ClimateWell TDC with District Heat

The PolySMART demonstration system SP1b has been modeled in TRNSYS and calibrated against monitored data. The system is an example of distributed cooling with centralized CHP, where the driving heat is delivered via the district heating network. The system pre-cools the cooling water for the head office of Borlänge municipality, for which the main cooling is supplied by a 200 kW compression chiller. The SP1b system thus provides pre-cooling. It consists of ClimateWell TDC with nominal capacity of 10 kW together with a dry cooler for recooling and heat exchangers in the cooling and driving circuits. The cooling system is only operated from 06:00 to 17:00 during working days, and the cooling season is generally from mid May to mid September. The nominal operating conditions of the main chiller are 12/15°C. The main aims of this simulation study were to: reduce the electricity consumption, and if possible to improve the thermal COP and capacity at the same time; and to study how the system would perform with different boundary conditions such as climate and load. The calibration of the system model was made in three stages: estimation of parameters based on manufacturer data and dimensions of the system; calibration of each circuit (pipes and heat exchangers) separately using steady state point; and finally calibration of the complete model in terms of thermal and electrical energy as well as running times, for a five day time series of data with one minute average data values. All the performance figures were with 3% of the measured values apart from the running time for the driving circuit that was 4% different. However, the performance figures for this base case system for the complete cooling season of mid-May to midSeptember were significantly better than those for the monitoring data. This was attributed to long periods when the monitored system was not in operation and due to a control parameter that hindered cold delivery at certain times. 

Reaudit report on the Bettendorf Community School District for the period July 1, 2013 through June 30, 2014

Reaudit report on the Bettendorf Community School District for the period July 1, 2013 through June 30, 2014

Audit report on the Xenia Rural Water District for the year ended December 31, 2015

Audit report on the Xenia Rural Water District for the year ended December 31, 2015

The LESCHI Murder Trial as Transcribed from the Official Court Ledger, 2nd Judicial District, Wash. Terr., 1856 - 1858

Prepared March 1, 2001 by Sherburne F. Cook, Jr. The official Court Proceedings of the second and third sentencing are recorded in the official Court Ledger for the 2nd Judicial District; Olympia, Thurston County, W.T., from which the following transcription has been taken. The Ledger picks up the Trial action on March 18, 1857.

Stevens trial, May 12 - July 10, 1856, from Official Court records, 2nd District Court, Wash. Terr.

Prepared Feb. 17, 2001 by.Sherburne F. Cook, Jr. Proceedings of this trial are transcribed as they occurred on pp 112- 122, May 12- July 10, 1856.

Audit report on Bettendorf Community School District in Bettendorf, Iowa for the year ended June 30, 2015

Audit report on Bettendorf Community School District in Bettendorf, Iowa for the year ended June 30, 2015

Audit report on Bettendorf Community School District in Bettendorf, Iowa for the year ended June 30, 2015

Audit report on Bettendorf Community School District in Bettendorf, Iowa for the year ended June 30, 2015

Redefining Urban Alleywalls: Urban Design for Active Public Space in Maynard Alley, Chinatown-International District, Seattle

Thesis (Master's)--University of Washington, 2016-06

Business Signage Control in Seattle's Chinatown International District, Pursuing Healthy Balance of Preservation and Commercial Vitalization in a Historic Commercial Districts

Thesis (Master's)--University of Washington, 2016-06

Report on a special investigation of the Melcher-Dallas Community School District (District) for the period July 1, 2013 through January 31, 2016

Report on a special investigation of the Melcher-Dallas Community School District (District) for the period July 1, 2013 through January 31, 2016

Combined report on the eight Judicial District Departments of Correctional Services for the year ended June 30, 2015

Combined report on the eight Judicial District Departments of Correctional Services for the year ended June 30, 2015

THE USE OF THE EARLY WARNING INDICATOR REPORT TO IMPACT NINTH GRADE PROMOTION RATES IN A LARGE URBAN SCHOOL DISTRICT

Abstract The purpose of this study was to examine how four high schools used an Early Warning Indicator Report (EWIR) to improve ninth grade promotion rates. Ninth grade on-time promotion is an early predictor of a student’s likelihood to graduate (Bornsheuer, Polonyi, Andrews, Fore, & Onwuegbuzie, 2011; Leckrone & Griffith, 2006; Roderick, Kelley-Kemple, Johnson, & Beechum, 2014; Zvoch, 2006). The analysis revealed both similarities and differences in the ways that the four schools used the EWIR. The research took place in a large urban school district in the Mid-Atlantic. Sixteen participants from four high schools and the district’s central office voluntarily participated in face-to-face interviews. The researcher utilized a qualitative case study method to examine the implementation of the EWIR system in Wyatt School District. The interview data was transcribed and analyzed, along with district documents, to identify categories in this cross case analysis. Three primary themes emerged from the data: (1) targeted school structures for EWIR implementation, (2) the EWIR identified necessary supports for students, and (3) the central office support for school staff. The findings revealed the various ways that the target schools implemented the EWIR in their buildings and the level of support that they received from the central office that aided them in using the EWIR to improve ninth grade promotion rates. Based on the findings of this study, the researcher provided a number of key recommendations: (1) Districts should provide professional development to schools to ensure that schools have the support they need to implement the EWIR successfully; (2) There should be increased accountability from the central office for schools using the EWIR to identify impactful interventions for ninth graders; and (3) The district needs to assign dedicated central office staff to support the implementation of the EWIR in high schools across the district. As schools continue to face the challenge of improving ninth grade promotion rates, effective use of an Early Warning Indicator Report is recommended to provide school and district staff with data needed to impact overall student performance.

An Analysis of Principal Attrition in a Large Urban School District

Principal attrition is a national problem particularly in large urban school districts. Research confirms that schools that serve high proportions of children living in poverty have the most difficulty attracting and retaining competent school leaders. Principals who are at the helm of high poverty schools have a higher turnover rate than the national average of three to four years and higher rates of teacher attrition. This leadership turnover has a fiscal impact on districts and negatively affects student achievement. Research identifies a myriad of reasons why administrators leave the role of principal: some leave the position for retirement; some exit based on difficulty of the role and lack of support; and some simply leave for other opportunities within and outside of the profession altogether. As expectations for both teacher and learner performance drive the national education agenda, understanding how to keep effective principals in their jobs is critical. This study examined the factors that principals in a large urban district identified as potentially affecting their decisions to stay in the position. The study utilized a multi-dimensional, web-based questionnaire to examine principals’ perceptions regarding contributing factors that impact tenure. Results indicated that: • having a quality teaching staff and establishing a positive work-life balance were important stay factors for principals; • having an effective supervisor and collegial support from other principals, were helpful supports; and • having adequate resources, time for long-term planning, and teacher support and resources were critical working conditions. Taken together, these indicators were the most frequently cited factors that would keep principals in their positions. The results were used to create a framework that may serve as a potential guide for addressing principal retention.