text:
Grade Appeal Procedure is the method by which a student may challenge a
grade issued by an instructor at
1. The student must contact the instructor after the grade is issued to discuss a change in the grade. This contact should occur as soon as possible, but no later than the second week of the term following receipt of the disputed grade. If a student is unable to contact the instructor, the appropriate Department Chair should be asked for assistance. Under extenuating circumstances and with supporting documentation, exceptions may be made by the Dean of Academic Services.
2. If the student disputes the instructor's decision, the student may then initiate the appeal process by obtaining a Student Grade Appeal Statement Form from the appropriate Department Chair. The student must complete this form according to the directions and provide the necessary documentation and pertinent information. The student should return the complete packet to the Department Chair within one week.
3. Upon receipt of the student's request for a Grade Appeal Form, the Department Chair will have the instructor complete the Instructor Grade Appeal Statement Form. This form must be returned to the Department Chair within one week of notification.
4. The Department Chair will render a decision regarding the grade appeal. Prior to making a decision, the Department Chair may schedule a meeting with the student and/or the instructor. After making a decision, the Department Chair will notify in writing both the instructor and the student.
5. Either the instructor or the student may appeal the decision of the Department Chair. This appeal must be made in writing, directed to the Dean of Academic Services and delivered within five (5) working days from the receipt of the Department Chair's decision.
6. The Dean of Academic Services will determine the validity of the grade appeal. If the Dean of Academic Services rules that the issue is not a valid grade appeal issue, the appeal goes no further. If the Dean of Academic Services rules that the issue is valid, then the grade appeal procedure will continue according to the following steps. The decision of the Dean of Academic Services regarding continuation of the grade appeal procedure is final.
7. The Dean of Academic Services shall appoint a Grade Appeal Committee comprised of:
Voting Members (Five Members):
(1) A Committee Chairperson appointed by the Dean of Academic Services.
(2) The Campus Dean of Student Services or his/her designee.
(3) A faculty member appointed by the Department Chair to represent the department/discipline involved in the appeal.
(4) A faculty member appointed by the Campus Dean of Academic Services. This person should be from an academic division/discipline other than the division/discipline in which the appeal is made. The selection will be from a pool of faculty, each member elected by and representing a department on campus.
(5) A student representative from the Campus Student Government Association. (Note: If the appealing party holds an SGA office, then the committee member will be from a campus other than the one on which the appealing party holds office.)
Non-Voting Members (Two Members):
(1) The student making or involved in the appeal may choose someone (faculty/staff) from the college to represent them on the Grade Appeal Committee.
(2) The faculty making or involved in the appeal may choose someone (faculty/staff) from the college to represent them on the Grade Appeal Committee.
8. Recognizing that the Grade Appeal Committee is an in-house procedure, and not a court of law, no legal counsel or any other person may be present besides the student, the instructor, and appointed members of the Committee. Exceptions to this would be granted by the Dean of Academic Services and only for the following reasons: (1) students with disabilities requiring some highly extraordinary assistance that could not be routinely provided by the Chair or another member of the Committee; and (2) a student whose first language is not English and whose English is not sufficiently fluent so as to allow him/her to represent himself/herself adequately at a Committee hearing. In these cases, the appointment will be left to the discretion of the Dean of Academic Services.
9. After receiving the student's or instructor's written appeal, the Dean of Academic Services will schedule a meeting of the Grade Appeal Committee. It is the intent of the College to process all grade appeals in a timely manner. Grade appeals will be processed no later than the end of the term in which the appeal was filed.
a. The Committee examines written materials presented by both the student and the instructor. The Voting Committee Members will also discuss the case with both the instructor and the student. During this discussion, the Non-Voting Committee members will advise and consult with the individual they represent. The Committee may call other witnesses. The student and instructor have the right to be present at all meetings where evidence is presented. The Committee chair will be responsible for recording the session.
b. The Voting Committee Members will meet privately to confer and arrive at a decision. Every effort should be made to reach a consensus finding. If not, then a private ballot shall be taken with the chair of the committee voting only in the event of a tie vote. This decision is reported to the Dean of Academic Services who presents the findings and the decision to the student, instructor and Department Chair. The Dean of Academic Services will implement the decision of the Grade Appeal Committee unless one of the parties wishes to appeal the grade appeal procedure.
c. The Committee maintains and forwards informal minutes of all proceedings to the Dean of Academic Services. These shall be available to the Discipline Dean, the Vice President for Educational Affairs and the President.
