H.R. 1557 Federal Employee Anti-Discrimination Act of 2015Tanya Ward Jordan
Brochure that describes the bill that amends the Notification and Federal Employee Antidiscrimination and Retaliation Act of 2002 to: (1) expand disclosure and enforcement requirements relating to findings of acts of discrimination and retaliation in the federal workplace, and (2) amend the sense of Congress provisions of such Act to declare that accountability in the enforcement of federal employee rights is furthered when agencies take appropriate disciplinary action against employees who have been found to have committed discriminatory or retaliatory acts.
Please join Jennifer Schaus & Associates every Wednesday in 2019 for a complimentary Wednesday series. For full audio of this presentation please visit (https://youtu.be/eqNw9FuLWBY). For more information about our federal contracting services please visit http://www.Jenniferschaus.com or contact us at 202-365-0598. Win more federal government contracts!
This SEC in Focus includes remarks from SEC Chairman Jay Clayton on cybersecurity disclosures in SEC filings, recent guidance on pay ratio disclosure requirements, regulatory relief for companies and individuals affected by recent hurricanes, staff clarifications about its nonpublic review program and recent trends in SEC staff comments on non-GAAP measures and other topics.
11–1 You have been asked to develop a work breakdown structureBenitoSumpter862
11–1 You have been asked to develop a work breakdown structure for a project. How should you go about accomplishing this? Should the WBS be time-phased, department-phased, division-phased, or some combination?
11–2 You have just been instructed to develop a schedule for introducing a new product into the marketplace. Below are the elements that must appear in your schedule. Arrange these elements into a work breakdown structure (down through level 3), and then draw the arrow diagram. You may feel free to add additional topics as necessary.
Production layout
Review plant costs
Market testing
Select distributors
Analyze selling cost
Lay out artwork
Analyze customer reactions
Approve artwork
Storage and shipping costs
Introduce at trade show
Select salespeople
Distribute to salespeople
Train salespeople
Establish billing procedure
Train distributors
Establish credit procedure
Literature to salespeople
Revise cost of production
Literature to distributors
Revise selling cost
Print literature
Approvals*
Sales promotion
Review meetings*
Sales manual
Final specifications
Trade advertising
Material requisitions
(*Approvals and review meetings can appear several times.)
12–1 Should a PERT/CPM network become a means of understanding reports and schedules, or should it be vice versa?
12–2 Should PERT networks follow the work breakdown structure?
Case study:
Teloxy Engineering (A)
Teloxy Engineering has received a onetime contract to design and build 10,000 units of a new product. During the proposal process, management felt that the new product could be designed and manufactured at a low cost. One of the ingredients necessary to build the product was a small component that could be purchased for $60 in the marketplace, including quantity discounts. Accordingly, management budgeted $650,000 for the purchasing and handling of 10,000 components plus scrap.
During the design stage, your engineering team informs you that the final design will require a somewhat higher-grade component that sells for $72 with quantity discounts. The new price is substantially higher than you had budgeted for. This will create a cost overrun.
You meet with your manufacturing team to see if it can manufacture the component at a cheaper price than buying it from the outside. Your manufacturing team informs you that it can produce a maximum of 10,000 units, just enough to fulfill your contract. The setup cost will be $100,000 and the raw material cost is $40 per component. Since Teloxy has never manufactured this product before, manufacturing expects the following defects:
% defective 0 10 20 30 40
probability of occurrence (%) 10 20 30 25 15
All defective parts must be removed and repaired at a cost of $120 per part.
QUESTIONS
Using expected value, is it economically better to make or buy the component?
Strategically thinking, why might management opt for other than the most economical choice?
Teloxy Engineering (B)
Your manufacturing team informs you ...
11–1 You have been asked to develop a work breakdown structureAnastaciaShadelb
11–1 You have been asked to develop a work breakdown structure for a project. How should you go about accomplishing this? Should the WBS be time-phased, department-phased, division-phased, or some combination?
11–2 You have just been instructed to develop a schedule for introducing a new product into the marketplace. Below are the elements that must appear in your schedule. Arrange these elements into a work breakdown structure (down through level 3), and then draw the arrow diagram. You may feel free to add additional topics as necessary.
