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Sounding very much like a successful football coach, southwest Georgia farmer Mike Newberry says the best strategy for producing peanuts efficiently is to stay on offense.
"We have to do everything on time, and we have to do it right the first time," says the Early County grower. "You start to spend extra money whenever you're forced to play catch-up. If a problem does arise, you must react quickly. You have to play offense instead of defense."
Newberry played enough offense this past year to earn him the 2003 Farm Press Peanut Profitability Award for the Southeast Region.
A fourth-generation farmer, he grows peanuts, cotton and corn on Hillside Farms. It has proven to be a good crop mix, he says, for a three-year rotation.
"Our crop acreages haven't changed much over the years, driven as they are by rotation. We try to keep the acres split evenly among the crops. On a lot of our land, we have grazing for cattle behind the peanuts and corn," he says.
Efficiency and high yields wouldn't be possible, says Newberry, if not for irrigation. The majority of his farmland is under 18 center pivots.
Newberry was one of a handful of farmers instrumental in the development of the expert computer system for irrigating peanuts now known as Irrigator Pro.
"Our experience with the system goes back to 1987, when it was known as EXNUT. We were some of the beta testers, and that was a good experience because we were able to provide initial input on the system's design," he says.
Irrigator Pro, he explains, uses soil temperature and rainfall frequency and amounts to determine when and how much to irrigate. Two-inch soil temperature and rainfall are recorded and entered into the program throughout the growing season.
"We're going one step further than merely looking at water use and water application. We're actually double-checking and refining that information with the use of soil thermometers," he says.
Newberry's peanut crops consistently average 5,000 pounds per acre, but he doesn't see that as a major accomplishment. "I don't feel as though we've done a whole lot by making 5,000 pounds per acre. We have irrigation, good land and a good climate. We ought to be making 5,000 pounds per acre. But I was proud the year when we made 6,100 pounds per acre."
Keeping fixed costs to a minimum, such as those for equipment, also has played a role in Newberry's quest for efficient peanut production. "We're a fairly small farm, and we have a lot of equipment for the acreage, but it's all older equipment. Our newest tractor probably is 10 to 12 years old, and we've bought used equipment over the years. Having enough equipment allows us to do things in a timely manner. And, even though we don't have new tractors and other implements, we haven't had any major repair problems."
Newberry plants the Georgia Green variety in twin rows, and his peanut acreage is 100-percent conventional-tillage, for now.
"We've had a little experience with minimum-tillage peanuts, and it was very positive. Many of our peanuts are behind grazing, and that ground must be broken. But I think we'll find a place in the next year or so where we can go in and plant minimum-tillage peanuts behind cotton. Our equipment isn't set up for conservation-tillage peanuts, but we might could go behind cotton where there isn't so much litter."
Most of Newberry's corn and cotton is strip-tilled, except where grazing is done in the winter. "We have situations where we have to run a harrow. We won't ever gain any organic matter until we can go to a full conservation-tillage system and get away from turning over the ground every third year to peanuts."
Like other Georgia growers who follow the University of Georgia Tomato Spotted Wilt Virus Risk Index, Newberry is planting peanuts in mid-May. And, while he sees the risk index as a valuable tool, he worries that peanut harvest is being pushed back too far.
"A mid-May planting date means that we don't start digging peanuts until later in September. When Oct. 1 rolls around, we need to be further along in getting our peanuts picked. We need to be picking peanuts in September and cotton in October, not peanuts in October and cotton in November and December."
Nonetheless, the risk index is good and it works, he says, and that's especially important on his farm. "Our farm has an unusually high incidence of tomato spotted wilt virus. We've been about two years ahead of everyone else as far as the progression of the disease. We've proven that it has nothing to do with our cultural practices. There just are no easy answers. Twin-row peanuts have made a difference, and strip-till peanuts would make a difference."
For other diseases of peanuts, Newberry uses a program of chlorothalonil with Folicur or Abound. "We start early and stay on time with fungicide applications. We probably spend more money on fungicides, but you can't cut corners when you're trying to make 5,000 pounds per acre. We try to stay on a 10 to 14-day schedule. Abound and Folicur need to be put out during the heart of the growing season."
For controlling weeds, he puts out Sonolan preplant incorporated, in addition to applying Strongarm in some of his fields. He goes back and burns down with Gramoxone Max, Basagran and 2,4-DB.
"We try and do that second treatment as late as possible, but prior to blooming. We don't use Strongarm in fields where we have heavy yellow nutsedge pressure. In those fields, we come back with an ounce of Cadre with 2,4-DB in that same time frame with our first chlorothalonil application. We have to minimize our use of Cadre because of the cotton rotation."
Newberry says the transition to a new government program for peanuts was cumbersome, but he sees ultimate advantages for his farming operation.
"Under the old program, we were planting an average of about 3,500 pounds of quota per acre, but our yields were in the 5,000-pound range. Sometimes, we were growing as many as 1,500 pounds of additional peanuts, and we weren't getting much for those. Under the new program, the average price we're receiving for the entire crop is very good.
"Those extra pounds we were growing under the old program brought us less than $300 per acre. Under the new program, we should always get at least the loan amount out of our peanuts. This new program isn't bad for us."
Newberry's peanuts are being sold directly to shellers in various forms. "In the past, we were going through a marketing group, and we were participating in some of the shelling profits. We'll get back to that, but everything isn't in place for us to do it this year. I'm part-owner along with several other growers in a buying point affiliated with Damascus Peanut Company.
"We'll never own a shelling plant because of the fixed costs involved, but we will be able to share in the profits of shelling peanuts. That's how we'll need to market peanuts in the future."


text:
Instructions on how to add a new game to this site
Adding a new game to this site.
To add a new game to our site we need someone to provide us with the data for all the existing cards in that game. The data must have a specific format so that we can upload it to our database.
Specifically, the data has to be in a spread-sheet (like Excel), or otherwise in a tab-delimited text file. Each card should have its own row, with one column for each data item. The minimum data would be: name, number, rarity and type, in that order, if possible. Then, the rest of stats for the card, and finally the game text, if any.
This is the same format we use to add new sets to existing games, so you can see the instructions we provide for existing games without a Herald, for example, here.
There you also have a sample file with random data for that specific game so that you can gain a more precise idea of the format. The same structure in a spread-sheet is also acceptable.
If you, or someone you know, may gather this data in this format, please send us the files to
Thanks a lot for your interest and your help.

subset: commoncrawl


text:
Georgia sophomore safety Josh Harvey-Clemons suspended for 2013 opening game at Clemson
ATHENS, Ga. – Georgia officials say sophomore safety Josh Harvey-Clemons has been suspended for the Bulldogs' season-opening game at Clemson.
Harvey-Clemons was suspended for an undisclosed violation of team rules. Georgia spokesman Claude Felton said Wednesday. Harvey-Clemons was not arrested, but no further details were released.
Harvey-Clemons, a projected starter, appeared in 14 games as a freshman in 2012. He had 14 tackles and broke up one pass.
Georgia opens its season at Clemson on Aug. 31.


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by Julie Powell
Category:BIOGRAPHY & AUTOBIOGRAPHY
Format:TRADE PAPERBACK
Edition:Media tie-in
Publish Date:7/1/2009
Size:5-1/2" x 8-1/4
About the book (from the publisher):
Julie & Julia, the bestselling memoir that's "irresistible....A kind of Bridget Jones meets The French Chef" (Philadelphia Inquirer), is now a major motion picture. Julie Powell, nearing thirty and trapped in a dead-end secretarial job, resolves to reclaim her life by cooking in the span of a single year, every one of the 524 recipes in Julia Child's legendary Mastering the Art of French Cooking. Her unexpected reward: not just a newfound respect for calves' livers and aspic, but a new life-lived with gusto. The film version is written and directed by Nora Ephron and stars Amy Adams as Julie and Meryl Streep as Julia.
Sound good? Come on, you KNOW you want this one! And thanks to the wonderful folks at Hachette Book Group, you could win one of five copies that I'll be giving away.
• You must leave an email address in order to qualify. If I can't contact you, you can't win!
• You can earn an extra entry by being or becoming a Follower or Subscriber of this blog and telling me about it in a separate comment.
• Blog about this contest and provide me with the link to the post in a separate comment, and I'll give you yet another entry.
• Tweeting about this contest and providing me the link in a separate comment will get you one more entry.
• Stumble this blog, digg it, or technorati fave it and leave a separate comment for another entry.
• Winners must provide a U.S. or Canadian street address. Hachette is unable to deliver to PO Boxes.
• Deadline for entry is 12:00 midnight Friday, July 10, 2009 EST.
• Winners will have 48 hours to respond to my email announcing that they have won; if I don't hear from a winner, I will draw another name.
Thank you to Anna at Hachette Book Group for making this giveaway possible.