10. If the parties are not satisfied with the procedure followed by the Grade Appeal Committee, they may appeal, in writing, within five (5) working days to the Vice President for Educational Affairs. The Vice President for Educational Affairs will determine if the grade appeal procedure was followed appropriately. The Vice President for Educational Affairs may at his/her discretion return the grade appeal to the committee for further consideration. The decision of the Vice President is final.
Approved CAB
Revised by Academic Affairs Policy
Approved by College Advisory Board
by the Academic Affairs Policy Council
CAB revisions
AAPC review
CAB revisions 04/04
Academic Affairs Advisory Council (AAAC) review 1/05
AAAC review 2/15/05
AAAC review and approval
Approved by President's Advisory Board
Editorial change
Appeal Information
Student's Name________________________Student/SS#_________________________
Student Address: _________________________________________________________
Name of Course_________________________Course ID_______ - _______ - ______
Semester (Check) _____Fall ____Spring _____Summer
Instructor's Name________________________________________________________
Upon a review of the statements submitted by the student and the instructor, I have decided to:
_____ Recommend that the grade issued to the student remain as recorded.
_____ Recommend a change of grade from______to______.
_____ Other (attach further explanation)
Date decision made:_____________________________________________________
Department Chair's Signature:_____________________________________________
Date Form Mailed/Given to Student:________________________________________
Date Form Mailed/Given to Instructor:______________________________________
Please Note: The student and/or the instructor may appeal this decision by filing a copy of his/her appeal statement, a copy of the Department Chair's decision and a written request for review by the Grade Appeal committee within five (5) working days of receipt of this form to the appropriate Dean of Academic Services. If neither party files an appeal within the five working day limit, this decision will become final.
Instructor Information
Instructor's Name_________________________
Address__________________________City____________State______ Zip_________
Phone #: Home( )__________________Work( )___________________
Course Information
Course Title_____________________________________________________________
Course ID#_______ - _______ - _______
Student's Name_____________________
Semester (Check) _____Fall _____Spring _____Summer
Information Regarding Grade
Number of class/clinical lab meetings per week__________________
Number of Student Absences__________Number of Times Student was Late______
Date when disputed grade was first discussed with student_____________________
Please write a brief description of this meeting or conversation. (attach to this form)
Relate any discussions with the student held prior to the granting of the grade in dispute. (attach to this form)
Attach a copy of the syllabus and of all pertinent materials such as:
1. Syllabus and other course materials.
2. All tests, term paper requirements, assignments, etc.
3. Any other materials or information.
Materials should include grading policy and any anecdotal notes as evidence of the student's performance, especially in laboratory or clinical courses.
Faculty should retain copies of all information that is filed with this statement.
Date this statement is received by the Department Chair____________________
Department Chair's Signature_____________________________________________


text:
Ban Krut Beach
High up on an emerald mountain, a gold and silver temple sparkles in the setting sun. A huge golden Buddha gazing out to sea implies a serenity that awaits those who would walk the golden sands below. This is Thongchai / Ban Krud, a simple and peaceful village on the Gulf of Thailand about 390 km south of Bangkok.
Water is clean and coconut plantations line the shore as far as the eye can see. Tall and slender palms seem to beckon the traveler with a simple and natural elegance.
Recently, Ban Krud, and all of Tumbon Thongchai, has started resembling a "Riviera". A gaggle of beach resorts range from reasonable to pricey. The area is quiet and the beaches are clean and fine for swimming since an offshore sand ridge prevents rip tides.
Resorts along Klang Bay are across the road from the beach. Most have tables and chairs beach-side. Each of the resorts is primarily self contained. Some have restaurants and entertainment. Many of the resorts cater to Thais, but some seem to be set up for Europeans on long holidays who want to stay in one spot.
Maha Chedi Pakdeeprakas
Astoundingly beautiful and serene, this Wat with nine golden spires on three levels houses a relic of the Buddha. It is a must-visit. Your long trudge up the his is rewarded with beautiful murals and un unsurpassed view of the sea, coconut plantations and white curved beaches stretching for kilometers.
Phra Buddha Kitti Sirichai is a the 14 mt tall Buddha statue in the posture of meditation, built in honor of H. M. Queen Sirikit stands at the base of the steps leading up to the temple.
Outstanding views of the beach and countryside to the south can be viewed from some of the buildings below the Buddha image.Seafood lovers should not miss having a meal or three at
Noo's Restaurant near the three-way intersection. And lovers of sweets should not miss Noo's mango flavored chocolate cake with gooey icing -- from their own bakery.
