Please attach resume, cover letter, list of professionalreferences, and transcripts from all universities attended.Position Overview:Provide guidance and counseling to students in matters related toacademic goals, choice of curriculum, course load, study habits,and course scheduling. Complete degree checks for individualstudents and student groups as needed. Assist with studentorientation, whether freshman or transfer students. Develops and/orcompletes college/school documents such as classroom assignments,degree checks, plans of study, curriculum guides, graduation forms,and study abroad documentation. Serve as a resource for theuniversity’s student database including coordinating input,generating reports, training users, and recommending updates.Verify/report student and course information which may include (butnot limited to) class rolls, grades, academic certification ofathletes/veterans, statistical analyses, and/or forced drops.Evaluate and/or update student records in order to post grades, dograduation checks, monitor student progress, and advise students onan appropriate course of study. May assist with recruitment ofprospective students.Performs work under minimal supervision. Handles complex issues andproblems. Possesses solid working knowledge of subject matter.Typically exempt and does not supervise other staff (may supervisestudents). Typically reports to a department head or manager.Department Specific Essential Job Functions: Job Level:Scope & Impact: This position is an entry levelprofessional position, with actions that may have a measurableimpact on operations within a work group.Communication & Interaction : Routinely answersquestions and provides information and data requested byindividuals within or outside of work area. Questions that requireinterpretation or are not easily resolved are referred toSupervisor.Effective Knowledge: Demonstrates ability to execute tasksaccording to standard operating procedures and/or direction.Demonstrates ability to learn new subject matter, coupled withattention to detail and responsiveness to feedback.Problem Solving & Judgment: Performs a variety of dutiesfollowing established policies and procedures. Resolves problems byselecting from approved alternatives based on past practices,established procedures, or direction. Relies on direct supervisionis available to set priorities and objectives, and to assist inproblem resolution.Budget Authority : May provide input into budget developmentby assisting with identification of operational needs andrequirementsPolicy & Procedure Authority : Primarily responsible forexecuting routine procedures with direction from seniorstaff.Reporting Relationships : Generally reports to manager orhigher but may receive basic operational direction and guidancefrom senior level staff members.Supervisory & Team Leadership Responsibilities :NoneQualificationsQualifications Required:Requires a Bachelor’s degree in Counseling, Education, or relatedfield. . 3+ years of academic advising experience.Qualifications Preferred:Master’s degree in Counseling, Education or related fields. Prioracademic advising/counseling experience. Must be proficient inbasic mathematics.Familiarity with admission and enrollment process at the Universityof Central Oklahoma or in an institution of higher educationsetting and its undergraduate degree programs. Willingness to workwithin the academic framework of the University and to serve onfaculty and student committees.Knowledge/Skills/Abilities:Knowledgeable in the higher education attainment process,particularly the requirements and general value of education.Demonstration of a caring professional attitude and creativecounseling techniques. Ability to communicate effectively withdepartment chairpersons and/or deans regarding degree programrequirements. Keen attention to detail. Ability to work well underpressure. Understanding of the University policies and proceduresas they relate to academic advising. Ability to maintaindatabasesWill this employee supervise others?No. May supervise student employees.Physical Demands:Reasonable accommodations (in accordance with ADA requirements) maybe made, upon request, to enable individuals with disabilities toperform essential functions. Acts as a resource person for transformational learningopportunities helping students find appropriate co-curricularactivities which will provide opportunities for leadership,undergraduate research, scholarship and creative activity, civicengagement, service learning, global and cultural competencies, andhealth and wellness.Acts as a liaison between the College of Business departmentsand Business students, attending department meetings and consultingwith department chairpersons as needed.Acts as a liaison between the College of Business and otheroffices on campus such as the Volunteer & Service LearningCenter, the Centre for Global Competency, and Career DevelopmentCenter to foster communication about transformational learningopportunities and about student utilization of success-orientedservices.Counsels students regarding academic endeavors.Works with the College of Business Curriculum Committee to giveadvice on new course proposals, program changes, and new programproposals.Provides feedback to College of Business departments regardingstudent trends in enrollment and major selection.Assists in the development and implementation of studentsuccess programs and materials.Makes recommendations related to policy changes to the Collegeof Business and Enrollment Services.Completes degree checks for individual students and studentgroups as needed.Articulates course work as needed.May provide guidance and direction to clerical staff andpart-time advisors as required.Oversees a particular area of expertise in studentretention.Participates in training and evaluative sessions and recommendsacademic advising and retention methods to improve advisementactivities.Perform other related duties as assigned.
