zilongwang/ReadingBank huggingface dataset:
3. Ref (a), provides application procedures and requirements. Chapters 1, 2, and 5, should be read in their entirety. Additional application information can be found at: http://www.med.navy.mil/sites/nmpdc/professional- development/SitePages/Enlisted%20Commissioning%20Programs.aspx. Applicants must not have reached their 42nd birthday by the time of initial commission. Age waivers will not be granted. A MARADMIN will outline conditional release procedures for active-duty Marines who are selected to participate in the program. 4. Points of contact are: a. Ms. Kemp, Navy Medical Professional Development Center, Code O3C HMDT at (301) 319-4520/DSN 285, or via e-mail at beverly.kemp(at)med.navy.mil. b. HM1 Jones at (301) 295-0925/DSN 295 or via e-mail at rosie.jones(at)med.navy.mil. 5. This message is canceled for record purposes on 30 September 2015. 6. Released by Vice Admiral W. F. Moran, N1.// BT #1837 NNNN UNCLASSIFIED//
participating in millage renewal campaigns, participation in Local Transit Advisory Committees and/or other local identified activities have a voice in transit planning activities including leading discussions on regionalize transit. Develop a DN/M Position Statement on Mobility CILs have a unified message to share with their legislators DN/M & Public Policy Leadership Team Draft and present at February 2015 Public Policy Meeting Collaborate with SILC Transportation SPIL Workgroup Enhance collaborate efforts and seek shared outcomes for future SPILs DN/M Ongoing Long-Term Services & Supports Desired Outcome Long-term: Increase community-based services & supports, reduce the number of people living in nursing homes in Michigan and have fully functioning ADRCs. Short-term: engage with AAA Association of Michigan (4AM) to develop public policy strategies that are mutually beneficial, impact diversions from nursing homes by working with acute care (MI Hospital Association) Action Outcome Responsible Group Timeframe Collaborate with Aging Service Providers on Silver Key Campaign in-home support funding) With adequate funding nursing home admission rates (diversion) will be lower DN/M will engage with Silver Key Campaign Coalition Ongoing Engage in on-going communication with the Offices to the Services on Aging, 4AM, MDCH/HCBS Waiver Program Ensure that the IL voice is represented in policy and programmatic changes. DN/M Ongoing
Work with ADRC Advisory Committee to develop funding strategy for sustainability Resources for ADRCs will be developed ADRC Advisory Committee/Sustainability Subcommittee TBD Develop a DN/M Position Statement on Long-term Community Services & Support CILs have a unified message to share with their legislators DN/M & Public Policy Leadership Team Draft and present at February 2015 Public Policy Meeting Identify House & Senate Health & Human Services and DCH Appropriation Committee members & match with appropriate CIL representatives. Engage in ongoing communications about long-term community services and supports in Michigan Identified CILs, DN/M Public Policy Team Ongoing Follow the work of the House & Senate Health & Human Services Committees & engage in action as necessary The Family, Children and Seniors Committee understands the relationship between policies and the impact on people with disabilities DN/M will take the lead and engage the CIL Network as needed Ongoing Employment Desired Outcome Long-term: People with disabilities have access to ALL supports needed to find and maintain employment. Short-term: Work with DHS regarding implementation of the Better off Working report and other DHS/MRS employment initiatives. Monitor state/federal policies regarding implementing Employment First and sub-minimum wage laws. Action Outcome Responsible Group Timeframe
SECTION E: FINANCIAL/PROGRAM EXPENSES The expenses on this page should reflect only the specific program for which Seminole County funding is requested. TOTAL PROGRAM REVENUE: Current 2016/2017 Proposed 2017/2018 PROGRAM PERSONNEL EXPENDITURES: Professional Staff Salaries Support Staff Salaries Employee Benefits Payroll Taxes/Other TOTAL PERSONNEL EXPENSES: PROGRAM OCCUPANCY EXPENDITURES: Building Lease/Rent Maintenance Utilities Insurance TOTAL OCCUPANCY EXPENSES: PROGRAM OPERATING/PROGRAMMATIC EXPENDITURES: Office Supplies Office Expense/Computer Communication Printing Direct Services Professional Fees/Outside Consultants Staff Travel Staff Development/Training Volunteer Expenses Awards Advertising Subscriptions/Publications Fundraising Expenses Support to Parent Organization Dues Licenses, Taxes, Insurance Equipment Lease/Maintenance Vehicle Maintenance Depreciation Expense Interest Expense Annual and Special Meetings Miscellaneous Expenses Other TOTAL OPERATING/PROGRAMMATIC EXPENSES: TOTAL PROGRAM EXPENSES: REVENUE MINUS EXPENSES:
Select the Report Select “Sign In Sheet – All” Suggestion- Print as a record of who has evaluated the course Select Evaluation Summary Expand “Evaluations” by selecting the “+” to the left Click PDF link for “Evaluation Summary Report” Enter Total Participants Expand “Custom Reports/Exports by selecting the “+” to the left Click on “Enter Actual Attendance” ––--
