SPAC ORGANIZATION CHART Effective 9/8/2015 Lynn Lynn McGinley McGinley AVP, AVP, SPAC SPAC Nathan Nathan Hollaway Hollaway Admin Admin Assistant Assistant Moji Moji Nabavian Nabavian International International Accountant Accountant Kevin Kevin Cooke Cooke International International Accountant Accountant Beryl Beryl Gwan Gwan Manager, Costing Manager, Costing and and Compliance Compliance Laura Laura Scarantino Scarantino Director Director Tong Tong Li Li Cost Analyst Cost Analyst Vacant Vacant Cost Cost Analyst Analyst Amy Amy LaFevers LaFevers Assistant Assistant Director Director Krista Krista Salsberg Salsberg Red Red Manager Manager Kevin Kevin Smith Smith Yellow Yellow Manager Manager Kathleen Kathleen Wiess Wiess Manager Manager Fritz Fritz Alphonse Alphonse Team Team White White Manager Manager Michelle Michelle Moore Moore Financial Financial Accountant Accountant Shernett Shernett Wynter Wynter Financial Accountant Financial Accountant Daniel Daniel Grote Grote Financial Financial Accountant Accountant Victoire Victoire Bikoi Bikoi Financial Accountant Financial Accountant Tina Tina Zhu Zhu Financial Accountant Financial Accountant Wendy Wendy Yu Yu Financial Accountant Financial Accountant Ron Ron Hill Hill Financial Accountant Financial Accountant Christian Christian Onwudiegwu Onwudiegwu Financial Accountant Financial Accountant Vacant Vacant Financial Accountant Accountant Financial Mary Mary Miller Miller Collections, Collections, Accountant Accountant Karen Karen Little Little Accounting Accounting Analyst Analyst Brenda Brenda Hester Hester Accountant Accountant Cheryl Cheryl Williams-Smith Williams-Smith Financial/Closeout Financial/Closeout Accountant Accountant Yitzchok Yitzchok Bloch Bloch Financial Accountant Financial Accountant
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SPAC ORGANIZATION CHART Efective 6/1/2015 Lynn Lynn McGinley McGinley AVP, AVP, SPAC SPAC Nathan Nathan Hollaway Hollaway Admin Admin Assistant Assistant Moji Moji Nabavian Nabavian International International Accountant Accountant Kevin Kevin Cooke Cooke International International Accountant Accountant Beryl Beryl Gwan Gwan Manager, Manager, Costing Costing and and Compliance Compliance Laura Laura Scarantino Scarantino Director Director Tong Tong Li Li Cost Cost Analyst Analyst Vacant Vacant Cost Cost Analyst Analyst Amy Amy LaFevers LaFevers Assistant Assistant Director Director Under Under Recruitment Recruitment Financial Financial Accountant Accountant Krista Krista Salsberg Salsberg Red Red Manager Manager Kathleen Kathleen Wiess Wiess Manager Manager Kevin Kevin Smith Smith 6/15/15 6/15/15 Yellow Yellow Manager Manager Fritz Fritz Alphonse Alphonse Team Team White White Manager Manager Karen Karen Little Little Collections, Collections, Accountant Accountant Victoire Victoire Bikoi Bikoi Financial Financial Accountant Accountant Shernett Shernett Wynter Wynter Financial Accountant Financial Accountant Daniel Daniel Grote Grote Financial Financial Accountant Accountant Mary Mary Miller Miller Accounting Accounting Analyst Analyst Kerrisha Kerrisha Riggs Riggs Financial Financial Accountant Accountant F/A Zhu 50 F/A a Tin ant . Vac Wendy Wendy Yu Yu Financial Financial Accountant Accountant Brenda Brenda Hester Hester Accountant Accountant Ron Ron Hill Hill Financial Financial Accountant Accountant Michelle Michelle Moore Moore Financial Accountant Financial Accountant Yitzock Yitzock Bloch Bloch Financial Financial Accountant Accountant Cheryl Cheryl Williams-Smith Williams-Smith Financial/Closeout Financial/Closeout Accountant Accountant
