Instructor, Nursing (9 month) (Multiple Openings)

first_imgTeaching faculty at Guilford Technical Community College areresponsible for supporting student success by creating an optimumlearning environment, responding to student needs, managingeffective instructional activities, developing curriculum courses,modeling employability skills, demonstrating professionalism,developing cooperative work relationships with other faculty andstaff, supporting college administrative requirements, andmaintaining competency in their instructional field. He/she will beresponsible for quality instruction and for effective participationand interest in the total affairs of the college.The full-time Nursing faculty member participates in theplanning, implementation, evaluation, and revision of the programcurriculum. This individual may also be assigned the responsibilityof coordinating the efforts of a designated instructional team.Education Required: – Master’s degree in Nursing from aregionally accredited post-secondary institution – Currentunrestricted license or multistate license privilege to practice asa registered nurse in North Carolina – Preparation in teaching andlearning principles, including curriculum development,implementation, and evaluation, appropriate to assignment asrequired by the NC Board of NursingEducation Preferred: – Master’s degree in Nursing Educationfrom a regionally accredited post-secondary institutionExperience Required: – Three years of full-time clinicalexperience as a registered nurse – Teaching and/or industrytraining experience in nursing topics in any of the followingformats: teaching courses, training sessions, conductingprofessional development workshops, and/or other continuingeducation seminarsExperience Preferred: – Greater than three years of full-timeclinical experience as a registered nurse – Post-secondary teachingexperience – Experience with assessment of student learning and/orstudent learning outcomes. – Experience with distance learningand/or alternate instructional deliveryhttp://gtcc.peopleadmin.com/postings/2933last_img read more

House Committee Approves Bill To Allow Guns In Churches With Schools On Site

first_imgHouse Committee Approves Bill To Allow Guns In Churches With Schools On SiteFebruary 14, 2019, By Andrew LongstrethTheStateHouseFile.comINDIANAPOLIS— A House committee passed legislation on Tuesday that permits those with an active firearm license to legally carry a gun in churches when a school is on the property.House Bill 1643, authored by Rep. Ben Smaltz, R-Auburn, revives legislation that died a year ago in the aftermath of the school shooting at Marjory Stoneman Douglas High School in Parkland, Florida. Under current Indiana law, firearms are restricted from being brought onto school grounds.Besides allowing guns in churches with a school on site, the legislation would reduce fees for firearms licenses. Four-year firearms licenses would increase from four to five years and after June 30, 2020, would cost nothing. The lifetime license fee would be $30.In addition, with each issuance of a hunting, fishing or trapping license applicants will also receive a mail-in voter registration form.The bill easily passed but not without opposition. One of those against HB 1643 was Rep. Gregory Porter, D-Indianapolis, who in an interview said he was concerned that law enforcement might lose money if the fees are rescinded. Some fees from gun licenses have gone to local law enforcement.The bill passed 16-6.FOOTNOTE: Andrew Longstreth is a reporter for TheStatehouseFile.com, a news website powered by Franklin College journalism students.Print Friendly, PDF & EmailFacebookTwitterCopy LinkEmailSharelast_img read more

Press release: New charges announced for regulatory services

first_imgThe Environment Agency has today published its new charging scheme for regulatory permits and services, which will be effective from 1 April 2018.The new charges have been introduced so that businesses and organisations cover the full cost of the services they receive rather than the public – this represents a more financially-sustainable model which is simpler, fairer and more effective and that will lead to long-term environmental improvements. Charges for permits and other regulatory services have remained static for the last 7 years.The charges were drafted with feedback from industry and were subject to a public consultation. The consultation response document is also being published today, which includes the changes we have made as a result of comments we have received from customers, trades associations and the public.The charges reflect the amount of regulatory effort needed at a site and will allow the Environment Agency to invest further in our permitting service. Businesses that are well-managed and low-hazard present a low environmental risk and will be charged less. Higher-risk or poor-performing businesses will be charged more.Neil Davies, Environment Agency Director of Regulatory Charges, said: The Environment Agency carries out a valuable role in regulating the impact of businesses and industry on the environment and it is right that those that benefit from this service should cover the full cost. The new charging structure will create a simpler, fairer and more sustainable system which will enable better regulation and protection for the environment. The new charges will come into effect on the 1st April 2018 – the start of the new financial year. Our work to regulate industry protects and enhances the environment. The changes that have been announced following the recent consultation will mean that businesses and not the public pay for the full services they use. This is more financially-sustainable, will lead to a better service to businesses and long-term improvements to the environment. We have been engaging with trade associations over the last year while we were developing these proposals. Their input into this process has been really valuable and the feedback has helped shape the new fee structure. Environment Minister Thérèse Coffey said:last_img read more