Activities in the area vary from idling on the beach to boat trips, snorkeling, scuba diving and fishing. Motorbikes and bicycles can be rented for local transportation. The local roads are in excellent condition.
Great views from atop the hill where beautiful Wat Thongchai stands. The area has numerous caves and waterfalls if you get tired of the beach. Reading one resort's brochure reveals the availability of "jungle tours" as well as a "top secret trip".
Notes and Caveats Most resorts include American breakfast for each person. Some add a surcharge for extra persons and extra beds. Some of the rates above are promotions and may be changed seasonally. Most resorts charge a premium for holidays. Some prices are lower for weekdays. Many rates can be reduced thru negotiation.
Getting to Ban Krut
Car Take Phetkasem Road (route 4) south. Watch for a PTT gas station and a tourist information sign referencing Ban Krud. Turn left for about 10 km and you will see numerous pointers for resorts.
Bus Buses leave the Southern Bus Terminal in Bangkok approximately every half hour. Buy a ticket for Ban Krud, Bangsapan. At the drop-off point, take a motorcycle taxi or telephone the resort for arranged transportation. Some buses go into Ban Krut and drop off passengers near the market.
Train From Bangkok Central Station (Hualumpong) to Ban Krud Station, then a 1.5 km motorcycle taxi ride or resort transport.
More info at Ban-Krut.com

subset: commoncrawl


text:
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text:
Outer Cherry Street, Potsdam, New York 13676
Total inspections: 1
Last inspection: July 5, 2006
Classification: Sewerage Systems
Last enforcement: Dec. 1, 2005
Formal enforcement: 2
Informal enforcement: 1
This facility has been out of regulatory compliance 12 of the past 12 quarters.
*E.P.A. data reports reporting/monitoring violations, but do not indicate any actual discharge of pollutants. In most cases, required reports were not filed, which results in automatic violations.
View detailed information from the Environmental Protection Agency. Note: There are no mandated limits for power plant discharges into waterways for many common chemicals such as arsenic, lead and mercury. However some facilities are monitored for these pollutants by state regulators and report the findings to the E.P.A.


text:
We are here to help and inspire people from all walks of life to make informed decisions about their education and career options. Established in 1967, we have helped millions of people over the years to make important choices about their future. Our careers guidance products are used in over 1,000 schools throughout the world.
Our guidance & advice is objective and impartial and based on a range of on-line psychometric assessments which can be taken at school or at home. Results are available immediately and our interactive career planning tool allows you to drill down and explore the different education and career options available to you. We have a vast database of over 600 careers to explore. We also offer guidance and information on school, college, and apprenticeship options. For those interested in further study, we have information on over 40,000 university courses in the UK and Europe.
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We are delighted that the Apprenticeship & Skills Minister, the Rt Hon Robert Halfon MP recently praised the careers advice and guidance offered to students at Westminster Academy who use our Fast Tomato service.
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text:
French President François Hollande paid his first visit to the bedside of "First Girlfriend" Valérie Trierweiler Thursday evening. His long-time partner had been hospitalized for "nervous fatigue" last week, following tabloid revelations that Hollande was having an affair with actress Julie Gayet.
The French – and certainly their current president – champion privacy above all else in these matters, but their purported tolerance toward extramarital affairs is now under the microscope. As the first lady remains in hospital after "a very strong emotional shock" and sales of the magazine Closer, which exposed the sex scandal, skyrocket, critics are beginning to question just how blasé are the French about infidelity.
Last week, Closer published photos allegedly of Hollande sneaking out on a scooter late at night to meet the actress, who is now suing the publication; her lawyers want 50,000 euros for invasion of privacy. Closer is reprinting the salacious issue, reporting that sales are up by 50 per cent, with website traffic surging by 800 per cent.
Are the French really above a prurient interest in their politicians' affairs? Maybe not: Thanks to the Internet and fierce media competition, the deferentially discrete French press is Westernizing, wrote American University of Paris professor Matthew Fraser in The Local.
And what of the French woman who doesn't lament her husband's indiscretions? That too has been blown out of the water. Writing in Prospect Magazine, Lucy Wadham expounded on the long literary tradition of making North American women feel inferior to French ones.
"What's being championed here is not the actual French woman but some iconic vision of her, some devotional cipher onto which we can project all our fantasies, a salve for our own failings as women," Wadham writes.
