DHS Issues Statement on the No-Match Injunction Appeal

WPCNR POLICE GAZETTE.. From the Department of Homeland Security. December 5, 2007: Yesterday the U.S. Justice Department filed an appeal on behalf of the Department of Homeland Security seeking to lift an injunction preventing the DHS “No-Match” rule from going into effect in California. The injunction was granted based on a suit by the American Civil Liberties Union. Michael Chertoff, Secretary of the Department of Homeland Security issued this statement today explaining the effects of the “No-Match” law:

Yesterday, the U.S. Department of Justice filed an appeal on behalf of the Department of Homeland Security (DHS) on the injunction against the No-Match Rule in San Francisco, Calif.


 I believe that the No-Match Rule is a major step forward in preventing employment of illegal migrants. Contrary to the ACLU’s incorrect statements, the rule is not harmful to legal workers. DHS is not abandoning it.



Employers receive a No-Match letter from the Social Security Administration when an employee’s name does not match the social security number it has on file. Sometimes there is an innocent explanation for this discrepancy, such as a clerical error. But sometimes the discrepancy reflects the fact that the employee in question is an illegal alien. When employers receive such No-Match letters, they are on notice that the employees in question may not be authorized to work.  


Under our No-Match Rule, no employer should terminate an employee based upon a no-match letter alone. But no employer should ignore such a letter or the discrepancy it reveals. The No-Match Rule gives employers and employees 90 days – a full three months – to correct the discrepancy.  



If the mismatch is a clerical error, that is a good opportunity to correct the mistake. When the mismatch shows fraud, however, appropriate steps should be taken. Businesses that follow the procedures in the rule will have a safe harbor from enforcement action.  Those that ignore no-match letters place themselves at obvious risk and invite suspicion that they are knowingly employing workers who are here illegally.  


Far from abandoning the No-Match Rule, we are pressing ahead by taking the district court’s order to the Ninth Circuit Court of Appeals. At the same time, we will soon issue a supplement to the rule that specifically addresses the three grounds on which the district court based its injunction. By pursuing these two paths simultaneously, my aim is to get a resolution as quickly as possible so we can move the No-Match Rule forward and provide honest employers with the guidance they need.



The ACLU’s lawsuit has put this vital protection on hold. That is bad for immigration enforcement and bad for America’s law-abiding employers and their legal workers. The only real beneficiaries of the ACLU’s strategy are employers who would rather close their eyes to cheap and profitable illegal labor than obey the laws of our country. 

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The School District’s 2007 to 2012 Strategic Plan

WPCNR FOR THE RECORD. From White Plains City School District. December 4, 2007:  As a service to our thousands of readers worldwide, WPCNR herewith publishes in its entirety, the Strategic Plan adopted for the next decade by the White Plains City School District Board of Education.


The report begins with a statement of the District’s Core Values and Mission Statement, followed by Strategic Objectives to be achieved by the year 2012.  When originally commissioned the plan was described as being devised to guide district policy for the next decade.


On the page reporting the Strategic Objectives there is a section entitled List of Results which as far as WPCNR can tell is what will have been achieved after the School District has attempted to meet the Strategic Objectives.


Following the Strategic Objectives are a set of 5 Strategies to achieve the Strategic Objectives, followed by the List of Results expected to be achieved by those Strategic Objectives.


Herewith, the Strategic Plan as adopted by the Board of Education Monday evening.


Core Values


We believe that:


·         All people have intrinsic value


·         Celebrating and embraching diversity enrich life


·         All people can learn, grow and contribute


·         Every choice matters, and that people are responsible for their choices


·         Respect, honesty and trust empower


·         When people serve the community, both the individuals and the community benefit


·         High expectations promote high achievement



 


 


 


 


MISSION


 


The mission of the White Plains City School District is to educate and inspire all students, while nurturing their dreams, so they learn continually, think critically, pursue their aspirations and contribute to a diverse and dynamic world.



 


 


Strategic Objectives


 


By 2012:


 


* All students will achieve challenging district standards of literacy across all disciplines.


* All students will continually choose to explore and enrich communities.


*  All students will choose to apply their knowledge and skills to solve problems meaningful to them.


 


List of Results (By 2012)


 


1.       All staff, students and parents understand the strategic objectives, rubrics, processes for assessing student growth and their role in the process.


2.       Rubrics relevant to all student levels have been developed.


3.       Processes for collecting evidence and assessing student performance, using the rubrics, are being piloted.


4.       Processes for gathering/collecting student performance data, in areas not assessed through current state assessments, are in place and being used.


5.       Systems are being used to gather, manage, analyze and share relevant student performance data for use by faculty, administrators, students and parents.