text:
Retro typewriter faux/vegan leather luggage tag
Designed by Mlavi, made with durable, Eco-friendly, SGS Certified toxic-free vegan/faux leather, this luggage tag will add personality and glamour to your trip!
- 1 clear vinyl window I.D. pocket at the back
- Detachable vintage brass finish ball chain
Measurement: 7 x 11.5 cm / 2.8 x 4.5 inch
Wholesale available at www.mlavi.com
We Also Recommend


text:
If there's a piece of gaming news that you want to write about, go for it. If there's a current issue burning in your mind and you fancy having a say about it; why not go for it? Is the NX annoying you? Are microtransactions winding you up? Then here's your chance to vent. The idea of this thread is to create an area where you can talk about ideas and work towards submitting pieces for the website in a more forum-friendly manner.
How Will This Work?
Very simple really. If you have an idea for a piece you want to write, just fill in the following form;
I'll get back to you ASAP, approving or declining the idea.Article Title:
Brief Description of Article content:
If approved, you can get on with putting your idea into action. Go wild. You PM me the piece when it's done and that's all she wrote really. I'll offer feedback, and if it's good to go - it'll make it to the site.
If declined, 99% of the time offer up a reason for it and suggest alternatives.
What Will Get Accepted?
Opinion Pieces: If you want to write about something modern or retro - that's fine.
Reviews: Retro reviews or modern reviews are welcome.
Lists: Yes, we post lists and yes we will accept them so long as they're not insanely silly.
Videogame/Movie/Television/Wrestling posts: Yes, you're more than welcome to post about anything within these four areas.
What Will Get Rejected?
Advertising Pieces: We have a very strict advertising policy. AKA, we don't really like it if people write things with the explicit intent of advertising their stuff. You can link to your blog/Twitter/Youtube channel at the end of the piece and where appropriate.
Gallerys: We don't do image galleries.
Anime/Music/Tech: Right this second we don't have these areas covered.
Will I Be Credited?
Everything you post will be credited fully to you, and will be posted in the second post of this thread clearly indicating it was your work also. Everything posted on ScreenGurus will be posted under the SONM username; but your name will be attached to it there.
Any Requirements?
The only thing we ask is that any pieces submitted are 500 words in length and be of decent English standard.


text:
At times during his cycling career, Cadel Evans has been a sullen character.
In the 2008 Tour de France, the Australian threatened to cut a journalist's head off for nearly stepping on his dog Molly; the same race, he head-butted a TV camera.
On Sunday, however, Mr. Evans was anything but prickly. Smiling for television cameras and chatting amicably with vanquished rivals, he rode into Paris as a Tour de France champion for the first time.
Sunday's stage, won in a sprint finish by Briton Mark Cavendish, was largely processional. Evans, the Tour runner-up in 2007 and 2008, secured his win with a stunning performance in Saturday's time trial, one that launched him into the yellow jersey and relegated the Luxemburger Andy Schleck to No. 2.
Standing on the podium next to Mr. Schleck and his brother, Fränk, the third-place finisher, Evans thanked the crowd for its support.
"I want to say thank you to everyone who had confidence in me," said Evans, who rides for the American squad BMC. "It's been a great race."
At 34, Evans is the oldest Tour winner since Henri Pélissier in 1923; he's also the first Australian to ever win the Tour.
Before Sunday's stage, he received a call from Australian Prime Minister Julia Gillard, who offered her congratulations, but stopped short of declaring his victory a national holiday.
"I'm not in a position to announce a public holiday for tomorrow, but I am in a position to share Cadel's view that ultimately we'll be more enthused about our daily tasks because we're celebrating his victory," she said.
A slow and steady path
Evans's path to his first-ever win was slow and steady. In the Tour's first week, he won Stage 4 in uphill sprint finish. But it was one of the few bold moves he would make the rest of this 2,131-mile race, which started July 2 along France's mid-Atlantic coast.
As other riders attacked, Evans bided his time during tough mountain stages in the Pyrénées and Alps, content to simply mark rivals Andy Schleck and Alberto Contador.
Mr. Contador, the three-time Tour winner, sought another title this year, but struggled to contend after a crash on the race's opening day left him nearly a minute and half behind fellow contenders. He finished in fifth place, nearly 4 minutes behind Evans.
"The way [Evans] rode clearly wasn't spectacular but he has always been there," said Contador. "He deserves [this Tour win.]"
Caution almost cost him
Evans' cautious tactics almost backfired, though. He initially neglected to follow Andy Schleck's breakaway up the Col du Galibier on Thursday's Stage 18, before scrambling to catch up and stay in the race.
The next day's stage, which took riders up the iconic Alpe d'Huez climb, Evans suffered a mechanical problem, but recovered to finish the day 57 seconds behind Schleck, who moved into the yellow jersey.
Schleck lasted just one day in the lead. During Saturday's 26-mile individual time trial around Grenoble, Evans – considered a stronger rider than Schleck in the discipline – more than erased his time deficit.
Evans finished the day with a 1 minute and a half lead on Schleck. Receiving his yellow jersey on the podium afterward, Evans threw a bouquet of flowers into the crowd like an excited bride.
"I can't quite believe it," he said yesterday. "I've concentrated on winning this Tour for so long."
String of misfortune
A former champion mountain biker, Evans turned his attention to road bikes in 2001.
He raced his first Tour de France in 2005 and two years later, finished runner-up to champion Alberto Contador. But misfortune followed. He wore the yellow jersey in 2008, only to lose it down the stretch to Spain's Carlos Sastre.
Last year, with a new team, he took the race lead on Stage 8 but fractured his right elbow in the process.
Racked with pain, Evans lost his lead the following day. "I'm pretty sure it's all over for this year," he said at the time. "I'm sorry to have let [my team] down.
Evans escaped serious injury in the myriad crashes that marred the beginning of this year's race, which wound through the narrow, twisting roads of Brittany.
Some podium hopefuls, including American Chris Horner of Radio Shack, were forced to abandon the race after crashing.
Stage 9, in the Massif Central mountain range, brought the Tour's worst carnage. Kazakhstan's Alexandre Vinokourov fractured his femur during a slippery descent early in the stage; later that day, a French television car hit the bike of Spain's Juan Antonio Flecha. He fell to the ground and Holland's Johnny Hoogerland was thrown into a barbed wire fence.
In years past, Evans has bemoaned his Tour de France finishes; this time, his rivals are left wondering what could have been. Perhaps no one is more disappointed than Andy Schleck, who has finished runner-up three straight years.
Having dispatched his nemesis Alberto Contador on Thursday's Stage 18, Schleck felt confident about his chances to win. But he struggled in Saturday's time trial and on Sunday, stood second on the Champs-Élysées podium once again. "We would have wanted a Schleck to be another step higher on the podium, but we're proud of what we've achieved" he said.
'Clean team' makes statement
A year after drug doping allegations put Contador's 2010 title in question, this year's race was not free of doping charges. In week 1, Russian Alexandr Kolobnev tested positive for hydrochlorothiazide, a diuretic often used to mask other drugs. He withdrew from the race and is expected to be fired by his team, Katusha.
While Contador tested positive for the banned drug clenbuterol during last year's Tour, the the Spanish cycling federation cleared him in February. It accepted his claim that the drug's presence was a result of eating tainted beef. But that decision has been appealed by cycling's governing body, UCI, and Contador now awaits an August hearing at the Court of Arbitration for Sport. If the Spanish federation's decision is overturned, Contador would be stripped of all his titles since — and including — last year's Tour title.
Contador's failed drug test, and his subsequent participation in this Tour, signals that there's much work left to be done in cycling's fight against doping.
But there are signs that the sport isn't pedaling backward.
The success of American team Garmin-Cervélo, which has a zero-tolerance antidoping policy for its riders, in this year's race has sent a positive message to the professional peloton. The self-proclaimed "clean team" had a banner Tour: winning four stages, including the team time trial, and capturing the overall team classification.
"I am confident that clean riders can win big races," team founder Jonathan Vaughters said after the team's time trial win on July 3. "We've showed [it's possible.]"
Grit and guts
Evans' victory is being claimed as a win for clean cycling, too.
"It was done with true grit, a great deal of guts and a panache to prove to the world you can win the biggest race in the world while riding clean," Australia's Mike Turtur, a vice president for the UCI, told The Australian.
But the champion himself didn't want to address the issue of doping in a press conference Saturday night, saying only that "the best thing I can do as an athlete is to give a good example." He preferred to look toward Sunday and his victory celebration.
On Sunday, in the evening light of Paris, as other riders celebrated the Tour's conclusion by drinking champagne and taking photos with family, Evans stood atop the podium.
He draped himself in the Australian flag and beamed as, for the first time in Tour history, his country's national anthem echoed across the Champs-Élysées.


text:
The following error message is displayed when you use your console:
System Error: Contact Xbox Customer Support
Error E81
This means there might be a problem with the Xbox 360 console.
Try using our Flashing Lights Solution. Choose one flashing light as the problem and follow the instructions in the solution.
If these steps don't resolve the problem, you'll need to request a repair. Learn how to request a repair.
Repair or warranty questions? See Xbox 360 repair: Frequently asked questions.
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text:
Jefferson County, created in 1796 from parts of Burke and Warren counties, honors President Thomas Jefferson. In tribute to Revolutionary War ally King Louis XVI of France, Jefferson's founders named the county seat Louisville. Succeeding Savannah and Augusta, Louisville housed the state capital from 1796 until 1806.
An early settler of this region, George Galphin, maintained a trading post from the 1750s and cultivated great influence among the Creek Indians. It was at his trading post that the Creeks made a treaty and ceded to Georgia all the land between the Altamaha and St. Mary's rivers.


