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Mayor's Office for People with Disabilities Language Access Implementation Plan 2018
Mayor’s Office for People with Disabilities Language Access Implementation Plan 2018 Table of Contents Introduction ......................................................................................... 3 1. Agency Mission and Background ......................................................... 3 2. Agency Language Access Policy and Goals ........................................... 4 3. Limited-English Proficient Population Assessment .................................. 5 4. Provision of Language Access Services ................................................ 8 5. Training ........................................................................................... 9 6. Record Keeping and Evaluation ......................................................... 10 7. Resource Analysis and Planning ........................................................ 10 8. Outreach and Public Awareness of Language Access Services ............... 11 9. Language Access Complaints ............................................................ 11 10. Implementation Plan Logistics ........................................................ 12 Introduction This Language Access Plan for the Mayor’s Office for People with Disabilities (MOPD) has been prepared in accordance with Local Law 30 of 2017 and outlines MOPD’s current and planned actions to improve access to programs and services by limited-English proficient (LEP) individuals. The plan is being developed by MOPD along with the Mayor’s Office of Operations and Mayor’s Office of Immigrant Affairs to ensure information -
19-1189 BP PLC V. Mayor and City Council of Baltimore
(Slip Opinion) OCTOBER TERM, 2020 1 Syllabus NOTE: Where it is feasible, a syllabus (headnote) will be released, as is being done in connection with this case, at the time the opinion is issued. The syllabus constitutes no part of the opinion of the Court but has been prepared by the Reporter of Decisions for the convenience of the reader. See United States v. Detroit Timber & Lumber Co., 200 U. S. 321, 337. SUPREME COURT OF THE UNITED STATES Syllabus BP P. L. C. ET AL. v. MAYOR AND CITY COUNCIL OF BALTIMORE CERTIORARI TO THE UNITED STATES COURT OF APPEALS FOR THE FOURTH CIRCUIT No. 19–1189. Argued January 19, 2021—Decided May 17, 2021 Baltimore’s Mayor and City Council (collectively City) sued various en- ergy companies in Maryland state court alleging that the companies concealed the environmental impacts of the fossil fuels they promoted. The defendant companies removed the case to federal court invoking a number of grounds for federal jurisdiction, including the federal officer removal statute, 28 U. S. C. §1442. The City argued that none of the defendants’ various grounds for removal justified retaining federal ju- risdiction, and the district court agreed, issuing an order remanding the case back to state court. Although an order remanding a case to state court is ordinarily unreviewable on appeal, Congress has deter- mined that appellate review is available for those orders “remanding a case to the State court from which it was removed pursuant to section 1442 or 1443 of [Title 28].” §1447(d). The Fourth Circuit read this provision to authorize appellate review only for the part of a remand order deciding the §1442 or §1443 removal ground. -
Council-Manager Form of Government
OVERVIEW OF CITY ORGANIZATION COUNCIL-MANAGER FORM OF GOVERNMENT Dallas’ government has changed and grown - from a mayor and six aldermen, to a commission with a mayor and four commissioners elected at-large, to the present council-manager system that has been in place since 1931. Originally, the council was composed of nine members and the mayor, who was elected by council vote. In 1951, the eight council members and mayor were all elected at- large. The structure changed again in 1968 to 10 council members and the mayor, who were all elected at-large, but eight council members represented specific districts. Later, in 1979, eight council members were elected from single-member districts with two council members and the mayor elected at-large. Our current system began in 1991 with 14 council members elected from single-member districts and a mayor elected at-large. The mayor is elected for four years, and council members are elected for two-year terms. Council members can serve up to four consecutive two-year terms. A mayor’s term is limited to two consecutive four-year terms. Council-manager government combines citizen input-through elected council members- with the professional training and experience of a city manager. The City’s organization under this plan is similar to that of a corporation. The mayor and city council serve as the equivalent of a board of directors. They set the public agenda, adopt policy and laws and appoint the city manager, city auditor, city attorney, and city secretary. In Dallas, the manager oversees City operations with an executive team of assistant city managers, each responsible for various departments. -