Speaker examines ethical decisions

first_imgAnn Tenbrunsel, director of the Institute for Ethical Business Worldwide, discussed the discrepancy between promises and actions in her talk titled “Ethical Blind Spots,” which took place in the Mendoza College of Business on Wednesday as part of Notre Dame’s Ethics Week.Tenbrunsel said ethical knowledge does not always translate to actions.“People that think a lot and know a lot about ethics are not necessarily immune to unethical behavior,” she said.She asked the audience to rate themselves on a scale of zero to 100 of how ethical they consider themselves to be, with zero being not ethical, 50 being average and 100 being the most ethical.“People rate themselves higher than they should,” she said. “Not only do we inflate how good we are relative to other people, we hyper inflate our own ethicality.”Tenbrunsel said the three steps of ethical decision-making are prediction, action and reflection.“Studies show a large discrepancy between prediction and action, and this is known as forecasting errors,” she said.Tenbrunsel said people often make forecasting errors when they think about charitable giving. Most people predict that when the time comes, they will donate a dollar or so to a charity, but less than half of them actually end up doing so, she said.This phenomenon has to do with the difference between desirability and feasibility, Tenbrunsel said. Visceral forces, such as hunger, tiredness and fear, even influence our ethical decisions.“The more sleep-deprived you are, the more likely that you will behave unethically,” she said.Another reason for the discrepancy between prediction and action is “ethical fading,” Tenbrunsel said.“[Ethical fading is] a process by which the moral colors of an ethical decision fade into bleached hues that are void of moral implications,” she said.Tenbrunsel said she aims to help people to recognize their ethical illusions and thus avoid ethical fading and correctly compartmentalize ethical questions.“[Then] we can work to become the people that we want to be,” she said.Tags: business, Ethics weeklast_img read more

Will Bay Park Sewage Plant be Fixed Before Next Big Storm?

first_imgSign up for our COVID-19 newsletter to stay up-to-date on the latest coronavirus news throughout New York Concerns over whether Sandy-ravaged Bay Park Sewage Treatment Plant will be fixed before the next major hurricane strikes were aired at a public hearing Thursday on the plant’s nearly $1-billion repair job.Lawmakers, environmentalists and civic leaders also questioned whether a planned 18-foot levy will be high enough to mitigate another big storm surge, if more-advanced tertiary water treatment can be added and the feasibility of a proposed ocean outflow pipe.“This is going to be a four-year project,” Rob Walker, the chief deputy Nassau County Executive, reminded members of the legislature who pressed for more frequent updates on the construction, which is about 15 percent completed.The meeting was the first of planned quarterly hearings on the federally funded work to patch up and upgrade the East Rockaway plant that failed during the 2012 superstorm, dumping billions of gallons of raw and partly treated sewage into local waterways.The Federal Emergency Management Agency has awarded an unprecedented more than $800 million to repair equipment damaged when the plant—which serves nearly half of the county—was flooded and harden the facility from future hurricanes.FEMA required the county to build the $75-million 18-foot flood wall—concrete in one part, a berm in the other—high enough to protect against a storm that has a chance of hitting once in 500 years.But, the estimated 13-foot watermark public works officials said they measured in the plant after Sandy made one legislator wonder if the planned flood wall still won’t be high enough when it’s completed in two years.“I would feel better if we had a little bit of a bigger margin,” said Legis. Delia DeRiggi-Whitton (D-Glen Cove).Plant officials responded to those who urged the county to add tertiary treatment—a process that could make the water leaving the plant drinkable—would add billions to the cost of the project.The proposal to extend the current outflow pipe from Reynolds Channel two miles out into the Atlantic Ocean would be cheaper than tertiary treatment, plant officials said. County officials have been pressing the federal government to pay the up to $700 million the new pipe would cost.One environmentalist questioned the impact that pumping effluent from the plant into the ocean would have on sealife and the South Shore beaches. The current pipe has been blamed for decimating the county’s western bays.“This is a once in a lifetime opportunity,” Maureen Murphy, of Farmingdale-based Citizens Campaign for the Environment, told the panel. “This choice is clear: we keep killing the bays or we take action to save the bay….we need an ocean outflow pipe.”last_img read more

