, discarded January 2009) and has been led by the FA's general secretary, Alex Horne, and the Club England managing director, Adrian Bevington. This time, with Horne demanding from his staff a more collegiate approach towards the people who will be called upon to deliver the proposals, there are strong hopes that today's discussions will lead to a positive outcome.

But do not expect the adoption of the most radical of proposals – raised by Sam Allardyce this month and reinforced by Arsène Wenger – that football should, at youth level at the very least, be played only in the summer. Cricket can breathe a sigh of relief.

Briatore poser

With QPR three points clear in the Championship with a game in hand the Premier League could face a tough examination of its regulations in the close season. This column revealed yesterday that the Football League had failed to enact its own rules regarding owners and directors who are serving suspensions imposed by other sports' governing bodies. For now, Flavio Briatore remains a director at Loftus Road and the League will not oblige him to step down despite his sale of his shares in QPR to Bernie Ecclestone last week. But if QPR are promoted and Briatore remains on the board the Premier League, which aligned its rules with those for Football League clubs in the summer, may take a different view.

Grassroots miss out

Amateur football clubs who believed they might benefit from a windfall from the redistribution to grassroots of a minimum of 30% of the Premier League's near-£700m-a-year domestic broadcast incomes, always had another think coming.

And so it proved yesterday when the government-supported Sports and Recreation Alliance report into broadcasting said the Premier League distributions already exceed 30% of their net domestic broadcast income. "Net" is the key word here. Included in the calculations of their distributions to, ahem, "grassroots" are: "Solidarity payments to the Football League in terms of parachute payments." According to the report "sports should have some discretion to determine what qualifies as grassroots development within the context of their particular organisation or sport." Which is fair enough. But if those were the terms of reference, no one should have been talking about grassroots in the first place.

30th Street Senior Center's mission is to foster the well being of seniors from home to community by connecting them with each other and with culturally sensitive programs to achieve their potential.

30th Street Senior Center, one of the largest multi-purpose senior centers in San Francisco, offers five distinct programs in English and Spanish for seniors and their families. These include:


Activity Program
A wide variety of educational and fun activities for seniors.


Always Active Program
Helps seniors improve their health through physical activity and health education.


Nutrition Program
Nutrition services, congregate meals and home-delivered meals.


Bilingual (English/Spanish) Case Management Program
Support for “at risk” seniors who face language barriers or are unable to access needed care to remain in their homes. A case manager can help coordinate their care and put them in touch with appropriate community services.


Aging and Disability Resource Center (ADRC)
Free information, referral, assistance and follow-up services for seniors and their family members, provided by Episcopal Community Services of San Francisco.


PRIMARY PURPOSE: Under the direct supervision of the Director of 30th Street Senior Center’s Programs, this position is responsible for providing administrative support to the Director in the areas of personnel, community relations, programs operations and fundraising. This individual applies professional skills, knowledge and judgment to perform a board range of administrative duties. This position contains a high level of confidential administrative work.


DUTIES/RESPONSIBILITIES:

1. Assists the Director with internal and external communications (e.g. schedules Outlook calendar, prioritizes mail and documents requiring director’s approval, screens telephone calls, e-mails, and walk-in visitors; drafts correspondence, forms and graphs, researches, organizes and maintains electronic and hard copy document filing system.

2. Maintains and updates centralized departmental filing system and binders for OOA programs and oversees their storage information according to departmental policies and procedures and contract requirements. Revises file index to reflect deletion or addition of. Files all departmental reports and documents into centralized filing system or designated binders.

3. Performs complex tasks within a work plan or project. Provides updates and reminders on all pending projects.

4. Prepares for meetings, prepares agendas and takes the minutes for a variety of meetings the director is involved with, and e-mails them to all Senior Center staff, Collaborative Partners and Committees accordingly.

5. Prioritizes and tracks multiple demands from program staff for the Director.

6. Maintains and updates administrative manuals of polices and procedures for personnel and operations for all Senior Center Programs per Director’s instructions.

7. Assist director with the Nutrition Class set up and material preparation.

8. Ensures emergency supply levels located in the Senior Center are in good working condition and orders replacements. Conducts routine inventory.