FY-18 INFORMATION WARFARE COMMUNITY COMMAND AND MILESTONE SCREENING BOARD ANNOUNCEMENT THE FY-18 INFORMATION WARFARE COMMUNITY COMMAND AND MILESTONE SCREENING BOARD (#425) WILL CONVENE ON 21 AUGUST 2017. THE FOLLOWING ELIGIBLE CANDIDATES ARE SCHEDULED TO GO BEFORE THE BOARD: OCEANOGRAPHY (1800) - COMMANDER MILESTONE: PROMOTION YEAR GROUPS 17 AND 18 - COMMANDER COMMAND: PROMOTION YEAR GROUPS 15, 16 AND 17 (WHO HAVE PREVIOUSLY SCREENED OR WILL SCREEN FOR COMMANDER MILESTONE THIS YEAR) - CAPTAIN COMMAND: PROMOTION YEAR GROUPS 15, 16 AND 17 CRYPTOLOGIC WARFARE (1810) - COMMANDER MILESTONE: PROMOTION YEAR GROUPS 17 AND 18 - COMMANDER COMMAND: PROMOTION YEAR GROUPS 15, 16 AND 17 (WHO HAVE PREVIOUSLY SCREENED OR WILL SCREEN FOR COMMANDER MILESTONE THIS YEAR) - CAPTAIN COMMAND: PROMOTION YEAR GROUPS 15, 16 AND 17 INFORMATION PROFESSIONAL (1820) - COMMANDER MILESTONE: PROMOTION YEAR GROUPS 17 AND 18 - COMMANDER COMMAND: PROMOTION YEAR GROUPS 15, 16 AND 17 (WHO HAVE PREVIOUSLY SCREENED AND ARE IN, OR HAVE COMPLETED, COMMANDER MILESTONE PRIOR TO THE CONVENING OF THE FY-18 COMMAND AND MILESTONE SCREEN BOARD) - CAPTAIN MILESTONE: PROMOTION YEAR GROUPS 17 AND 18 - CAPTAIN COMMAND: PROMOTION YEAR GROUPS 15, 16 AND 17 (WHO HAVE PREVIOUSLY SCREENED OR WILL SCREEN FOR CAPTAIN MILESTONE THIS YEAR) INTELLIGENCE (1830) - COMMANDER MILESTONE: PROMOTION YEAR GROUPS 17 AND 18 - COMMANDER COMMAND: PROMOTION YEAR GROUPS 15, 16 AND 17 (WHO HAVE PREVIOUSLY SCREENED OR WILL SCREEN FOR COMMANDER MILESTONE THIS YEAR) - CAPTAIN COMMAND: PROMOTION YEAR GROUPS 15, 16 AND 17 ACQUISITION NOMINATIVE SCREEN - IWC CAPT AND CAPT(SEL) - MUST BE APM QUALIFIED - MUST NOT EXCEED 27 YEARS TOTAL COMMISSIONED SERVICE PRIOR TO 30 SEP 2017 - IF UNSURE OF ELIGIBILITY, PLEASE CONTACT YOUR PERS-47 COMMUNITY REP IW COMMANDER (IWC) SCREEN - IN OR POST O6 MAJOR COMMAND - YG90 AND JUNIOR ONLY THOSE OFFICERS WHO HAVE SUCCESSFULLY COMPLETED THE COMMAND QUALIFICATION ORAL BOARD WILL BE CONSIDERED ELIGIBLE FOR 05/06 COMMAND PANELS. ALL QUALIFICATION RECOMMENDATION LETTERS NEED TO BE SUBMITTED TO COMNAVIFOR, POC Mr. JOSEPH C. SULLIVAN (). PACKAGES WILL BE PROCESSED BY NAVIFOR. IF NOT IN YOUR RECORD AND HAS BEEN ENDORSED BY NAVIFOR, INCLUDE IT IN YOUR CORRESPONDENCE TO THE BOARD (MUST BE RECEIVED BY 2359 CST 20 AUGUST 2017). QUALIFICATION LETTERS SIGNED BY COMMANDING OFFICERS AND SUBMITTED DIRECTLY TO THE BOARD WILL NOT BE ACCEPTED. ONLY ELIGIBLE OFFICERS MAY COMMUNICATE WITH AN ADMINISTRATIVE BOARD. WRITTEN
Category III. Service Codes 831, 832, 833, 834, 835 and 836 Identify the services you propose to offer by your agency this fiscal year. What are the expected outcomes of your program(s) with the utilization of the funds in Category I? What service codes do you propose to offer this fiscal year and why? How will the funding be utilized in an appropriate time? What are your expected goals, short-term and long-term to meet the needs of caregivers in the stated coverage area? Targeted outcomes? How do you plan to work with other providers or long term program transitions for FCSP clients to ensure “temporary” funding assistance under the FCSP and that funds do not duplicate services/supplant? How does your agency plan to target the Priority Populations and how will you measure your results?
Applied for in this application? Service Type (Note that for ESG eligibility, services must be “related to emergency shelter or street outreach.” All services provided by applicant or partners are not expected to be ESG-eligible!) Name the key staff person or outside organization responsible for providing each service Provider of Service Applicant or staff member Outside Agency f. Yes OUTPATIENT HEALTH SERVICES If yes, describe: g Yes CHILD CARE If yes, describe: h Yes MENTAL HEALTH SERVICES If yes, describe: i. Yes LEGAL SERVICES If yes, describe: j. Yes TRANSPORTATION FOR HOUSING SEARCH, EMPLOYMENT, HEALTH CARE If yes, describe:
If participating in a LEA Consortium, please indicate the consortium’s fiscal agent: If participating in a LEA Consortium, please list the participating members and corresponding corporation numbers: Important Grant Information ALL LEAs may apply individually. LEAs may apply as a consortium for Title IV funding. Please submit one application and identify the fiscal agent for the consortium LEAs that will receive $30,000 or more must spend 20% of allocation on Focus Area A and B and must spend portion of allocation on Focus Area C LEAs must spend no more than 15% on technology or technology infrastructure LEAs must provide equitable services to nonpublic schools within their geographic area through timely and meaningful consultation Consortium Participant Agreement (NOTE: this section is only required for LEAs entering into a consortium for Title IV, Part A funding. By signing this form, the LEA agrees to participate in a consortium application for Title IV funds for the 2018-2019 school year and to meet all of the assurances and program requirements as outlined in the Title IV grant application. Signed and dated copies for each member of the consortium should be submitted by the fiscal agent with the final Title IV application. School Corporation Corp # Superintendent Name Signature of Superintendent Date Title IV Administrator Name Signature of Date
Applicant Initiative: Focus Area(s): School(s): Budgeted Item(s): Amount: A B C 1. 1. A B C 2. 2. 2. A B C 3. 3. 3. 4. A B C 4. 4. 4. 5. A B C 5. 5. 5. 6. A B C 6. 6. 6.
my HEALTH plan is: things i need to Do: Who Will Assist Me? end Date 1. UPDAtes: 2. UPDAtes: 3. UPDAtes: 4. UPDAtes: 5. UPDAtes: 6. UPDAtes: 7. UPDAtes: 8. UPDAtes: 9. UPDAtes: 10. UPDAtes:
Children’s Trust Fund ’s Foundation for Child Abuse Prevention GRANT APPLICATION PACKET FISCAL YEAR 2013 July 1, 2012 through June 30, 2013 Packet Contents Grant Application / Exhibit A Notice of Current Availability of Prevention Funds & Instructions / Exhibit B Appendices Application Deadline: Applications for CTF grants under this funding cycle must be postmarked no later than Monday, March 12, 2012 to be considered. The Children’s Trust Fund is located in the , , Room 860, . CTF’s mailing address is .