Production layout
Review plant costs
Market testing
Select distributors
Analyze selling cost
Lay out artwork
Analyze customer reactions
Approve artwork
Storage and shipping costs
Introduce at trade show
Select salespeople
Distribute to salespeople
Train salespeople
Establish billing procedure
Train distributors
Establish credit procedure
Literature to salespeople
Revise cost of production
Literature to distributors
Revise selling cost
Print literature
Approvals*
Sales promotion
Review meetings*
Sales manual
Final specifications
Trade advertising
Material requisitions
(*Approvals and review meetings can appear several times.)
12–1 Should a PERT/CPM network become a means of understanding reports and schedules, or should it be vice versa?
12–2 Should PERT networks follow the work breakdown structure?
Case study:
Teloxy Engineering (A)
Teloxy Engineering has received a onetime contract to design and build 10,000 units of a new product. During the proposal process, management felt that the new product could be designed and manufactured at a low cost. One of the ingredients necessary to build the product was a small component that could be purchased for $60 in the marketplace, including quantity discounts. Accordingly, management budgeted $650,000 for the purchasing and handling of 10,000 components plus scrap.
During the design stage, your engineering team informs you that the final design will require a somewhat higher-grade component that sells for $72 with quantity discounts. The new price is substantially higher than you had budgeted for. This will create a cost overrun.
You meet with your manufacturing team to see if it can manufacture the component at a cheaper price than buying it from the outside. Your manufacturing team informs you that it can produce a maximum of 10,000 units, just enough to fulfill your contract. The setup cost will be $100,000 and the raw material cost is $40 per component. Since Teloxy has never manufactured this product before, manufacturing expects the following defects:
% defective 0 10 20 30 40
probability of occurrence (%) 10 20 30 25 15
All defective parts must be removed and repaired at a cost of $120 per part.
QUESTIONS
Using expected value, is it economically better to make or buy the component?
Strategically thinking, why might management opt for other than the most economical choice?
Teloxy Engineering (B)
Your manufacturing team informs you ...
H.R. 1557 Federal Employee Anti-Discrimination Act of 2015Tanya Ward Jordan
Brochure that describes the bill that amends the Notification and Federal Employee Antidiscrimination and Retaliation Act of 2002 to: (1) expand disclosure and enforcement requirements relating to findings of acts of discrimination and retaliation in the federal workplace, and (2) amend the sense of Congress provisions of such Act to declare that accountability in the enforcement of federal employee rights is furthered when agencies take appropriate disciplinary action against employees who have been found to have committed discriminatory or retaliatory acts.
Please join Jennifer Schaus & Associates every Wednesday in 2019 for a complimentary Wednesday series. For full audio of this presentation please visit (https://youtu.be/eqNw9FuLWBY). For more information about our federal contracting services please visit http://www.Jenniferschaus.com or contact us at 202-365-0598. Win more federal government contracts!
This SEC in Focus includes remarks from SEC Chairman Jay Clayton on cybersecurity disclosures in SEC filings, recent guidance on pay ratio disclosure requirements, regulatory relief for companies and individuals affected by recent hurricanes, staff clarifications about its nonpublic review program and recent trends in SEC staff comments on non-GAAP measures and other topics.
11–1 You have been asked to develop a work breakdown structureBenitoSumpter862
11–1 You have been asked to develop a work breakdown structure for a project. How should you go about accomplishing this? Should the WBS be time-phased, department-phased, division-phased, or some combination?
11–2 You have just been instructed to develop a schedule for introducing a new product into the marketplace. Below are the elements that must appear in your schedule. Arrange these elements into a work breakdown structure (down through level 3), and then draw the arrow diagram. You may feel free to add additional topics as necessary.
Production layout
Review plant costs
Market testing
Select distributors
Analyze selling cost
Lay out artwork
Analyze customer reactions
Approve artwork
Storage and shipping costs
Introduce at trade show
Select salespeople
Distribute to salespeople
Train salespeople
Establish billing procedure
Train distributors
Establish credit procedure
Literature to salespeople
Revise cost of production
Literature to distributors
Revise selling cost
Print literature
Approvals*
Sales promotion
Review meetings*
Sales manual
Final specifications
Trade advertising
Material requisitions
(*Approvals and review meetings can appear several times.)
12–1 Should a PERT/CPM network become a means of understanding reports and schedules, or should it be vice versa?
12–2 Should PERT networks follow the work breakdown structure?