9. Oversees the Center’s website. Forwards requests for information to the appropriate party and ensures Center’s monthly menus and activity calendars are posted.

10. Oversees the maintenance of the postage meter and its yearly rectification and resetting. Prepares monthly usage report of the copy machine and postage meter for the Accounting Department the last working day of the month.

11. Serves as the point person to collect and process all contract and program related reports for the Director’s review and signature. (ie. Quarterly time studies, MIS reports, etc.)

12. Coordinates all staff in-house staff trainings required by On-Lok and 30th Street Senior Center. Provides all sign-in sheets and documentation to the Learning and Development Department, and retains all in the documentation in the In-Service binder.

13. Coordinates the storage of contract related documents needed for audits for all Center programs. Is responsible for purging five years following the audit.

14. Provides assistance in new hire paperwork processing and administration training for new hires. Updates and prepares New Staff Orientation Binder based on the position.

15. Maintains all Fiscal Year contract files and renewals of memorandums of understanding for various Center programs.

16. Performs other related duties, responsibilities, and special projects as assigned by the Director.


QUALIFICATIONS:

1. Graduate from an accredited college or university preferred.

2. Excellent computer skills including Microsoft Office software: Word, Excel, PowerPoint and Outlook. Knowledge of Raiser’s Edge database preferred.

3. Excellent written and oral communication skills required.

4. Excellent interpersonal communication skills required.

5. Bilingual English/Spanish verbal skills required.

6. Excellent organizational skills, attention to detail, and follow through required.

7. Recent five years related experience supporting fast paced Director or C-level Executive required.

Ohlone College

EMPLOYMENT OPPORTUNITY
Application may be obtained from:
HUMAN RESOURCES
43600 Mission Blvd., Fremont, CA 94539
Office: (510) 659-6088
Fax: (510) 659-6025
Web: http://www.ohlone.edu

Respiratory Therapist Instructor/Clinical Education Director

Full-Time, Tenure Track (175 days), Faculty Position

SUMMARY OF POSITION
Reports to the Dean, Health Sciences and Environmental Studies, and works collaboratively with the Respiratory Therapist Program Director and other faculty and staff in the Health Sciences Division. The Instructor: is responsible for theory and clinical instruction, including student evaluation. The Clinical Education Director: is responsible for arranging, evaluating, and overseeing all clinical education experiences. This includes organizing adjunct faculty and student clinical assignments, and providing liaison with the division office.

Night and weekend work may be required; work assignment includes all District campuses and sites; location assignments other than District campuses and sites may be required.

EXAMPLE OF DUTIES & RESPONSIBILITIES
1. Provide classroom and clinical instruction and student evaluation in a variety of settings. Demonstrates current clinical and theoretical knowledge required by a curriculum that is highly responsive to a rapidly changing and demanding job market.
2. Provide leadership for the clinical education component of the respiratory therapist program. This includes organization, continuous review, planning, development and general effectiveness of the clinical component of the program.
3. Work collaboratively with faculty and staff who provide education, evaluation and supervision to students.
4. Provide leadership in recruiting new clinical faculty and preceptors. Maintain current clinical contracts and pursue new clinical opportunities.
5. Work collaboratively with the program director, advisory board, adjunct faculty, community and students to evaluate the program curriculum and implement necessary changes.
6. Provide academic advisement to students and serve as a role model through participation in professional organizations and demonstration of exceptional practice skills.
7. Develop on-line courses and increase skills in the use of educational technology to the benefit of the program.
8. Perform other related duties as assigned within the Health Science and Environmental Studies Division.

MINIMUM QUALIFICATIONS
1. A current valid license to practice as a Registered Respiratory Care Practitioner in the State of California.
2. Registered Respiratory Therapist by the National Board for Respiratory Care (NBRC).
3. Any bachelor’s or master’s degree from an accredited institution. Registered Respiratory Therapy credential required. Note: Applicants who have not yet earned a bachelor’s or master’s degree as listed above at the time of the application deadline, but who expect to receive any of the above-listed degrees by January 31, 2011, must submit a letter from the graduate school dean certifying their anticipated completion date.
4. Sensitivity to and understanding of the diverse academic, socioeconomic, cultural, and ethnic backgrounds of community college personnel, students and the community serviced by the College.