Application Packet Includes: Timeline – Fiscal Year 2014 CTF Regional Map Attachment 1 – Strengthening Families Framework Information Attachment 2 – FRIENDS Report on Evidence-based programs Attachment 3 – FRIENDS Resources for Identifying Evidence-Based Programs EXHIBIT A ATTACHMENTS 1. COVER SHEET 2. PROJECT ABSTRACT 3. HISTORY & QUALIFICATIONS CORE DATA 5. ACTION PLAN 6. CTF PROMOTION SUMMARY 7. PROJECT BUDGET includes DETAIL, INCOME/MATCH, & JUSTIFICATION (3 pages) 8. ASSURANCE/CERTIFICATION 9. APPLICATION SUBMISSION CHECKLIST *A minimum of 3 letters of support or memorandums of understanding may be submitted for a maximum of 5 points. **A Certificate of Completion verifying that a member of the applicant agency’s program staff has completed module one of the National Alliance of Children’s Trust Fund’s online Protective Factor training may be submitted for a maximum of 5 bonus points. EXHIBIT B NOTICE OF CURRENT AVAILABILITY OF PREVENTION FUNDS INTRODUCTION/BACKGROUND APPLICANT ELIGIBILITY PRIORITY AREAS PREVENTION DEFINITIONS AVAILABILITY OF FUNDS DISTRIBUTION OF FUNDS GENERAL INSTRUCTIONS APPLICATION INSTRUCTIONS REPORTING & RECORD REQUIREMENTS COMMUNICATIONS & QUESTIONS Children’s Trust Fund Child Abuse/Neglect General Prevention Projects Fiscal Year 2014 Timeline (July 1, 2013 – June 30, 2014) January 11, 2013 CTF grant application packet for FY 2014 general prevention projects released
For an LEA that intends to use the first year of its School Improvement Grants award for planning and other pre-implementation activities for an eligible school, the LEA must include a description of the activities, the timeline for implementing those activities, and a description of how those activities will lead to successful implementation of the selected intervention. If the district selects the turnaround or transformation model for any of its 2015/2016 SIG eligible schools, the district also must submit a letter from the union or association in support of the SIG requirements associated with the selected model (see Appendix B for a sample letter). [respond to 15A, 15B and 15C] [(15A) Enter response here. Describe the activities, timeline, and description of implementation in the planning year (where applicable). See the evaluation rubric below for guidance.] [(15B) Enter response here. Describe how the newly hired principal will be introduced and transitioned to the SIG plan. See the evaluation rubric below for guidance.]
Children’s Trust Fund Missouri’s Foundation for Child Abuse Prevention GRANT APPLICATION PACKET FISCAL YEAR 2016 July 1, 2015 through June 30, 2016 Packet Contents Grant Application / Exhibit A Notice of Current Availability of Prevention Funds & Instructions / Exhibit B Appendices Application Deadline: Applications for CTF grants under this funding cycle must be postmarked no later than Thursday, March 12, 2015 to be considered. The Children’s Trust Fund is located in the Harry S Truman State Office Building, 301 West High Street, Room 860, Jefferson City, MO 65101. CTF’s mailing address is .
CoC NY-505 Monitoring Team Information Monitoring Staff: Date of Monitoring Visit: ______________________________________________________________ CoC Program Grantee: Agency and Program Information Agency: Program Name: Agency staff consulted: Grant Amount: Contract Number: Program Type: ⎕PSH ⎕RRH Number to be served: Number of chronic beds/units: Program serves: ⎕ Individuals ⎕ Families ⎕ Both Individuals and Families CoC Program grant funds are used for: ⎕ Rental Assistance ⎕ Leasing (no match required) ⎕ Operations ⎕ Admin ⎕ Supportive Services Is the agency a faith-based organization? ⎕ Yes ⎕ No CoC Matching funds (25% required) are: ⎕ Cash/Cash Equivalent ⎕ In Kind ⎕ N/A Is there an active restrictive covenant on one or more of the project properties? ⎕ Yes ⎕ No
REVIEW OF CoC PROGRAM PARTICIPANT FILES Eligibility: Homelessness 1. Each participant file contains verification of homelessness status at the time of program entry. 24 CFR § 578.103(a)(3); 24 CFR § 576.500(b) ⎕ Yes ⎕ No 2. Agency has written policies and procedures for documenting homelessness. Intake staff document eligibility at intake; documentation is required for all persons seeking assistance; written policies state the evidence that may be relied upon to establish and verify homeless status. Agency makes efforts to get the appropriate documentation. In order of preference: Third party documentation Intake worker observations Certification from the person seeking assistance ⎕ Yes ⎕ No Eligibility: Disability 1. If the program provides PSH, each participant file contains verification of participant’s disability. 24 CFR 578.37(a)(1)(i) Verification from a professional who is licensed to diagnose and treat condition OR Disability verified by the Social Security Administration in the form of a VA disability check, or an SSDI check. ⎕ Yes ⎕ No ⎕ n/a Eligibility: Chronic homelessness 1. If the program has units dedicated to persons who are chronically homeless, participant files contain verification of chronic homelessness. ⎕ Yes ⎕ No ⎕ n/a Service Assessments 1. The file contains participant assessments and service plans, updated at least annually. 24 CFR § 578.53(a) ⎕ Yes ⎕ No Duration of Services 1. The file reflects that supportive services are made available throughout resident’s entire time in the project. 24 CFR § 578.53(b) ⎕ Yes ⎕ No 2. Rapid rehousing: the file reflects that program participant meets with case manager not less than once per month. 24 CFR 578.53 (b)(4) ⎕ Yes ⎕ No ⎕ n/a Participants Terminated from Program 1. If participant has been terminated from the program, file includes documentation that the agency followed its written procedure for termination of assistance. 24 CFR § 578.103(a)(7)(ii); 24 CFR § 578.91 ⎕ Yes ⎕ No ⎕ n/a