Case study:
Teloxy Engineering (A)
Teloxy Engineering has received a onetime contract to design and build 10,000 units of a new product. During the proposal process, management felt that the new product could be designed and manufactured at a low cost. One of the ingredients necessary to build the product was a small component that could be purchased for $60 in the marketplace, including quantity discounts. Accordingly, management budgeted $650,000 for the purchasing and handling of 10,000 components plus scrap.
During the design stage, your engineering team informs you that the final design will require a somewhat higher-grade component that sells for $72 with quantity discounts. The new price is substantially higher than you had budgeted for. This will create a cost overrun.
You meet with your manufacturing team to see if it can manufacture the component at a cheaper price than buying it from the outside. Your manufacturing team informs you that it can produce a maximum of 10,000 units, just enough to fulfill your contract. The setup cost will be $100,000 and the raw material cost is $40 per component. Since Teloxy has never manufactured this product before, manufacturing expects the following defects:
% defective 0 10 20 30 40
probability of occurrence (%) 10 20 30 25 15
All defective parts must be removed and repaired at a cost of $120 per part.
QUESTIONS
Using expected value, is it economically better to make or buy the component?
Strategically thinking, why might management opt for other than the most economical choice?
Teloxy Engineering (B)
Your manufacturing team informs you ...
11–1 You have been asked to develop a work breakdown structureAnastaciaShadelb
11–1 You have been asked to develop a work breakdown structure for a project. How should you go about accomplishing this? Should the WBS be time-phased, department-phased, division-phased, or some combination?
11–2 You have just been instructed to develop a schedule for introducing a new product into the marketplace. Below are the elements that must appear in your schedule. Arrange these elements into a work breakdown structure (down through level 3), and then draw the arrow diagram. You may feel free to add additional topics as necessary.
Production layout
Review plant costs
Market testing
Select distributors
Analyze selling cost
Lay out artwork
Analyze customer reactions
Approve artwork
Storage and shipping costs
Introduce at trade show
Select salespeople
Distribute to salespeople
Train salespeople
Establish billing procedure
Train distributors
Establish credit procedure
Literature to salespeople
Revise cost of production
Literature to distributors
Revise selling cost
Print literature
Approvals*
Sales promotion
Review meetings*
Sales manual
Final specifications
Trade advertising
Material requisitions
(*Approvals and review meetings can appear several times.)
12–1 Should a PERT/CPM network become a means of understanding reports and schedules, or should it be vice versa?
12–2 Should PERT networks follow the work breakdown structure?
Case study:
Teloxy Engineering (A)
Teloxy Engineering has received a onetime contract to design and build 10,000 units of a new product. During the proposal process, management felt that the new product could be designed and manufactured at a low cost. One of the ingredients necessary to build the product was a small component that could be purchased for $60 in the marketplace, including quantity discounts. Accordingly, management budgeted $650,000 for the purchasing and handling of 10,000 components plus scrap.
During the design stage, your engineering team informs you that the final design will require a somewhat higher-grade component that sells for $72 with quantity discounts. The new price is substantially higher than you had budgeted for. This will create a cost overrun.
You meet with your manufacturing team to see if it can manufacture the component at a cheaper price than buying it from the outside. Your manufacturing team informs you that it can produce a maximum of 10,000 units, just enough to fulfill your contract. The setup cost will be $100,000 and the raw material cost is $40 per component. Since Teloxy has never manufactured this product before, manufacturing expects the following defects:
% defective 0 10 20 30 40
probability of occurrence (%) 10 20 30 25 15
All defective parts must be removed and repaired at a cost of $120 per part.
QUESTIONS
Using expected value, is it economically better to make or buy the component?
Strategically thinking, why might management opt for other than the most economical choice?
Teloxy Engineering (B)
Your manufacturing team informs you ...
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
This is a presentation by Dada Robert in a Your Skill Boost masterclass organised by the Excellence Foundation for South Sudan (EFSS) on Saturday, the 25th and Sunday, the 26th of May 2024.
