CIA Hits up SJSU
Total Page:16
File Type:pdf, Size:1020Kb
Load more
Recommended publications
-
Common Sense Common Sense
CCOMMONOMMON SSENSEENSE GGOVERNMENTOVERNMENT WWORKSORKS BBETTERETTER &C&COSTSOSTS LLESSESS Vice President Al Gore Third ReportReport of of thethe National Performance Performance Review Review Common Sense Government Works Better and Costs Less Vice President Al Gore Third Report of the National Performance Review Contents Introduction.................................................................................................1 Calling in the Real Experts............................................................................1 There’s a Wrong Way and a Right Way .........................................................2 Reclaiming Government “For the People”.....................................................2 Delivering the Goods at Last.........................................................................6 It’s Never Finished.........................................................................................6 1. A Government That Makes Sense........................................11 The Real Business of Government ..............................................................12 Americans Want a Government That Works Better, Costs Less...................13 Why We Have a Federal Government.........................................................14 How Things Got Out of Hand...................................................................16 Failing to Change With a Changing World.................................................16 Going By the Book .....................................................................................18 -
Friend, Boss, and Entertainer? the Embattled Self As a Guiding Theme in the British and American Productions of the Office
American Remakes of British Television Transformations and Mistranslations Edited by Carlen Lavigne and Heather Marcovitch ~~'" LEXINGTON BooKS A division of ROWMAN & LITTLEFIELD PUBLISHERS, INC. Lanham· Boulder· New York· Toronto· Plymouth, UK EIGHT Friend, Boss, and Entertainer? The Embattled Self as a Guiding Theme in the British and American Productions of The Office Janet J. Boseovski and Stuart Marcovitch "When people say to me, would you rather be thought of as a funny man or a great boss? My answer's always the same: to me, they're not mutually exclusive." -David Brent (British Series, Series 1, "Work Experience") "I guess the atmosphere that I've tried to create here is that I'm a friend first and a boss second, and probably an entertainer third." - Michael Scott (American Series, Season 1, "Pilot") A television series of British origin, The Office is filmed as a mock docu mentary examining the mundane work life of the employees of an unre markable paper supply company. The original British series debuted in 2001 and culminated in 12 episodes, followed by a two-part Christmas special in 2003. The American adaptation premiered in 2005, and while it was slow to develop a following in the United States, it ultimately amassed a sizable viewership and won critical acclaim with a number of major awards, including the 2006 Emmy for outstanding comedy series. 1 Given the number of stunning failures in the adaptation of television shows from Britain to North America,2 the success of The Office is intri guing and likely reflects a focus on issues that are universally relevant, but that have been tailored cleverly to suit the American audience. -
Reframing Organizations: Human Resources Frame
HR Frame Notes Do you believe that the Libraries most important asses is the people? Or do you believe that the Library chews people up and spits them out? Whatever you believe (#1 or #2) - will affect everything that you do at work. The understanding of people and their symbiotic relationship with organizations; Institutions need people’s talent, effort and energy and people need intrinsic and extrinsic rewards. IF the fit is poor—both suffer. People need organizations and organizations need people According to Wegmans: “We set our goals to be the very best at serving the needs of our customers; Every action we take should be made with this in mind. We also believe that we can achieve our goal only if we fulfill the needs of our own people.” Michael Scott Clip: The Office depicts the everyday lives of office employees in the Scranton, Pennsylvania branch of the fictional Dunder Mifflin Paper Company. Michael is almost inexplicably lacking in any skills, management or otherwise. The Co-manager once made a color graph of how Michael spends his time: 80% "distracting others," 19% "procrastination," and 1% "critical thinking", and added that he inflated the "critical thinking" percentage so people could actually see it on the graph. His laid-back approach more often results in lower than expected workplace productivity, particularly when Michael places his personal interests as a priority over work (such as his birthday, someone else's birthday, or his various seminars). To avoid being disciplined for his foolish actions, Michael often resorts to scapegoating employees to cover himself. -
Five County AOG Personnel Policies and Procedures Manual
