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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. -
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. -
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 -
Devolution: a Mayor for Greater Manchester. What Does It Mean?
DEVOLUTION: A MAYOR FOR GREATER MANCHESTER. WHAT DOES IT MEAN? BOLTON | BURY | MANCHESTER | OLDHAM | ROCHDALE | SALFORD | STOCKPORT | TAMESIDE | TRAFFORD | WIGAN Devolution: A mayor for Greater Manchester. What does it mean? CONTENTS Introduction 3 How is the combined authority run? 4 What powers will the mayor and combined authority have? 6 What budgets will the mayor and combined authority have? 16 Annex A: Relevant legislation 27 Annex B: Useful words and phrases 29 2 Devolution: A mayor for Greater Manchester. What does it mean? INTRODUCTION In May 2017, there will be a major shift in the way we run our country. Powers, budgets and responsibilities will be passed down from central government to new directly-elected mayors in six regions across England, including in Greater Manchester. On Thursday 4 May, the residents of Bolton, Bury, Manchester, Oldham, Rochdale, Salford, Stockport, Tameside, Trafford, and Wigan will elect the first ever Mayor for Greater Manchester. The Mayor will represent Greater Manchester across the country and around the world. They will work with leaders of councils and businesses to create jobs, improve skills, build homes and make it easier to travel. The Mayor and the Greater Manchester Combined Authority will be able to: • invest in local priorities to improve Greater Manchester through an Investment Fund worth £900 million over 30 years; • keep more of the business rates that the councils collect from local businesses, to pay for local services; • set the rules for local bus services, including the routes, -
The Rise of Night Mayors As a New Form of Urban Governance After Dark
Governing the night-time city: The rise of night mayors as a new form of urban governance after dark The Harvard community has made this article openly available. Please share how this access benefits you. Your story matters Citation Seijas, Andreina, and Mirik Gelders. 2019. Governing the night-time city: The rise of night mayors as a new form of urban governance after dark. Urban Studies, forthcoming. Published Version 10.1177/0042098019895224 Citable link http://nrs.harvard.edu/urn-3:HUL.InstRepos:41940997 Terms of Use This article was downloaded from Harvard University’s DASH repository, WARNING: No applicable access license found. Page 1 of 30 Urban Studies 1 2 3 4 5 Governing the night-time city: The rise of night mayors as a new form of urban governance 6 7 after dark 8 9 10 Abstract 11 12 The urban night has traditionally been a regimented space characterized by strict policing and 13 14 surveillance. Early research on the night-time economy documented the expansion of nightlife 15 from a centrepiece of culture-led redevelopment strategies in post-industrial cities, to the 16 17 introduction of a broad governance apparatus to manage the agglomeration of night-time activity. 18 19 Over the past two decades, a new actor has emerged: more than 40 cities have appointed night 20 21 mayors or individuals responsible for maintaining nocturnal vibrancy, while mediating between 22 those who wish to work, party or sleep. This article summarizes the results of a qualitative study 23 24 that gathered information on the origins, propagation and geographic variations in the role to 25 26 provide a first comprehensive look at this position. -
COUNCIL-MANAGER OR “STRONG MAYOR” the Choice Is Clear
COUNCIL-MANAGER OR “STRONG MAYOR” The Choice is Clear Learn the Facts About Council-Manager Government Everyone wants strong political leadership—neighborhoods, civic leaders, and the business community included. And today’s complex communities cannot succeed without the guidance of effective mayors who provide a sense of direction and contribute to the smooth functioning of a local government. But communities also need thoughtful, dedicated council members, who work with the mayor to establish appropriate policy, and competent, professional managers to carry out those policies. None of the three are mutually exclusive; they can and do work together today in many of the country’s successful council-manager communities. Today council-manager government is the fastest growing form of government in the United States; it frees up the elected body to establish policy, which is carried out by an appointed manager and an administrative staff. The manager is accountable to the entire council for the satisfactory implementation of council policy and the day-to-day administration of municipal affairs. There are compelling reasons why many of the nation’s most successful cities and towns have adopted council-manager government rather than the “strong-mayor” form. Council-manager government encourages neighborhood input into the political process, diffuses the power of special interests, and eliminates partisan politics from municipal hiring, firing, and contracting decisions. People who take time to learn the facts about council-manager government are likely to join the ranks of those who favor this popular form. Consider the following when deciding which form of government is best for your community: Neighborhoods Strengthen Their Voice The council-manager form encourages open communication between citizens and their government. -
83.580 Duties and Powers of Mayor -- Information on City and Officials To
83.580 Duties and powers of mayor -- Information on city and officials to Department for Local Government -- Representation of county districts on boards and commissions. (1) The mayor shall: (a) Cause the ordinances of the city and the laws of the state to be executed and enforced; (b) Communicate to the board of aldermen at least once a year a statement of the finances and general condition of the affairs of the city and information in relation thereto as the board of aldermen requires; (c) Recommend, by written message to the board of aldermen, the measures he deems expedient; (d) Fill, with the consent of the board of aldermen, all vacancies in executive and ministerial offices and the filling of which is not otherwise provided for; (e) Exercise a general supervision over all the executive and ministerial officers of the city and see that their official duties are honestly performed; and (f) No later than January 31 of each year, mail to the Department for Local Government a list containing current city information including but not limited to the following: 1. The correct name of the mayor, members of the board of aldermen, and the following appointed officials who are serving as of January 1 of each year: a. Clerk of the board of aldermen; b. City treasurer; c. City attorney; d. Finance director; e. Police chief; f. Fire chief; and g. Public works director; 2. The correct name of the city, mailing address for city hall, and the telephone number of city hall; and 3. The name and telephone number of either an elected or appointed official to serve as a contact person that may be reached during normal business hours of 8:00 a.m.