Submit draft copy of all ads, if available. If unavailable at the time the plan is submitted, copies draft ads must be forwarded to the City as soon as they become available. Ads should show both the Equal Housing Opportunity and Accessibility Logos (2) Radio and Television: Identify radio and television stations to be used. Indicate the approximate frequency and description of use. (3) Other Types of Media (a) List, with names and addresses, of media including publications of limited circulation such as neighborhood-oriented weekly newspapers, religious publications (b) Description of the media and the frequency of the advertising. II. Brochures, Signs and the HUD Fair Housing Poster Brochures, signs and the HUD Fair Housing Poster are to be integral parts of any successful AFHMP marketing effort. (1) All signs, brochures, and leaflets must show both the Equal Housing Opportunity and Accessibility Logos. (2) Description and size of permanent project sign, if one is to be erected. A photograph of the project sign must be submitted with the AFHMP, or as soon as possible after the sign is erected. (3) Description of the Brochure (i) The brochure may include a range of information which influences decisions regarding housing choice. The brochure should communicate the Developer’s Equal Housing Opportunity Policy. It must be consistent with the Fair Housing Advertising Guidelines, including display of the Equal Housing Opportunity Logotype and slogan; use of words, phrases and photographs; and human models. (ii) Where appropriate it should also contain information on the Developer’s policy toward families with children and whether or not the project is reserved for persons 55 years old and above or 62 years old and above as well as the project management promising that it will not discriminate against eligible families with children. (iii) The brochure should be distributed through community contacts (see Section III. below), mailed to groups identified as least likely to apply and kept in rental or sales offices for distribution to visitors. (4) Submit copies of brochures and leaflets. If unavailable at the time the
Meeting 5 November 8, 2016 Time: 2-3:30pm Location: Pryzbyla 327 Budget Meeting Tuition revenue projections and assumptions –Johnston Continuing budget and decision point presentations --Enrollment Management – Lydon --Development –Rembold --Student Affairs - Allen Review pro forma –Johnston, Specter Meeting 6 November 16, 2016 Time: 2-3:30pm Location: Pryzbyla 327 Budget Meeting Presentation: Auxiliaries –Kovach Reserve budget discussion –Specter Review pro forma –Johnston, Specter Meeting 7 November 30, 2016 Time: 2-3:30pm Location: Pryzbyla 327 Budget Meeting Performance-based, continuing and decision point presentations --Academic Area – Abela --Law School –Abela Review pro forma –Johnston, Specter Meeting 8 December 7, 2016 Time: 2-3:30pm Location: Pryzbyla 327 Budget Meeting Review pro forma –Johnston, Specter Discussion of decision point proposals –All Identify reallocation of resources to balance FY 2018 Budget Meeting 9 December 16, 2016 Time: 10-11:30pm Location: Pryzbyla 327 Budget Meeting Review pro forma –Johnston, Specter Finalize decision point proposal funding --All Meeting 10 January 17, 2017 Time: 2-3:30pm Location: Pryzbyla 327 Budget Meeting Review and approve final FY 2018 budget Meeting 11 January 26, 2017 Time: 2-3:30pm Location: Pryzbyla 327 Scheduling contingency if an additional meeting is necessary
Staff Support: James Galvin, Project Manager Project Funding Summary - 18-04 Prepare/Amend the TIP Cash In-Kind Total FHWA $11,964 --- $17,396 FTA $1,952 --- DelDOT $1,740 --- Other State/Local --- $1,740 Total $15,656 $1,740 Project 18-05 Data Management In order for the MPO Council and committees to make informed decisions, they need to have access to data about the transportation system and the people who use it. The MPO maintains a GIS system for organizing and presenting data that has been gleaned from other sources and occasionally helps to fund the collection and analysis of new data. The maps and displays developed through GIS are also an important element of the public participation process. 18-05.01 Operate and Maintain the Geographic Information System: This project will maintain and update the MPO’s existing GIS by improving communication and data sharing with other agencies and adding new data as it becomes available from other reliable sources. The activities to complete this project include: Work with member governments to identify sources for data that the MPO will need during the year and the process for accessing the data - Continuous Update GIS data from federal, state and local sources - Continuous Refine/maintain a database that identifies locations of minority, low income and other under-served populations that may be adversely impacted by the construction of or lack of transportation improvement projects - Continuous Integrate survey data from the Center for Applied Demographic Research - As available Partner with MPO member agencies and other organizations to build data sets and collect data. – As needed Integrate visualization techniques into the GIS - Continuous Create maps and displays for MPO meetings and projects as requested Participate in regional, statewide and national committees and organizations pertinent to operating and maintaining a top notch GIS system for the MPO including: Population Consortium Delaware Geographic Data Committee Completion Date: Ongoing 18-05.02 Support the Data and Demographics Sub-committee: In FY 2011, the MPO created the Data and Demographics sub-committee for the purpose of developing small area population and employment projections and revising traffic analysis zone (TAZ) boundaries. The committee meets to evaluate county-level projections developed by the Population Consortium and disaggregate them to the TAZ level and to discuss other data of concern to the MPO.