The pioneer of an aspirational genre that "invites us to ape French women" was Mireille Guiliano, author of the bestselling tome French Women Don't Get Fat. Wadham suggests that a substantial part of a French woman's "ineffable charm" lies in her "flexible relationship with the truth." Writes Wadham: "The watchword in this matter, as in most matters relating to the mystique of the French woman, is deny, deny, deny."
Debra Ollivier described "male/female complicity" in her 2009 book What French Women Know: About Love, Sex and Other Matters of the Heart and Mind. She updated the story this Friday, acknowledging on CBC's The Current that while the French remain more tolerant, "It's an old myth perpetuated by literature and film that the French are, you know, jauntily passing off their wives and husbands with a certain c'est la vie, letting them have affairs without any pain and suffering."
Her takeaway for North Americans? It's a myth that "every French person is just casual about infidelity and that it doesn't create big problems and drama. The French are like everyone else. It's very complex ... and you could end up in the hospital very upset if you find out that your partner's cheating on you."
Now if we could just apply the same logic to tales of chocolate-inhaling, wine-guzzling, exercise-dodging French women. Who never get fat.Report Typo/Error
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text:
imagine what has happened with the C130s and the P-8's if this is the case with this ship!
US disarms Indian ship
- Purchase terms disallow use in war, permit American onboard survey
New Delhi, March 14: India bought its second-largest warship, the INS Jalashva, from the US after signing away the authority to use the vessel in the event of a war. It has also granted an unprecedented right to the US to board and take an inventory of the ships capabilities whenever it wants to.
The acceptance of a restrictive clause in the contract for the ship it cost about $50 million (around Rs 202 crore) is political dynamite in India. The Left has been suspecting that India is bending, if not breaking, convention to accommodate US interests as it pursues closer military relations with the Pentagon.
By the navys definition, a warship is a sovereign piece of territory in the seas. But the US has been granted the right to embark the ship even after selling it to the Indian Navy.
In accepting the Pentagons condition that the ship should not be used for offensive deployment but only for relief such as after the Tsunami of December 2004 the Indian Navy has given up its right to use the vessel for the purpose for which it was built by the US Navy itself.
This damning capitulation of the Indian Navy to conditions imposed by the Pentagon was revealed in a close reading of a report of the Comptroller and Auditor General (CA 5 of 2008) tabled in Parliament today. The report does not name the ship, identifying it only as ship X before its induction into the Indian Navy and ship Z after it joined the fleet.
It, however, describes it as a landing platform dock commissioned in a foreign navy in 1971. The Jalashva called the USS Trenton when it was in service with the US Navy is the only vessel that fits the description. It joined Indias eastern fleet in September 2007 and is based in Visakhapatnam, the headquarters of the Eastern Naval Command.
These issues are all valid and have been raised before, Admiral (retired) Arun Prakash, who was the Chief of Naval Staff when the Jalashva was contracted, told The Telegraph this evening.
A landing platform dock is used for evacuation like the Trenton did during the Israeli-Hezbollah war of 2006 in the Mediterranean and for offensive action like landing Marines from the sea to attack an enemy and capture hostile territory. The ship is a troops-carrier and is capable of taking within its hold armoured vehicles and tanks.
The Jalashvas six embarked SH-60 helicopters are capable of being used both for surveillance and attack. The Indian Navy intends using its small landing craft to transport its marine commandos (Marcos) in stealthy offensive and sabotage missions.
The CAG report is explicit on Indias acceptance of the restrictive clause, however.
Restrictive clauses raise doubts about the real advantages from this deal. For example, restrictions on the offensive deployment of the ship and permission to the foreign government to conduct an inspection and inventory of all articles transferred under the End-Use monitoring clause of the Letter of Agreement (LOA). Given that the ship is of old vintage, Indian Navy would remain dependent upon foreign-based support, the auditors wrote.
The Indian Navy also bought the ship without physically verifying its state even though it had run its life and was being de-commissioned by the US Navy that found no further use for it, the CAG report has highlighted. The Indian Navys biggest ship is the Viraat.
The CAG reports focus is on the irregularities in the purchase of the Jalashva. The CAGs remit does not include an examination of the political circumstances of a defence deal.
Last month, six of the Jalashvas crew died after a gas leak on board the vessel during a drill in the Bay of Bengal. A naval board of inquiry is investigating the cause of the leak but prima facie reports have pointed to a defect inherited by the Indian Navy.
