Tech I/II, Solid Waste

first_img* Please select the answer that best describes your currentemployment relationship with Auburn University.Not a current Auburn employeeCurrent Auburn employee in position less than one yearCurrent Auburn employee in position more than one year * How were you made aware of this opportunity?AU Employment websiteEmployment websites (Indeed, HigherEd Jobs, etc.)Veterans Assistance ServicesDisability Assistance ServicesNewspaperProfessional JournalListservHR emailSocial MediaState Employment ServiceWalk-inOther Position DetailsRequisition NumberS789PHome Org NameWaste and RecyclingDivision NameAssoc Vice President FacilitiesPosition TitleTech I/II, Solid WasteJob Class CodeNA20A/BAppointment StatusFull-timePart-time FTELimited TermNoLimited Term LengthJob SummaryAssists with the solid waste and recycling programs on campus byservicing waste recycling containers and other receptacles insideand outside university buildings.Essential FunctionsAssists with the monitoring of solid waste and recycling containerssuch as but not limited to dumpsters, compactors and otherreceptacles. Operates automotive equipment to deliver materials andto remove waste containers from University grounds. Removes andreplaces recycling and waste bins when necessary. Performscustodial tasks and handles emergency cleaning, solidwaste/recycling issues within building services. Keeps areas arounddumpsters and waste drop off points clean and in neat order. Workswith custodians, groundskeepers, movers, and others who typicallyhandle solid waste materials.Education LevelHigh School diploma or equivalentField of StudyYears of ExperienceLevel I: No experience.Area of ExperienceRequirements for Additional Job LevelsLevel II: 2 years experience in solid waste and recyclingtechniquesEducation LevelIndicated education is required; no substitutions allowed.Field of StudyYears of ExperienceArea of ExperienceRequirements for Additional Job LevelsMinimum Skills and AbilitiesMinimum Technology SkillsMinimum License and CertificationsA valid Driver’s License or the ability to obtain one prior toselection is required.Desired QualificationsIdeal candidate has a passion for the environment. Knowledge ofcurrent principles and practices of solid waste management andrecycling.Salary Grade26Salary Range$18,400 – $33,800Job CategoryBuilding/Grounds MaintenanceWorking Hours if Non-TraditionalList any hazardous conditions or physical demands required bythis positionPosting Date04/29/2021Closing Date05/13/2021EEO StatementA commitment to an inclusive and diverse campus environment isrequired. Women, underrepresented groups, individuals withdisabilities and veterans are encouraged to apply.AUBURN UNIVERSITY IS AN AFFIRMATIVE ACTION / EQUAL OPPORTUNITYEMPLOYER . It is our policy to provide equal employmentopportunities for all individuals without regard to race, sex,religion, color, national origin, age, disability, protectedveteran status, genetic information, sexual orientation, genderidentity, or any other classification protected by applicablelaw.Special Instructions to ApplicantsQuick Link for Internal Postingshttps://www.auemployment.com/postings/22628Documents Needed to ApplyRequired DocumentsResumeOptional DocumentsCover LetterLetter of RecommendationSupplemental QuestionsRequired fields are indicated with an asterisk (*). * Do you have a high school diploma or equivalent?YesNo * Do you have a valid driver’s license or the ability to obtainone prior to selection?YesNolast_img read more

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EDITORIAL: Keep up legislative pressure for fair COVID-19 concert refund policies

first_imgGAZETTE COVID-19 COVERAGEThe Daily Gazette is committed to keeping our community safe and informed and is offering our COVID-19 coverage to you free.Our subscribers help us bring this information to you. Please consider a subscription at DailyGazette.com/Subscribe to help support these efforts.Thank YouWhile those companies have in the last couple of weeks modified their refund policies under pressure from state and federal lawmakers, it’s clear that legislation is needed to protect consumers from having to wait too long for their money when concerts are canceled or postponed.And it’s clear that state and federal officials need to continue investigating how these companies are dealing with our money.What prompted government intervention   was a large number of people finding out they couldn’t get refunds for certain concerts that had technically only been postponed, not canceled.A policy change in March by Ticketmaster to only offer refunds on canceled concerts prompted a call for a state attorney general investigation into its refund policies. Members of Congress also piped in, and all that outrage compelled companies to change their policies.According to Rolling Stone, AEG now will give ticket holders 30 days to request a full refund to shows that have already been rescheduled with solidified dates. Tickets for shows that have been postponed — but do not yet have publicly confirmed replacement dates — will not be eligible for refunds until new dates are announced, Rolling Stone reported. With Live Nation, if your event was canceled, you will be automatically get a refund. If your event has been postponed, tickets will be valid for the new date. If you then want a refund, you have 30 days to request it, starting from the announcement of the new show date, according to the Vulture website.For more details on specific company policies, visit their respective websites. Categories: Editorial, OpinionBecause of the coronavirus, we’re not going to concerts.But many performers and the ticket companies that manage their shows have been acting as if we are.While people struggle to pay bills, entertainment companies like Live Nation and AEG had been clinging to old refund policies or modifying existing ones so they could hold onto your ticket money even longer.They’ve done this by not officially canceling concerts, but instead only declaring them “postponed.” GAZETTE COVID-19 COVERAGEThe Daily Gazette is committed to keeping our community safe and informed and is offering our COVID-19 coverage to you free.Our subscribers help us bring this information to you. Please consider a subscription at DailyGazette.com/Subscribe to help support these efforts.Thank YouMore from The Daily Gazette:HIGH NOTES: PPEs, fighting hunger, backpacks and supplies for kidsEDITORIAL: Don’t repeal bail reform law; Fix it the right wayEDITORIAL: Thruway tax unfair to working motoristsEDITORIAL: Make a game plan for voting. Do it now.EDITORIAL: Urgent: Today is the last day to complete the censuscenter_img How long customers waiting for concerts to be rescheduled will have to wait for their refunds is unknown. If you’re one of those fans, you have no recourse but to wait. That’s not right.Customers need more government protection so they can get their money back when they feel they’re not getting what they paid for.Even though these entertainment companies changed their policies in response to political pressure, there’s nothing stopping them from changing their policies again later.Ticket buyers shouldn’t have to bombard the government with complaints and jump through hoops, and legislators shouldn’t have to make threats, for consumers to their own money back.The state Senate Investigation and Government Operations Committee needs to continue its investigation into ticket company policies to ensure they’re fair and that they put consumers above corporate profits.And the state Legislature and Congress need to pass more clear and consistent legislation to make sure such a situation doesn’t arise again.last_img read more