We are more visible with the development of our Internet web site, and local educational cable channel which we have been guests on two times in the last three years. We will meet with local school, government, and civic organizations to share our vision. We need to plan our promotion efforts to take full advantage of funding opportunities from businesses and foundations. Our promotions will focus on the positive effects of our product and the Department of Defense and National Guard’s commitment to the community. It is the Director's responsibility to establish, operate, and maintain an active public affairs program. The program is comprehensive, focusing on those aspects that enhance outreach and public support. The Director ensures that all inquiries and requests of the public news receive a prompt, professional response. Such requests are weighed against the needs of STARBASE and its students. Coordination, when needed, will be made through the Louisiana National Guard Public Affairs Officer.
b. Since no education and training ADSO can exist at the time of an RB contract execution, the RB ADSO shall be served concurrently with the RB contract period and all non-education and training ADSOs. Also, if the RB contract is executed before the start date of residency training, the RB ADSO shall be served concurrently with the RB contract period. Once a General Dentist has begun to serve a RB ADSO, he or she shall serve it concurrently with any existing ADSO for other special pay agreements or medical education and training obligations incurred after the execution date for that particular RB contract. c. Obligations for RB may be served concurrently with any other non-education or training service obligation, to include IP, Board Certified Pay, promotion, non-clinical Doctorate degree, Masters degree, and non-medical military schooling. d. During the discharge of the service obligation associated with the Health Professional Loan Repayment Program (HPLRP), individuals are eligible for RB. The RB ADSO is consecutive to all HPLRP obligations. 5. Annual Pay Amounts for Multiyear RB. Annual payment amounts for multiyear RB contracts shall be in the amounts in Table 3. The RB shall be paid annually on anniversary date of contract. Table 3. Annual RB Pay Discharging an Initial ADSO (1 Year) 2 Years 3 Years 4 Years General Dentist $0 $13,000 $19,000 $25,000 355. WRITTEN AGREEMENT FOR BONUS OR PAY. To receive a bonus or pay as authorized by ASD (HA) DTM 11-005, a General Dentist determined to be eligible for the bonus or pay shall enter into a written agreement with the Secretary of the Navy that specifies: 1. The amount of the bonus or pay. 2. The method of payment of the bonus or pay. 3. The period of obligated service for the bonus or pay. 4. The type or conditions of the service.
Acres of wildland/urban interface (WUI) high priority hazardous fuels treated to reduce the risk of catastrophic wildland fire Rx 18,290 + Mechanical Integrated 20,000 Rx 25,000 + Mechanical Integrated 30,000 0 $4,830,000 $6,000,000 0 Number of priority acres treated annually for invasive species on Federal lands (SEE N/A Number of priority acres treated annually for native pests on Federal lands SP- NATIVE N/A Projected Accomplishments Table Attachment B R-CAT Results
II. Summary of Program Changes Item Name Description Pos. FTE Dollars ($000) Page Electronic Surveillance Capabilities To establish a Domestic Communications Assistance Center to support law enforcement’s electronic surveillance capabilities. 8 4 $1,519 83 EPIC Construction Expand EPIC with a combination of structures and interior alterations. 0 0 $10,000 87 National Security Directive Establish an effective counterintelligence program as directed by the Director of National Intelligence. 0 0 $900 93 Diversion Control Increase to support regulatory and enforcement activities of the Diversion Control Program. 124 62 $30,885 97 Administrative Efficiencies DOJ plans to institute administrative efficiencies without unduly taxing either the people or the missions of DOJ. 0 0 -$1,537 103 Technology Refresh Extend the replacement of desktop and notebook computers from a four-year cycle to a five-year cycle. 0 0 -$1,416 105 Mobile Enforcement Teams Elimination of Mobile Enforcement Team program. -145 -145 -$39,117 107 Reduce Physical Footprint Rent savings from the consolidation of smaller domestic offices. 0 0 -$395 109 Foreign Operations Reduce the International Enforcement decision unit by approximately 1 percent through an offset of non-personnel funding. 0 0 -$4,300 111 Task Force Consolidation Elimination of 31 lower performing task forces. 0 0 -$292 113 Cancellation of Prior Year Unobligated Balances Cancellation of prior year unobligated balances from the S&E account. 0 0 [-$30,000] 115 permanent
DEA has 82 foreign offices in 62 countries. To support the Department’s goal of achieving cost savings, this proposal will minimally reduce DEA’s international enforcement programs. This offset is focused only on operational funding and will not impact positions. Impact on Performance (Relationship of Decrease to Strategic Goals) DEA is the U.S. government’s single point of contact for coordinating international drug and chemical investigations in foreign countries. This is a unique role among law enforcement agencies; State and local entities are unable to fulfill these duties and there is no federal law enforcement agency that can rival DEA in terms of foreign presence and the number of overseas personnel, country offices, and confidential sources. DEA’s foreign operations are our nation’s first line of defense and protect our national security by interdicting the flow of illegal drugs and the traffickers who smuggle them before they reach our shores. This offset will result in approximately a one percent reduction in DEA’s base International Enforcement budget; however, the reduction will exempt personnel and be targeted towards operational funding only. Several agencies work together to make the seizures that count towards the National Drug Control Strategy’s interdiction goals. DEA contributes the intelligence that makes many of these seizures possible. Funding
These statistics do not reflect any electronic resource counts (except for URL updates) as we don’t have any for these. Serials Solutions Maintenance FY10 FY11 FY12 Database changes * 1000 666 1114 Title Changes ** 3930 2750 15379 Serial subscription changes: print to digital 0 0 54 Serial subscriptions changes: cancellations 0 0 131 Other 6 0 0 Total 4936 3416 16678 % change -30.79 388% TOTAL includes changes made by all who makes changes in the database, including Cataloging & Metadata, Serials Solutions Staff & Acquisitions staff. * Database changes (selected or deselected databases, or updated title coverage from "we subscribe to all in the database" to "We subscribe to only some of the titles in this database.") ** Title changes (Includes URL changes or custom URL additions, coverage date changes, title selection or deselection.) Appendix VII: FY13 Mission and Goals Mission To provide exceptional support services for all collection development activities through prudent stewardship of the materials budget and strong working relations with our customers, colleagues and business partners. Goals Communication Update content on Acquisitions webpage and bibliographer’s toolkits for better communication of services and processes to other library staff. Identify new ways to communicate with other departments and library staff. Implementations and Staff Development Virtual Book Plates: In collaboration with Cataloging & Metadata, Preservation, and Digital Technologies staff, transition from paper to virtual bookplates for all regular Arts & Sciences endowments requiring bookplates. Completion will reduce costs, make plate information available in the online catalog, eliminate the need for the x-fund bookplate