When it is time to pivot and where credit unions can position themselves for continued relevance

first_imgThe world is learning a lot about pivoting recently. COVID-19 has required significant shifts in almost every aspect of life.  We have quickly learned how to move events and entertainment online, although these are nowhere near a replacement for the real thing. Virtual conferences and summits are being brought to life quickly and the government is scrambling to get relief money to industry and individual consumers. Credit unions are no exception to this global pivot, as we have had to figure out a lot of things on short notice: everything from remote work to consumer relief to cybersecurity to financial education and marketing needs to be navigated. Change sometimes happens because of external events, and I have written in the past about how to move through change processes. It is inevitable that some of the changes being made in the way we operate will be permanent, or at least change our procedures and practices significantly on an ongoing basis. COVID-19 recovery will provide an opportunity to evaluate and revisit values and strategic priorities.Unrelated to COVID-19, recent months have also been a time of personal pivot for me. The credit union industry has been good to me. My eight years in the industry have been a time of tremendous growth and learning.  I grew from a role in marketing to leading a small credit union, one that did significant and important work as a CDFI in leveling the playing field toward economic equity. I have enjoyed getting to know industry leaders that think deeply and passionately about how to serve their communities and have seen incredible examples of credit unions that lead the way in access. I have had the opportunity to share my voice and perspective with local trade associations, at industry events, with regulators, and through writing CUInsight articles for the past four years. Finally, I had to wrestle through merger decisions, a challenge faced by many small credit union CEOs. I am grateful for all the lessons this industry has taught me and the ways it has helped me grow.During this time of transition, it is clear we also still have work to do, specifically in the diversity, equity, and inclusion (DEI) arena. I am glad to see the conversation beginning on a higher level in the credit union movement. I was thrilled to see CUNA adopt DEI as a cooperative principle. I was excited to be an attendee at the NCUA’s first ever Diversity Equity and Inclusion Summit in November 2019. These actions are an important start. However, one of the critical lessons of COVID-19 is that inequity has real and serious consequences. We are beginning to see racial disparities in the impact of COVID-19, from economic to health impacts. The societal and structural reasons are beyond the scope of this article, but these racial disparities are symptomatic of larger problems. Credit unions have begun efforts toward diversity work, and some are further than others. We should be encouraged that these issues are within our purview, but diversity work is never done. Diversity, equity and inclusion work takes self-examination, humility and willingness to listen, as well as an ability to work through conflict as we hear voices and perspectives that are uncomfortable to the dominant voice. Serving underserved communities is not DEI work, although it can often be the RESULT of sincere DEI efforts. When our outreach to underserved communities happens in order to correct racial and systemic inequities, that is when we know we have begun to engage in DEI efforts. To do that well also takes diverse internal leadership representation. There are good business reasons to serve underserved communities, many of which make financial sense and do provide relief for those that don’t have access to products and services elsewhere. We just need to be careful not to confuse those other motives with DEI work when it is not always that. Our relevance depends on not being blind to issues that on the surface may appear to be beyond the scope of financial services. These issues are very tangible to many who use our services.As for me, I am taking a pause to explore some of these issues more deeply from an academic perspective. I will not be directly employed by a credit union in the immediate future, although I hope to remain tangentially involved. (I can be reached for partnership opportunities through Your Credit Union Partner, a credit union consultancy to which I also owe much of my success).  Thank you to so many of you for what you have taught me over the past few years and continue to keep the credit union mission of ‘people helping people’ at the forefront. It is our identity as an industry and remaining true to our identity is what keeps us authentic and relevant. 11SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr,Sarah Marshall Sarah Marshall is a consultant in the credit union industry, and can be reached for partnership and speaking opportunities through Your Credit Union Partner. Her background in community development includes … Web: https://yourcupartner.org Detailslast_img read more

