Top PDF ISU ADVANCE Annual Report, Year 2: June 2008

ISU ADVANCE Annual Report, Year 2: June 2008

ISU ADVANCE Annual Report, Year 2: June 2008

university, which might help or hinder their ability to put time into ADVANCE efforts. • During the fall of 2007, we enlisted the assistance of Dr. Michelle Clark, a consultant who specializes in working with teams to improve their functional effectiveness. Because all of the ISU ADVANCE co-PIs have many other obligations and because this project is so ambitious, we have found that team members are frequently over- extended, which challenged our ability to work effectively as a team. Dr. Clark met several times with the Steering committee, individual team members, and then with the larger group for two sessions. She assisted us in developing ground rules for more effective group meetings and in understanding the different ways that team members communicate based upon personality styles, backgrounds and academic fields. Our goal was to develop, via consensus, better communication and decision- making ground rules. Dr. Clark provided a report summarizing the challenges we face and suggested approaches to dealing effectively with those challenges. This process has improved team functioning. As we reflect back on these challenges we are pleased with our progress, but the level of work has been consistently intense, which adds a level of stress to the complexity of multidisciplinary collaborations.
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ISU ADVANCE Annual Report, Year 3: May 2008–March 2009

ISU ADVANCE Annual Report, Year 3: May 2008–March 2009

C.5. Formative Evaluation ADVANCE Council Retreat, June 2008 For the third year, the ISU ADVANCE Council held a half-day planning retreat to establish a theme, goals, and guiding principles for the year. The retreat was conducted with the recognition that a multi-faceted program like ISU ADVANCE needs to update plans and goals regularly and on a comprehensive basis. The retreat included a “State of the Program” address from the PI, a review of Year 2 goals and accomplishments, and two sets of breakout sessions that resulted in the direction for Year 3. We agreed to the Year 3 theme of “Recruiting the Best: the role of work-life flexibility”—this theme has allowed us to continue the refinement of the recruitment theme of Year 2 and to focus on the particular challenges of integrating recognition of work-life issues into academic decision-making. It has allowed us to build on the work of the October 2008 conference and of the Administrative Fellow, as well as the findings in our first-round focal departments.
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ISU ADVANCE Annual Report, Year 4: April 2009–April 2010

ISU ADVANCE Annual Report, Year 4: April 2009–April 2010

Our Equity Advisors, in the university’s three largest colleges, have worked with ADVANCE Professors in six focal departments to bring such university-wide discussions to the college level. Equity Advisors have helped design new workshops on promotion and tenure and have ensured that ISU ADVANCE goals were guiding the work of Deans’ Cabinets and college diversity committees. The women and men in these roles are articulate about ISU ADVANCE change efforts, and are developing lasting leadership skills. In fact, the power of the CT approach lies in the fact that faculty members in focal departments engage in developing and managing their own change efforts. This creates a culture supporting the maintenance of a positive work climate for women and men. And when change is made at the levels of cultures, practices, and structures, the academic departments have the capacity to sustain transformation through changes in administration and demographics. During Year 3 we have broadened the group of Equity Advisors and ADVANCE Professors by rotating new people into these leadership roles. We are also cognizant of the need to direct activities in ways that will advance the careers of the program participants who are associate professors—and have had direct discussions with deans and department chairs about this advancement issue.
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Annual Report. June, 2008

Annual Report. June, 2008

III. Student Activities Student Organization: Beta Alpha Psi is the International Accounting Honorary Fraternity. The JMU chapter received the ranking of superior chapter this year and student members initiated a university-wide financial literacy program, reaching over 400 non-business students.

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Iowa State University ADVANCE Program, Annual Report, Year 1: June 2007

Iowa State University ADVANCE Program, Annual Report, Year 1: June 2007

In the first year, we built infrastructure for our collaborative transformation program by selecting ADVANCE Professors for the first three departments and college-level Equity Advisors. These partners and the Deans/Associate Deans meet with the ADVANCE Team in regular planning meetings. We developed the research protocols essential for conducting interviews with department chairs and faculty. We conducted the first round of faculty interviews in three focal departments. We will analyze the data this summer and share the results with the departments next fall during needs assessment meetings. During the first year we have collected data from ISU’s Office of Institutional Research (IR), which will be used both for reporting on the current state of the university and statistical analysis combined with the focus group and survey data. Furthermore, we have planned a survey of faculty on space issues and job satisfaction for the fall of 2007. The sampling design and analysis of this survey are integrated with information from IR. We also developed resource materials for a diversity workshop and discussions of subtle gender bias. We shared information about the ISU ADVANCE Program with the university community through our Web site
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ANNUAL REPORT FOR THE YEAR 2008 (data as of )