text:
The establishment of a Task Force on Office Strategies was approved by the Board of Directors in June 1998 as part of its approval of a comprehensive Strategic Planning document. The Task Force members were appointed in 1999 and consist of:
Richard Kane (President, Chair)
Arthur Sherk (Treasurer)
Graham Wright (Executive Director)
Joan Geramita (Queens)
Edgar Goodaire (Memorial)
Monique Bouchard (Operations Manager, Support Person)
The mandate of the Task Force is to examine and evaluate CMS administrative structures and recommend ways of making it more effective and efficient. Its official mandate is as follows:
1. Workload Review: Review existing procedures for office workload review; considering the distribution of work among the various offices and its appropriateness. Develop strategies for addressing requests for additional administrative support for CMS activities.
2. Staff Assignments: Review staff job descriptions in light of current and future responsibilities of the office and bring forward recommendations.
3. Conference Administration: Develop a process for reviewing conference management and costs and, where appropriate, initiating change.
4. Streamlining: Review all activities of the office identifying tasks that can be streamlined, eliminated and modified for greater efficiency.
5. Broaden Knowledge: Develop a strategy to ensure that knowledge of CMS operations is not restricted to one or two persons; e.g. Policy book(s), enhanced communications strategy.
6. Camel: Review the operations and distribution of responsibilities associated with Camel.
The Task Force met three times: on October 21, 1999 in Toronto; on December 13, 1999 during the Montreal CMS Winter meeting; and on April 10, 2000 in Ottawa. In addition, various consultations took place to obtain opinions on the issues being discussed by the Task Force. Monique Bouchard and Graham Wright consulted with the individual staff members of the Ottawa Office while Richard Kane and Graham Wright met with the Rector of the University of Ottawa to discuss current and future arrangements between the CMS and the University of Ottawa. Several questionnaires were circulated by email: a questionnaire about exhibits at CMS meetings was circulated by Monique Bouchard to all CMS members; a questionnaire about the CMS meeting binder was circulated by Joan Geramita to a number of former meeting directors; and a questionnaire about the adequacy of support provided by the Ottawa office was circulated by Graham Wright to all CMS editorial offices.
This is not the first CMS Task Force to consider the question of rationalizing CMS administration. Two years ago, the Task Force on Budget and Policy, chaired by Arthur Sherk, examined certain aspects of the CMS Ottawa Office and made a number of recommendations. Notably, the report observed that the CMS Executive Office is coming under an increasing work load and stated that there was a need for setting priorities and for more delegation of responsibility. We would like to confirm the observations of that report and also confirm that steps have been taken to implement its recommendations. In addition, job responsibilities of office staff at the Executive Office have been reorganized in various ways, to better handle workloads.
It is clear to this Task Force that, for the past few years, changes in CMS administrative structures have been ongoing. In response to an increased workload, there have been constant and largely successful efforts by the Executive Office to improve its handling of assigned tasks. The workload involved has been somewhat of a moving target since assigned tasks have been growing. This report reflects the efforts of the Executive Office. While it highlights developing problems and suggests possible solutions, much of it is actually an affirmation of changes which have either taken place or are underway.
(1) Growing Role of the CMS
The past few years have witnessed a significant expansion in the activities of the Canadian Mathematical Society and there is every indication that growth will continue to take place in the next decade. Growth has occurred in almost every area in which the CMS has an active involvement. To cite some examples, in the area of research, the semi-annual meetings have increased in size and scope, particularly in the past few years. In the area of education, there has been continued expansion of CMS high school enrichment programs and a new level of involvement in both undergraduate and graduate education. In the past five years Electronic Services has, not surprisingly, become a major forum of CMS activity. In particular electronic publishing of CMS journals was initiated in the past year.
As we will explain in subsequent sections, almost all of these increased activities have led to an increased workload for the Executive Office in Ottawa. Over the past decade, a strategy of centralization is clearly apparent in the administration of CMS activity. It has often been decided that the most efficient and effective way to implement particular tasks is to assign primary responsibility to the Ottawa office. Section Two will outline a number of such decisions. The Task Force supports these decisions and recommends that this strategy of centralization be continued in those cases of the Society's activities under discussion in this report. This report is written with this recommendation as an implicit assumption in all these discussions.
Centralization is still a limited trend. The CMS has an amazing level of participation by its members. In any given year, over 20% are actively involved either via committee work or by helping to organize an event. But as the CMS becomes a more complex and diverse organization there is a need to strengthen, in some ways, the core bureaucracy. It is important that the CMS possess adequate infrastructure to support its many activities. It is the judgement of the task force that further strengthening of the Executive Office is required.
(2) CMS Activities
In this section we outline some added responsibilities which have been assumed, or will be assumed, by the Executive Office as a consequence of an increased level of activity in certain key areas of the CMS.
(2a) Conferences
In the past few years, the semi-annual CMS conferences have become significantly larger in scope. One motivation for this change was the cancellation of the NSERC Conference Grant Program six years ago. It was felt that CMS meetings would have to be more inclusive if they were to be financially viable. But there was also a consensus that, independently of financial considerations, the CMS should be broadening its horizons and attempting to reach out to as much of the mathematics community as possible. In the past few years the number of sessions, on average, has doubled. Registrations, while not doubling, have grown considerably. The four meetings held during 1998 and 1999 averaged over 300 registrants per meeting. Major associated events such as the Canadian Undergraduate Mathematics Conference or Job Fairs are also taking place in conjunction with CMS meetings. Thus CMS meetings are increasingly complex events requiring in-depth preparation and planning.
Parallel to this development, the role of the Executive Office in organizing meetings has grown. This is occurring for very valid reasons. The involvement of the Ottawa office ensures efficiency, consistency and quality control. Notably, one doesn't have to re-invent the wheel each time. The Executive Office now handles meeting registrations abstracts, publicity (in particular, the meeting web site on Camel) and book exhibits. It plays a major support role in advising the local organizers and in helping them to plan details of the meeting. The CMS staff is also actively engaged in running the meeting itself, notably Ottawa staff work at the registration desk during meetings. As a result of this more active role by Ottawa staff, along with the increased scale of CMS meetings, the organization of meetings has now become one of the major activities of the Executive Office.
(2b) Publications
The advent of electronic publishing has generated new demands and workload for the Ottawa staff. Journal and Bulletin subscriptions have been dealt with by University of Toronto Press for many years. With the advent of electronic publishing, the Executive Office has been drawn more closely into the processing of these subscriptions, for it is the CMS, via Camel, which must distribute this electronic product. As a result, the Executive Office has become much more involved in the handling of the data of journal subscriptions and in the accounting associated with the subscriptions. The Membership and Publications Agent has been required to deal with significantly larger levels of data entries and the Financial Assistant's position has experienced a surge in invoicing of subscriptions. This work is seasonal but intense.
The dynamics of the situation is likely to lead to a further increase in workload. The current situation vis-a-vis University of Toronto Press has become an awkward compromise with the processing of data being carried on at two sites and duplication of effort occurring. It would appear to be simpler for the Executive Office to assume total responsibility for handling all aspects of journal subscriptions. But the Executive Office would then be assuming the University of Toronto Press workload.
(2c) CMS Membership Drive
The CMS membership drive has created another pressure point regarding the handling of data. The CMS wishes to build links with graduate students in mathematics. The first step was to offer complimentary membership to all such students and build up an electronic discussion group which could be used to disseminate relevant information to these students. As of the end of April, 2000 the membership drive for graduate students had yielded 536 names whose data must be processed.
The Membership and Publications Agent resigned on April 1 while the Financial Assistant has announced plans to resign by June 30 at the latest. Various factors were involved in these decisions. But, in both cases, the nature of the work (which has become more repetitive and lower level) was an important factor. It also seems indisputable that the added workload arising from the new data base responsibilities was an influencing factor in the case of the the Membership and Publications Agent.
(2d) Camel
Subject to the approval of the Board, the Camel administration will be reorganized and consolidated in Ottawa in the coming year. Certain activities would still be carried on at Simon Fraser University but all the day to day activity would be done in Ottawa. It is true that the administration of Camel will be carried on relatively independently of the operations of the rest of the Executive Office. However, a larger Camel presence will generate pressure on office space since it will likely result in at least one more person on site. Moreover, independently of the location of Camel, the success of Camel has led to extra tasks for Ottawa staff. We have already cited the examples of electronic publishing and web sites for CMS meetings. The concentration of Camel staff in Ottawa should facilitate the interaction and planning needed to carry out such joint ventures.
(3) The CMS Executive Office
There is considerable consensus within the CMS that having the CMS Executive Office located in Ottawa has served us well. The Ottawa location provides easy access to government agencies and to a bilingual workforce. It projects a national identity for the CMS. Ottawa has excellent connections with all parts of Canada and has particularly easy access to Montreal and Toronto. In addition, being associated with a mathematics department and imbedded in an academic environment have proven to be beneficial. As well, the University of Ottawa site has provided financial benefits for the Society. For example, the CMS has obtained free Internet access and has been able to use the University's payroll and benefits system. The Task Force recommends that, unless extraordinary circumstances intervene, the CMS Executive Office should be located in Ottawa at a University site.
(3a) Staff
Currently, the four full-time staff are: Operations Manager, Assistant to the Executive Director, Membership and Publications Agent, and Executive Office Clerk. Job descriptions for each position are included in Appendix A. The three part-time staff are: Financial Assistant (1/2 position), Comptroller (1/4 position), and Site Manager of Camel East (2/3 position). Again job descriptions are included in Appendix A. The job description of the Operations Manager was extensively rewritten as part of this Task Force's activities.
It is clear that remedies are needed to deal with the growing demand on this staff as outlined in Section Two. The immediate approach is ad hoc. The position of Membership and Publications Agent is currently vacant and two students have been hired, one of whom is focusing on the large amount of new data entries. As well, the Operations Manager is doing membership and subscription renewal entries and is overseeing the work of the students. This is very much a temporary arrangement and it is clear that some expansion in staff will be required in the near future. In particular, the acquisition from University of Toronto Press of full responsibility for the handling of publication subscriptions would certainly precipitate such an expansion.
Two possibilities are currently being considered. One would be the creation of a Data Entry Clerk position. This could be either a part-time or a full-time position. It could also be a joint position shared with another organization. Possible organizations include the Mathematics Departments at Carleton University and the University of Ottawa, as well as other professional societies on these campuses. At the moment the plan is to evaluate the effectiveness of outsourcing data entry before deciding on the need for this position and its format.
The other possibility is an expanded Comptroller position which would handle some of the current responsibilities of the Financial Assistant, in order to free that person to better handle subscription management. Accounts payable duties as well as reconciliation duties would be transferred. The expanded position would be a 1/2 position rather than a 1/4 position.
In view of the potential expansion of the Executive Office one might also consider incorporating some of the current financial duties of the Operations Manager into such a position. Such a change would allow the Operations Manager to devote more time to the task of the supervision of office staff. The involvement of the Operations Manager in budget preparations and in audits should, however, be maintained.
The restructuring suggested above would significantly impact the vacant position of Membership and Publications Agent as well as the soon to be vacant position of Financial Assistant. So until decisions are made, it does not seem possible to re-staff these positions. This is not a situation which will be long tolerable in an already overworked office. There are some genuine issues to resolve: one is looking for an effective arrangement which is both cost effective and also takes into account the current restraints on space in the Executive Office. For example, the effectiveness of such approaches as outsourcing or electronic submission of data needs to be evaluated. But it should also be recognized that decisions need to be achieved as quickly as possible.
(3b) Physical Space
Physically, the Executive Office occupies the first floor of a converted house on the University of Ottawa campus. It is adjacent to the building housing the Department of Mathematics and Statistics. The Executive Office site is 828 square feet in size and is divided into three offices plus a reception area. Four full-time and two part-time staff are housed in the office. The full time staff have their own desks while the part time staff are able to share, currently, a desk because of staggered work schedules. The work space is, to say the least, fully utilized. The Executive Director, who is currently a faculty member at the University of Ottawa, is able to use his faculty office in the Department of Mathematics and Statistics as the Executive Director's office. The Site Manager for Camel East, who is a part time faculty member, uses his faculty office as the Camel East office.
A significant space problem is looming. There are several ways in which more staff are likely to soon be added.First of all, as already mentioned in Section Two, it is likely that the administration support for Camel will soon be centred in Ottawa, with at least one more person on site. Secondly, as the discussion above indicates, there are active plans to augment current staff in order to handle the increased workload. We should also add that the retirement of the current Executive Director, when that occurs, will likely end the existing use of a faculty office and require us to find dedicated space for the Executive Director elsewhere. Another space problem is connected with archiving. Even now the CMS does not have space to store its records. It has to rent storage space.
Options for obtaining more space on the University of Ottawa campus are beginning to be explored. One option is to obtain more space in the existing building. The other option is to obtain new, and larger, space elsewhere on campus. This will be actively pursued. A building program is underway at the University of Ottawa and is likely to result in the relocation of various departments, including the Department of Mathematics and Statistics. Over the next year the University will be making decisions about space allocation. The CMS will submit a formal application to the University, outlining its space needs, by the end of this summer. In addition, the possibility of upgrading and utilizing space on the second and third floor of the building housing the Executive Office is being actively explored. The option of commercial space off campus in Ottawa has not been explored.
(3c) Technical Support for the Executive Office
There are some deficiencies in the technical support currently being provided for the Executive Office. For the past few years, the support has been provided by two individuals on a contract basis. One has been providing assistance with the CMS database and this has been working well. The LAN Support Person is a full-time employee of the University of Ottawa Computing Services and this person has not been able to respond to problems as quickly as needed and has not been particularly pro-active in making sure that upgrades to the CMS LAN are done.
So, at times, unofficial support has often been provided by the Site Manager for Camel East. At the moment, granted financial realities, the plan is to stay with the status quo even though it is not a totally desirable state of affairs. The needs of the Executive Office do not warrant a full-time technical support person. And Camel resources are only adequate to provide some occasional supplemental technical support. It is hoped that joint planning can bring about improvements and ensure that such supplemental support is more effective.