He discussed the concept of quality improvement, emphasizing its applicability to various aspects of life, including personal, project, and program improvements. He defined quality as doing the right thing at the right time in the right way to achieve the best possible results and discussed the concept of the "gap" between what we know and what we do, and how this gap represents the areas we need to improve. He explained the scientific approach to quality improvement, which involves systematic performance analysis, testing and learning, and implementing change ideas. He also highlighted the importance of client focus and a team approach to quality improvement.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
Quarter One 2019-2020: Chief Executive Officer's Report
1. MEMORANDUM
TO: Board of Trustees Ref: CM20-090
File: LLA
FROM: Dr. Cesar Maldonado, Chancellor
CC: Ashley Smith, General Counsel
Melissa Mihalick, Board Counsel
David Cross, Title IX Coordinator
DATE: May 7, 2020
SUBJECT: Introduction of Chief Executive Officer Report Under Tex. Educ. Code § 51.253(c)
During the 86th Legislative Session in 2019, Senate Bill 212 (SB 212) was passed. This bill relates to “a
reporting requirement for certain incidents of sexual harassment, sexual assault, dating violence, or
stalking at certain public and private institutions of higher education; creating a criminal offense;
authorizing administrative penalties.” SB 212 was codified under Texas Education Code (TEC) §51.251 –
§51.259 (collectively referred to as TEC§51 Subchapter E-2) and became law September 1, 2019 with an
effective reporting date of January 1, 2020, placing certain requirements on Houston Community
College (HCC).
Noteworthy elements of TEC§51 Subchapter E are:
• TEC §51.252 imposes a mandatory reporting obligation on any HCC employee who, in the course
and scope of employment, witnesses or receives information regarding the occurrence of an
incident that the employee reasonably believes constitutes sexual harassment, sexual assault,
dating violence, or stalking and is alleged to have been committed by or against a person who
was a student or an employee of HCC at the time of the incident.
• TEC §51.255 imposes penalties on an employee who fails to report an incident of sexual
misconduct. Such employees may be subject to a misdemeanor criminal offense, and HCC is
required to terminate the employment of any such employee. Importantly, HCC employees
have received notice of SB 212 to ensure that they are aware of their reporting obligations and
the implications of non-compliance.
• TEC§51 Subchapter E imposes additional reporting and compliance obligations on post-
secondary institutions, requiring the Title IX Coordinator (Mr. David Cross) to submit a written
report no less than every three months to my office regarding the investigation and disposition
of reports by employees pursuant to TEC §51.252.
• TEC §51.253(c) requires me to submit a written report, at least once during either the fall or
spring semester, to the Board of Trustees and post on the HCC website information regarding
the investigation and disposition of reports received from employees regarding incidents of
“sexual harassment”, “sexual assault”, “dating violence”, or “stalking” as defined in TEC §51.251.
2. To: Board of Trustees May 7, 2020
Re: Introduction to Chief Executive Officer Report Under Tex. Educ. Code § 51.253(c) Page 2
• TEC §51.258 requires me to submit an annual certification of compliance with TEC §51
Subchapter E-2 to the Texas Higher Education Coordinating Board (THECB). The THECB may
assess a penalty of up to $2 million if it determines that the institution is not in substantial
compliance with TEC§51 Subchapter E.
Training materials regarding SB 212 (TEC§51 Subchapter E) were provided to the Board on April 15, 2020
and included in the self-study report at the Board Regular Meeting on May 6 (Agenda Item S).
My first report to the Board pursuant to TEC §51.253(c) was prepared using the recommended THECB
template and is attached to this memorandum as CM20-091.
3. MEMORANDUM
TO: Board of Trustees Ref: CM20-091
File: LLA
FROM: Dr. Cesar Maldonado, Chancellor
CC: Ashley Smith, General Counsel
Melissa Mihalick, Board Counsel
David Cross, Title IX Coordinator
DATE: May 7, 2020
SUBJECT: Chief Executive Officer Report Under Tex. Educ. Code § 51.253(c) and SB 212
Under the Texas Education Code (TEC), Section 51.253(c), the institution’s Chief Executive Officer is
required to submit a data report at least once during each fall or spring semester to the institution’s
governing body and post on the institution’s internet website a report concerning the reports received
by employees under the TEC, Section 51.252 the type of incident described in the employee’s report
constitutes “sexual harassment,” “sexual assault,” “dating violence,” or “stalking” as defined in the TEC,
Section 51.251, and any disciplinary actions taken under TEC, Section 51.255.