Former Mayors of Holland Oral History Interviews
Hope College Digital Commons @ Hope College Former Mayors of Holland Oral History Interviews 1984 Bosman, Nelson W Oral History Interview: Former Mayors of Holland Hope College Follow this and additional works at: http://digitalcommons.hope.edu/holland_mayors Part of the Archival Science Commons, and the Oral History Commons Recommended Citation Repository citation: Hope College, "Bosman, Nelson W Oral History Interview: Former Mayors of Holland" (1984). Former Mayors of Holland. Paper 1. http://digitalcommons.hope.edu/holland_mayors/1 Published in: 1984 - Former Mayors of Holland (H88-0234) - Hope College Living Heritage Oral History Project, January 1, 1984. Copyright © 1984 Hope College, Holland, MI. This Article is brought to you for free and open access by the Oral History Interviews at Digital Commons @ Hope College. It has been accepted for inclusion in Former Mayors of Holland by an authorized administrator of Digital Commons @ Hope College. For more information, please contact [email protected]. INTRODUCTION Mr. Bosman was one of the formet mayor-s which I k.new before this ptoject was initia:ted. We WIt' both serving on the Board of Trustees for the Netherlands Museum. That board is onl! of the ftw which 1 hay' nt on, but it lS but one of m..ny which Mr. Bosman has served. As can be seen on his h.ct sheet, MI'. Bosm,a,n hilS given his time and talents to many organha:tions throughout the YUts. Mr-. Bosman also served fOt a dE'cade as mayol' of Holland {and also had served as a council member- prior to thatl. During his long tenure as top elected official in the city, Holland underwent many changes which directly sh..ped it into what it has become today. -
Mayor: Fernando Medina City: Lisbon (Portugal) on Behalf of the Mayor of Lisbon, Mr. Fernando Medina, I Hereby Would Like To
Mayor: Fernando Medina City: Lisbon (Portugal) On behalf of the Mayor of Lisbon, Mr. Fernando Medina, I hereby would like to convey the measures that the City of Lisbon has been implemented at this present moment to fight this major outbreak: • School-based meals - Students from public schools in Lisbon, in levels A, B and SEN - special education needs / school social action, will continue to receive meals for breakfast, lunch and snacks, during the entire suspension of school activities. • Elderly - Assuring hot meals, personal hygiene and medicines to the four thousand people already supported by the municipality of Lisbon. Delivering support also to those who quarantine. Social support for people in isolation with dedicated telephone contact lines and take advantage of whatsapp to link young people to elderly. Delivering support also to those who were in Day Centers, that have been closed due to this outbreak, as well as all of those people without autonomy to prepare their own meals. • Homelessness – The City has opened two new facilities with all the conditions for applying the quarantine. All the foster centers has contingency plans duly approved, reinforced hygiene measures and isolation places for suspected cases. • Support to professionals from essential services – Together with the Ministry of Education, nine schools in the city are open to welcome the children of professionals in essential services, health, security forces and fire-fighters. • Support and articulation with Lisbon’s Parish Councils – Support to the needy ones, in regard to the purchase of essential goods (Pharmacy and Supermarket), either because they are over 65 years, or just for the reason that they’re chronically ill and/or people in • Solidarity Network - Identification and organization of people available to carry out solidarity tasks with the most vulnerable sectors of the population. -
Annual Report for 2018
P a g e | 1 ANNUAL REPORT FOR 2018 Lord Mayor of Cork, Councillor Tony Fitzgerald, and Director of the CLRG, Dr Aodh Quinlivan, present a copy of The Freedom of Cork to the Mayor of San Francisco, Mark Farrell, in April 2018. P a g e | 2 CONTENTS Page 1 Cover Page – CLRG Annual Report for 2018 Page 2 Contents Page 3 Director’s Report Page 4 CLRG Advisory Boards and Affiliations Page 5 Guest Lecture by Danny O’Connor Page 6 Cork Business Association Annual Awards Page 7 Launch of Tip O’Neill Annual Lecture Series in Cork and Boston Page 8 Third Annual CLRG Public Lecture Series Page 9 Third Annual CLRG Public Lecture Series Page 10 Third Annual CLRG Public Lecture Series Page 11 RTÉ Brainstorm on Directly Elected Mayors Page 12 Visits to Cork City Hall Page 13 Visits to Cork City Hall Page 14 Cork Delegation to Sister City, San Francisco Page 15 Evening Echo Lord Mayor Special Page 16 Forthcoming Publications – Vindicating Dublin Page 17 Directly Elected Mayors Page 18 ISS21 Seminar on Local Participation Page 19 Council of Europe Appointment Page 20 Atlantic Social Lab International Project The 20th Philip Monahan Memorial Lecture, sponsored by the CLRG, was delivered by Professor Fiona Mackay from the University of Edinburgh. P a g e | 3 DIRECTOR’S REPORT I am delighted to report that 2018 was another fantastic year for UCC’s Centre for Local and Regional Governance. In this 20-page annual report, I hope that you get a sense of the activities of the CLRG and the research in which we are engaged. -
