Annual report of President ...

Latest issue consulted: 29th (1920-21).

Department of State and U.S. Information Agency : accompanying report of the National Performance Review /

Mode of access: Internet.

Department of Housing and Urban Development : accompanying report of the National Performance Review /

S/N 040-000-00609-5 (GPO)

Report of the President of the University of Minnesota to the State Superintendent of Public Instruction for the university year ending ...

Description based on: report for the University year ending June 19, 1873.

Niagara-Welland Power Company Limited fonds, 1833, 1852, 1904-1906, 1909, n.d.

The Welland Power and Supply Canal Company Limited, established in 1893 and incorporated in 1894 with a capital stock of $500,000. The aim of the company was to harness the natural water supply of the Niagara and Welland Rivers. In 1898 the Canadian Electrical News published a report by Henry Symons, QC outlining the main project of the company. This project involves the construction of a canal from the Welland River to the brow of the mountain at Thorold, a distance of 8 miles; the construction at Thorold of a power house, and from Thorold to Lake Ontario, a raceway by which to carry water into the lake. The estimate for the machinery to generate 100,000 horse power is £125,000; for transmission line to Toronto at a voltage of 10,000….The total estimate therefore amounts to £2,452,162, or roughly speaking, $12,000,000. Source: Canadian Electrical News, August 1898, p. 172. In 1899 the company officers petitioned the federal government desiring a name change to the Niagara-Welland Power Company Limited. Officers of the company were Harry Symons, President; Charles A. Hesson, Vice-President; and M.R. O’Loughlin, James B. Sheehan, James S. Haydon, Frederick K. Foster, directors; John S. Campbell, secretary-treasurer. The company’s head offices were located in St. Catharines, with a New York (City) office on Broad Street. In 1905 and 1909 the company petitioned the federal government for additional time to construct its works, which was granted. The company had until May 16, 1915 to complete construction. John S. Campbell (1860-1950) was a graduate of the University of Toronto and Osgoode Hall. During his university years John began his military career first in "K" Company, Queens Own rifles and then later as Commanding Officer of the 19th Lincoln Regiment, from 1906 to 1910. Upon his return to St. Catharines John Campbell served as secretary in the St. Catharines Garrison Club, a social club for military men begun in 1899. After being called to the Bar, he became a partner in the firm of Campbell and McCarron and was appointed to the bench in 1916, serving until retirement in 1934. Judge Campbell served as an alderman for several terms and was the mayor of St. Catharines in 1908 and 1909. He also served as the first chairman of the St. Catharines Public Utilities in 1914. John S. Campbell was married to Elizabeth Oille, daughter of Jerome B. and Charlotte (St. John) Oille. The family home "Cruachan" was located at 32 Church St.

The use of corpora as translation resources: A study based on a survey of Spanish professional translators

The aim of this paper is to describe the use that professional translators make of corpora as translation resources. First, we briefly review the literature on translation practitioners’ use of corpora in the contexts of both translation training and professional translation. Then we present our survey-based study, analyse the uptake of corpora among Spanish translators and describe the use of this kind of translation resource. The results show that even if corpora are not as frequently used as other kinds of resources, such as dictionaries, there are professional translators who do use corpora, in a variety of ways, in their work. Additionally, non-users do not seem entirely sceptical about corpora. Against that backdrop, translator trainers are invited to continue to report on how corpora can be used as translation resources.

Annual report.

Vols. for 1962- included in United States. President. Economic report of the President transmitted to the Congress (HC 106.5 .A3).

Report.

The 19th and 20th report consists of the president's report, 1912/14-1914/16, detached from the first-second biennial report of the State Board of Administration, 1912/14-1914/16.

Report of the Director of the University Library.

1958/59-1959/60 issued in addition to Cornell University. Library. Annual report.

Annual report.

Other slight variations in title.

Report of the Indian Cotton Committee. 1919.