6.       The data collected are being used throughout the school District to support student progress and achieve the strategic objectives.



 


STRATEGIES


 


Strategy 1


 


We will take the steps necessary to:


 


Gain the understanding and commitment of all employees to achieve our strategic objectives and mission


 


List of Results


 


1.       Every employee understands the vision, goals and implications of the mission and strategic objective.


2.       A climate that builds trust and supports risk-taking is developed.


3.       Employees’ ideas and concerns are valued in the decision making process.


4.       The district has established a culture that celebrates programs and people achieving the strategic objectives and mission.


5.       Employees are encouraged in their efforts to achieve the strategic objectives and mission.



 


Strategy 2


 


We will take the steps necessary to:


 


Align new and existing resources, both internal and external, to accomplish our strategic objectives and mission


 


List of Results


 


1.       A systematic process is in place that assures all programs and projects are mission reflective and cost effective.


2.       An evaluation/feedback system is in place that measures how effectively and efficiently resources are used.


3.       A systematic process is in place that identifies, attracts recruits, motivates, evaluates, and retains the people needed to support the mission and strategic objectives.


4.       A budget process is in place that assures that resource allocations are mission aligned.


5.       A systematic process is in place that assures we develop and maximize community resources to support the mission and strategic objectives.


6.       A systematic process is in place that assures the district has the fiscal resources needed to support the mission and strategic objectives.


7.       A systematic process is in place that assures the district has the capital resources and major equipment needed to support the mission and strategic objectives.



 


Strategy 3


 


We will take the steps necessary to:


 


Align and develop curriculum to achieve our strategic objectives and mission


 


List of Results


 


1.       As the foundation for all learning, at least 90% of all students are reading on grade level by the end of 2nd grade and are maintaining or exceeding grade level thereafter. As our success rate increases, so will our goal.


2.       A systematic process is developed that analyzes and uses student demographic and performance data to inform and influence program curricular, and instructional decisions and reporting.


3.       Best practices of differentiated instruction (DI) are continually implemented to enable all students to achieve the strategic objectives so that each child will reach proficiency level in all content areas.


4.       School, classroom practices, and environments reflect principles that promote students’ motivation and love of learning.


5.       In all disciplines, curriculum maps ensure alignment with state standards and integrate technology, problem solving and global awareness to the strategic objectives.


6.       School and classroom practices and environments reflect principles that promote community building to achieve the strategic objectives.



 


Strategy 4


 


We will take the steps necessary to:


 


Develop and capitalize on leadership capacity within the system at all levels to sustain commitment to our strategic objectives and mission


 


List of Results


 


1.       All district administrators are proficient in the essential characteristics of effective leadership.


2.       All staff members, parents, community members, and students are encouraged and supported in assuming and sharing leadership roles that contribute to the achievement of the district’s mission and strategic objectives (i.e., “institutionalize” distributive leadership).


3.       There is a pool of skilled leaders from within who have successfully completed a district-specific, meaningful and comprehensive internship experience.


4.       The district has developed cooperative relationships with college and university graduate educational administration programs that have internships designed to support the strategic plan and district initiatives.


5.       The district has established a plan for a regional leadership academy for teachers and administrators in cooperation with other school districts and universities.*


 


 


·         Postpone until results 1 through 4 are achieved.



 


Strategy 5


 


We will take the steps necessary to:


 


Develop an open and ongoing communication process that results in all stakeholders believing in the value of a White Plains City School District education and actively participating in reaching our strategic objectives and mission


 


List of Results


 


1.       The district uses a coordinated and integrated approach to disseminate general and newsworthy information in order to educate all stakeholders.


2.       The district creates opportunities to engage stakeholders in an open exchange of ideas.


3.       Communication with stakeholders effectively reflects a multicultural and diverse community.


4.       Community members are working in systematic ways to support students’ achievement of the strategic objectives.



 



 


STRATEGIC DELIMITERS


 


We will not:


 


Adopt any new program or service unless it is:


 


·         Consistent with and contributes to our mission;


·         Accompanied by an analysis of the resources and the staff development needed for its effectiveness;


·         Accompanied by a plan to assess its ongoing effectiveness.



 

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Contributions Sought for 208 West Post Road Fire Victims

WPCNR CITY HALL CIRCUIT. From  Melissa Lopez, The Mayor’s Office. (Edited) December 4, 2007:  Mayor Joseph Delfino announced today the City of White Plains, the American Red Cross and Centro Hispano have joined together to coordinate and deliver services to families who lost their homes in the fire which occurred at 208 West Post Road Friday November 30.