NOTE: IF YOU DO NOT MEET MINIMUM QUALIFICATIONS AS STATED, A COMPLETED EQUIVALENCY FORM WITH ALL RELATED DOCUMENTS MUST ACCOMPANY THE APPLICATION OR YOUR PACKET WILL NOT BE CONSIDERED.

DESIRABLE QUALIFICATIONS AND EXPERIENCE
1. Willingness to pursue formal training designed to improve instructional and administrative skills.
2. Interest in providing learning in a holistic, collaborative, learning community.
3. Interest in environmental concerns as it relates to health care and college community.
4. Open to new ways of teaching and learning, utilizing emerging technologies and experimental theories.
5. Experience with “Human Patient Simulation” a plus.

CONTRACT PERIOD
This is a regular, probationary, tenure track, ten-month, faculty position commencing Fall Semester, 2011. The appointee would be expected to work a minimum of 40 hours per week. The work year is 175 days.

SALARY Starting salary begins at $58,502 – $88,723 (BA to Ph.D) based on education and related full-time experience.

SUMMARY OF BENEFITS FOR FULL-TIME EMPLOYEES (**Note: Benefit dollars included in salary.)
• Medical, Dental, Vision, and Life Insurance
• Membership in State Teachers’ Retirement System (STRS) (unless eligible for PERS)
• State Unemployment Insurance
• Workers’ Compensation Insurance
• Paid sick leave at the rate of one day per month, accumulating indefinitely, if unused
• Longevity Pay Step increase (2%) upon completion of 24 years of District service
• IRS Section 125 Flexible Spending Plan
• 457(b) Deferred Compensation Plan (Employee contributes)
• Medicare (Employee contributes)
• 403(b) Tax Shelter Annuity Plan (Employee contributes)
• Dues paying member of United Faculty of Ohlone (UFO) Union; (closed shop)

TO APPLY FOR THIS POSITION:

Applications may be obtained by:

Website: http://www.ohlone.edu/org/hr/jobs
Requesting to be mailed by calling: (510) 659-7350
Walk-in: Ohlone College Human Resources Office 43600 Mission Blvd., Room 1203-A, Fremont, CA

Please submit the following by January 31, 2011 at 4:00 PM:

1. Completed Ohlone College application form;
2. Current resume;
3. Transcripts (photocopies will be accepted for the application process);
4. A cover letter addressing qualifications and experience relating to the position;
5. List of current professional growth activities (classes/workshops/seminars, etc.) on a separate sheet;
6. List of a minimum of 5 professional references including name, position, organization, phone number, and relation.

Please Note the following:

• Interviewees will be expected to present a ten minute sample lesson on a topic or list of topics.
• If you are in need of special services, equipment or facilities in order to apply or interview for this opening please contact us at: (510) 659-7350 or email: kjohnson@ohlone.edu
• Travel arrangements for candidates selected for the initial interviews will be at the applicant’s expense.
• Please do not include Letters of Recommendation with your application packet.
• Postmarks will not be accepted.

SUBMIT YOUR APPLICATION PACKET TO:

Walk-in: 43600 Mission Blvd., Room 1203-A, Fremont, CA
Email: Recruitment@ohlone.edu
Fax: (510) 659-6025
Mail: Ohlone Community College, Human Resources Department, 43600 Mission Blvd, Fremont, CA 94539-5847

IMMIGRATION REFORM & CONTROL ACT OF 1986: Applicants selected for positions will be required to provide identification and employment eligibility as outlined in the federal “Immigration Reform & Control Act of 1986.” Pre-employment tests and/or medical examinations may be required.

OHLONE COMMUNITY COLLEGE DISTRICT: The mission of Ohlone College is to serve the community by offering instruction for basic skills, career entry, university transfer, economic development, and personal enrichment for all who can benefit from our instruction in an environment where student learning success is highly valued, supported, and continually assessed. Ohlone College is a multi-campus single college district, serving the cities of Fremont and Newark located in the southeast area of San Francisco Bay. Enrollment is 12,000 per semester. The student population and surrounding communities represent a highly diverse population. The College is named for the native population living in the area when Mission San Jose was founded. The Fremont campus is located just south of the historical Mission. The Newark Campus is located near Interstate 880 and emphasizes programs in health, environment, and technology.