The US offered the ship to India in September 2004 under its Excess Defense Article (EDA) programme through the Foreign Military Sales (FMS) route. The USS Trenton was due to be de-commissioned in September 2006. The Indian Navy was convinced on the basis of a joint visual inspection with the foreign navy (September 2005) that the LPD would meet its requirements for the next 12 to 15 years, the CAG report noted.
But it pointed out that the non-negotiable offer of the US was accepted without a rigorous technical evaluation.
Aged U.S. warship comes with strings
Sandeep Dik****
Curbs on offensive deployment; end-use clauses intrusive
NEW DELHI: Indias most ambitious military acquisition from the United States to date comes with strings attached: there are restrictions on its offensive deployment. And further, the end-use monitoring clauses agreed upon by India could mean intrusive inspections.
A damaging report on the purchase of USS Trenton tabled in Parliament on Friday noted that the $ 50-million deal was finalised after only a visual inspection and with over-reliance on information by the U.S. Navy.
The Comptroller and Auditor-General raised doubts over the military efficacy of USS Trenton (now INS Jalashwa) especially in view of the restrictions on offensive deployment and permission to the U.S. to conduct an inspection and inventory of all articles transferred under the end-use monitoring clause.
The report said: Given that the ship is of old vintage [1971], the Indian Navy would remain dependent upon foreign based support the cost [of refurbishment] may also go up further.
Moreover, the acquisition decision and inking of the contract took place the same day, signalling haste in purchasing the ship.
A month ago, six Indian Navy sailors including an officer died aboard the same ship following a toxic gas leak. It later transpired that this class of ships had suffered from this problem and three U.S. Navy sailors lost their lives in a similar incident.
Curbs not revealed
In the past, neither India nor the U.S. revealed the existence of curbs on offensive deployment. Besides, in various interactions there was no mention of the end-use monitoring clause. An attempt during U.S. Defence Secretary Robert Gates recent visit to conclude an end-user clause for further exports of sensitive equipment was stymied by Defence Minister A.K. Antony. The end-user clause for the U.S. ship was signed when Pranab Mukherjee was Defence Minister.
Australias case
The Indian Navy also did not draw lessons from Australias purchase of similar ships from the U.S. without proper examination, causing time overruns from one to three years and cost escalation by three times. The Navy seemed to be facing a similar predicament because despite inducting the ship, it had to negotiate with a foreign firm for refurbishing the weapon systems and had to sign another agreement to ensure the supply of spares.
Had the Indian Navy not opted for the ship, the U.S. would have decommissioned it in 2006.
A simple joint visual inspection led Indian Navy officers to conclude that the ship would last for another 12-15 years. But the CAG report found that the U.S. Navy had concluded in 2003 that the ship was not suitable for modernisation and should be decommissioned.
The CAG report may dampen the Navys interest in a U.S. offer to sell another ship of the same class. Jalashwa is the second biggest ship with the Indian Navy and is intended to fill a crucial gap in transporting a large number of men and equipment for beach assaults.
Not a good time for the IN
Rafale and Typhoon benefits it seems.
Have a good one..
imagine what has happened with the C130s and the P-8's if this is the case with this ship!
Wrinkles wrinkles my kingdom fallen to a wrinkle
Because sometimes in life we need a bit of fun
A lot of hubhub about nothing: IN will have its peacetime use and in case of an actual military conflict 'in our time', is it really realistic to assume that it would not be used? Or that its use would be prevented (short of sinking her, how?)
Don't like the tone of these articles e.g. " damning capitulation of the Indian Navy to conditions imposed by the Pentagon "
Uhm, who proved these conditions were 'imposed' (as opposed to 'agreed on')
Uhm, who proved 'agreement' equals 'capitulation'
For the price of $50 million, what is the whining all about? This ship is intended to develop operational concepts and train, and will in a relatively short time be replaced by new built capability.
The answer is then to look elsewhere. If the IN signed a contract in the full knowledge of what strings were attached then any questions over the reasons and implications should be addressed to the IN, not the USA. If these strings are unnacceptable nobody forced the IN to buy, just like there is plenty of competition for the other equipment they may buy from the US. This isn't at all like Gorshkov where the IN signed a contract which has deviated from what was agreed by a massive amount in both price and delivery schedules.
But it's obvious that such restrictions would be unacceptable for most other classes of ship, e.g. the proposals that India might buy an ex-USN LHA as a gap-filling aircraft carrier substitute should fall at the first hurdle on restrictions such as these.
India gets a major disaster-relief asset, gets to develop doctrines & techniques for use of such ships in many areas, and gets to conduct a detailed, years-long technical evaluation of a very successful design and type.