Mark L. Mcdaniel, ICMA - CM
Candidate Mark L. McDaniel, ICMA - CM Experience Assistant City Manager City of Dallas, TX 2014 – Present • Responsible for a portfolio of departments that is comprised of 2,200 employees, a combined annual operating budget of $775 million, and capital budget of $514 million. • Provide senior executive oversight for water utilities, communications/information systems, watershed management, flood control, and the city’s 311 call center. • Serve as management liaison to the Dallas Parks Department. • Serve as lead staff liaison to City Council Transportation & Trinity River Project Committee. • Established the Dallas Center for Performance Excellence (CPE) to enhance effectiveness and efficiencies within operations organization-wide through deployment and use of tools such as LEAN Six Sigma, the Baldrige framework, ISO 9001, strategic planning, departmental business planning, employee advisory councils, and a new in-house BIG Academy training program. (Currently serving in a dual capacity as director for the CPE.) • Provide guidance for Dallas Water Utilities water resource planning and coordination. • Developed City’s first multi-year street maintenance model, including identification of funding sources and projected impacts to overall street conditions over time. • Lead City’s new internal compliance task force and development/automation of a new integrated management system for performance improvement. • Facilitated the launch of Dallas Data Points, an online dashboard of the city’s major performance metrics. • Engage in regular coordination of transportation, drainage and water projects/issues involving several outside agencies, such as the Texas Department of Transportation, North Central Texas Council of Governments, Regional Transportation Council, Dallas Area Rapid Transit, and United States Army Corps of Engineers. -
Mayor / Council
PART 1 The Mayor-Council Act Editorial Note: This part codifies the provisions of the Mayor-Council Act of 1955, adopted by the legislature of Alabama on September 9, 1955, as Act No. 452. The following sections codify Act No. 452 as amended. Article I Adoption of Mayor-Council Form of Government; Election and Term of Council Article II Legal Status; Form of Government; Powers Article III The Council Article IV Mayor Article V Budget Article VI Department of Finance Article VII Succession in Government Article VIII General Provisions Article IX Abandonment of Mayor-Council Form of Government Article X General Statutory Provisions ARTICLE I Adoption of Mayor-Council Form of Government; Election and Term of Council Sec. 1.01 Cities to which act applies. Any city in the State of Alabama, which has a population of more than 300,000, according to the last federal census, or which may hereafter have such population according to any federal or municipal census that may be taken hereafter, may adopt the mayor-council form of government by proceeding in the manner hereinafter in this act provided. (Act No. 452, 9/9/55, amended by Act No. 131, 7/7/65, Sec. 1) Sec. 1.02 Petition for election. The filing of a petition signed by 10 percent or more of the qualified electors of such city, asking that the proposition of the adoption of the mayor-council form of government for such city be submitted to the qualified voters thereof, with the judge of probate of the county in which such city is located, shall mandatorily require an election to be held as herein provided. -
City Manager Executive Search City of Piqua, Ohio Excellent Career Opportunity
CITY MANAGER EXECUTIVE SEARCH CITY OF PIQUA, OHIO EXCELLENT CAREER OPPORTUNITY This is an excellent opportunity for leadership and community building in an independent Ohio community with strong traditional values and hometown style. Piqua is 25 miles north of Dayton -- a residential, commer- cial and light manufacturing community with a distinctive downtown. It is on the Great Miami River, along the I-75 corridor, north of the I-70 interchange, well connected to the rich and historic culture of Ohio and to national markets. The current City Manager is retiring after forty-five years of public service, the last nine as City Manager of Piqua. The City seeks the best professionals to work in all its management positions and values stable working relationships. MISSION STATEMENT: Serving with Excellence and Integrity. Serving with Excellence and Integrity CITY OF PIQUA CITY MANAGER Page 2 THE PIQUA COMMUNITY The City of Piqua is home to more than 21,000 residents and offers small-town charm with big-city convenience. Piqua is located along I-75 and twenty miles north of I-70 with multiple generations of the same family still living in the community. Piqua has a diverse range of affordable housing options for any lifestyle, including custom built homes, newer subdivisions, workforce housing, plans to increase independent living options for seniors and older homes with grand architecture in the historic neighborhoods surrounding the downtown area. Downtown Piqua provides a welcoming experience for residents and visitors alike with a scale that is larger than expected, including the Post Office, the 5/3 Bank Building and the historic Fort Piqua Plaza framing McCulloch Square in downtown Piqua. -