ANNUAL REPORT FOR THE YEAR 2008 (data as of )

Together with SINAL and SIT, also in view of the planning of activities for the creation of the Sole National Accreditation body and to strengthen relations with Public Administrations, a convention was organised to take place in Rome on June 12, called “Accreditation, certification and Public Administration: rules, methods and strategies”. The convention was held to coincide with International Accreditation Day of IAF and ILAC, and time was dedicated to a discussion of accreditation activity – connected with standardisation and assessment activity – and the Public Administration system, to focus attention on the opportunities opened by the interaction between conformity assessment resources and the functions of regulation and surveillance used by Public Administrations. The new EU legislation governing accreditation, market surveillance and product control, due to be approved by the European Council, was presented by Jacques McMillan, head of the unit “Regulatory approach for the free movement of goods” of the EU Directorate General “Enterprise and Industry”.
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January 2008-June 2009 Annual Report

January 2008-June 2009 Annual Report

Artist Günseli Kato contributes to ACEV's education programs every year with different projects; the colorful and multi- design trunks she made for her “Trunk Island” exhibition were sold to benefit ACEV in this activity period. The exhibition was hosted by ‹stinye Park Mall, and Antik A.fi. provided support to its organization; ‹zzeddin Çal›fllar contributed to promoting the exhibition with original texts, while Marka Sokak Advertising Agency helped with its design.

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Annual Report. For the financial year ended 2008

Annual Report. For the financial year ended 2008

Reversal of leyland Daf decision: liquidators’ costs The Insolvency Act 1986 has been amended with effect from 6 April 2008 by new provisions that will affect those members relying on floating charges over clients’ assets. Liquidation expenses, which may be difficult for a secured creditor to estimate in advance, will now rank ahead of a floating charge holder, if the assets available to general creditors in the liquidation are insufficient to pay such expenses. This reverses the decision in the House of Lords Leyland Daf case in 2004 and has an unfortunate retrospective effect. It applies to any floating charge whenever created provided that the liquidation commences on or after 6 April 2008. There are no exceptions to this regime. Liquidation expenses will include the cost of litigation conducted by the liquidator, provided that an estimate is notified in advance to creditors and their approval obtained.
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ISU ADVANCE Final Report August 2006-July 2012

ISU ADVANCE Final Report August 2006-July 2012

in CT focal departments didn’t know tenure extensions were possible. Recently collected data about promotion candidates in the last academic year provide the positive news that all who had made use of the tenure clock stopping policy were successful in their tenure and promotion decisions. There are no data, however, to assess whether people are being discouraged by departmental pressures from making use of the policy, nor whether some people are choosing to leave ISU because they have been discouraged about moving to the tenure review. It is positive to find that the reviewers do not react negatively to candidates who have stopped the clock, but it will be essential to complete the data collection about usage before the success of this policy initiative can be determined. While it is clear that usage is strong, department rates of usage among eligible women and men is a critical indicator that would enable administrators to assess where there are weak links in the actual use of this policy. Similar data are needed to assess the use of modified duties arrangements, and the use of policies for part time tenure track appointments.
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ISU ADVANCE Collaborative Transformation Project: Rounds 1 and 2 - Focal Department Synthesis Report

ISU ADVANCE Collaborative Transformation Project: Rounds 1 and 2 - Focal Department Synthesis Report

ISU ADVANCE Collaborative Transformation Project: Rounds 1 and 2 - Focal Department Synthesis Report Abstract This report summarizes research from the Iowa State University ADVANCE Collaborative Transformation (CT) Project. The results discussed here are based on intensive research conducted within six Science, Technology, Engineering and Mathematics (STEM) departments at ISU during 2006-2009. The report also reviews some of the activities within the departments aimed at enhancing workplace climate and improving recruitment, retention and promotion of diverse faculty that have been inspired and informed by the CT Project. These activities are funded by a 5 year grant from the National Science Foundation’s ADVANCE Institutional Transformation program, which is designed to create an infrastructure for transforming structures, cultures, and practices in ways that enable and support recruitment, retention and promotion of women faculty in STEM fields. This report represents one step in an overall multistage process. The CT Project will eventually include three additional focal ISU STEM departments, a further synthesis of findings from all departments over a 5-year period, and the development and refinement of assessment tools aimed at identifying and reducing barriers to faculty scholarly success— including issues that hinder the recruitment, retention and promotion of women faculty.
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investment management Annual Report 30 JUNE 2008