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Unqualified (= “clean”) Opinion by the Independent Auditors Report of Independent Registered Public Accounting Firm (link from finance.yahoo.com to Form 10-K, SEC Independent auditors: document, pp. 181)   “Nothing is wrong with the financial statements.”    To the Board of Directors and Shareholders of Merck & Co., Inc.:   In our opinion, the accompanying consolidated balance sheets and the related consolidated statements of income, of equity and of cash flows present fairly, in all material respects, the financial position of Merck & Co., Inc. and its subsidiaries at December 31, 2009 and December 31, 2008, and the results of their operations and their cash flows for each of the three years in the period ended December 31, 2009 in conformity with accounting principles generally accepted in the United States of America. Also in our opinion, Merck maintained, in all material respects, effective internal control over financial reporting as of December 31, 2009, based on criteria established in Internal Control — Integrated Framework issued by the Committee of Sponsoring Organizations of the Treadway Commission (COSO). Merck’s management is responsible for these financial statements, for maintaining effective internal control over financial reporting and for its assessment of the effectiveness of internal control over financial reporting, included in Management’s Report under Item 9A. Our responsibility is to express opinions on these financial statements and on Merck’s internal control over financial reporting based on our integrated audits. We conducted our audits in accordance with the standards of the Public Company Accounting Oversight Board (United States). Those standards require that we plan and perform the audits to obtain reasonable assurance about whether the financial statements are free of material misstatement and whether effective internal control over financial reporting was maintained in all material respects. Our audits of the financial statements included examining, on a test basis, evidence supporting the amounts and disclosures in the financial statements, assessing the accounting principles used and significant estimates made by management, and evaluating the overall financial statement presentation. Our audit of internal control over financial reporting included obtaining an understanding of internal control over financial reporting, assessing the risk that a material weakness exists, and testing and evaluating the design and operating effectiveness of internal control based on the assessed risk. Our audits also included performing such other procedures as we considered necessary in the circumstances. We believe that our audits provide a reasonable basis for our opinions.         PricewaterhouseCoopers LLP Florham Park New Jersey February 26, 2010 Independent Auditors
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11-48 The Balanced Scorecard: Non-financial Measures The balanced scorecard relies on non-financial measures in addition to financial measures for two reasons:   Financial Financial measures measures are are lag lag indicators indicators that that summarize summarize the the results results of of past past actions. actions. Non-financial Non-financial measures measures are are leading leading indicators indicators of of future future financial financial performance. performance.   Top Top managers managers are are ordinarily ordinarily responsible responsible for for financial financial performance performance measures measures –– not not lower lower level level managers. managers. Non-financial Non-financial measures measures are are more more likely likely to to be be understood understood and and controlled controlled by by lower lower level level managers. managers.