This will enable them to build their own in the future.
Additionally, the line "But the CAG report found that the U.S. Navy had concluded in 2003 that the ship was not suitable for modernisation and should be decommissioned." is more than a little deceptive, as the USN is modernizing NONE of the class, but is replacing them with larger, much more capable, much more modern new ships (see San Antonio class LPD).
Interesting responses.More or less agree with Trident , swerve and SLL.
Have a good one..
I am sure thats correct and the IN knew all along about the clauses and restrictions.And the US is not being blamed for the clauses they put in.They did what they had to do according to their interest.But the fact that those were accepted by the procuring party.And also the fact that if there isnt any realistic chance that this will be used in an actual war and that it is an old ship why put in the clauses at all?And the other more important issue >>In the era of increasing India-US cooperation if US could put in restrictions for a old LPD..what happens with future deals in offensive equipment?The answer is then to look elsewhere. If the IN signed a contract in the full knowledge of what strings were attached then any questions over the reasons and implications should be addressed to the IN, not the USA. If these strings are unnacceptable nobody forced the IN to buy, just like there is plenty of competition for the other equipment they may buy from the US.
Have a good one..
As for the ship itself, do consider it's an LPD, not an AEGIS cruiser. WIth IN's track record of keeping old ships operatioal (e.g. 2 vintage carriers), I'm sure their yards can handle Trenton if need be. What little weapons it has (e.g. Phalanx) can be replaced (e.g. Kashtan). There is little - if any - dependence on US support in general in IN, IIRC.
This does make one wonder what will happen when things like the P-8 are bought. I still remember the deal with the earlier P-3s where India would have had to declare where and how it would use those aircraft and get permission from the US before doing so!
Congress as ever is selling Indian Interests and soveriegnty for no real good reason.
Wrinkles wrinkles my kingdom fallen to a wrinkle
The real issue is why all the strings?
Why would it be so important for the US to ensure that the Indians can't use such a ship in combat... as mentioned it is hardly an AEGIS cruiser.
I think the obvious answer must be that they don't want India to use it against Pakistan. In fact I think if India and China ever came to blows (unlikely as that might be) that the US might say on the quiet that they could use it for that conflict, but a conflict between India and Pakistan it would be the deal with strings followed to the letter or else.
The irony is that as mentioned this will be used as a learning exercise so the Indians will have a better idea of how to design and use future designs in this ship category. As such the purchase might not be used directly against Pakistan but it will lead to the creation of vessels and tactics that may be used in the event of war... with whomever.
1. Because US doesn't want to p off Pakistan, which it need in the 'war against terrorism
2. Because it is a way to keep the price of the vessel low
3. to sell the deal at home: I'm sure this is cheaper for USN than other methods of disposal of old ships
4. because America has to slowly establish closer relations with India, which for a long time was a 'non-aligned' country, which happened to get a lot of its weaponry from the Soviet Union. Once more trust is established, other deals become feasible (i.e. test case)
I you ask me, those strings are a wax nose.
Thanks for the replies.The IN and US has hit back at the CAG and thats relieving because nobody wants to see another deal-strings-sanction cycle to begin!
No restrictions on deployment of Jalashwa: Navy
US too says Jalashwa can be used in all rolesRidiculling a report by the national auditor that raised doubts over the 'restrictive clauses' on the deployment of INS Jalashwa—a former US Navy troop carrier—the Navy has said that the warship can be used in all roles possible and India has written permission from the US for the same.
"There are no unique terms or language associated with the transfer. The same applies to hundreds of ships we have transferred (in the past) and do not limit the use of the warship by a sovereign country in achieving its national objectives," Winter, who is on a three day visit to India, told reporters in the Capital on Friday.
Have a good one..
A storm in a teacup from the notoriously touchy Indian media.
It is by will alone I set my mind in motion.
It is by the juice of sapho that thoughts acquire speed,
the lips acquire stains, the stains become a warning.
It is by will alone I set my mind in motion.
Will INS Jalashva L-41 (former USS Trenton LPD-14) keep the original armament?
What modifications are intend to be made by the Indian Navy on this ship?
I have a JAG 1/700 LPD class ship to build, and I would like to build the INS Jalasshava L-41.
What changes are nedeed?
thanks in advance
Ayala Botto
Lisbon, Portugal
To read more about it http://www.bharat-rakshak.com/NAVY/Jalashwa.html
Have a good one..