2.02 Mayor 2.04 Town Council 2.06 Town Administrator 2.07 Town Attorney 2.08 Cler
Title 2 ADMINISTRATION AND PERSONNEL Chapters: 2.02 Mayor 2.04 Town Council 2.06 Town Administrator 2.07 Town Attorney 2.08 Clerk-Treasurer 2.12 Planning Commission 2.14 Steilacoom Historic District—Historical Preservation and Review Board 2.16 Municipal Court 2.18 Public Safety Department 2.20 Emergency Management 2.28 Personnel Regulations 2.44 Facilities Policies 2.48 Public Access to Records 2.50 Transcript of Hearings 2.52 Identification Cards 2.60 Auditing and Payment of Demands for Expenditures 2.68 Town Meeting Expenses 2.72 Small Works Roster Chapter 2.02 MAYOR Sections: 2.02.010 Compensation 2.02.010 Compensation. The annual compensation of the Mayor of the Town is set at nine thousand dollars ($9,000.00) per year effective January 1, 2005. (Ord. 1372 §1, 2004: Ord. 1160 §1, 1994: Ord. 890 §1, 1983). Chapter 2.04 TOWN COUNCIL Sections: 2.04.010 Meetings. 2.04.020 Compensation. 2.04.010 Meetings. The regular meeting nights of the Town Council will be the first and third Tuesdays of each month at six-thirty (6:30) p.m. (Ord. 1311 §1, 2002: Ord. 1080 §1, 1991: Ord. 1075 §1, 1991: Ord. 285 §1, 1955). 2 - 1 2.04.020 Compensation. The salary of each member of the Town Council whose term of office commences on or after December 31, 2005, is fixed in the amount of three hundred dollars per month. (Ord. 1398 §1, 2005: Ord. 992 §1, 1987: Ord. 889 §1, 1983). Chapter 2.06 TOWN ADMINISTRATOR Sections: 2.06.010 Position created. -
A Guide to Titles and Forms of Address for Dignitaries
OFFICIAL A GUIDE TO TITLES AND FORMS OF ADDRESS FOR DIGNITARIES How referred to in Title Address block in correspondence Salutation person Governor-General His Excellency General the Honourable David Hurley AC DSC (Retd) Your Excellency or Initially ‘Your Excellency’ Governor-General of the Commonwealth of Australia Dear Governor-General thereafter ‘Sir’ Contact: Governor-General of the Commonwealth of Australia Governor His Excellency The Honourable Hieu Van Le AC Your Excellency At first meeting ‘Your Governor of South Australia Excellency’ thereafter Contact: Governor of South Australia ‘Sir’ Premier The Honourable Steven Marshall MP Dear Premier Premier Premier of South Australia Contact: Premier of South Australia Prime Minister The Honourable Scott Morrison MP Dear Prime Minister Prime Minister or Prime Minister of Australia Mr Morrison Contact: Prime Minister of Australia Lieutenant Governor Professor Brenda Wilson AM Dear Professor Wilson Professor Wilson Lieutenant Governor of South Australia Contact: Lieutenant Governor of South Australia Chief Justice The Honourable Chief Justice Chris Kourakis Dear Chief Justice Chief Justice Chief Justice of South Australia Contact: Chief Justice of South Australia Government Ministers The Honourable (Dr if required) (first name) (surname) MP or MLC Dear Minister Minister or Minister Minister for xxx (surname) Contact: State Cabinet Ministers If addressing a Minister in their electorate office Dear Minister Minister or Minister The Honourable (Dr if required) (first name) (surname) MP or -
The OECD Champion Mayors for Inclusive Growth Initiative
The OECD Champion Mayors for Inclusive Growth initiative Inclusive Growth at the OECD As a response to the growing gap between the rich and the poor, the OECD launched the Inclusive Growth Initiative in 2012, with support from the Ford Foundation. This initiative has been helping governments analyse rising inequalities, monitor material living standards and broader well-being, and design policy packages that promote equity and growth. It is driven by a multidimensional approach to Inclusive Growth, going beyond income to see how people are faring in other areas of life, like jobs and health. The Champion Mayors for Inclusive Growth Initiative Building on this foundation, the OECD launched the Champion Mayors for Inclusive Growth Initiative in March 2016, with support from the Ford Foundation and in partnership with a range of Supporting Institutions, including the Brookings Institution, C40 Cities Climate Leadership Group, Cities Alliance, ICLEI, Lincoln Institute of Land Policy, National League of Cities, UCLG and United Way Worldwide. The initiative aims to provide mayors with a unique platform in the debate on inequality, elevating their voices in national debates and global agendas; and to facilitate exchanges among city leaders, sharing concrete solutions to address inequality. A global coalition of local leaders to fight inequalities Champion Mayors for Inclusive Growth form a coalition of willing leaders who have committed to tackling inequalities and promoting more inclusive economic growth in cities. Champion Mayors are invited