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Work Breakdown Schedule Aaron 145 hrs Matt 148 hrs 1.1 Review General Air Foil Theory 6 hrs 1.1 Review General Air Foil Theory 6 hrs 1.2 Preliminary Senior Design Coordinator Meetings 2 hrs 1.2 Preliminary Senior Design Coordinator Meetings 2 hrs 1.3 Examine Existing RC Planes 12 hrs 1.3 Examine Existing RC Planes 12 hrs 1.4.1 Select Competition Class 10 hrs 1.4.1 Select Competition Class 10 hrs 10 hrs 1.4.2 Review Selected Class Requirements 10 hrs 2.1.1 Review Existing Wing Designs 8 hrs 2.2.1 Existing Technology Review 9 hrs 2.1.2 Select Basic Wing Layout 9 hrs 2.2.2 Theoretical Propeller Design 9 hrs 2.1.3 Theoretical Design of Wing 18 hrs 2.2.3 Computer Aided Propeller Analysis 9 hrs 2.1.4 Computer Aided Wing Analysis 14 hrs 2.2.4 Physical Modeling 9 hrs 2.1.5 Physical Modeling 10 hrs 2.3.1 Aerodynamic Review 6 hrs 3.1 Combine Wing, Propeller, Fuselage Models 2 hrs 2.3.2 Theoretical Fuselage Design 8 hrs 3.2 Wind Tunnel Testing 2 hrs 2.3.3 Computer Aided Fuselage Design 6 hrs 3.3 Analyze Results 1 hr 2.3.4 Physical Modeling 4 hrs 4.1.1 Project Proposal 4 hrs 3.1 Combine Wing, Propeller, Fuselage Models 2 hrs 4.1.2 Semester Report 14 hrs 3.2 Wind Tunnel Testing 2 hrs 4.2.1 Project Proposal 4 hrs 3.3 Analyze Results 1 hr 4.2.2 Semester Report Brett 19 hrs 148 hrs 4.1.1 Project Proposal 4 hrs 4.1.2 Semester Report 14 hrs 1.1 Review General Air Foil Theory 6 hrs 4.2.1 Project Proposal 6 hrs 1.2 Preliminary Senior Design Coordinator Meetings 2 hrs 4.2.2 Semester Report 19 hrs 1.3 Examine Existing RC Planes 12 hrs Tzvee 145 hrs 1.4.1 Select Competition Class 10 hrs 1.1 Review General Air Foil Theory 6 hrs 1.4.2 Review Selected Class Requirements 10 hrs 1.2 Preliminary Senior Design Coordinator Meetings 2 hrs 2.2.1 Existing Technology Review 9 hrs 1.3 Examine Existing RC Planes 12 hrs 2.2.2 Theoretical Propeller Design 9 hrs 1.4.1 Select Competition Class 10 hrs 2.2.3 Computer Aided Propeller Analysis 9 hrs 1.4.2 Review Selected Class Requirements 10 hrs 2.2.4 Physical Modeling 9 hrs 1.5 Establish Requirements Matrix 4 hrs 2.3.1 Aerodynamic Review 6 hrs 2.1.1 Review Existing Wing Designs 8 hrs 2.1.2 Select Basic Wing Layout 9 hrs 2.3.2 Theoretical Fuselage Design 8 hrs 2.1.3 Theoretical Design of Wing 18 hrs 2.3.3 Computer Aided Fuselage Design 6 hrs 2.1.4 Computer Aided Wing Analysis 14 hrs 2.3.4 Physical Modeling 4 hrs 2.1.5 Physical Modeling 10 hrs 3.1 Combine Wing, Propeller, Fuselage Models 2 hrs 3.1 Combine Wing, Propeller, Fuselage Models 2 hrs 3.2 Wind Tunnel Testing 2 hrs 3.2 Wind Tunnel Testing 2 hrs 3.3 Analyze Results 1 hr 3.3 Analyze Results 1 hr 4.1.1 Project Proposal 4 hrs 4.1.1 Project Proposal 4 hrs 4.1.2 Semester Report 14 hrs 4.1.2 Semester Report 14 hrs 4.2.1 Project Proposal 6 hrs 4.2.1 Project Proposal 0 hrs 4.2.2 Semester Report 19 hrs 4.2.2 Semester Report 19 hrs 1.4.2 Review Selected Class Requirements
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MONASH UNIVERSITY LIBRARY’S QUALITY SELF REVIEW: INVOLVING ALL STAFF M. Pernat Monash University Library, Monash University, Victoria, 3800 Plan Plan Act Act QUALITY Improve Improve QUALITY AT MONASH UNIVERSITY • Quality cycle – plan, act, monitor and review, improve • Staff to question what they are doing, why, how, why that way, and to demonstrate that processes are working • Staff to consider how to improve processes & how to maximise personal effectiveness through learning and development • Fitness for purpose at all operational levels • Individuals and units have own responsibility for QA • Stakeholder feedback sought, both internal and external MONASH UNIVERSITY LIBRARY • 8 libraries at 6 sites in Victoria (also South Africa & Malaysia) • 260 library staff support students and staff in 10 faculties • Quality Management Group established – directors plus Evaluate Evaluate TERMS OF REFERENCE/KEY CONCEPTS ORGANISATIONAL STRUCTURE, MANAGEMENT, QUALITY ASSURANCE AND IMPROVEMENT • Leadership, standing and reputation of the library • Extent of alignment of objectives with university directions and plans • Staff opportunities to contribute to planning and review • Indicators in place to measure progress of objectives • Financial management, compliance, risk assessment HUMAN RESOURCES • Recruitment and selection of staff; skills profile • Induction and mentoring; staff development • Opportunities for creativity; innovative practices • Opportunities to provide