All FMS sales of the US has the same boiler plate language. Haven't you ever heard of buying used items AS IS. As the defense secretary said, there aren't any restrictions. National defense usage is legitimate. The boiler plate language is to protect the US in its courts from any potential lawsuit.
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This is administrative engineering work directing, through professional, technical support, and administrative staff, and consultants, the design, renovation and construction of all airside, terminal and land projects at the Philadelphia International and Northeast Philadelphia Airport. The employee in this class manages the daily functions and activities relating to engineering projects, spearheading airport initiatives by developing and implementing objectives, goals, and establishing priorities. Work includes collaborating with a variety of governmental agencies and internal city departments including Transportation Security Administration (TSA), Federal Aviation Administration (FAA), Pennsylvania Department of Transportation, SEPTA, Philadelphia City Council members, airport officials from senior management, Security and Properties management, Program Management Office, Construction Management, Project Management, Streets, and Procurement departments and other city agencies during design and implementation. The employee serves as the senior technical expert for achieving the airports' operations and capital program objectives, researching for plan submission, making recommendations for the organization's benefit and growth, develops strategies to resolve issues, and report on performance. The employee works with various offices for expansion and renovation of the airport's properties. Directing large, multi-year, multi-discipline engineering projects and activities of staff engaged in performing and/or administering system requirements, capacity, contractual agreements for feasibility studies, cost estimates, project designs and site inspections; ensuring compliance with airport and engineering design standards, approved plans and specifications; and preparing all capital and operating budget proposals are major aspects of this position.
Work is performed under the general direction of a Deputy Director of Aviation.
ALLOCATING FACTORS: (The following conditions must be met for a position to be allocated to this class.)
• One position will be allocated to this class.
• The employee in this class must direct all engineering design and construction activities for the Division of Aviation.
Develops and standardizes procedures and methods to improve the efficiency and effectiveness of engineering services, directs, through subordinate engineering managers, development of short and long term conceptual designs for capital and operating budget projects necessary to maintain and upgrade existing facilities and structures, developing and reviewing planning specifications, executing of invoice processing and contract management for a multi-discipline staff engaged in preparing and/or reviewing feasibility studies, cost estimates, plans, specifications and contract documents for the civil, electrical, mechanical, structural, and architectural aspects of construction and/or renovation projects for airport facilities including but not limited to roadways, runways, taxiways, ramps, and buildings; monitors, through subordinate engineering managers, the performance of consultants and contractors hired to design and build airport facilities; assigns, reviews and approves all airport design and construction projects coordinated by subordinate engineering managers and contracted consultants; confers with subordinate engineering managers to ensure project conformance to conceptual design, engineering principles, and technical requirements; and resolves the most complex engineering, architectural and programming problems.
Reviews requests for proposals; negotiates contractual terms of projects between the consultants and the City; directs the preparation of monthly estimates of construction completed; prepares and approves expenditures from the capital and operating design and construction budgets; reviews estimates and reports prior to authorizing payments; makes final decisions regarding contract disputes; negotiates and resolves payment claims with contractors; and ensures that contractors are advised of schedules required to minimize impact on operations.
Establishes long and short term objectives for subordinate managers including LEED participation and benchmarking to determine courses of action; performs outreach to help assess the airport's design and construction project direction; reviews and monitors goals and objectives developed by subordinate managers; takes lead role in setting scientific and technical programs within broad outlines exercising sound engineering practices; develops and reviews periodic progress reports in relation to established goals for stakeholders;
Evaluates recommendations submitted by subordinates; meets with subordinates to discuss status of projects and strategies for problem resolution.
Monitors changes in security regulations and technological updates that may affect operations; develops and/or modifies policies for design and construction based on sound engineering practices; interprets sections of plans and specifications that may present construction problems and provides recommendations; directs, through subordinate managers, the inspection and testing of civil, mechanical, electrical and structural elements of airport capital improvement projects; ensures that all division engineering projects conform to time schedules, cost estimates and airport construction standards; directs staff to administer changes in plans to compensate for unforeseen field conditions that do not affect engineering or project design integrity; administers the preparation and signs all change orders for modifications to construction project plans; issues stop orders if major design changes must be made by design engineers or consultants; notifies the FAA of work changes to ensure continued funding participation.
Directs, through subordinate engineering managers, the on-site inspection of tenant construction and renovation work while in progress and upon completion to ensure adherence to airport engineering standards.