USA send anti-racism message ahead of Wales friendly | Football News

first_imgUSA players lined up for the national anthems with anti-racism messages on the back of their training tops On the backs, each player also had a personal anti-racism or unite message with both sets of players taking a knee ahead of kick-off.A statement on USA’s website read: “With the goal of inspiring action on social justice issues, all of the players had “Be the Change” adorned on the front of their anthem jackets.“The spirit of their message is that each and every person has the ability, opportunity and responsibility to make a difference in our own way.” USA’s line-up also saw highly-rated Borussia Dortmund midfielder Gio Reyna, who celebrates his 18th birthday on Friday, handed a USA debut with Fulham defender Antonee Robinson and Manchester City goalkeeper Zack Steffen also in USA’s starting line-up.Meanwhile, Wales made wholesale changes with forthcoming Nations League games against the Republic of Ireland and Finland in mind.Gareth Bale was rested with Chris Gunter leading the side on his 98th appearance while goalkeeper Danny Ward, defender Tom Lockyer and striker Tom Lawrence also returned. – Advertisement – The game is the USA’s first opportunity to show their support for racial equality following the death of George Floyd back in May.Floyd’s death sparked worldwide protests, driven by the Black Lives Matter movement, which was subsequently echoed across the world of sport.It led to numerous campaigns including players taking a knee before games and names replaced by ‘Black Lives Matter’ on the back of shirts.- Advertisement – The USA sent a powerful anti-racism message ahead of their international friendly against Wales at Swansea City’s Liberty Stadium.The side, led out onto the field by captain Zack Steffen, wore tracksuit tops during the national anthems which read ‘Be the Change’ on the front.- Advertisement – – Advertisement –last_img read more

The first PromoForum brings a conference on human resources in tourism

first_imgPromoForum is the educational face of Promohotel – an international fair of food, beverages and equipment for tourism with a focus on innovation and human resource development in the HoReCa area. You can register HERE, and you can find the complete program of PromoForum HERE. PromoForum combines theory and practice through a series of specialized lectures by top experts in the field of generational difference management, non-traditional sales, NeuroHR, catering, gemification and transformational coaching. Dalibor Šumiga iz Promosapiensa, a company dealing with behavioral marketing and consumer psychology, with its lecture will give a completely different view of the digital age, the eternal question of whether money matters and how success is measured. He will have the final word dr. sc. Kenan Crnić iz KC Academy on how to work smarter, not harder. This lecture focuses on personal development in all our roles, which begins with learning to control our thoughts, overcome our limitations, and increase our productivity by managing our priorities and our greatest resource — time. The main topic is human resource management in tourism Monika Ivanovićiz Infobip will talk about how to integrate foreign employees into the organization and environment? “Import” of labor is a measure that is being decided by an increasing number of employers, but the key questions are – are we ready to hire foreign workers? Do we know what this means for our team and organization? What are the key steps in this employment and what kind of preparation are we doing in this segment? We talk about these topics, process, solutions and experiences of integration and assimilation of foreign employees in our environment with Monika, employer branding coordinator of the successful Vodnjan Infobip. This conversation will certainly open up some new perspectives on a topic that is our present and future. Also, the forum will be able to test the subconscious reactions of yourself and your employees and teams, and you will be able to attend a transformational lecture on how to take control and use your full potential in all professional roles. Award-winning Michelin-starred restaurant chef Pilgrims from Šibenik, Rudolf Stefan, will explain how to create a team that will live the business. He will also present his philosophy towards employees, what knowledge and skills he focuses on and how he integrates young people into his team. Lecturers and moderator / PromoForum Program see HERE “We will only eat what we catch”, is the thought of the leader Dragan Vojvodić from Sandler Training, which will be imbued with his lecture on recognizing the sales efficiency of employees. “Are your people feeders or sellers?” Dragan asks. An introductory lecture on NeuroHR will be held Marinela Dropulic Ruzic, brand owner Meraklis which deals with the sustainable development of human resources. The lecture will explain why encouraging changes in employee behavior is a long-term process and will present a method of measuring real-time brain impulses (NeuroHR) that will be able to be tested live. This year’s PromoForum, as the first such edition, is a real treat full of lectures, demonstrations, topics and ideas. It is a place that brings together employers and representatives of tourism and hotel middle and lower management from the region with the aim of exchanging best practices, presenting innovative and unconventional solutions, tools and methods to improve processes in the hotel, catering and restaurant industry. It’s PromoForum intended directors of hotels, restaurants, camps, bars, wellness centers, assistant directors of hotels, restaurants, camps, wellness centers, directors and managers of food and beverages, directors and managers of human resources, directors and managers of receptions, directors and managers of halls and bars, directors and heads of household departments, owners of restaurants, bars and cafes, owners of small family hotels and their team leaders, camp owners and their team leaders, and anyone who wants to be one step ahead in personal and professional development. Gemification is a game-based method of learning and transferring knowledge that is increasingly used by the most successful corporations in the world. He will present this phenomenon in more detail Bernard Šutić iz The Walnut Grove Group. This lecture will present specific solutions for greater engagement and less stress, including Danish business simulations for stress prevention, leadership and effective teamwork.last_img read more