Table 6: Action Planning Template Planning HCAAF Category: HCAAF Sub-Category: Program/Initiative Title: Intern Program Brief Description of Purpose: Attract highly talented acquisition professionals early in their career, that they may grow and develop to become USDA’s next generation of acquisition leaders. What need prompted the development of the initiative, and how was this need identified? Cite specific quantitative and qualitative data. The need was identified from acquisition workforce succession planning. Almost 1/3 of USDA’s GS-1102 population is retirement eligible. Who needs to be involved in obtaining the resources? Acquisition leaders across USDA. What is the timeline for obtaining the necessary resources? Obtaining the resources may be delayed due to tightening budgets. Initiative Manager/Primary POC (Within Agency): ACM Implementation FY13 Implementation Steps Accountable Representative(s) Timeline for Completion Identify talent pool. HR/ACM 3 months Recruitment / hiring process. HR/ACM 6 months Execute comprehensive onboarding plan. ACM/HCADs 7 months Train / Mentor HCADs/Supervisors Ongoing Evaluate interns and the program. ACM/HCADs Ongoing Evaluation Intended Outcome(s) Evaluation Strategy (i.e., Metrics and Collection Methods) USDA identifies, onboards, and develops the next generation of acquisition leaders within USDA. Certifications, Performance Evaluations, Internal Reviews, etc.
Priority of billets, commands, regions: Billets: a__________________________ Commands: a _____ b__________________________ b _____ c__________________________ c ________ d__________________________ Regions: a _______ e__________________________ b _____ f __________________________ c _______ Statement of status: “I request to be considered for FAO/RAO assignment.” Initial ________ “I request not to be considered for FAO/RAO assignment.” Initial ________ Justification: Statement of understanding: “I understand the panel will attempt to slate me in consideration of my listed preferences. I understand that I may be selected for any assignment based on the needs of the Marine Corps.” Initial ____________ E-MAIL completed form to PLU-8 (listed below) and your monitor: , , .
2010-2011 Math data investigation and collaborative planning session 6,7,8 All contents 2009-2010 Math workshop – problem solving strategies 6,7,8 All contents 2009-2010 Math workshop – problem solving strategies revisited 6,7,8 All contents 2009-2010 Data analysis 6,7,8 All contents 2009-2010 Professional Learning Communities 6,7,8 All contents 2009-2010 Assessments 6,7,8 All contents Faculty / Staff Data: Faculty and Staff Data (Forms provided in the Appendices) Attrition Rate of Teachers and Administrators *Attrition Rate of teachers is defined as the number of teachers who leave the profession or transfer to another system from the beginning of the school year to the beginning of the next school year, excluding retirement. *Attrition Rate of administrators is defined as the percentage of administrators who leave the profession or transfer to another school from the beginning of the school year to the beginning of the next school year, excluding retirement. Attrition Rate of Teachers Attrition Rate of Administrators Number % of Teacher Population Number % of Teacher Population 2008-2009 5 6.8 0 0 2009-2010 7 9.5% 0 0 2010-2011 4 4.5% 0 0 2011-2012 4 5% 1 33% 2012-2013 Attendance as determined for CCRPI (College and Career Readiness Performance Index) in all Grade Levels Attendance: ( Days Present/ (Days present + Days absent) Subgroups Total Enrollment Grade Levels % All Students % Asian % Black % Hispanic % American Indian % White % Multi Racial % SWD % ELL % Econ. Disad. (SES) 2010-2011 789 97.56 97.08 97.8 97.65 - 97.25 98.11 96.87 97.58 97.53 2011-2012 816 96.43 97.69 96.78 95.56 - 95.86 97.00 95.54 96.49 96.42 2012-2013
SCHOOLWIDE PROGRAM CHECKLIST All components of a Schoolwide program plan must be addressed. Those areas marked “Not Met” need additional development. *Denotes required component as set forth in section 1114 of Elementary and Secondary Education Act of 1965 (ESEA). MET Plan Requirements and Schoolwide Components Cover Page – school name, logo Original date of plan listed Revision date of plan listed (August 24, 2012) Table of Contents – Schoolwide District Mission, Vision, Goals Evaluation of previous years Schoolwide Plan
Darin Scheidly (parent) As a GMC parent and father of three boys in Greenville County schools, the opportunity to be directly involved in their scholastic future would be an honor for me. I have proudly spent the last 12 years in the mortgage industry assisting families meet the financial requirements for home ownership. In April 2013, I will begin my new position with Certus Bank as the Vice President Sales & Operations Support Manager. Additionally, I have been a certified Mortgage Instructor with Training Pro for the past eight years in licensing and education for national mortgage companies, which has increased my understanding of a multitude of teaching methods and result-based outcome. In 2008, I ran for District 21 School Board because I believe in the need for parental involvement in our children’s education and for parents to have alternatives such as charter schools. As GMC prepares for its future, and as a proud GMC parent, I would like to participate directly in the school's core building block, the GMC Board. I understand that hard work lies ahead and ask for the opportunity to be part of this important process as a committed member of the GMC Board. Go Blazers! Matt Williams (current board, parent) I have been married 23 years and have five children ages 17 to 6. My oldest two – Matti and Micah attend GMC; Mattison will be graduating from GMC and The Fine Arts Center this year. I am originally from Myrtle Beach, SC and attended Clemson University where I received a Bachelor’s degree in Secondary Education. After graduating from Clemson my wife and I moved to Texas to attend Dallas Theological Seminary. We moved to Greenville in 1995 to plant a church. I am the Founding Pastor and Directional Leader of Grace Church. The reason I would be willing to continue to serve as a GMC board member is because I fundamentally believe that if you are going to be a part of something you should not simply be a taker but also a giver.