PERSONNEL POLICIES AND PROCEDURES MANUAL FOR THE FIVE COUNTY ASSOCIATION OF GOVERNMENTS Approved 17 January 2007 This document supercedes all personnel policies and procedures previously established or approved by the Five County Association of Governments. TABLE OF CONTENTS PREFACE........................................................... 1 INTRODUCTION ..................................................... 2 PURPOSE ..................................................... 2 ORGANIZATION CHART ......................................... 2 EMPLOYEE RIGHTS AND PRIVACY ................................ 2 AGENCY AFFIRMATIVE ACTION POLICY . 3 Policy Statement ........................................... 3 Assignment of Responsibilities ................................ 3 Agency Equal Opportunity Officer and Summary of Duties . 3 Dissemination of Policy ...................................... 4 Discrimination Complaint Procedure . 5 DRUG FREE WORKPLACE ....................................... 7 Awareness Program ........................................ 7 Compliance with Article a Condition of Employment . 8 Notification of Funding Agency ................................ 8 Disciplinary Action Required .................................. 8 ACKNOWLEDGING RECEIPT AND REVIEW OF MANUAL . 8 DISCLAIMER AND RIGHT TO CHANGE OR DISCONTINUE . 9 SUGGESTIONS FOR IMPROVEMENT .............................. 9 RECRUITMENT AND HIRING .......................................... 10 ANNOUNCEMENT OF POSITION PROCEDURES . 10 RECRUITING................................................. -
The Implementation of Performance Review Reports by Regional Fishery Bodies, 2004–2014
FIPI/C1108 (En) FAO Fisheries and Aquaculture Circular ISSN 2070-6065 THE IMPLEMENTATION OF PERFORMANCE REVIEW REPORTS BY REGIONAL FISHERY BODIES, 2004–2014 FAO Fisheries and Aquaculture Circular No. 1108 FIPI/C1108 (En) THE IMPLEMENTATION OF PERFORMANCE REVIEW REPORTS BY REGIONAL FISHERY BODIES, 2004–2014 by Péter D. Szigeti Doctor of Juridical Science Candidate Harvard Law School The United States of America and Gail Lugten Senior Lecturer Faculty of Law University of Tasmania Australia FOOD AND AGRICULTURE ORGANIZATION OF THE UNITED NATIONS Rome, 2015 The designations employed and the presentation of material in this information product do not imply the expression of any opinion whatsoever on the part of the Food and Agriculture Organization of the United Nations (FAO) concerning the legal or development status of any country, territory, city or area or of its authorities, or concerning the delimitation of its frontiers or boundaries. The mention of specific companies or products of manufacturers, whether or not these have been patented, does not imply that these have been endorsed or recommended by FAO in preference to others of a similar nature that are not mentioned. The views expressed in this information product are those of the author(s) and do not necessarily reflect the views or policies of FAO. ISBN 978-92-5-108853-1 © FAO, 2015 FAO encourages the use, reproduction and dissemination of material in this information product. Except where otherwise indicated, material may be copied, downloaded and printed for private study, research and teaching purposes, or for use in non-commercial products or services, provided that appropriate acknowledgement of FAO as the source and copyright holder is given and that FAO’s endorsement of users’ views, products or services is not implied in any way. -
A&Avsath Aarst-* •
From the Rottom Moil, Eatro, Dee. <1. are other debts in an metit be within the bounds prescribed I tat or rather the country thro Treasury. That there kept doogMM, by eoon be its founders." No*, I did that Arrital of the Steamship Acadia—Twenty days were the debts iocur- state, which must pro- by suppose JLbnaaack, that Congress. Next unliquidated the action of the Fede- Later. Oeutia^Soue for the vided no one doubts; debts for this doty'of keeping red during the war by the states pur- for, (aaid he) the steamer Acadia 1841. Ij for the war in Florida, ral Government within bonnds of the The anxiously expected _ was debts of on the war. Provision public works, a little 12 o'clock, _FOR pose carrying Constitution was absolute; that it was not was telegraphed at past for these debts as the cost claims of for Indian spoliations— made discharging indemnity circumstances, or condi- and arrived at her moorings about half past ? 5 3 a and if half of what we hear be true, the affected by times, H' ol our Revolution ; can any body object to London to the 5 $ canuot tion, but was peremptory and man- two. She brings out papers | l g. f I- debt like this ? Of the same character were amount of these collective obligations always * What is the inference to be drawn and Liverpool to the afternoon of i to on but be datory. morning, t i E ,r; the loans made by government carry large. ? If the Trea- the The Acadia broke from her fast | there is a from the President’s language 4tb. -
May 4, 2021 at 4:00 P.M