EQUAL OPPORTUNITY EMPLOYER
Ohlone College does not discriminate on the basis of race, color, national origin, gender, sexual orientation, disability, age or marital status in employment, in any educational program or in the provision of benefits and services to its students.






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This is a gripping self-portrait of Brown the statesman's heroic role on the world stage

The phrase "horses for courses" is as valid for politics as for other activities. It's as impossible to think of Gordon Brown at the recent Fifa meeting in Zurich pleading England's cause for the World Cup as it is to imagine David Cameron expounding the nitty-gritty of capital adequacy ratios at a meeting of the G20. When the economic crisis erupted in 2008-9, Brown, like Churchill in 1940, was the right man in the right place at the right time. He'd had 10 years as chancellor of the exchequer. He'd read widely and thought deeply about economics, finance, globalisation. He was the one national leader who came to the crisis with a plan and the authority to push it through.

This is his story of how he did it, told soberly, clearly, compellingly. It is not a defence of his premiership, but his personal account of a heroic moment in it. He does not claim credit for "saving the world", but lets the story speak for itself, and praises the contribution of his own team and the other world leaders. It is an interrupted story, because he did not survive long enough politically to finish the job. Since he left the scene efforts to co-ordinate recovery policies have fallen to pieces. This is the measure of his achievement – and the hole that his departure left.

His finest hour was in the seven months following the collapse of Lehman Brothers in September 2008, when the world economy was in freefall, and during which he became its de facto leader. He was clear about what had to be done: first the banking system had to be rescued by a large injection of capital; then the economy had to be restarted with a huge stimulus. To work, both steps needed to be co-ordinated with the other main countries. His mantra was (and is): "Global problems need global solutions." He filled the leadership gap at a moment when, from a mixture of ignorance in Europe and political interregnum in the US, no one else could.

At first Brown, like most others, thought that the banking crisis was caused by illiquidity – an inability by banks to raise overnight cash to meet their current liabilities because of impaired mortgage assets. When huge global injections of cash in 2007-8 failed to revive bank lending, Brown became convinced that the problem was, in fact, one of solvency. Banks had been lending recklessly with insufficient capital, and then denying or covering up their losses. "Recapitalisation" (or partial nationalisation) of the banks in return for full disclosure of losses was the only way to prevent a collapse of the banking system.

On 8 October 2008 Alistair Darling announced a £50bn scheme to buy shares from distressed British banks. Brown had been astounded when Fred Goodwin, CEO of the Royal Bank of Scotland, told him: "All I need is overnight finance." (A few days later Goodwin begged the Treasury to give him £20bn.) In Paris on 12 October, Brown persuaded European leaders – and two days later days Henry Paulson of the US Treasury – to agree a co-ordinated "recapitalisation" of their banking systems. The decision to pursue this, in the face of initial bank hostility, was the biggest one Brown made as PM.

His second signal act of leadership was at the G20 meeting in London in April 2009. Recapitalisation had saved the banks, but had not restarted bank lending. Brown spent his family's summer holiday in 2008 reading up on the Great Depression, and this persuaded him that a massive, co-ordinated "stimulus" package was needed to revive the "real" economy. On 2 April 2009 he announced $1tn of support for the global economy: extra IMF special drawing rights, extra World Bank resources for less affluent countries, extra trade credits plus a world stability board to manage risks, and coordinated monetary and fiscal expansion. Brown was a tough chairman of this fractious gathering. He had learned from his days as student rector of Edinburgh University that "you need to drive meetings toward conclusions and not simply wait for them to emerge". But the leaders also trusted his financial expertise. The president of the World Bank described the G20 package as the thing that "broke the fall" of the world economy.

This is an intense book with few revelatory moments. The reader would not gather that while Brown was busy saving the world, his domestic political position was crumbling. For an instant account of the Brown premiership, you will need to turn to Anthony Seldon's and Guy Lodge's Brown at 10.