For the purposes of complying with the Chief Executive Officer’s reporting requirements under TEC,
Section 51.253(c), the attached summary data report1
(Appendix A) includes all of the required reporting
information to the Houston Community College Board of Trustees for the 2019-2020 academic year, as
of March 31, 2020. The summary data in Appendix A is categorized based on the reporting requirements
under TEC, Section 51.253(c). The reports received may be applicable in multiple reporting categories,
and therefore, the summary data in the categories may not add up to the totals of other categories.
The summary data report is also posted on the Houston Community College Title IX Webpage as per the
public reporting requirements under TEC, Section 51.253(c).
Explanatory note: The three (3) investigations listed under heading “Texas Education Code, Section
51.252” in Appendix A were in progress on March 31, 2020 and therefore do not reflect a disposition.
Note: Any additional reports received by the Title IX Coordinator that do not meet the required
reporting criteria in the Texas Education Code have been omitted for the compliance purposes of this
specific report.2
1 When identifiable, duplicate reports were consolidated and counted as one report in the summary data, and confidential employee reporting
is noted as a sub-set to the total number of reports received.
2 For example, reports made by students and all other non-employees (including incidents under 3.5(d)(3)) are excluded from Appendices A and
B. Additionally, if a Title IX Coordinator or Deputy Coordinator determines that the type of incident described in a report, as alleged, does not
constitute “sexual harassment,” “sexual assault,” “dating violence,” or “stalking” as defined in the TEC, Section 51.251, the report is excluded
from Appendices A and B. It is the responsibility of the Title IX Coordinator or Deputy Title IX Coordinator to assess each report received and
determine whether it is properly included in this report, and if so, to correctly identify the type of incident.
4. To: Board of Trustees May 7, 2020
Re: CEO Report under Tex. Educ. Code § 51.253(c) Page 2
Appendix A
Summary Data Report
2019-2020 Academic Year
January 1, 2020 – March 31, 2020
Texas Education Code, Section 51.252
Number of reports received under Section 51.2523
Number of confidential reports4
under Section 51.252
4
0
Number of investigations conducted under Section 51.252 3
Disposition5
of any disciplinary processes for reports under
Section 51.252:
a. Concluded, No Finding of Policy Violation6
b. Concluded, with Employee Disciplinary Sanction
c. Concluded, with Student Disciplinary Sanction
d. SUBTOTAL
0
0
0
0
Number of reports under Section 51.252 for which the
institution determined not to initiate a disciplinary process7
1
Texas Education Code, Section 51.255
Number of reports received that include allegations of an
employee’s failure to report or who submits a false report to
the institution under Section 51.255(a)
1
3 Reports made by students and all other non-employees (including incidents under 3.5(d)(3)) are excluded from Appendices A and B.
Additionally, if a Title IX Coordinator or Deputy Coordinator determines that the type of incident described in a report, as alleged, does not
constitute “sexual harassment,” “sexual assault,” “dating violence,” or “stalking” as defined in the TEC, Section 51.251, the report is excluded
from Appendices A and B. It is the responsibility of the Title IX Coordinator or Deputy Title IX Coordinator to assess each report received and
determine whether it is properly included in this report, and if so, to correctly identify the type of incident.
4 “Number of confidential reports” is a sub-set of the total number of reports that were received under Section 51.252, by a confidential
employee or office (e.g., Counseling Center, Student Health Center, Victim Advocate for Students, or Student Ombuds).
5 “Disposition” means “final result under the institution’s disciplinary process” as defined in the Texas Higher Education Coordinating Board’s
(THECB) rules for TEC, Section 51.259 [See 19 Texas Administrative Code, Section 3.6(3) (2019)]; therefore, pending disciplinary processes will
not be listed until the final result is rendered.
6 “No Finding of a Policy Violation” in this section refers to instances where there is no finding of responsibility after a hearing or an appeal
process; investigations completed with a preponderance of evidence not met are excluded, because it would not have moved forward into a
disciplinary process.
7 The institution may have determined “not to initiate a disciplinary process.” The reasons for not initiating a discipline process can include, but
are not limited to: case dismissal; insufficient information to investigate; confidential employee reporting (no identifiable information); the
respondent’s identity was unknown or not reported; the respondent was not university-affiliated; the complainant requested the institution
not investigate the report; informal resolution was completed; investigation is ongoing; or investigation was completed with a preponderance
of evidence not met.