Alfred Slager, professor of pension fund management at TiasNimbas Business School at Tilburg University in the Netherlands, has set out an eight-point checklist for institutional investors considering a factor-based approach to portfolio management or investments in smart beta.Factor investing takes into account risks that stretch across different asset classes – from economic growth and political uncertainty to credit, duration, size, value, volatility and illiquidity – to achieve more robust portfolio diversification and to refine exposure to factors with desirable risk/return characteristics.Slager – presenting the findings of a study into European pension funds’ awareness of and approaches to factor investing at a 31 January seminar organised for clients by Robeco in Rotterdam – laid out the advantages in terms of better diversification, improved benchmarking of active managers and more cost-effective exploitation of systematic market risks, but emphasised the governance challenges that face investors trying to adopt these new methods.“There is a lot of interest in these processes but also a lot of uncertainty about how to embed them into the portfolio,” he told the delegates, which included many leading Dutch and Belgian pension funds. “If factor investing is so compelling, how come every pension fund isn’t doing it? What are the barriers and challenges?” Slager reported three basic ways in which investors were implementing some of the ideas behind factor investing.The first approach involves leaving the portfolio as it is, with the fund using the additional insights about exposures and diversification.The second identifies existing factors tilts and corrects them to some extent to introduce a more desirable mix of factors.The third approach aims to create a portfolio that is unconstrained and fully factor-optimised.“Today, pensions funds that have taken any steps at all have usually taken steps one and two, and dream about step three,” he said.But Slager’s survey of the latest pension fund annual reports revealed almost no mention of factors or factor investing, suggesting that even many of those investors pursuing these ideas do so without fully considering the theoretical framework, or struggle to communicate that framework to trustees and members.“Trustees have pointed out to me that the level of abstraction we are dealing with is one hurdle,” explained Slager. “It is difficult enough trying to describe what equities and bonds do in their portfolio; if we move up a level and begin to describe term risk, volatility risk and so on, that is a considerable challenge under a governance structure that requires much greater transparency and communication that it has in the past.”This is important, Slager added, because investors need to establish their beliefs about whether individual factor risks are rewarded over time, how long it can take for those risks to be rewarded, how well the resulting risk/return characteristics fit with their own particular objectives and constraints, and how best to benchmark performance.Many of these points are still the subject of academic debate, and can be significantly affected by real-world investing constraints such as transaction costs or restrictions on short selling.“The fact many of these factors appear to have statistical persistence over time is all very well, but, to communicate properly with clients, we also have to know what realistic expectations we can have about these factors, how reliable they are and, most importantly, whether we have a persuasive economic story that makes sense for them,” Slager said.Even once these investment beliefs are agreed and communicated to members, factor investing introduces a range of potentially complex active investment decisions, and investors need to consider where in their governance structure those decisions should be taken and monitored.“We therefore tried to condense our findings from discussing these issues with pension funds into a checklist that would be helpful once an investor has decided to use factors in its model,” said Slager.His checklist had eight points:Treat factor investing as an investment belief and an investment paradigm, rather than merely a techniqueEducate stakeholders to a full understanding of factor investingEstablish common definitions for the terminology used with trustees and membersFocus on appropriate benchmark constructionRegularly review the economic rationale for chosen factorsBe consistent in implementationRecognise that these are active choices that require an active stanceDecide early on how static or dynamic allocations to factors will be
3News 4 August 2013Sweeping amendments to crack down on gambling are being proposed by Labour after Government representatives “gutted” a gambling harm bill.Labour’s internal affairs spokesman Trevor Mallard has unveiled a dozen proposed amendments to Maori Party MP Te Ururoa Flavell’s Gambling Harm Reduction Amendment Bill.The Government is backing the bill after the Maori Party agreed to support its Sky City convention centre deal – but Mr Mallard says Mr Flavell’s bill now has no teeth after being watered down by Government MPs at a select committee.It was designed to minimise the harm caused by pokie machines, with provisions relating to the use of technology to limit harm, powers for local authorities, preventing racing clubs from profiting from pokies and changes to the way funds are distributed to communities.Those measures were mostly removed by the commerce select committee and Mr Mallard says the bill now does barely anything to reduce harm. t;a rel=”nofollow” href=”http://ad.nz.doubleclick.net/jump/3news.co.nz/homepage;sz=300×250;ord=123456789?” target=”_blank”&amp;gt;&amp;lt;img src=”http://ad.nz.doubleclick.net/ad/3news.co.nz/homepage;sz=300×250;ord=123456789?” width=”300″ height=”250″ border=”0″ alt=”Ad” /&amp;gt;&amp;lt;/a&amp;gt;His proposed amendments include:removing all of the commerce committee’s amendments to the billnew funds distribution measures, and restrictions on payments to trustees and directors of gambling organisationsenabling new regulations for a sinking lid on gaming machines to 10,000 by 2025, and for harm-minimisation technologyrestricting gambling hours.http://www.3news.co.nz/Labour-proposes-gambling-harm-changes/tabid/423/articleID/307513/Default.aspx