Still, what Brown chooses to reveal is illuminating. He likes statistics because he sees "stories behind numbers". He tells how he prepares for "huge challenges" by reading widely, consulting the cleverest people available, and then thinking through the consequences of alternative decisions. This orderly intellectual preparation is in stark contrast to his chaotic administrative habits. The book is infused with a subdued moral passion. Deficiency of aggregate demand is "not an abstract question but a profoundly moral one; to my mind it is simply wrong to leave people without jobs and the ability to build a better life for their families when there is work that needs to be done". Brown blames the bankers not just for their incompetence but their lack of morals.

Brown follows other fallen leaders in being more admired abroad than at home. He came to care more about poverty in the developing world than in Britain, a right priority for a statesman, but fatal for an elected politician. At a summit in Italy, he brought tears to Berlusconi's eyes and a more practical response from Obama with the story of a boy tortured to death in Rwanda.

The crisis, Brown rightly warns, is not over. The last part of the book, well worth reading for its own sake, is his recipe for the balanced growth of the world economy, with each continent contributing to the recovery. One may question its premise – that the US and Europe can't replace their "lost output" on their own because they have no alternative to "fiscal consolidation" – but that's an argument he would relish.

Misled by his success of 2008-9 in stopping the slide into depression, Brown remains too optimistic about what summitry can achieve. His "global compact" for growth, jobs and poverty reduction is a noble vision, to which we may stumble, through many new crises, but may well not. One can only hope that this brave, thoughtful, and decent man, who rose to the highest challenges but slipped on the lower slopes of politics, can find a post-political life commensurate with his abilities, interests, and power to do good.

Robert Skidelsky's Keynes: The Return of the Master is published by Penguin

About the Position:
Western Washington University is preparing for a multi-million dollar comprehensive fundraising campaign and is expanding its University Advancement team to include a Campaign Communications Manager to direct the communications needs of the Campaign for Western, which will result in increased gifts, new donors, an excitement, awareness of and participation in the campaign from key stakeholders, donors, alumni and the greater community.
The Campaign Communications Manager will develop, manage, oversee and execute a comprehensive written campaign communications program including:

* creating campaign messages reflecting the brand strategy and case statement followed by integration in appropriate communication vehicles;
* integrating online and electronic campaign communications program including development of Campaign for Western website, e-newsletters, social media and other electronic communications and collateral materials to reach key stakeholders, donors and the greater community;
* managing all components of Campaign for Western communications, including budgets, strategy, direction, analytics, research, vendor coordination and supervision of staff.


The Campaign Communications Manager serves as part of the division strategic management team and a resource to the Sr. Director, Alumni Relations & Advancement Communications and Campaign Communications Committee by researching, evaluating and recommending communication strategies to align with the Campaign for Western and University Advancement office goals and mission. This position is an integral part of the department’s needs to support the Campaign for Western’s success and regularly exercises independent judgment and discretion.
The Campaign Communications Manager works collaboratively with University Advancement colleagues and reports to the Sr. Director, Alumni Relations & Advancement Communications. This position is a full-time, 12-month administrative FLSA exempt with an excellent benefit package, including over 4 weeks of vacation. This position is available immediately.
About the Department: The Western Washington University Foundation exists to generate private support for the benefit of Western Washington University. The thousands of alumni, parents and friends of the university who annually make gifts to Western provide the margin of difference that has made WWU one of the top universities in the west. With their support, educational opportunities are created.

The Western Foundation is in the Advancement Division and is a 501(3)c organizations with a volunteer board.
Position Responsibilities:

* Develop, manage, direct and execute a comprehensive written Campaign for Western communications program including creating campaign messages reflecting the campaign goals and case statement through integration in appropriate communication vehicles and collateral materials. Collaborate with University departments including each of the seven Colleges, Athletics, Wilson Library, Western Alumni Association and University Communications to integrate campaign messaging, case statement and brand into respective college and university communication vehicles. Meet with senior-level WWU leaders, including Deans, to ensure Campaign message is fully incorporated into college and departmental websites and collateral materials. Create, write, edit and distribute Campaign communications including publications, brochures, newsletters, grab and go collateral materials, web and electronic copy, and social media. Work with appropriate University staff and key volunteers to develop, update and oversee content and copy for print, electronic and web-based needs including video, presentations, email-blasts, advertisements, the Window magazine, campaign collateral, speeches, specialized correspondence, brochures, and the annual report. Ensure that the campaign case, style, brand and voice is integrated throughout all communications. Create and manage a campaign communications project schedule to maximize awareness, celebrate campaign milestones and increase donations. Responsible for providing work direction to vendors, freelance writers, staff web and print designers, student staff and student interns to produce and distribute related communications.
* Responsible for developing, designing, managing and executing a comprehensive and integrated online and electronic campaign communications program including development of Campaign for Western website, e-newsletters, social media and other electronic communications to reach key stakeholders, donors and the greater community. Integration of multi-media tools including video, audio, digital mediums and photography to support the Campaign for Western communications program and goals is important. Position includes working with University designers, communications specialists, staff and outside vendors.
* Meet with key campaign volunteers and staff to design customized solicitation materials for high level donors that reflect the Campaign for Western brand and encourages philanthropic support. Leverage donor giving into Campaign communications to encourage increased support for the campaign.
* Management and other responsibilities include developing, overseeing and monitoring annual budgets for the Campaign for Western written and electronic communications; routine review and analysis of Campaign for Western communications plan to track feedback and recommend future strategies and direction to meet goals; track communications response statistics and related metrics to provide ongoing reports to office management team; researching best practices in related fields; participating in committees and task forces; supervising student assistants; vendor coordination, attending select University events in order to support work goals.

Required Qualifications:

* Bachelors degree
* 4-7 years progressive experience in journalism, public relations, communications, marketing, or similar role
* Demonstrated experience in development of communications including electronic newsletters, website, and collateral materials
* Demonstrated strong written, grammatical and editing skills
* Strong oral and interpersonal communication skills
* Strong project management skills including ability to set priorities and complete projects on time
* Excellent organizational skills to adequately manage simultaneous projects
* Demonstrated knowledge of marketing processes – brand recognition/awareness, marketing segmentation and targeting, advertising and promotion, research
* Demonstrated ability to take initiative, maintain confidentiality and work independently
* Ability to work as part of a collaborative, dynamic and supportive team in a new and expanding office with high work standards
* Willing to travel and work occasional nights and weekends
* Experience working with marketing/communications technologies including email marketing service providers, Google Analytics, web design & content development, and basic HTML or web software
* Proficient in Microsoft Office

Preferred Qualifications:

* Masters degree
* Prior working experience with campaign communications
* Experience communicating and negotiating with senior level leaders
* Prior experience using a variety of communication vehicles to deliver customized information including electronic and print mediums as well as fundraising collateral
* Alumni, Foundation or non-profit communications background
* Experience incorporating multi-media including video, audio, digital mediums and photography into communication vehicles
* Background in university setting
* Harris On-line experience – working knowledge
* Experience in directing staff and staff supervision
* Experience with budget development and oversight
* Knowledge of Western Washington University policies, practices and procedures

Academic Emphasis: N/A
Job Location: Western Washington University, Bellingham, WA
Salary: Commensurate with qualifications and experience
Bargaining Union: Not applicable
Application Instructions and Requested Documents:
Please log in below and submit your application via WWU's Electronic System for Employment (EASE). A cover letter and resume are required and should address your experience related to the position responsibilities and the required and preferred qualifications. Please complete the education and work experience section of the EASE application and submit the names and contact information of three professional references.
In addition to completing the online EASE application, please e-mail the following to jeniene.bengtsson@wwu.edu:

* A cover letter addressing your experience related to the position responsibilities and the required and preferred qualifications
* A current resume
* One writing sample that provides the following: An example of an electronic or print collateral piece that you have written
* A list of the names and contact information of three references
* Salary requirements

Other Information: N/A
Job Posted: 12/1/2010
Closing Date: 1/9/2011
Recruitment #: 100844

WWU is an equal opportunity/affirmative action employer, committed to assembling a diverse, broadly trained faculty and staff. Women, minorities, persons with disabilities and veterans are encouraged to apply. All new employees must comply with the immunization policy and show employment eligibility verification as required by the U.S. Citizen and Immigration Service before beginning work at WWU. A thorough background check will be conducted on all new hires. For disability accommodation, call (360) 650-3774.