investment management Annual Report 30 JUNE 2008

Auditor’s Responsibility Our responsibility is to express an opinion on the concise financial report based on our audit procedures. We have conducted an independent audit, in accordance with Australian Auditing Standards, of the concise financial report of the Funds for the year ended 30 June 2008. Our audit reports on the financial reports for the year were signed on 25 August 2008 and were not subject to any modifications. The Australian Auditing Standards require that we comply with relevant ethical requirements relating to audit engagements and plan and perform the audit to obtain reasonable assurance whether the financial report for the year is free from material misstatement.
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Half-year Financial Report as of June 30, 2008

Half-year Financial Report as of June 30, 2008

Thus, the investment ratio (capital expenditure divided by revenues) in the first half of 2008 amounted to 19% (2007: 8%). Start-up of new production facilities in Feldkirchen Our new production is fully operational and has since the first quarter of 2008 been supplying goods and services, with only a few exceptions. The entire requirements to bridge the period until receipt of the plant certification in this small number of exceptional regions were produced in advance and placed in the warehouse. It is expected that the certificates that have currently not yet been received for our new plant will have been granted by the end of the year.
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ADVANCE RETIREMENT SUITE PERSONAL SUPER ALLOCATED PENSION Annual Report for the year ended 30 June 2014

ADVANCE RETIREMENT SUITE PERSONAL SUPER ALLOCATED PENSION Annual Report for the year ended 30 June 2014

Advance has entered into an agreement with us relating to the establishment and administration of the Advance Retirement Suite and, under this Agreement, Advance may ask us to retire as the trustee of the Advance Retirement Suite and we must do all things reasonably required by Advance to facilitate the appointment of a person nominated by Advance as our replacement. You’ll be notified if we’re asked to retire as the trustee. When we retire, we’ll be released from any future obligations in relation to the Advance Retirement Suite and the replacement trustee will agree to take on all duties and obligations of the trustee. Advance and BTFM are subsidiaries of Westpac Banking Corporation (Westpac) ABN 33 007 457 141. An investment in the Advance Retirement Suite is not a deposit with, investment in, or other liability of Westpac or any other company within the Westpac Group. It’s subject to investment risk, including possible delays in repayment and loss of income and principal invested. Neither Westpac nor any other company within the Westpac Group stands behind or otherwise guarantees the capital value or investment performance of the Advance Retirement Suite.
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Annual Accountability Report Fiscal Year 2008-2009

Annual Accountability Report Fiscal Year 2008-2009

(Note: See section 2, Strategic Plan chart for the list of objectives and numeric references.) Find Non-filers: Individual Income Tax (IIT) Non-filers – The Filing Enforcement Section implemented a manual adjustment process in the Data Warehouse Discover Tax system to perform desk audits on all failure to file notices sent to potential non-filers. This process improvement helped ensure more accurate notice to the taxpayer on the front end. As of June 30, we sent 3,483 IIT non-filer notices for a total of $14,511,463 assessed using this new process. A field referral process was also developed and business rules were established to identify cases that need to be referred to a field auditor. During FY09, we collected $9,613,333 on notices sent to taxpayers.
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Annual Accountability Report Fiscal Year 2008-2009

Annual Accountability Report Fiscal Year 2008-2009

The project is complete. Aiken County Project – The Aiken County Project consists of construction of a new bridge over the Savannah River and a new route as an extension into South Carolina of I-520. Total project costs were estimated at $198 million funded by a contribution from the State of Georgia for one-half of the cost of the new bridge, a contribution from Aiken County in the amount of $15 million, a $2 million contribution by SCDOT and $165 million from the Bank . The first phase of the project was complete in June 2004. Construction costs have escalated on the second phase and during fiscal year 2006, the Bank approved an additional $30 million in financial assistance. In fiscal year 2008, the Bank approved another $18 million towards completion of this project. The project is nearing completion.
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Annual Report for Year Ending 30 June The Directors are pleased to release the annual report for the year ending 30 June 2010.

Annual Report for Year Ending 30 June The Directors are pleased to release the annual report for the year ending 30 June 2010.