Carlton County, Minnesota Committee of the Whole Agenda CARLTON COUNTY COMMITTEE OF THE WHOLE AGENDA Carlton County Transportation Building, County Board Room May 4, 2021 at 4:00 p.m. 1. Call to Order 2. Approval of Agenda 3. Approve the April 6, 2021 meeting minutes 4. COVID-19 Response update (PHHS) 5. Oldenburg House (Emily and Glenn Swanson) 6. New Business A. JAIL PROJECT UPDATE 1. FOP contract discussion B. ASSESSORS 1. County Fleet vehicles - Enterprise C. ATTORNEY’S OFFICE 1. Contract procedures D. AUDITOR/TREASURER 1. Consider appointment of new Auditor/Treasurer subject to final approval at May 11th County Board meeting 2. Approve 5/5/21 Accountant position posting with option to pull if final approval is not given at 5/11/21 Board meeting 3. Consider filling the Intermittent Election Clerk position as of 8/30/21 E. COORDINATOR/HR/PROPERTY MANAGEMENT 1. Approve Carlton County Performance Review Policy 2. Building Committee update (PM budget) 3. Carlton County Fair booth signup/information 4. Discuss significant initiatives and issues that may impact the budget policy statement and budget direction 5. Strategic Plan update (Late summer/fall planning session with facilitator) F. INFORMATION TECHNOLOGY 1. IT Department staff replacement due to retirement and reorganization G. TRANSPORTATION 1. Monthly construction update (info only) 2. Monthly maintenance update (info only) 3. Monthly budget update (info only) 7. Other Business A. Department Updates B. The next regular meeting date is scheduled for June 1, 2021 at 4:00 p.m. located at the Carlton County Transportation Building in the Board Room. -
Moving the Work of Criminal Investigators Towards Crime Control Anthony A
New Perspectives in Policing M A R C H 2 0 1 1 National Institute of Justice Moving the Work of Criminal Investigators Towards Crime Control Anthony A. Braga, Edward A. Flynn, George L. Kelling and Christine M. Cole In many fundamental respects, the investigation Executive Session on Policing and process, though showing some advances, seems Public Safety to have been relatively uninfluenced by signifi This is one in a series of papers that will be pub cant changes in policing, the crime problem and lished as a result of the Executive Session on technological advances made in the past thirty Policing and Public Safety. years. In the main, it is our view that progress Harvard’s Executive Sessions are a convening in police criminal investigation efforts remains of individuals of independent standing who take joint responsibility for rethinking and improving largely isolated from broader police efforts to society’s responses to an issue. Members are respond more effectively, more efficiently, and selected based on their experiences, their repu more resolutely to the crime problem in general. tation for thoughtfulness and their potential for helping to disseminate the work of the Session. — Horvath, Meesig and Lee, In the early 1980s, an Executive Session on Policing National Survey of Police Policies and Practices helped resolve many law enforcement issues of Regarding the Criminal Investigations Process: the day. It produced a number of papers and concepts that revolutionized policing. Thirty years Twenty-Five Years After Rand (2001:5). later, law enforcement has changed and NIJ and Harvard’s Kennedy School of Government are Introduction again collaborating to help resolve law enforce ment issues of the day. -
Year in Review
2010 OHIO HOUSING FINANCE AGENCY YEAR IN REVIEW web www.ohiohome.org | tollfree 888.362.6432 The Ohio Housing Finance Agency is an Equal Opportunity Housing entity. Loans are available on a fair and equal basis regardless of race, color, religion, sex, familial status, national origin, military status, disability or ancestry. Please visit www.ohiohome.org for more information. 2010 Agency OHIO HOUSING FINANCE AGENCY Year in Review OHIO HOUSING FINANCE AGENCY Executive Director’s Report to the Board on the State of the Agency 2010 proved to be a busy and productive year for the Ohio Housing Finance Agency (OHFA). OHFA effectively utilized traditional funding sources in combination with the American Recovery and Reinvestment Act (ARRA), New Issue Bond Program (NIBP) and Hardest Hit Fund (HHF) resources to close deals, identify new partnering opportunities, and drive the mission of the Agency. Furthermore, staff implemented revenue enhancement and cost containment strategies to maintain OHFA’s financial viability. Just as importantly, OHFA leadership committed to a continuing process to enhance the culture of the Agency, engage staff, and provide opportunities for education and professional development. Multiple challenges continued to impact the work of the Agency: a struggling state economy, uncertainty in the housing markets in which the Agency operates, and inconsistent access to capital and equity that are key to OHFA’s programming. Nonetheless measurable progress was made across the spectrum of overarching strategies adopted by the Board. Significant accomplishments during the past year include: Increase and preserve affordable housing opportunities for low-to moderate-income households to support Ohio’s economic stability. -
Think Christian – a Theology of the Office