(3d) Conference Administration
The increased administrative demands of CMS meetings on the Executive Office was described in Section Two. The Task Force has a number of suggestions for facilitating these tasks.
The Operations Manager has always been the major liaison person for the CMS office regarding meetings. This role will continue. During the past few meetings, other Ottawa staff members have also participated -the Membership and Publications Agent and the Assistant to the Executive Director. The presence of additional staff at the meetings has proved useful and should continue. In particular, at semi-annual meetings, it would be a useful experiment to have the Assistant to the Executive Director, rather than the Operations Manager, deal with the Minutes of the Executive and Board meetings. The purpose would be to provide the Operations Manager with more time to deal with meeting arrangements.
An additional role for the Executive Office in registration is being contemplated. So far, at each meeting, the organizers have negotiated special rates at specified hotels; this information has then been provided to meeting participants who are left free to make their own arrangements. As a result of this, the meeting organizers typically have very inaccurate information about the number of hotel bookings associated with the meeting. On the other hand, financial concessions by hotels for the use of public functions rooms is based on the number of bookings resulting from the meeting. At the Vancouver Winter meeting, the Executive Office will, as an experiment, handle not just meeting registrations but also hotel registrations. The tradeoff which must be assessed here is the amount of money lost through lack of information versus the extra amount of work handling hotel registrations will entail for the Executive Office. There is also a question of the extent to which registrants will desire to personally handle their hotel arrangements.
Responsibility for the web site is one of the most recent initiatives of the Executive Office. A variety of considerations lead to this decision, notably the need for accuracy of information and the desire for consistency of format. The McMaster meeting is the first meeting where the CMS office has played a shaping role regarding the meeting web site and we applaud the results.
For many years, the CMS has attempted to handle most reimbursement of speaker's travel expenses during the meeting. Provided receipts were presented, a cheque could be issued before the end of the meeting. If for no other reason than the increased size of CMS meetings, this on site reimbursement practice is proving increasingly difficult to implement. We support the proposal to eliminate it. The Meeting Directors for both Math 2000 and Winter 2000 have agreed to follow this policy.
Book exhibits are a traditional event at CMS meetings. They do however require considerable time and effort to organize. And reservations about their effectiveness have been raised, including by the exhibitors themselves. But a survey of CMS members elicited strong support for continuing the exhibits at each meeting. We recommend that the possibility of limiting exhibits to the winter meeting still continue to be explored.
The information binder provided by the CMS to meetings organizers is an encyclopedia of information. Its importance was acknowledged in a survey of recent meeting directors. However many of these directors also mentioned that the sheer volume of detail present in the binder makes it difficult to use. While recognizing the necessity of such a binder we recommend that a more condensed version of the meeting binder should also be available. In particular, this condensed version should contain a "what to do and when" list. This information should also be made available on the Camel web site. As a first step in this direction, a "meeting organizers" page on the Camel web site has been created and the first documents -a Meeting profile for a Summer Meeting and a Winter Meeting- have recently been mounted.
We also support the establishment of an explicit process for reviewing conference management and costs and, where appropriate, initiating change. After each meeting, this type of consultation currently takes place on an informal basis, involving the meeting organizers, the Executive Director and the Operations Manager. We recommend that this process be formalized and, in particular, that a record of the meetings be kept.
(4) Other Sites
Besides the Executive Office there are eight other editorial offices located in various Canadian universities which are dealing with sundry aspects of CMS publications. Manitoba is the site of the Tex Office for CMS publications as well as the office of the current Managing Editor. Support staff for this office is also located in Calgary. The Manitoba Tex office is presently under utilized. We strongly support any efforts to pursue new ventures which would fill this gap.
There are editorial offices, each devoted to a particular CMS publishing venture, located in the following universities: Memorial (Crux with Mayhem), Dalhousie (Notes), McGill (Conference Series), McMaster (Bulletin), UBC (Journal), and SFU (Book Series). The various editors are allowed to develop their own editorial policies (subject to the review of the Publications Committee). Communication with the Executive Office has mainly been focused on budget decisions. These offices expressed general satisfaction with the support being provided by the Executive Office.
Editors are often provided teaching release in compensation for their editorial duties. The CMS has articulated a principle that the costs of this buyout should be shared by the host university and by the CMS. We endorse this principle and can report that it is currently in effect in all relevant cases.
(5) Broadening of Knowledge
Maintaining an institutional knowledge is crucial for the CMS. These are several obvious steps which could be taken. Effective immediately, the Executive Office should be archiving Board motions so that a coherent document outlining all mandated policy will be available. In order to have as thorough a document as possible, we also recommend that a "student" should be hired to work backwards as far as possible through Board Minutes
It is also recommended that a procedural manual for each staff position in the Executive Office should be prepared and constantly updated. This responsibility has now been added to the job description of each staff member (see Appendix). However focus will be needed to ensure that manuals are developed and maintained.
Richard Kane May 17, 2000
Executive Summary
In this section we summarize the main conclusions and recommendations of the report
(a) The Task Force supports the strategy of limited centralization regarding the administration of the CMS activities discussed in this report
(b) The Task Force supports the current arrangement of having the CMS Executive Office located in Ottawa at a university site. Unless extraordinary circumstances intervene, this arrangement should be continued.
(c) A significant space problem is looming in the Executive Office . It is recommended that increased space on the University of Ottawa campus be vigorously pursued.
(d) There are growing workload pressures on the existing staff at the Executive Office. It is recommended that some expansion in staff take place in the near future.
(e) There are some deficiencies in some of the technical support currently being provided for the Executive Office. It is recommended that appropriate steps be taken to ensure that adequate technical support is provided to the Office.
(f) Editors are often provided teaching release in compensation for their editorial duties. The CMS has articulated a principle that the costs of this buyout should be shared by the host university and by the CMS. The Task Force endorses this principle.
(g) The presence of additional staff at CMS meetings has proved useful and it is recommended that it should continue.
(h) It is recommended that onsite reimbursement of speaker's travel expenses for CMS meetings be eliminated
(i) It is recommended that the CMS should continue to explore the possibility of limiting exhibits to the Winter meeting.
(j) It is recommended that a more condensed version of the CMS meeting binder should also be available. In particular, this condensed version should contain a "what to do and when" list.This information should also be made available on the Camel web site.
(k) We support the establishment of an explicit process for reviewing conference management and costs and, where appropriate, initiating change. A record of meetings be kept.
(l) It is recommended that, effective immediately, the Executive Office should be archiving Board motions
(m) It is recommended that a procedural manual for each staff position in the Executive Office should be prepared and constantly updated.
Appendix A: job descriptions for executive office staff
(I) JOB DESCRIPTION #1: Operations Manager
Job Title : Operations Manager
Hay Points : 390 (Admin Coordinator 1992)
Last Revised : April 5, 2000
Primary Function
The Operations Manager is appointed by the Board of Directors of the Canadian Mathematical Society and reports directly to the Executive Director (hereinafter referred to as "Director"). The Operations Manager (hereinafter referred to as "Manager") is responsible for the administration of the Society's Executive Office (hereinafter referred to as "Office"), which includes supervision of all support personnel at the Office and the performance of financial and other duties.
The position requires significant administrative and financial experience, a willingness to travel and work well beyond normal office hours, sound judgement, analytic thinking, considerable initiative, and independence, ingenuity, a pleasant personality and confidentiality.
The individual must be bilingual and must have excellent oral, written and interpersonal communications skills. This individual is required to work with a changing Executive, Board of Directors, Standing Committee Chairs as well as with the other personnel at the other offices of the Society, most of which are not located in Ottawa. With such a changing Executive, Board, etc., the Manager provides the crucial continuity for the on-going operations of the Society. In the absence of the Director, the Manager reports to the President on the administrative and related operations of the Society.
Major Duties and Responsibilities
The duties of the Manager include, but are not necessarily limited to, the following:
(a) Development of operational plans: Assignment of Office resources to provide administrative support for Society programmes, including conferences, committee projects and activities, and the subscription management of research and educational journals and other publications.
(b) Supervision of Office staff: Development of job descriptions, training programmes, assignment of work schedules and priorities, and review of work performance. Ensuring that project schedules are created and that staff members create and maintain procedural manuals.
(c) Database systems: Overseeing the development of tables, queries, forms and reports for the management of the Society's database systems. Working with Access consultants when appropriate.
(d) Society reports and publications: Production of the Membership Directory, Annual Report, Guidelines for Conference Organizers, and other Office publications. Copy Editor for the CMS Notes.
(e) Meetings and conferences: Development and implementation of procedures for the semi-annual meetings. Travel to the meeting sites to ensure all policies, procedures, etc, are in place and conducive to a successful meeting. Member of all meeting committees, development and distribution of conference planning documents to Meeting Directors and Chairs of Local Arrangements Committees.
Development and distribution of registration and advertising material for CMS meetings. Serves as meeting registrar. Develops Access tables, queries, forms and reports. Soliciting of exhibitors and advertisers for the semi-annual meeting and establishing that adequate arrangements are in place for such exhibitors.
Coordinates material appearing on CMS meeting web sites. Reviews structure and content of meeting web sites and requesting appropriate changes and additions to ensure that the site meets the needs of the organizers and participants.
Processing of travel claims for meeting speakers. Reconciling all revenue and expenses and produces financial report for meetings. Ensuring that Meeting Directors submit scientific reports.
(f) CMS business meetings: Responsible for agendas, arrangements, documentation and other factors related to the Society's Executive, Board of Directors, and General meetings. Is the recording secretary for these meetings and submits the minutes of same to the Society's Secretary. Is also coordinator for CMS business meetings programme at CMS semi-annual meetings.
(g) CMS committee and board appointments: Ensuring accuracy of current and historical database information. Works with Assistant to the Executive Director on CMS elections and processing of committee and board nomination material.
(h) Budgeting, revenues and expenses: Develops yearly schedule for budget preparation. Ensures receipt of budget submissions from committees and boards. Member of budget preparation committee.
Establishes accounts with suppliers and university departments. Reviews all expense invoices and gives posting instructions.
Ensures that staff members complete all required reconciliations for submission to the Comptroller for review.
Development of supplemental queries, forms and reports for financial reports not in IOA library. Preparation of additional IOA and other financial reports as required. Working with IOA consultant when appropriate.
Development of yearly schedule for preparation of audit file. Ensures receipt of final expense invoices and audit confirmations.
(i) The Manager shall have such other responsibilities, shall execute any special projects, and shall perform such other duties as may from time to time be prescribed by the Director.
The Manager shall ensure own self-development. This is of particular importance since the Manager is called upon to use multiple software packages which are upgraded on a regular basis.
Working Conditions
Responsibilities and deadlines require the incumbent to work outside normal hours and, therefore, not to be limited to a "standard work schedule".
A willingness to travel within Canada and establish excellent communications with all those working on behalf of the Society is essential.
Approved by:
Executive Director & Secretary
JOB DESCRIPTION #2: Executive Office Clerk
Job Title : Executive Office Clerk
Hay Points : 156
Last Revised : April 5, 2000Primary Function
The Executive Office Clerk (hereinafter referred to as "Clerk") is appointed by the Board of Directors of the Canadian Mathematical Society and reports directly to the Operations Manager (hereinafter referred to as "Manager"). The Clerk must be fluently bilingual and the primary responsibilities are to attend to the secretarial duties for the Society's Executive Office. This means performing secretarial duties for all support staff.
In order to perform the duties of the position, the incumbent is required to use the following equipment/software:
- Electronic telephone, Facsimile machine
- Electronic mail
- WordPerfect 6.1 for Windows
- Access
- Pitney Bowes Postage by Phone mailing system
- Photocopier
Major Duties and Responsibilities
The duties and responsibilities of the Clerk include, but are not necessarily limited to:
Correspondence/Information Requests:
- Using the CMS database, and under the direction of the Executive Director, would produce letters of thanks to retiring committee members.
- Works with Chair of the Endowment Grants Committee on the yearly Endowment Grants Competition.
- To respond to requests for information regarding the Society, membership, subscriptions, publications, etc., in a prompt, courteous and informative fashion.
- To handle all routine correspondence, incoming and outgoing Fax transmissions, and initial response to the Society's e-mail.
Records Management:
- Maintaining, updating and periodically reviewing all office and invoice files.
- Filing of paid invoices and other correspondence, reports pre-coded by staff members (with exception of membership forms, subscription forms and claims)
- Archiving of CMS files, subscription publications and other materials
Data Bases:
- Maintains databases for CMS semi-annual meetings, issuing receipts and name badges. Receives and reviews all meeting registrations, by email and hardcopy, identifying plenary, prize and session speakers, ensuring that appropriate registration categories have been selected. Issues and distributes weekly registration reports for the Meeting Director.
- Maintains data base of office files and prints updated listings on a monthly basis.
- Maintains database for the Statistical Society of Ottawa and performs mailings to SSO membership, as instructed by SSO.
- Responsible for all mass mailings of material in connection with Society periodicals, meetings, publications, renewals, elections, etc., using correct postal rates and custom forms as required by Postal regulations.
- From the publication storage area, gets and sends publications as per invoices.
- Ensures that the most recent postal information is available and posted.
- Completes monthly reports detailing use of postage. This is done using already prepared customized forms.
Office Supplies:
- Maintains inventory of office supplies and makes monthly purchase orders.
- Responsible for maintaining inventory records, including the performance of the year-end inventory count for transmission to the Assistant to the Executive Director. - this item is currently under review.
- To handle in a courteous and efficient manner all initial contact of visitors to the Society Executive Office, in person or by phone.
- To redirect incoming calls as appropriate.
- Receipt and distribution of all incoming and outgoing mail (post, couriers and electronic mail).
- Responsible for maintaining the display unit, changing sample publications as needed.
- The Clerk shall have other responsibilities, shall executive any special projects, and shall perform such other duties as may from time to time be prescribed.
- The Clerk shall ensure own self-development. This is of particular importance since the Clerk is called upon to use multiple software packages which are upgraded on a regular basis.
Working Conditions
This is a full-time position with working hours corresponding with those of the University of Ottawa.
Approved by:
Operations Manager, Immediate Supervisor