Attorney General under the Department’s Strategic Goals of promoting the Nation’s security and preventing crime, enforcing Federal laws, and representing the rights of the American people. H. FY 2013 Decision Unit Profile: In response to the FY 2012 budget enacted annualizations of $44.3 million for Southwest Border efforts from previous appropriations, in FY 2013 ATF realigned its budget request to reflect a Decision Unit structure as follows: Firearms – 76 %; Arson & Explosives – 22%; and Alcohol & Tobacco Diversion – 2%. This resource alignment is reflected below. ATF Resource Profile FY 2013 Resources in Support of DOJ Strategic Goals 1 & 2 Decision Unit FY 2011 Enacted FTE FY 2011 Enacted ($000) FY 2012 Enacted FTE FY 2012 Enacted ($000) FY 2013 Request FTE FY 2013 Request ($000) Firearms 3,698 $834,407 3,769 $875,520 3,694 $876,542 Arson and Explosives 1,237 $255,885 1,156 $253,440 1,070 $253,736 Alcohol and Tobacco Diversion 90 $22,250 100 $23,040 97 $23,067 Total ATF S&E 5,025 $1,112,542 5,025 $1,152,000 4,861 $1,153,345 S&E Resources in Support of DOJ Strategic Goals 1 & 2 By Decision Units and Counterterrorism Crosscut Decision Units ATF Homeland Security Counterterrorism Crosscut
Final Target Actual Enacted Changes Requested (Total) FY 2011 FY 2011 FY 2012 Current Services Adjustments and FY 2013 Program Change FY 2013 Request Program Activity Regulatory Compliance FTE $000 FTE $000 FTE $000 FTE $000 FTE $000 696 $132,462 642 $134,333 709 $138,988 (15) 163 694 $139,150 OUTCOME Measure Improve public safety by increasing compliance with Federal laws and regulations by firearms industry members 100 102.2 70 1 71 PERFORMANCE MEASURE TABLE Decision Unit: Firearms Performance Report and Performance Plan Targets FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 Actual Actual Actual Actual Actual Actual Target Actual Target Target OUTCOME Measure Reduce the risk to public safety caused by illegal firearms trafficking N/A N/A N/A N/A N/A 100.4 100 100.8 89 88 OUTCOME Measure Reduce the risk to public safety caused by criminal possession and use of firearms N/A N/A N/A N/A N/A 99.8 100 100.6 79 76 OUTCOME Measure Reduce the risk to public safety caused by criminal organizations and gangs N/A N/A N/A N/A N/A 95.8 100 96.8 74 73 OUTCOME Measure Improve public safety by increasing compliance with Federal laws and regulations by firearms industry members N/A N/A N/A N/A N/A 98.7 100 102.2 70 71
($000) ($000) 0 0 0 0 0 Total Personnel 0 0 0 0 0 Non-Personnel Reduction Cost Summary Item Unit Quantity FY 2013 Request ($000) FY 2014 Net Annualization (change from 2012) ($000) FY 2015 Net Annualization (change from 2013) ($000) IT Services 0 0 (2,095) 0 0 Total 0 0 (2,095) 0 0 Total Request for this Item Pos FTE Personnel ($000) ($000) Total ($000) FY 2014 Net Annualization (change from 2013) ($000) FY 2015 Net Annualization (change from 2014) ($000) Current Services 90 0 90 0 127,254 127,254 0 0 Decreases 0 0 0 0 (2,095) (2,095) 0 0 Grand Total 90 0 90 0 125,159 125,159 0 0
Civil Enforcement The charts below illustrate the Civil Outcome Performance Measures for the Antitrust Decision Unit, to include: Success Rate for Civil Antitrust Cases and Savings to U.S. Consumers (as a result of the Antitrust Division’s Civil enforcement efforts). The success rate for civil non-merger matters includes investigations in which business practices were changed after the investigation was initiated, a case was filed with consent decree, or a case was filed and litigated successfully. The Division’s success in preventing anticompetitive behavior in the civil non-merger area has been notable. The Division successfully resolved every matter it challenged in FY 2011 and expects to meet or exceed its goals for FY 2012 through FY 2013. The success rate for merger transactions challenged includes mergers that are abandoned, fixed before a complaint is filed, filed as cases with consent decrees, filed as cases but settled prior to litigation, or filed and litigated successfully. Many times, merger matters involve complex anticompetitive behavior and large, multinational corporations and require significant resources to review. The Division’s Civil Merger Program successfully resolved 95 percent of the matters it challenged in FY 2011 and expects to meet or exceed its goals for FY 2012 through FY 2013. The estimated value of consumer savings generated by the Division’s civil enforcement efforts in any given year depends upon the size and scope of the matters proposed and resolved and thus varies considerably. Targeted levels of performance are not projected for this indicator.