CalPERS to transform ESG to ‘data-driven mainstay’ of investment

first_imgIn an exclusive interview with IPE, Anne Simpson, senior portfolio manager for global equity and head of the Corporate Governance Program at CalPERS, discussed the genesis of the pension fund’s new approach, the scope of the pilot programme and the strategic goals for the initiative.“We’re reframing the ESG debate as an investment issue,” Simpson said. “For us, it’s the natural next step from adopting investment beliefs a couple of years ago. We’re shifting from thinking about this as ‘ESG issues,’ and thinking about what is required for our funds to be sustainable over the 70-year liability horizon we’ve got.”Two of the investment beliefs “set the stage for what CalPERS is doing.“One is that long-term value creation comes from the management of three forms of capital – financial capital, human capital and also physical capital,” Simpson said.“We’ve never been terribly fond of the ESG acronym. By reframing this as sustainable investment around these three forms of capital, we’ve given an economic framing of the issue to use in explaining what it is we want our managers to be paying attention to when they’re deploying capital.”The second CalPERS investment belief is the statement that “risk is multifaceted for an investor like CalPERS, because of our size, the longevity of our liabilities and so forth”.“Risk for us isn’t captured just through tracking error and volatility – natural resource scarcity and demographic and climate changes are also risks.”From that global basis, Simpson said, “the next question is what sort of agenda does that set for the policies and the monitoring we want our managers to report to us on”.CalPERS felt strongly it was important to develop this bottom-up and formed an internal cross-asset-class team of 20 people that undertook a two-year project with two objectives.“The definitions of what is meant by sustainable investment are hazy at best, so the first thing we need to do is define this for ourselves, and that’s where the investment beliefs come in,” she said.“Second, we needed to review the data and tools that might be available because, although we might be saying human capital needs to be properly managed for purposes of producing long-term value, there’s precious little by way of data and useful information about that that can be integrated into your financial assessments.”CalPERS’s system staff will develop expectations about the factors relevant to investing sustainably in each asset class and how those factors should be woven into the manager selection process.The development of sustainable investing criteria will focus most on external managers. At CalPERS, 70% of assets are invested internally via quantitatively managed public equity portfolios and an active fixed income portfolio. External managers are used primarily for private-market assets.“What we’re just starting now is a pilot phase, for about a year,” Simpson said. “We want the managers to come back to us and articulate the ESG factors – the sustainable investment factors in the new language – which they have reflected in their investment policies, and second, to report to us on how those are not just identified but how those are tracked and integrated into the decision-making process.”Despite the large number of managers that have become signatories to the PRI, Simpson said the identification of relevant sustainability issues was still at an early stage.“People might say, ‘oh yes, environmental issues are terribly important,’ but which issues, at what stage and where – something that might be just relevant at a sector level can become material depending on your location,” she said.“You can think about something as simple as water – either too much or too little. If you’re in a coastal property that might suffer inundation from the sea level rising or extreme weather events, that’s one kind of risk, while if you’re in California you can be acutely aware of what water scarcity can do to your business strategy.”Both are serious risks, she said, “but we do not have an agreed accounting standard or even a set of reliable data to track water as an input”.CalPERS aims to jump-start a process that will lead to rigorous quantification of the factors that affect the long-term sustainability of a business.All managers will be asked to explain how they define these issues, what their policies are and their data and modelling of sustainability factors.At the same time, CalPERS is reducing the number of external managers. “Another aspect of the investment beliefs is the simple and obvious statement that costs matter,” Simpson said. “We’ve got more managers than makes sense.”In what Simpson described as a “shrink-to-fit” process, CalPERS will trim its roster of more than 200 managers. “The goal is to have around 100 managers so we can have bigger strategic relationships where we’ll be able to have more impact on the fee structure and better alignment,” she said. “Next year, we’ll take a look at what managers come back with.”Responses to the sustainability initiative will be one more data point in the review.