Executive Director & Secretary
JOB DESCRIPTION #3: Membership and Publications Agent
Job Title : Membership and Publications Agent
Hay Points : 263
Last Revised : April 5, 2000 (removing database duties)
The Membership and Publications Agent (hereinafter referred to as "MP Agent") is appointed by the Board of Directors of the Canadian Mathematical Society and reports directly to the Operations Manager (hereinafter referred to as "Manager").
The MP Agent is required to maintain schedules and is responsible for the accurate maintenance of the Society's membership and subscription databases. This necessitates extensive use of several software packages including Access, WordPerfect, Netscape and Pine Email.
- excellent organizational skills
- excellent analytical and problem solving skills
- in-depth word-processing and database experience are essential
- excellent and proven communication skills in both official languages
- the ability to work with diligence and accuracy within established schedules
The MP Agent is responsible for the administration of the Society's membership and subscriber renewal programmes. This includes overseeing the work of the database clerk, as well as development and distribution of marketing materials for these and other programmes, including representing the Society at publishers' exhibits at CMS and other society meetings and conferences.
(a) Memberships, Subscriptions and Publications: The MP Agent is responsible for the administration and maintenance of the Society's membership and subscribers renewal programmes. This includes the following:
- overseeing work of Database Clerk
- handling inquiries from members and subscribers
- renewal notices and reminders for memberships and subscription publications
- producing database and subscriber reports for associated publishers
- regular verification of the CMS and other associated publishers reports
- investigation and resolution of all claims
- invoicing and distribution of all publication orders
- producing other reports and documents as may be required
(b) Assistant to Managing Editor:
- review of incoming correspondence
- maintaining print-run schedule for subscription publications,
receiving print-run reports from Database Clerk, obtaining appropriate approvals and distributing print-run report as required
- research and preparation of correspondence, documents and reports
(c) Marketing:
- production and distribution of publications catalogue and brochures
- coordinates pricing, renewal and subscription material appearing on CMS web sites. Reviews structure and content of meeting web sites and requesting appropriate changes and additions to ensure that the site meets the needs of the Society, its members, subscribers and other clients.
- reserving space, furniture, staffing and associated duties related to exhibits at CMS and other meetings
- preparation and shipment of materials to and from meeting and exhibit sites
- development of marketing materials for use in exhibits
- research and preparation of reports and other documents to aid in marketing of CMS memberships, subscriptions and publications
(d) General: The MP Agent must perform the required duties and responsibilities with minimal supervision.
The MP Agent must develop and maintain the procedure manuals related to this position.
The MP Agent shall have such other responsibilities, shall execute any special projects, and shall perform such other duties as may from time to time be prescribed.
The MP Agent is responsible for his/her professional development.
Working Conditions:
This is a full-time position with standard benefits and working hours.
Approved by:
Operations Manager, Immediate Supervisor
Executive Director & Secretary
JOB DESCRIPTION #4: Assistant to the Executive Director
Job Title : Assistant to the Executive Director
Hay Points : 235
Last Revised : April 28, 1998
Primary Function
The Assistant to the Executive Director (hereinafter referred to as "Assistant") is appointed by the Executive Director (hereinafter referred to as "Director") of the Canadian Mathematical Society and reports directly to the Director. The Assistant provides secretarial and administrative support to the Director and provides editorial assistance for the Society's newsletter, the CMS Notes.
The position requires imagination and good organizational skills. The Assistant is required to maintain strict publishing and other schedules and to deal with a variety of individuals inside and outside the organization. Good oral, written and interpersonal communication skills are essential in this position.
Major Duties and Responsibilities
The duties of the Assistant include, but are not necessarily limited to, the following:
Assistant to the Executive Director
Meets with the Executive Director on a daily basis. Types correspondence, documents, reports, press releases, etc. and makes necessary telephone enquiries as required by the Director. Reviews all incoming correspondence, responds when possible, composing letters when required, consulting with the Director when appropriate. This requires a high level of secretarial and organizational skills.
Works with the Executive Director on the donations campaign.
Editorial Assistant for CMS Notes (full-time 1 1/2 - 2 weeks per month)
Will receive and prepare all material for inclusion in the CMS Notes (8 issues per year) using the Latex typesetting software, with its established style files and compilers. Will review material with the Editors-in-Chief and the Managing Editor. Will prepare layout of advertisements, announcements, articles abstracts, etc. and prepares a draft of the issue for submission to the Editors-in-Chief and the Managing Editor. Will coordinate each issue with the Editors-in-Chief and the Managing Editor.
Will prepare a list of invoices to be issued for advertising.
Reviews and prepares preliminary french material being submitted to the CMS Notes.
Mathematical Competitions Programme (1/2 time during approx. 6 months)
Works closely with the Chairs of the Mathematical Olympiads Committee (MOC), the Canadian Open Mathematics Challenge (COMC) Committee, the Canadian Mathematical Olympiad (CMO) Committee, the International Mathematical Olympiad (IMO) Committee, the Education Committee and provincial coordinators, will perform necessary administrative and secretarial duties for the Society's competitions programme, including the preparation and distribution of registration and examination materials. Will also maintain the necessary databases for the CMO, be involved in the preparation of the CMO exam material and related forms. Is also responsible for maintaining the CMO data base, preparation of the CMO report and distribution of any prizes.
Works with the chairs of the Nominating, Publication, Research, and possibly other committees to distribute, receive and keep track of biographical information forms which are required from all members being considered for membership on a CMS standing or ad-hoc committee, editorial board or being nominated for various CMS prizes. Ensures that material is filed appropriately for consideration at upcoming meetings of the Executive and Board of Directors.
Abstracts Coordinator for CMS Meetings (four days twice per year - June and December)
Coordinates the preparation of abstracts for semi-annual meetings in Latex format for publication in the CMS Notes and the meeting programmes.
In the absence of the Administrative Coordinator, will oversee the operations of the Executive Office.
Will act as the recording secretary for staff meetings.
Software Requirements
In order to perform the above tasks, the Assistant is required to use Latex, WordPerfect, Access, Lotus, and Pine (electronic mail) software.
The Assistant shall have such other responsibilities, shall execute any special projects, and shall perform such other duties as may from time to time be prescribed.
The Assistant shall ensure own self-development. This is of particular importance since the Assistant is called upon to use multiple software packages which are upgraded on a regular basis.
Working Conditions
This is a full-time position with working hours corresponding with those of the University of Ottawa.
Holiday Schedules
Holiday schedules are determined by the Administrative Coordinator. Two-weeks advance notice is required before any holidays can be approved. Holidays may not be taken during certain time periods, particularly during the week before, during and after any meeting of the Canadian Mathematical Society and during year-end work. After reviewing the impact on office scheduling, decisions on holidays will be communicated as soon as possible. All efforts will be made to grant the preferred choices.
Approved by: ____________________________________________
Administrative Coordinator, Immediate Supervisor
Executive Director & Secretary
JOB DESCRIPTION #5: Comptroller
Job Title : Comptroller
Hay Points : not determined
Last Revised : April 5, 2000
Under the authority and direction of the Operations Manager, the CMS Comptroller oversees the financial records of the CMS and performs internal audit duties.
- in-depth knowledge of accounting and internal auditors principles and procedures
- knowledge of fund-based accounting
- the ability to work with diligence within established priorities and schedules
In order to perform the duties of the position, the incumbent is required to use the following equipment/software:
- Integrated Office Accounting
- Lotus 123
- Pine email
Working Conditions:
A total of the above estimated time budgets for the year is 329 hours.
This is equal to a 1/4 time position (based on 1820 for full-time)
Possible changes to this position:
If it is deemed appropriate and the following duties are moved from the Financial Assistant to the Comptroller position, it is estimated that this could become a 1/2 time position:
New duties (not yet included below) may include : Accounts Payable
All monthly reconciliations
Production of month-end reports
The duties of the Comptroller include, but are not limited to, those listed below.
Budget Preparation: 10 days per year (=75 hours)
Member of the budget preparation committee. This involves attendance at all budget preparation meetings (6-7 days) and includes analysis and updating spreadsheet formats and formulas and the preparation of interest income budgets for all funds and other materials as needed.
Monthly duties: 12.5 hrs per month
Preparation and posting of monthly journal vouchers required to process adjusting entries resulting from deposits, transfers, investment and other transactions for the previous period. Posting of such vouchers should be done by month-end. All entries resulting from investment and bank account reconciliations are to be completed by the end of the following month.
Review and verification of month-end reports (prepared by Financial Assistant).
This involves internal audit of procedures, reports and related financial matters.
Reconciliation of accounts, as required by CMS and auditors.
The following reconciliations may be delegated to the Financial Assistant, however, the completion and submission of all reconciliations remains the responsibility of the Comptroller :
A/R - Invoices
A/R - Stats Society
A/R - Royal Society
A/P - Royal Society
Membership and subscription income - earned and unearned
Meeting revenue and expenses
Direct involvement in development and maintenance of computerized accounting system (using IOA-Integrated Office Accounting). This includes monitoring the chart of account structure and making recommendations for upgrade or modification of the system.
Treasurer's Report: 30 days after field audit 25 hours
Compilation of Treasurer's Report for approval. This report should be produced using queries and reports from the IOA programme.
Government Reports: 30 days after field audit 9 hours
Completion of government reports for approval and submission by deadline dates, including, but not limited to:
Registered Charity Information Return and Public Information Return (T3010)
Goods and Services Tax Return
Year-end and Audit Procedures: 70 hours
(including 10 hours meetings/phone calls)
Completion of year-end procedures required to produce draft year-end financial statements and prepare for the year-end audit of the CMS accounts. These would include, but are not limited to:
- ensuring that all necessary reconciliations are completed
- ensuring that all necessary year-end adjusting entries are posted and books are closed
- preparation of all schedules and working papers for the external auditors
- meeting with CMS officials and auditors, as required, to review audit matters
Other accounting duties:
Performance of other duties and production of other reports as may be required.
Approved by:
Operations Manager, Immediate Supervisor
Executive Director & Secretary
JOB DESCRIPTION # 6: Data Base Clerk
Job Title : Database Clerk
Hay Points : not determined
Last Revised : April 5, 2000 (new position)
The Database Clerk (hereinafter referred to as "Clerk") is appointed by the Board of Directors of the Canadian Mathematical Society and reports directly to the Membership and Publications Agent (hereinafter referred to as "Agent"). The Clerk is responsible for the accurate maintenance of the Society's membership and subscription databases. This necessitates extensive use of Access.
- excellent and fast data inputting skills, with high accuracy
- in-depth database experience - Access database experience preferred
- the ability to work with diligence within established priorities and schedules
(a) Database research:
- research payments received with no member/subscriber identification,
for submission to Accounts Receivable Clerk
- research database for new members/subscribers to avoid duplication of entities
(b) Database input:
- individual, institutional and individual donations and grants
- Individual, institutional, corporate and affiliate memberships
- individual and institutional subscriptions
- on-line subscription information
- new and revised information for employers, departments, vendors, exhibitors, etc.
(c) Database output:
- performing daily Camel Export using Access programme
- issuing ordinary and income tax receipts
- issuing confirmation CMS ID numbers and passwords
- issuing missed issue memos and labels - for use by Agent
- issuing subscription print-run reports - for use by Agent
- issuing monthly subscription transfer reports - for use by Agent
- issuing monthly reconciliation reports - for use by Agent
- producing other reports and documents as may be required
(d) Filing:
- coding of any documents to be filed in the CMS filing system and submission to Executive Office Clerk for filing
- Directly responsible for filing of all membership forms, subscription forms and claims.
(e) General: The Clerk must perform the required duties and responsibilities with a high level of accuracy.
The Clerk must develop and maintain the procedure manuals related to this position.
The Clerk shall have such other responsibilities, shall execute any special projects, and shall perform such other duties as may from time to time be prescribed.
The Clerk is responsible for his/her professional development.
Working Conditions:
This is a full-time position with standard benefits and working hours.
Approved by:
Membership and Publications Agent, Immediate Supervisor
Executive Director & Secretary
JOB DESCRIPTION #7: Accounts Payable Clerk
Job Title : Accounts Payable (and G/L?) Clerk
Hay Points : 191 (Financial Clerk points)
Last Revised : April 5, 2000
The Accounts Payable Clerk (hereinafter referred to as "A/P Clerk") is appointed by the Board of Directors of the Canadian Mathematical Society and reports directly to the Operations Manager (hereinafter referred to as "Manager").
The A/P Clerk is required to provide timely and accurate financial services, necessitating the use of various software, including InstaLink depositing system, accounting software (currently Integrated Office Accounting), Access, WordPerfect, Lotus spreadsheet, and Pine Email.
- 5 years of recent experience in accounts payable and reconciliation of accounts
- accuracy
- proven spreadsheet and computerized accounting experience
- proven ability to maintain schedules and meet deadlines
- excellent and proven communication skills (preferably bilingual)
Major Duties and Responsibilities
Accounts Payable:
- posting of all accounts payable using IOA accounting software
- verifying payables and preparation of cheques for signature by authorized signatories
- weekly posting of the A/P ledger to the general ledger
- printing of weekly general ledger activity reports for submission to Operations Manager and Executive Director
- under the direction of the Executive Director, processing and posting of funds transfer requests between the CMS cash accounts
- investigation of any and all unidentified debits and credits to the Society's cash accounts, and submission of reports to the comptroller
The following would apply to the position if it included G/L and reconciliation tasks:
The A/P Clerk is responsible for the reconciliation of the Society's financial records to the Society's database records to ensure accurate and complete records are maintained. The A/P Clerk is also responsible for various other reconciliations. This includes the following:
- reconciliation of accounts receivable invoice records
- reconciliation of the Society's bank accounts
- reconciliation of the Society's membership database
- reconciliation of the Society's subscriber database
- reconciliation of the Society's contributor database
Budget and Audit:
The A/P Clerk is responsible for providing clerical assistance to the Comptroller during Budget and Audit preparation times. This includes the following:
- research and preparation of reports
- preparation of documents and files
- preparation and follow-up of year-end expense submissions, estimates and confirmations
- coding of any documents to be filed in the CMS filing system and submission to Executive Office Clerk for filing
- Directly responsible for filing of all cheque requisitions and A/P reports.
The A/P Clerk must perform the required duties and responsibilities with minimal supervision.
The A/P Clerk must develop and maintain the procedure manuals related to this position.
The A/P Clerk shall have such other responsibilities, shall execute any special projects, and shall perform such other duties as may from time to time be prescribed.
The A/P Clerk is responsible for his/her professional development.
Working Conditions:
This is a new part-time position. We estimate it as a 1 day per week position. Benefits would be prorated if appropriate.
It is also possible that these duties could be added to the currently comptroller position. Expanding it Working schedule and holiday schedules are to be approved by the Manager. Additional hours may be required during the Audit (January/February) and Budget (September/October) periods.
Approved by:
Operations Manager, Immediate Supervisor
Executive Director & Secretary