For full job description and online application: https://jobs.wwu.edu/JobPosting.aspx?JPID=2116

Interfaith Works is seeking an Executive Director to succeed its long time Executive Director, Becky Wagner. Interfaith Works is offering this opportunity for a distinguished leader to build on this legacy and help further Interfaith Works mission of social justice and record of achievement. This is an excellent opportunity to lead an effective and valued organization with high visibility in our region.

The Organization
Interfaith Works (IW), an independent non-sectarian 501(c)(3) nonprofit organization, was established in 1972 as Community Ministry of Montgomery County (CMMC) to address the needs of the County’s low-income and homeless residents. Today, IW operates a dozen direct social service programs in multiple locations in our county that help 35,000 vulnerable neighbors become more stable.
IW is a well know brand name in the community and respected as an organization with a “can do” attitude and work ethic. The agency uses a grassroots approach to solve the complex problems facing the poor through service, advocacy and community education, and helps change lives of neighbors in need through a broad array of professionally-managed direct social service programs.
At heart, the agency is a coalition of over 150+ member and affiliated congregations of diverse faiths, cultures and economic status, representing 75,000 families in this community of 1 million people. IW has an annual cash budget of $4.5+ million, from diverse funding streams, including revenues from competitively bid government contracts, foundation, corporate, individual, civic groups and faith community support, and has many stakeholders and partners.
Legislators, the media, and opinion makers seek IW out as the voice of the poor. IW’s services are delivered by 100 professional staff and over 7,000 volunteers annually, who help implement the agency’s stated mission: “To pursue social justice with an emphasis on identifying and meeting the needs of the poor by leading and engaging Montgomery County's faith communities in service, education, and advocacy.” IW is a careful steward of the funds; administrative and fundraising expenses are less than 5%.
IW is governed by a 24 member Board of Directors that provides governance and oversight to the agency’s work. For more information, visit: www.iworksmc.org.

Programs
IW’s programs encompass a broad continuum of care for the economically vulnerable and include:
• IW Homeless Services provide shelter, case management and therapeutic programs for homeless adults in Montgomery County, MD through emergency shelters, transitional housing, permanent supportive housing, and a day program that provides vocational services, substance abuse counseling, mental health services, and case management for the chronically homeless.
• Interfaith Housing Coalition provides permanent supportive housing for families.
• The Interfaith Clothing Center (ICC) collects and distributes clothing and household goods free of charge to 6,000 income-qualified families each year, enabling these neighbors to save limited cash resources for unforgiving bills.
• Friends In Action, provides intensive case management and mentoring for families at-risk for homelessness.
• Congregation and Community Support provides resource referral and cash assistance through loans and grants to prevent eviction and pay for food, utilities and medicine for families in crisis and provides leadership for the county's many local helping agencies and assistance programs.

Awards
Interfaith Works has received numerous commendations and awards, including:
• Bank of America’s Neighborhood Builder Award (2004)
• Maryland Affordable Housing Trust's Exceptional Partner Award (2006)
• A finalist for the Washington Post/Center for Nonprofit Advancement’s Award for Excellence in Nonprofit Management (2006)
• The Gazette of Politics and Business Exceptional 53 Award (2010)
• Interfaith Conference of Metropolitan Washington's Bridge Builder’s Award (2010)
• Executive Director Becky Wagner has been honored as a Washingtonian of the Year in 2008 and received an Exponent Award from The Meyer Foundation (2007) for her work at IW.