A Theology of the office 8½ x 11 in 20 lb Text 21.5 x 27.9 cm 75 GSM Bright White 92 Brightness 500 Sheets 30% Post-Consumer Recycled Fiber RFM 20190610 TC TABLE OF CONTENTS Introduction by JOSH LARSEN 1 The Awkward Promise of The Office by JR. FORASTEROS 3 Can Anything Good Come Out of Scranton? by BETHANY KEELEY-JONKER 6 St. Bernard and the God of Second Chances by AARIK DANIELSEN 8 The Irrepressible Joy of Kelly Kapoor by KATHRYN FREEMAN 11 Let Scott’s Tots Come Unto Me by JOE GEORGE 13 The Office is Us by JOSH HERRING 16 Editors JOSH LARSEN & ROBIN BASSELIN Design & Layout SCHUYLER ROOZEBOOM Introduction by JOSH LARSEN You know the look. Someone (usually Michael) says something cringeworthy and someone else (most often Jim) glances at the camera, slightly widens his eyes, and imperceptibly grimaces. That was weird, his face says, for all of us. That look was the central gag of The Office, NBC’s reimagining of a British television sitcom about life amidst corporate inanity. The joke never got old over nine seasons. Part of the show’s conceit is that a documentary camera crew is on hand capturing all this footage, allowing the characters to break the fourth wall with a running, reaction-shot commentary. A textbook example can be found in “Koi Pond,” from Season 6, when Jim (John Krasinski) finds the camera after Michael (Steve Carell) makes yet another inappropriate analogy during corporate sensitivity training. Don’t even try to count the number of times throughout The Office that eyebrows are alarmingly raised. -
Common Sense Government. Works Better and Costs Less. Third Report of the National Performance Review
DOCUMENT RESUME ED 387 065 HE 028 647 AUTHOR Gore, Al TITLE Common Sense Government. Works Better and Costs Less. Third Report of the National Performance Review. INSTITUTION Office of the Vice President, Washington, DC. REPORT NO ISBN-0-16-048251-8 PUB DATE 7 Sep 95 NOTE 163p.; For related documents, see ED 379 992 and ED 384 294-296. AVAILABLE FROMU.S. Goverament PrinLing Office, Superintendent of Documents, Mail Stop: SSOP, Washington, DC 20402-9328. PUB TYPE Reports Evaluative/Feasibility (142) EDRS PRICE MF01/PC07 Plus Postage. DESCRIPTORS Change Strategies; *Cost Effectiveness; *Efficiency; Federal Aid; *Federal Government; Federal Legislation; Federal Programs; Federal Regulation; Government Role; Higher Education; Institutional Administration; Organizational Change; *Organizational Effectiveness; Public Agencies IDENTIFIERS Clinton Administration; Customer Services; *National Performance Review ABSTRACT This publication reports on the progress of the Clinton Administration's effort to reinvent the Federal government bureaucracy and how it operates and serves citizens. Part 1, "A Government that Makes Sense," describes the progress that reinventing government has made and reviews the context in which the initiative was launched including analysis of how the Federal government became too bureaucratic and why it failed to keep up with technological advances. Part 2, "Getting Results," describes how the reinventing effort has tried to get results rather than focus on rules through regulatory overhaul. It describes specific examples of regulatory simplification and creative responses to getting services to citizens more eff2ctive1y. Part 3, "Putting Customers First," describes the effort to learn what those who use government agencies want and to change services to meet customer desires. -
Town Manager Performance Review July 14, 2017 Page 2 Residential and Non-Residential Space
Office of the Town Manager Paul Bockelman, Town Manager Town Hall Phone: (413) 259-3002 4 Boltwood Avenue Fax: (413) 259-2405 Amherst, MA 01002-2351 [email protected] To: Select Board Fr: Paul Bockelman Town Manager Dt: July 14, 2017 Re: FY17 Town Manager Performance Goals – Annual Report As I near the completion of my eleventh month as Town Manager for the Town of Amherst, I want to thank the members of the Select Board for the opportunity to serve in this incredible community. I have found the job to be challenging, rewarding, energizing, and very gratifying both professionally and personally. I came to Amherst nearly one year ago because it was a community that was aligned with my values and offered the opportunity to work with talented, committed staff and officials. We, as a community, value participatory governance, open and transparent sharing of information, collaboration among interested groups, concern about social justice, and a commitment to professionalism in local government. I have built my career on these values and I am so pleased to have found a home with like-minded people working together to make Amherst a better place. And I am especially proud to be part of a group of talented staff and volunteers building on the legacy of strong managers to make Amherst a better place for all. The Board and members of the community have warmly welcomed me and my family to Town. Last summer, before beginning my duties in the Town on August 22nd, I made five visits and met with over twenty-five members of the community including members of the Select Board and business community, neighborhood activists, current and former Town officials and staff, and members of the public.