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Reviewed by Kareena N. (age 9)
Tutu Much Ballet illustration will appear here.
I like this story a lot because it was funny. Some parts of the performance were funny. It also had a lot of details and information like about the ballet class and about Charlotte and Annabel. I recommend this book to people if they like the author. The author wrote another book about Charlotte and Annabel called "Snakes are Nothing to Sneeze at."


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Find the doctor who is right for you...
If you have HMO insurance, please read this first...
Browse by City
The Sutter Health network of physicians and hospitals cares for patients in more than 100 Northern California cities.
Expand your search to the entire Northern California Sutter Health network
Expand your search to the entire Northern California Sutter Health network
This physician directory is provided as a convenience to you. It is not intended as a recommendation, referral, or endorsement of any particular provider. Physicians are not employees or agents of Sutter Health or its affiliates. The information is submitted by each doctor and we make no guarantee or warranty as to the accuracy of the information. Sutter Health is not responsible for any loss or damage caused by your reliance on this information. You should verify the accuracy of the information directly with the physician's office.


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Jobs at Prescott College
Prescott College employs approximately 130 staff members, administrators, and faculty! College personnel are dedicated to providing quality service to the students. The positions posted below are filled on an on-going basis. Full-time faculty employment opportunities are typically posted in the fall for openings the following academic year.
The College provides a competitive compensation and benefits package. The benefits package includes medical/Rx, dental, vision, naturopathic and life insurance; short-term and long-term disability; tuition assistance; 21 days of vacation/sick; paid holidays; and a retirement savings plan.
Prescott College encourages all qualified applicants to apply for the current job openings listed below. Please consider the Prescott College Community for your next career opportunity!
Faculty Positions
Full-time: Interdisciplinary Faculty Positions at Prescott College
Full-time: Interdisciplinary Associate Faculty Positions
Staff Positions
Full-time: Information Systems Analyst
Full-time: One Stop Student Success Associate - Student Billing
Prescott College is committed to Equal Opportunity Employment and supports excellence through diversity. We encourage qualified applicants from historically underrepresented groups along with Veterans and AmeriCorps, Peace Corps and other national service alumni to participate in our recruitment efforts.