J. Mackenna, president.

Unrecognized Exodus, Unaccepted Accountability : The Looming Shortage of Principals and Vice Principals in Ontario Public School Boards (Working Paper 24)

To the apparent surprise of policy makers at the provincial and school board levels, Ontario’s public schools are about to experience a massive exodus of principals and vice principals. This report, funded by a grant from the Ontario Principals’ Council, details the scale of the retirement wave currently hitting Ontario’s public school boards. Data collected from 946 practicing school administrators suggest that the retirement rates will be almost 20 per cent higher than provincial estimates. Anecdotal evidence suggests that the pool of qualified candidates for these positions is also shrinking. Already, fewer individuals are applying for each available vacancy. The study examines the major dissatisfiers in the current role of school principal as experienced by incumbents. Interviews were also conducted with 92 individuals identified as exceptional candidates for the principalship who had opted not to follow that career path in order to determine what factors they found most important in their decision making. The report concludes with recommendations for the province, school boards and principals' organizations.

Becoming “Librarian 2.0” : the skills, knowledge, and attributes required by library and information science professionals in a Web 2.0 world (and beyond)

In 2005, Stephen Abram, vice president of Innovation at SirsiDynix, challenged library and information science (LIS) professionals to start becoming “librarian 2.0.” In the last few years, discussion and debate about the “core competencies” needed by librarian 2.0 have appeared in the “biblioblogosphere” (blogs written by LIS professionals). However, beyond these informal blog discussions few systematic and empirically based studies have taken place. This article will discuss a research project that fills this gap. Funded by the Australian Learning and Teaching Council, the project identifies the key skills, knowledge, and attributes required by “librarian 2.0.” Eighty-one members of the Australian LIS profession participated in a series of focus groups. Eight themes emerged as being critical to “librarian 2.0”: technology, communication, teamwork, user focus, business savvy, evidence based practice, learning and education, and personal traits. This article will provide a detailed discussion on each of these themes. The study’s findings also suggest that “librarian 2.0” is a state of mind, and that the Australian LIS profession is undergoing a significant shift in “attitude.”

Library and information science education 2.0: guiding principles and models of best practice. Interview with Sue Reynolds.

In 2005, Stephen Abram, vice president of Innovation at SirsiDynix, challenged library and information science (LIS) professionals to start becoming “librarian 2.0.” In the last few years, discussion and debate about the “core competencies” needed by librarian 2.0 have appeared in the “biblioblogosphere” (blogs written by LIS professionals). However, beyond these informal blog discussions few systematic and empirically based studies have taken place. A project funded by the Australian Learning and Teaching Council fills this gap. The project identifies the key skills, knowledge, and attributes required by “librarian 2.0.” Eighty-one members of the Australian LIS profession participated in a series of focus groups. Eight themes emerged as being critical to “librarian 2.0”: technology, communication, teamwork, user focus, business savvy, evidence based practice, learning and education, and personal traits. Guided by these findings interviews with 36 LIS educators explored the current approaches used within contemporary LIS education to prepare graduates to become “librarian 2.0”. This video presents an example of ‘great practice’ in current LIS educative practice in helping to foster web 2.0 professionals.

Library and information science education 2.0 : guiding principles and models of best practice : interview with John Terrell

In 2005, Stephen Abram, vice president of Innovation at SirsiDynix, challenged library and information science (LIS) professionals to start becoming “librarian 2.0.” In the last few years, discussion and debate about the “core competencies” needed by librarian 2.0 have appeared in the “biblioblogosphere” (blogs written by LIS professionals). However, beyond these informal blog discussions few systematic and empirically based studies have taken place. A project funded by the Australian Learning and Teaching Council fills this gap. The project identifies the key skills, knowledge, and attributes required by “librarian 2.0.” Eighty-one members of the Australian LIS profession participated in a series of focus groups. Eight themes emerged as being critical to “librarian 2.0”: technology, communication, teamwork, user focus, business savvy, evidence based practice, learning and education, and personal traits. Guided by these findings interviews with 36 LIS educators explored the current approaches used within contemporary LIS education to prepare graduates to become “librarian 2.0”. This video presents an example of ‘great practice’ in current LIS education as it strives to foster web 2.0 professionals.