feedback, influence change CHEQ representative CORE SERVICES • Project Manager (from within the library) designated to coordinate the self review and to provide executive support for the external panel’s visit and report Resources Physical Infrastructure Services • Project brief, actions and website prepared, terms of reference finalised, external panel members confirmed Structure of the Review Directors Site-based Functional staff groups Working Groups Individual staff Review Timeline 2003 Jan-Feb Conduct staff information sessions March Prepare report May Report sent to external panel July External panel visit Sept Panel report Nov Implementation plan complete STAFF REACTIONS AND CONCERNS POSITIVE • Regarded as an opportunity to bring about improvement • Seen as a means to increase knowledge of the library • A new approach to plan, review and adjust • Willing to work with new library management team • Keen to see full report with recommendations • Willing to commit to improving services to customers • An opportunity to assess strengths and weaknesses • Input provided was focused and relevant NEGATIVE • Some issues identified previously remain unresolved • Skepticism as to whether the final report would include all issues raised • Too busy to fully participate • Concerned about extra workload – during the review, and as a result of the self review report’s recommendations PROFESSIONAL AND COMMUNITY ACTIVITIES • Assistance to groups other than key stakeholders • Participation in professional associations • Contribution to local community activities • Public awareness of the library’s contribution and status DISCUSSION Written reports from staff groups provided a number of recommendations for further action. These were mainly framed in the context of the quality cycle and identified matters that had not previously been raised. Some staff concerned themselves with task-based, workplace issues that required resolution directly with supervisors. Staff recognised the value in reflecting on “fitness for purpose” and were willing to analyse systems already in place, and to identify where they were lacking. The current approach was preferred to previous attempts at QA which focused on step by step analysis of tasks. RECOMMENDED APPROACH • Appoint a project manager for the duration of review process • Appoint a small group of senior staff to drive the self review • For a consistent approach, develop a PowerPoint show • Ensure all staff are invited by supervisors to contribute • Set up flexible means of input e.g. small groups (10-12 persons), or the relevant manager prepares a draft and requests staff to comment • Assure staff that the self review is not an exercise to identify personal weaknesses but a genuine effort to change practices through a continuous improvement cycle • Emphasise problem identification now, solutions later REFERENCES • Centre for Higher Education Quality-various materials on quality at Monash www.monash.edu.au/cheq • Library quality webpage www.lib.monash.edu.au/about
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Changing Nature of Financial Management Industry challenges are forcing leaders to proactively engage with the financial realities facing their institution. Traditional Financial Management Strategic Financial Management  Financial challenges solved through cost reduction initiatives and tuition increases  Tighter connection between strategic plan and resource allocations  Financial management as the purview of vice chancellors of administration and finance  Operations managed through budget, without focus on actual results or cash flows  Portfolio of academic activities set irrespective of financial impacts or realities  Increased involvement of President and Provost in financial decision making  Better understanding of the interplay between budgets, revenues and cash flows  Understand opportunities for financial differentiation to fund strategic priorities  Acknowledgment and understanding of risk tolerance  Belief that revenue diversification provided financial security The increased complexity of university financial management dictates that insttutonal leaders need to develop  External factors are identified, and insightful analyses todebt produce insttutonal narratves that inform strategic decisions.  Creditclear ratings were stable and monitored, and mitigated portfolios were only reviewed when specific needs arose 13 © 2016 HURON CONSULTING GROUP INC.