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Aging With Grace
What the Nun Study Teaches Us About Leading Longer, Healthier, and More Meaningful LivesBook - 2001
From the critics
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One of the most important population studies ever conducted on Alzheimer's involving several hundred women with very similar lives, diet and education. The sisters agreed to undergo cognitive tests as they aged, and to donate their brains for postmortem. I wish I had read this book when my mother was ill with dementia. It would have been a tremendous help to understand her needs. The book also contains some hopeful findings on how to avoid or delay brain deterioration. Avoidance and treatment of mini-strokes (transient ischemic attacks) seems to be crucial.
I read this for my statistics course and it was actually a pretty good read. It really gave insight to the bad and the good involving research. It was especially interesting how David Snowdon introduced and explored the importance of the sociology of aging not only the change involving physical health.
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David Wincelberg runs FileJockey Software and can be reached at www.FileJockeySoftware.com/ or [email protected]
In one of my programs, there is an Import Favorites or Bookmarks feature. Users could type in the pathname of a bookmark file, press the Browse button to select one such file, or press the Find button to search for these files. Since users may want to cancel the searching before the selected disk is fully searched, the Find button becomes a Stop button. This brings up two questions: How do I make the dialog respond to a stop command and which cursor should be displayed?
The first question has been addressed in several articles. In Wicked Code Jeff Prosise presents a class called CWaitDialog. Using this class would put a dialog box on top of the current dialog (or window) that contains a progress bar and a Cancel button. You would include a BOOL flag in your long-running routine that is tested periodically. You would also add code to update the progress bar and to pump messages. The last part is needed so that clicking on the Cancel button sets this flag to FALSE while this routine is running.
For file searching, you don't know how far you are into the task (unless you have information from a previous search). In addition, I'd rather not cover the import dialog box since it displays which files have been found.
In C++ Q&A Paul DiLascia presents two approaches. The first involves a class called CCancelDlg. This is similar to the CWaitDialog class in Prosise's article. When using this class, a dialog would appear above your dialog (or window). Unlike when using CWaitDialog, testing for the stop signal involves a function call that also pumps messages; see Example 1.
// 1998 Microsoft Systems Journal. // If this code works, it was written by Paul DiLascia. // If not, I don't know who wrote it. // Compiles with Visual C++ 5.0 on Windows 95. // July 1998, pp. 83-91, http://www.microsoft.com/msj/0798/c0798.aspx // Test for abort. This is my chance to run peek/pump message loop; // ie, to process any messages that may be waiting for me // or--in Windows 3.1--for other apps as well. BOOL class_name::Abort() { MSG msg; while (::PeekMessage (&msg, NULL, NULL, NULL, PM_NOREMOVE)) { AfxGetThread()->PumpMessage(); } return m_bAbort; } // Abort
The other approach uses a class called CThreadJob. With this class, the long-running routine runs in a separate thread. This allows for a Stop button to be included in the dialog that contains the routine's start button. Another advantage is that the dialog is more responsive to being dragged since mouse messages don't have to wait until they are pumped.
For the file-searching feature, I used part of the first approach of DiLascia's so that a Stop button could be in the same dialog box. The routine for this feature periodically calls Abort() to pump messages and check if m_bAbort has changed as a result of the user pressing the Stop button.
Now that you have seen several ways to allow for a routine to be interrupted, how do you signal to users that your program is working on a long task but could be stopped? Having a Stop or Cancel button helps. To complete the picture, the cursor should convey both messages. The wait cursors in Figure 1 don't imply that a task could be interrupted.
The standard arrow cursor doesn't indicate that a long task is running. Instead, a combination of these cursors is needed. Windows comes with such cursors (see Figure 2).
To make using this cursor convenient, I wrote a class called CInterruptibleCursor, which is in Listing One.
// InterruptibleCursor.cpp // Copyright (c) 2008 by David Wincelberg ////////////////////////////////////////////////////////////////////// #include "stdafx.h" #include "InterruptibleCursor.h" #ifdef _DEBUG #undef THIS_FILE static char THIS_FILE[]=__FILE__; #define new DEBUG_NEW #endif ////////////////////////////////////////////////////////////////////// // Construction/Destruction ////////////////////////////////////////////////////////////////////// // Action: Sets the cursor to one with an arrow and a wait indicator. CInterruptibleCursor::CInterruptibleCursor() { m_curNormal = ::LoadCursor (NULL, IDC_ARROW); m_curMixed = ::LoadCursor (NULL, IDC_APPSTARTING); if (m_curNormal == NULL) m_curMixed = NULL; // changes cursor only if normal one is loaded Restore(); } // CInterruptibleCursor // Action: Restores the normal cursor. CInterruptibleCursor::~CInterruptibleCursor() { if (m_curNormal != NULL) ::SetCursor (m_curNormal); } // ~CInterruptibleCursor // Action: Sets or restores the interruptible cursor. void CInterruptibleCursor::Restore() { if (m_curMixed != NULL) ::SetCursor (m_curMixed); } // Restore
To use this class, create an instance of CInterruptibleCursor on the stack. Inside a loop (or other long process), call ic.Restore() after each call to Abort(). This is necessary since Abort() resets the cursor to the default one. When the CInterruptibleCursor object goes out of scope, the cursor is set back to the normal one; see Example 2.
#include "InterruptibleCursor.h" CInterruptibleCursor ic; do { ic.Restore(); // long task } while (!Abort() && other_conditions);
The demo program StopTaskCursor shows how a long process looks when using various cursors -- the normal one, the wait cursor, and the mixed one; see Figure 3. The complete source code and related files are available accompanying this article here.