PERFORMANCE AND RESOURCES TABLE Decision Unit: Inmate Care and Programs DOJ Strategic Goal/Objective: 3.3 Workload/Resources Final Target Actual Projected Changes Requested (Total) FY 2011 FY 2011 FY 2012 Current Services Adjustments and FY 2013 Program Changes FY 2013 Request Workload: Total End of Year Federal Inmate Population* 217,261 217,768 222,768 6,500 229,268 Total Costs and FTE FTE $000 FTE $000 FTE $000 FTE $000 FTE $000 36,244 6,282,410 36,244 6,282,410 37,083 6,551,281 756 268,936 37,839 6,820,217 TYPE/ STRATEGIC OBJECTIVE Performance FY 2011 FY 2011 FY 2012 Current Services Adjustments and FY 2013 Program Changes FY 2013 Request Program Activity 1. Inmate Care and Programs FTE 12,697 $000 2,294,174 FTE 12,697 $000 2,294,174 FTE 13,021 $000 2,421,272 FTE 408 $000 120,792 FTE 13,429 $000 2,542,064 Performance Measure # of Inmates Completing Literacy Program 6,161 6,580 6,580 168 6,748 Performance Measure # of Inmates Participating in the Residential Drug Abuse Treatment Program 18,527 18,500 500 19,000
By Strategic Goal Strategic Goal Item Dollars Pos Agent FTE 2 Hollow Position/FTE Reduction $0 -164 -95 -164 2 Information Technology Savings -$3,275,000 0 0 0 2 Administrative and Operational Efficiencies -$19,759,000 0 0 0 2 Unobligated Balances -$15,600,000 0 0 0 Total Program Changes -$38,634,000 -164 -95 -164 Mission Strategic Goals DEA operates under a combination of national strategies to combat the threat and trafficking of illegal drugs and the diversion of licit drugs. Specifically, DEA’s FY 2013 request supports the following strategic goals: “Prevent Terrorism and Promote the Nation’s Security Consistent with the Rule of Law; Prevent, disrupt, and defeat terrorist operations before they occur”- DOJ FY 2012-2016 Strategic Plan, Strategic Goal 1; Strategic Objective 1.1. “Prevent Crime, Protect the Rights of the American People, and Enforce Federal Law; Combat the threat, incidence, and prevalence of violent crime”- DOJ FY Strategic Plan, Strategic Goal 2; Strategic Objective 2.1. “Prevent Crime, Protect the Rights of the American People, and Enforce Federal Law; Combat the threat, trafficking, and use of illegal drugs and the diversion of licit drugs”- DOJ FY 2012-2016 Strategic Plan, Strategic Goal 2; Strategic Objective 2.3. “Disrupt Domestic Drug Trafficking and Production”- 2011 National Drug Control Strategy, Chapter 5. “Strengthen International Partnerships”- 2011 National Drug Control Strategy, Chapter 6. “Improve Information Systems for Analysis, Assessment, and Local Management”- 2011 National Drug Control Strategy, Chapter 7. Under DOJ’s FY 2012-2016 Strategic Plan, DEA supports the following three long-term outcome goals: Reduce Gang Violence: By September 30, 2013, in conjunction with state and local law enforcement agencies, reduce the number of violent crimes attributed to gangs to achieve 5 percent increases on 3 key indicators: youths who exhibited a change in targeted behaviors as a result of participation in DOJ gang prevention programs;
Item Name Description Page Pos. FTE Dollars ($000) Increase Staffing DCFA base adjustment to fill 87 existing, vacant positions 0 0 $8,034 81 TDS Task Force Officers and Contractors DCFA base adjustment to add state and local task force officers and administrative contractors to Tactical Diversion Squads 0 0 $6,198 83 IT Savings Department-wide collaboration on IT contracting 0 0 -$3,275 85 Hollow Position/FTE Reduction Elimination of vacant positions -164 -164 $0 87 Administrative and Operational Efficiencies Administrative and operational savings and efficiencies 0 0 -$19,759 89
Summary of Program Changes Decision Unit: Federal Prisoner Detention Item Name DOJ Strat. Goal Description Pos. Series FTE Dollars ($000) Page Housing and Subsistence of USMS Detainees 3.3 An increase in operating cost to sustain detention operations 0 0 59,861 36 Detention Efficiencies 3.3 Cost avoidance initiatives that will generate a source of funding to offset increased cost in detention -20,000 38 IT Savings 3.3 Cost savings initiative that will support greater management efficiency and support OMB’s IT Reform. 0 0 -106 40 OFDT Merger Savings 3.3 Merge OFDT operations with USMS 0 0 -5,562 42 Total 0 0 $34,193 III. Appropriation Language U.S. Marshals Service Federal Prisoner Detention For necessary expenses related to United States prisoners in the custody of the United States Marshals Service as authorized by 18 U.S.C. 4013, $1,668,235,000, to remain available until expended: Provided, That not to exceed $20,000,000 shall be considered "funds appropriated for State and local law enforcement assistance" pursuant to 18 U.S.C. 4013(b): Provided further, That the United States Marshals Service shall be responsible for managing the Justice Prisoner and Alien Transportation System: Provided further, That unobligated balances from the funds appropriated under the heading "General Administration, Detention Trustee" shall be transferred to and merged with this account.
Performance Measure Table Decision Unit: Office of the Federal Detention Trustee Performance Report & Performance Plan FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2011 FY 2012 FY 2013 Actual Actual Actual Actual Actual Actual Actual Target Actual Target Target Per Day Jail Costs (Non-Federal) $61.87 $61.92 $62.73 $64.40 $67.47 $69.01 $70.56 $71.54 $72.88 $75.77 $77.63 Health Care Cost Per Capita (Non-federal) $1,333 $1,364 $1,544 $1,478 $1,528 $1,476 $1,630 $1,502 $1,624 $1,675 $1,650 # Targeted Facility Reviews (Non-federal) N/A N/A 20 22 26 29 32 30 30 30 30 Per Day Detention Cost (Non-federal) $66.06 $66.33 $67.72 $69.30 $72.79 $73.05 $76.07 $78.54 $78.59 $81.87 $83.42 Facilities Meeting Minimum Standards (Non-federal) N/A N/A 95% 19 of 20 100% 22of 22 100% 26 of 26 93% 27 of 29 100% 22 of 22 100% 23 of 23 100% 23 of 23 100% 23 of 23 100% 23 of 23 Transportation Unit Costs N/A N/A $1,001 $950 $999 $1,105 $1,373 Discontinued Transportation Unit Costs* (New) N/A N/A N/A N/A N/A N/A N/A 1,775 915 1,830 1,887