If you are interested in helping these families with donations, including clothing, gift cards for food, clothing or household supplies, they are being accepted at Centro Hispano, 340 S. Lexington Avenue, White Plains. Phone is 289-0500.  Meal vouchers have been provided by the White Plains Samaha Family  McDonald’s Restaurants and the Subway Restaurants in the city.  Peniche Restaurant on Main Street furnished meals Tuesday evening.


You may also contact the White Plains Planning Department at 914-422-1304 or the Red Cross at 914-946-6500.


The fire which began shortly after midnight forced the evacuation of all residents and resulted in the complete destruction of te multifamily building. With the help of White Plains Fire and Police Departments, the Red Cross, and the White Plains School District, residents were provided with emergency shelter at Post Road School for Friday night. Since Saturday, the displaced families, which include 17 children, have been staying at area hotels supported by the Red Cross, or with friends and family.


The Mayor has directed City staff to reach out immediately to the community and identify and coordinate services for these families. Red Cross emergency response staff, City representatives from the Planning Department and Service Office, and volunteers are providing intake and referral service at St. Bernard’s Church Chapel Hall, 346 S. Lexington Avenue, where Centro Hispano is located. Services include assistance in locating both temporary and permanent housing. Clothing collected from the community is being distributed to the families at the Chapel Hall.


Food and clothing vouchers have been provided by the Red Cross. Dinner Tuesday evening was provided at Chapel Hall by Chef Anthony Goncalkves, the owner of Peniche Restaurant on Main Street. Meal Vouchers have also been provided by the Samaha Family at their local McDonalds Restaurants, and by Subway at its local restaurants.


Mayor Delfino, speaking at last night’s Common Council meeting, which was not telecast due to the shutdown of City Hall due to flooding, said, “During this season of the year, it is especially important that we reach out to those among us who are in the greatest need. In one brief night these families lost everything. We must all reach out to them to help them reestablish their lives. Many children lived in this building, many of them attend our schools. I cannot thank the Red Cross or Centro Hispano enough for all that they are doing, and ask that all residents of White Plains help n whatever small way they can.”

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Paying for Escalating School Budget Not Considered in “Approved” Strategic Plan

 


WPCNR SCHOOL DAYS. By John F. Bailey. December 4, 2007: The Board of Education last night voted unanimously to accept a 10 Year Strategic Plan developed by  committees of citizens and school district personnel over the last year under the guidance of Transformation Systems.


However, WPCNR has learned the plan does not present specific steps, initiatives, or budget targets  to assure the funding of the district budget over the next decade which will surpass the $200 Million Dollar level in 2009-2010 and is on track at the present rate of expansion to exceed $330 Million by 2017-2018.



The Board of Education addressing the throng, made up mostly of Strategic Plan Core Committee members, prior to adopting the Plan unanimously Monday night.


The major objective announced at the meeting was to have all students reading at grade level by the end of second grade by 2012, and that no new programs would be considered unless they fit in with the Core Values and Strategic Objectives of the District. It was also said by President of the Board of Education Donna McLaughlin that existing programs would be examined closely and eliminated if they could not be justified as fitting in with the objectives.


 Superintendent of Schools Timothy Connors  told WPCNR “those steps (to assure funding) have not been developed yet.”


The Strategic Plan presented at a quasi celebration of the completion of the plan and presentation meeting.  When Marc Pollitzer,  and Lou Petralia two of three citizens to ask questions about the plan (on city participation, and financing, respectively) raised the issue of financing details, Superintendent  Connors said that those steps would be implemented when the Board was presented with strategic plan financial Strategies and the Action Committee responsible for that segment of the plan would present steps to do so.


The “Means Steps”  which were developed by Action Committees for the various strategies were developed by the Action Committee and have not been made public with the presentation of the plan.


WPCNR in routine follow-up asked the Superintendent Wednesday what some of the Means Steps were for the various strategies to see how the district would implement the stragtegies.


The Superintendent forwarded several lists of “Means Steps” to implement the strategies.


When asked what the Means Steps that the district would take to “Align new and existing resources, both internal and external, to accomplish our strategic objectives and mission,” and to develop “a systematic process in place that assures the district has the fiscal resources to support the mission and strategic objectives  and that the district has the capital resources,” to support the mission and strategic objectives,” The Superintendent told WPCNR “those steps (to assure fiscal and capital resources) had not been developed yet.”


The Superintendent told the meeting last night that on January 14 he would present the Board of Education the first portions of the Strategic Plan that he believed should be implemented first. The Superintendent also told Mr. Pollitzer that strategies could be specific due to the changing conditions of when any specific strategy or objective of the plan was selected to be that specific year’s goal.


The Strategic Plan process cost the district $70,000, and by estimate of Theresa Niss who coordinated the project took some 3,644 person hours( 455-1/2 days, 15 months of work) on the part of all persons participated.

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