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Pulihora, Chitrannam or Tamarind Rice.. all refer to the same dish, a rice delicacy prepared using tamarind. This is the one dish which is prepared on any festival. It doesnt need a special intro to many South Indians esp., to those from Andra, Karnataka and TamilNadu; though the name and the taste differs slightly from state to state. To Kannadians it is Puliyogare and to Tamilians it is Puliyodharai. It is even served as prasadam in many temples.
It was so often made during festivals or during outings that my father sometimes used to make fun saying that it is a default menu in our households; for festivals it is pulihora and payasam, and for outings it is pulihora and perugannam(daddojanam).
This is the recipe from my mom, and never goes wrong.
Rice: 2 cups (uncooked)
Chana Dal: 1/4th cup
Tamarind paste: 2 Tbsp
Green Chillies: 8 (adjust acc. to your taste buds)
Curry Leaves: 2 stalks
Ground Nuts/Cashew Nuts: 1/2 cup
Dry Red Chilles: 5
Hing/Asafoetida: a pinch
Mustard Seeds: 1 tsp
Cumin Seeds: 1tsp
Urad Dal: 2 tsp
Haldi: 1/4 tsp
Oil: 4 Tbsp
How I did it:
- Boil Rice, along with Chana dal, adding little salt and oil. Keep aside for further use.
- Heat oil in a kadai and add red chilles, urad dal, cashews/groundnuts, mustard seeds and cumin seeds.
- Fry on medium heat till seeds splutter.
- Add haldi, hing, green chilles, curry leaves. Fry for few more mins.
- Add the tamarind paste, and salt. Let is cook for 5 mins.
- Take out from heat and mix it with the cooked rice.
- Adjust salt, and serve.
And the Verdict:
Delicious. And perfect for any occasion. This was my favorite from my childhood and still remains the favorite.
It can also be prepared using Lemon or Raw Mango, instead of Tamarind. It depends on an individuals taste buds, as how they like it.
It is a traditional Andra recipe, and a must try for everyone!
Food Event:
This is my entry for the RCI – Karnataka event being hosted by Asha of Foodie's Hope.


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"The best you've ridden is the best you know." - Paul Thede
- Sign up for RT News - Race Tech Event Calendar - Suspension Lowering
Why settle for a mediocre ride when you can experience the Gold Valve advantage? ►Get the Facts "I can not tell you how impressed I am with your Gold Valves that I am using on both my 2008 KTM 990S. It made a HUGE difference. This bike used to be a bit of a pain to ride over long distances, but now it eats up a 1000 km trip and afterward it felt like I had only ridden around the block!"
"Thank you for a GREAT product!!" - Andre Eksteen
This video captures what most adventure riders seek; scenery, vesatility, a smooth ride and adventure. At Race Tech our Dual Sport suspension has been tested for performance and tuned for adventure. RT Hi-Performance Springs coupled with Gold Valves offer a ride second-to-none.
Call us with inquiries for your bike or view the products available in the Product Search.
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In 2013 Honda launched a new entry into the dual sport market with their very economical and extremely fun CRF250L. In stock form the forks feature a single spring design and a non-rebuildable rear shock. Race Tech went to work to on the CRF250L's suspension, and we are excited with the results!
The front forks are pretty soft and mushy. The Fork Gold Valve Kit for this bike along with the Hi-Performance Spring Kit does wonders.
On the rear you have a choice of two G3-S Custom Shocks, one with an internal reservoir and the other with a remote reservoir that includes both Hi and Lo-Speed Compression Damping Adjustment. Either choice gives an impressive ride custom built for your needs.
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Race Tech's Complete Shock Shaft Assemblies for 2000-09 DR650SE and 1987-07 KLR650 are a huge improvement. Each assembly includes a Gold Valve, Rebound Adjustment, and a Rebound Separator Valve.
The Shaft Assembly for the KLR650 converts the stock shock from an Emulsion design to an IFP (Internal Floating Piston) for a much needed improvement. The KLR can be lowered when you order for no additional charge.
The DR Shock Shaft Assembly has the option to lower the seat height during shock installation as it has two mounting holes in the clevis (shown above). ►Read More!
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If you have a KTM and need a shock spring RT P-Series Progressive Hi-Performance Shock Springs make an impressive difference. ►Learn More


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Overlooked Car Care You Can Do Yourself
When it comes to car maintenance, most of us know the broad strokes: oil changes, tire rotations and the like. But there are likely a few pieces you just don't think about. April is National Car Care Month, and the simplest car components to maintain are sometimes the most critical. Luckily, there are three routine tasks that you can take on yourself.
Your vehicle may have a number of belts under the hood, especially if it's an older car (you may remember seeing a tangle of them in your family car growing up). Most newer cars, however, have simplified the mess down to two belts.
The serpentine belt (or S-belt) is an inch-wide black belt with little ridges running along the side. It provides power to almost everything in your engine: the air conditioning compressor, power steering pump, and cooling fan to name a few. To inspect the S-belt, look for little cracks (which happen naturally as the belt wears and can weaken it). Replacing the S-belt is an easy and pretty affordable piece of preventive maintenance that could save you a bundle down the road.
The timing belt is even more critical. It's a belt with lots of little plastic notches on it, which allow the crankshaft to turn the camshaft. In other words, it makes your engine "go." If the timing belt fails, your engine stops dead. That sounds pretty scary—and, well, it is—but the good news is that timing belts are pretty resilient little guys. Still, like any other moving part, they do wear over time and should be checked, if not replaced, at around the 50,000 mark.
Engine hoses haven't simplified as much as belts—there are a number of them. But, thankfully, you don't really need to know what they all do to check them for damage and weak spots.
When your engine is cool (that's important—those hoses get hot!), lightly squeeze the hoses and feel for "squishy" spots, especially near the clamps. The hose should be firm, but not completely hardened either. Visually inspect for cracks and, when in doubt, have your mechanic take a look too. Replacing a hose before it fails saves the inconvenience of it going down unexpectedly, and could prevent further damage to your engine.
Yes, that means the outside. Keeping your finish properly maintained means more than just looking good. Your finish is your car body's only defense against the enemy of everything metal: rust. Rust will spread through your car like cancer if you don't protect your finish. It's critical to wash your car and use a cleaner wax regularly to avoid corrosion.
You should also keep your vehicle's underside as clean and dry as possible. Look for foreign materials, including salts, road oil, tree sap, bird droppings and chemicals, and remove them as soon as possible.
Guest blogger Jody DeVere is the CEO of AskPatty.com Inc, a website, blog and marketing agency providing automotive education to female consumers.