“In what will become the legacy portfolio, managers will be wound down over a period of time. In the strategic portfolio that comes out of this review and selection process, managers will report to CalPERS for the long term, and our thinking will evolve as we work our way through this pilot programme.”While some managers will lose CalPERS mandates in the course of the review, Simpson said she remained focused on the big picture.“One of the most important things we’re doing in this process is setting up an investment demand for better sustainability data and better modelling, and fundamentally, the integration of these factors into financial reporting,” she said.“At the moment, there are 101 terrific initiatives around, which gather data from some companies on some issues, but it’s not integrated into the reports that get filed or audited.”Ultimately, CalPERS is seeking to spark investment management innovation.“The prize here would be that, through this process, you get investment managers behind the notion that sustainability issues need to be properly defined, properly tracked and ultimately connected into the risk/return framework that investment is all about,” Simpson said.“That’s a big project but one that a fund of our size takes on.” The California Public Employees’ Retirement System (CalPERS), the largest public-employee pension system in the US, with about $350bn (€317bn) in assets, in June launched a pilot programme that will lead to formal requirements that all managers receiving capital allocations articulate and implement ESG principles into their investment processes.To date, ESG policies at most large pension plans have focused on company-specific issues where major asset owners could engage directly with management to push for changes at the company level.Other managers have met pension fund requirements that they incorporate ESG criteria by signing on to the Principles for Responsible Investment administered by the United Nations Environmental Programme Finance Initiative.CalPERS’s initiative aims to identify and document on a consistent basis the ESG practices, and supporting data and modelling, that managers in all asset classes use in actual investment decisions.last_img read more

Qatargas’ 2,000th LNG cargo arrives in India

first_imgAseem LNG carrier; Image courtesy of QatargasThe world’s largest liquefied natural gas producer Qatargas has delivered the 2,000th liquefied natural gas (LNG) cargo to India.Qatargas said on Sunday that the cargo, transported on-board the 155,000cbm Aseem LNG carrier, was loaded at the Ras Laffan Port on November 17 and delivered to India’s Dahej LNG terminal, owned and operated by Petronet LNG.Khalid bin Khalifa Al Thani, CEO of Qatargas, said: “We are delighted to reach this historic milestone in our relationship with India with whom we have established a strong partnership since July 1999. India is a key market for Qatargas given its geographical proximity and growth potential.“As India continues to make big strides towards achieving its ambitious target of 15 percent natural gas in the country’s overall energy mix, we are committed to extending all possible support by reliable delivery of this clean fuel.”It is worth reminding that Qatargas signed a 25-year long-term free on board (FOB) sale and purchase agreement with Petronet back in 1999. In December 2015, the two signed a new SPA for the supply of an additional one million tons per annum.Qatargas loads around 116 cargoes per year to India under this SPA in addition to supplying significant volumes into the short term and spot markets.Also, the company supplied a commissioning LNG cargo for the Ennore LNG receiving terminal near the southern Indian city of Chennai in March 2019.last_img read more

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