Options issued under the plan vest in three equal tranches over a three year term, such that one third of the total options issued vest every year from the grant date. The options are also subject to share price performance hurdles which require a ten cent per share increase in the company share price above the initial exercise price of the options over the three vesting periods (for a sustained period of at least 10 consecutive trading days). The first tranche of options therefore become exercisable following the share price increasing to 75 cents or above, the second tranche following the share price increasing to 85 cents or above and the final tranche following the share price increasing to 95 cents or above. These share price vesting hurdles can be achieved at any stage during the five year life of the options. All three share price performance hurdles have been achieved as at the date of this report. There are no voting rights attached to the unissued ordinary shares.
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E32. Annual Report. for the year ended 30 June

E32. Annual Report. for the year ended 30 June

To win the grants, adventurers had to set big goals for themselves and inspire other New Zealanders to enjoy and excel in outdoor recreation. The 2009/10 year also marks the first year of operation for the Sir Edmund Hillary Outdoor Recreation Council. The Hillary Council is a group of experts who provide advice to SPARC on outdoor recreation. The first step for the council was to meet with sector organisations to gain a broad understanding of their needs and prioritise the work the Hillary Council needed to get started on. It was the Hillary Council which recommended SPARC adopt a contestable approach to its investment in outdoor recreation. Previously, SPARC invested about $700,000 a year in 13 organisations involved in the outdoor recreation sector, but during the 2009/10 year SPARC announced it would boost this to $1.2 million a year as a contestable fund. The application process began in the 2009/10 year and funding allocations will be made in 2010/11.
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ANNUAL REPORT. for the year ended 30 June 2013

ANNUAL REPORT. for the year ended 30 June 2013

The Bank’s aim is to fund the balance sheet in the most efficient manner, taking into account the liquidity risk management frame- work, as well as regulatory and rating agency requirements. To ensure maximum efficiency and flexibility in accessing funding opportunities, a range of debt programmes has been established. FRB’s strategy for domestic vanilla public issuance is to create actively-traded benchmarks, which facilitate secondary market liquidity in both domestic and offshore markets. The value of this strategy is that it assists in identifying cost-effective funding opportunities while ensuring a good understanding of market liquidity. The following graph is a representation of the market cost of liquidity, which is measured as the spread paid on NCDs relative to the prevailing swap curve for that tenor. The liquidity spread graph is based on the most actively-issued money market instrument by banks, namely 12-month NCDs. In the year under review, short-term liquidity costs decreased. The SARB’s monetary policy rate over the year under review implied negative real rates, yet the supply dynamics for savings and investor requirements for real returns kept liquidity premiums above pre-2007 levels. With the steepening of the yield curve to higher 12-month swap rates, liquidity premiums started to contract.
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ANNUAL REPORT FOR THE YEAR ENDED 30 JUNE 2021

ANNUAL REPORT FOR THE YEAR ENDED 30 JUNE 2021

DIRECTORS’ REPORT REVIEW OF OPERATIONS / OPERATING AND FINANCIAL REVIEW (continued) The Group’s business strategy for the financial year ahead and, in the foreseeable future, is to continue exploration activity on the Group’s existing mineral projects, identify and assess new mineral project opportunities throughout the world and review development strategies where individual projects have reached a stage that allows for such an assessment. Due to the inherent risky nature of the Group’s activities, the Directors are unable to comment on the likely results or success of these strategies. The Group’s activities are also subject to numerous risks, mostly outside the Board’s and management’s control. These risks can be specific to the Group, generic to the mining industry and generic to the stock market as a whole. The key risks, expressed in summary form, affecting the Group and its future performance include but are not limited to:
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Annual Report for the Year Ended 30 June 2021

Annual Report for the Year Ended 30 June 2021

Annual Report 2021 Jillewarra Joint Venture (S2 earning up to 70%) In October 2020, S2 entered into a binding agreement with private company Black Raven Mining Pty Ltd to earn a majority interest in a group of tenements known as the Jillewarra project, located approximately 50 kilometres west-northwest of Meekatharra in the Murchison goldfields of Western Australia. Under the agreement, S2 can earn up to 70% of the project by spending A$5m over five years. The project covers 793 square kilometres and 40 kilometres strike of the Mingah Range Greenstone Belt, including the historical Chesterfield and Wardabie mining centres. It is prospective for both lode style gold and volcanogenic massive sulphide (VMS) base metal mineralisation. Despite its proximity to a number of active mines, Jillewarra remains underexplored with very little drilling below 70 metres depth.
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