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SPAC ORGANIZATION CHART Efective 9/1/2014 Laura Scarantino, Director Vacant, Assistant Director Team Red Amy LaFevers, Manager Team Yellow, Beryl Gwan, Manager Team White, Fritz Alphonse, Manager Central and Collections Kathleen Wiess, Manager Collections, Mary Miller, Accountant Vacant, Financial Accountant Floater Krista Salsberg, Financial Accountant Shernett Wynter, Financial Accountant Wendy Yu, Financial Accountant Karen Little, Accounting Analyst Kerrisha Riggs, Financial Accountant Tina Zhu, Financial Accountant Dan Grote, Financial Accountant Ron Hill, Financial Accountant Vacant, Financial Accountant Christine Elliot, Financial Accountant Brenda Hester, Accountant Cheryl Williams-Smith, Financial/Closeout Accountant
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FAFSA (Federal Financial Aid) Complete your FAFSA (Free Application for Federal Financial Aid) each year. •Use 2016 tax returns for 2018-2019 FAFSA. Be sure to use the IRS Retrieval Tool. If you are selected for Federal Verification, your tax transcript will have already been provided to the college which will save time and effort. •Bergen Community College must be listed as one of your college choices. The school code is #004736. •If you need help, attend one of the 2018-2019 FAFSA Workshops at Bergen Community College, or view the “ 7 Easy Steps to the FAFSA” Video Tutorial. •Periodically check your BCC student email to see if the Office of Financial Aid emailed you advising you were selected for Federal Verification. •Check your Financial Aid status in the new Self Service section of WebAdvisor to be sure you aren’t missing any documents and that your financial aid review process is complete, and if so, review and accept your Financial Aid Award Package. •Login with your BCC username and password and scan all required documents via the Office of Financial Aid scanners in Room A-128. You should receive an email confirmation within an hour advising that your documents were successfully scanned. •For detailed instructions, please access Federal Financial Aid Review Process (FAFSA): PowerPoint presentation or PDF version. To view the presentation, click “Enable Editing”, then click “Enable Content”. All links in the presentation and pdf version are clickable and videos are playable. 14
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Exempt Human Subjects Research Decision Trees Educational Exemption (#1) Survey, Interview or Observation of Public Behavior (#2) Benign Behavioral Intervention (#3) Yes Children Established education setting No Comprehensive IRB review Surveys, interviews, tests, or observations No Children Yes No Comprehensive IRB review Yes Educational tests or observation w/o interaction No Yes Comprehensive IRB review No PHI Yes FERPA or PHI No Self-determined Yes No Yes No IRB Determined Self-determined IRB Determined No Comprehensive IRB review Yes Yes Deception Disclosed IRB Determined or IRB Limited Review if identifiable, sensitive data Yes Only PHI No Comprehensive IRB review No Identifiable data Yes Sensitive Data Yes IRB Determined IRB Determined Self-determined IRB Determined No Recorded w/o identifiers No Self-determined Yes IRB Determined Government collected data Yes IRB Determined No Sensitive Data PHI Yes No Yes IRB Limited Review Yes Publicly available No No Yes IRB Determined No PHI PHI Yes Not Regulated No Has deception No Identifiable data No Yes Comprehensive IRB review Yes Adverse impacts on students or teachers No Yes No Normal education practices Secondary Use, No Consent or Broad Consent (#4, 7 & 8) Identifiable data No Benign behavioral interventions Yes Yes Comprehensive IRB review Last Updated: 09/27/17 IRB Determined IRB Limited Review Self-determined Identifiable research data or nonresearch data Yes No Comprehensive IRB review Has broad consent Yes IRB Limited Review
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