Collaborates with airport stakeholders, various governmental agencies and internal city departments to achieve the airports' operational design and capital program objectives;
Confers with subordinate managers regarding staffing levels; develops the staff structure; advises staff of policies; utilizes resources to address staffing needs;
Directs and participates in pre-construction and post-construction meetings with consultants, contractors and other parties participating in the construction of airport facilities; represents the department at conferences, hearings, and meetings pertaining to engineering and construction projects; and participates in various professional community affairs to encourage teaming and partnership opportunities with private sectors.
Performs related work as required.
• modern engineering principles, methods, techniques and practices used in the design, construction, and alteration of landside and airside facilities for a large hub airport
• the principles and practices of administrative organization and management as they apply to the direction of a comprehensive airport engineering program
• the principles, practices, and procedures of preparing capital program and operating budgets
• the principles, practices, techniques and methods used in planning, coordinating and directing the design and inspection program of operating and capital construction projects for a large hub airport
• design and construction economics, scheduling techniques, and the methods and requirements for controlling projects' costs
• the sources of engineering information and current developments in the field of design and construction
• federal, state and local laws and regulations as they relate to the construction of airport facilities
• municipal procurement and contracting practices
• arithmetic, algebra, geometry, calculus, statistics and their applications
• business and management principles involved in strategic planning, resource allocation, leadership and production methods
• making engineering computations
• effective communication, both orally and in writing, with staff, internal and external stakeholders, Construction Management and Project Management representatives, vendors, labor unions and airport tenants
• making managerial decisions
• analyzing information and evaluating results
• solving technical problems as they pertain to administrative engineering work
• developing, designing or creating new engineering applications, systems and ideas
• direct and coordinate, through subordinate managers, the design and construction activities of professional engineers, consultants, technicians, and inspectors involved in operating and capital improvement projects for a system of municipal airports
• apply engineering theories, principles and practices to the administration of design and construction projects
• interpret and apply federal, state and local regulations applicable to the construction and alteration of airport facilities
• apply engineering and administrative knowledge to the resolution of major technical construction problems
• prepare capital program and operating budgets
• communicate effectively, both orally and in writing
• establish and cultivate effective working relationships with associates, contractors, consultants, airport tenants, labor unions, government representatives, and other City department representatives
• coordinate people and resources including subordinates and Program Management Office representatives
• conduct complex research projects
• prepare technical reports
• organize and prioritize multiple large projects with deadlines
• establish time schedules
• provide leadership
MINIMUM ACCEPTABLE TRAINING AND EXPERIENCE (The following statement represents the minimum training and experience standards which will be used to admit or reject applicants for tests. Applications submitted by candidates for this class will be reviewed based on training and experience requirements as approved on 5/13.)
Completion of a bachelor's degree program at an accredited college or university, with major course work in engineering or architecture.
Registration as a professional engineer issued by the Pennsylvania State Registration Board for Professional Engineers, or registration as a professional architect as issued by the Professional State Board of Examiners of Architects upon appointment and during tenure of employment as an Airport Engineering Manager.
Nine years of engineering project management experience, which includes two years of engineering experience at the second supervisory level or above directing major airside, terminal, landside design and construction programs for a medium or large hub airport, or other large facility with responsibility for construction projects occurring within the past nine years that have a cumulative total of at least $300 million dollars providing direction on major airside or landside design and construction programs for a large hub airport.
Completion of a bachelor's degree program at an accredited college or university, with major course work in engineering, construction management, architecture or closely related field
Twelve years of architecture, construction management, or engineering project management experience, which includes four years of engineering, construction management, or architecture experience at the second supervisory level directing major airside, terminal, and landside design and construction programs for a medium or large hub airport, or for design and construction programs for other large facilities with responsibility for construction projects occurring within the past nine years that have a cumulative total of $300 million dollars.
The following licenses and registrations are preferred but not required:
· Registration as a professional engineer with the Pennsylvania State Registration Board for Professional Engineers upon appointment and during tenure of employment as an Airport Engineering Manager.
· Registration as a professional architect as issued by the Professional State Board of Examiners of Architects upon appointment and during tenure.
Any equivalent combination of acceptable education and experience, which has included the completion of a bachelor's degree program in engineering, construction management, architectural design or closely related field at an accredited college or university as an educational minimum.
Ability to physically perform the duties and to work in the environmental conditions required of a position in this class.
Possession of a valid proper class motor vehicle operator's license as issued by the Commonwealth of Pennsylvania during tenure of employment in this class.
Must be able to pass and maintain SIDA (Security Identification Display Area) and AOA (Airfield Operations Area) clearance.
Class Established 11/77
Latest Spec. Revision
Ad Board - 5/13