Key Responsibilities
The IW Executive Director, reporting to the Board of Directors, will lead the organization to build on past accomplishments, further the mission and chart future goals and direction for the agency. The Executive Director will also be responsible for working closely with the community, cultivating financial and other support, and overseeing the programs as well as paid and volunteer staff. Key responsibilities include:
• Provide visionary and strategic leadership to the organization and translate that vision and strategy into concrete actions that advance the mission;
• Act as the “face” of the agency, representing IW to the community, including member congregations, funders, elected and appointed officials, other services providers;
• Communicate the mission of IW to various audiences and develop and maintain sound relationships with individuals and organizations which share the organization’s vision;
• Oversee the operations and programs to ensure that IW maintains its status as a well-managed, highly-respected organization;
• Oversee the organization’s financial position and outlook to ensure fiscal responsibility and security;
• Lead the fundraising and development efforts, expand the donor base, and foster positive relations with existing funders and donors;
• Provide effective management and direction to staff, directly supervising a management team of 7 people; and
• Support the Board of Directors in its governance role, foster its ongoing development, and keep it informed on internal conditions and important external developments.


Leadership Opportunity
The Board, with staff input, has developed a set of priorities for the Executive Director for the next 12-18 months. The new Executive Director will have an opportunity to further shape these priorities. The 12-18 month priorities include:
• Establish and maintain effective working relationships with IW’s Board, staff, elected and public officials, stakeholders, corporate, civic and nonprofit partners, and funders;
• Maintain and grow relationships with the diverse faith communities in Montgomery County;
• Learn, understand and embrace the organization, its culture, and its working environment in Montgomery County;
• Provide leadership in advocacy at the county, state and regional level on issues surrounding poverty and the impact of public policy on the poor;
• Encourage the continuing development of management systems, technology and communications;
• Work closely with the Development Department to build unrestricted and operational funding while maintaining and growing the overall financial stability of the organization;
• Continue to implement the strategic plan while using it as a leadership agenda;
• Maintain the high degree of quality and effectiveness of IW’s current programs and services;
• Navigate the current economic climate while establishing the next set of priorities; and
• Further raise the organization's visibility, identity and message to take IW to the next level of influence and significance.

Necessary Experience and Attributes:
An ideal candidate for this position will bring a commitment to the mission of IW and a variety of experiences and attributes, including: (not in priority order)
• Passion, energy and vision with strong interpersonal skills that inspire trust and loyalty;
• Demonstrated leadership, integrity and management ability; accustomed to problem solving and decision making;
• A personal commitment to the social justice and faith values that bind the agency's diverse faith communities together in this work. Comfortable working with and being “in the pulpit” of congregations of different faiths and worship traditions;
• Understanding of state and county legislative and funding process;
• Breadth of senior leadership experience with a mid-size nonprofit organization, ideally in an organization providing services to people experiencing poverty and its related issues;
• Working knowledge/experience in the social justice and/or public advocacy fields;
• A high degree of financial literacy and an ability to ensure that IW continues to be an exceptionally well-managed, financially sound organization;
• Understanding of and experience using sound business practices in a complex organization;
• Demonstrated networking skills and an ability to sustain and build on the partnerships and collaborations that are already established;
• Proven successful track record of fundraising, including the ability to engage and solicit major donors, create and manage connections with government funders, foundations and other funders, and experience securing multifaceted dollars;
• Proven successful record of building and maintaining strong working relationships with internal (staff and Board) and external stakeholders;
• Experience working with a Board of Directors and developing engaged and effective governance; and
• Strong and effective written and oral communication skills, as well as excellent public-speaking skills.

Preferred Experience and Attributes
• Knowledge of and/or experience working in the Montgomery County, MD social service and political climate;
• Experience in the public advocacy and human services arena;
• Experience leading a complex organization; and
• Appropriate educational background.


Salary & Benefits
Salary will be competitive and commensurate with experience. IW offers a salary and benefits package that is comparable to other organizations with similar size and budget.

Application Process
To apply, email cover letter, resume, and salary requirements to: IW@transitionguides.com. (Email applications strongly preferred.)
Other inquiries should be addressed to:
IW Search Committee
c/o TransitionGuides
1751 Elton Rd, Suite 204
Silver Spring, MD 20903
Phone: (301) 439-6635, Fax: (301) 439-6638.

Kindly address all questions and contact to Ginna Goodenow at TransitionGuides and do not directly contact Interfaith Works.

Closing Date: Resume review begins January 10, 2011 and will continue until the position is filled.

Interfaith Works is an equal opportunity employer. We encourage persons from diverse backgrounds to apply.