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Delivery Guy Hurt In Pizza Heist

first_imgIn Riverhead shortly after midnight on Friday, February 28, a pizza delivery man was punched in the face and robbed by three males who made off with the pies without paying.Police said the victim was delivering the pies on East Main Street and was on foot at the time of the incident. When approached by the suspects he asked for payment, and was instead hit in the face. The man told Riverhead Town police the suspects took the pizza and fled westbound.Riverhead police patrol units and a K9 officer responded to the scene and conducted a search that yielded negative results. The victim refused medical treatment.Anyone with any information is asked to contact Riverhead police at 631-727-4500.Stabbing Near Unity ParkA neighborhood that has seen an alarming crime rate suffered another incident February 28. Police said a man was stabbed on Oakland Drive West in Riverhead. He checked into Peconic Bay Medical Center for treatment of the wound, said to be a puncture on his upper left arm. Hospital officials notified police. The victim did not provide police with a description of the assailant.Jail For Involvement in Fatal Drug CaseA Flanders man accused of allowing two other men to sell drugs out of his Riverhead auto repair shop, resulting in the death of a Riverhead man who overdosed on their fentanyl-laced heroin, was sentenced in Suffolk County Criminal Court.Bryan Hale, 53, of Flanders, is going to jail for three years.He was indicted in March 2019 with John Brophy, 49, of Riverhead and LaShawn Lawrence, 35, of Greenport, for their involvement in the death of a Riverhead man in September 2018.Court papers reveal Hale, who owns the auto repair shop at 500 Lincoln Street, allowed Brophy and Lawrence to sell drugs from the [email protected] Sharelast_img read more

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Mergers cannot just be finance driven

first_img Jeanette Lucy is the director for compliance, quality and learning with law firm network LawNet The publication of The Law Consultancy Network’s research (July 2012) shows that the appetite for mergers continues unabated, with 80% of the firms surveyed having considered the possibility within the last six months. And for firms heading down the merger path, the spotlight tends to be on matters financial. But although finance may be at the forefront of negotiations, when you’re undertaking due diligence, what about other issues such as compliance culture, risk management and quality regimes? It is vital to talk to insurers at the earliest stages to make sure that claims histories are fully reviewed and premiums can be calculated. Too often, failure to do this leads to the merger falling apart at the final stages, because the indemnity premium becomes the deal-breaker. And if your firm is taking over a smaller practice, then have you explored how to avoid becoming a successor practice? Compliance cultures vary between firms and go from light touch – where fee-earners have autonomy to evaluate their own risks within the firm’s overall risk framework – to regimes where the compliance officers make all the decisions and there is a rigid system with no autonomy. Neither extreme is right or wrong; what matters is robust risk management, but any system must ensure that the risks within the firm are controlled and that the right culture is created within the new firm to ensure buy-in from everyone. Otherwise, if the merging firms have different approaches to compliance and this is not tackled, it can cause serious relationship problems. Tension may be created between individuals and teams, if the approach to risk is seen as preventing fee income generation. So it is important to talk about your attitude and understand how compliance works in each of the merging firms. Analyse the two firms’ systems and make sure that there can be a good fit. Look at the gaps and differences between them. Are there different quality systems? If so, how can these be reconciled? Identify any other differences that need to be reviewed, to ensure a common approach across the new firm. Looking at specific risk areas, it’s very important to look closely at client acceptance procedures. As well as having consistency in the type of client the merged firms will accept, most importantly everyone needs to understand what types of client are considered too high risk. Similarly, file closure procedures should be reviewed to ensure consistency. What happens about file audits? A review of both firms’ procedures needs to take place and a system must be put in place which matches the requirements of the new firm. Training for the merged firm’s partners/managers/directors, fee-earners and staff is vital to ensure everyone is clear about the merged firms risk and compliance policy, its anti-money laundering procedures and who the compliance officers for legal practice and compliance officers for finance and administration are. More than anything, it is crucial that the cultural, compliance and working practices of two merging firms are examined and designed to fit the new firm to ensure the success of any merger adventure.last_img read more

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