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The mission of the Massachusetts Gaming Commission is to create a fair, transparent, and participatory process for implementing the expanded gaming law passed by the Legislature and signed by the Governor in November, 2011. In creating that process, the Commission will strive to ensure that its decision-making and regulatory systems engender the confidence of the public and participants, and that they provide the greatest possible economic development benefits and revenues to the people of the Commonwealth, reduce to the maximum extent possible the potentially negative or unintended consequences of the new legislation, and allow an appropriate return on investment for gaming providers that assures the operation of casino-resorts of the highest quality.
We envision a Healthy California for All where every individual belongs to a strong and thriving community. Where all our children can play and learn, and where we are confident that we have done all we can to pass to them a state they can lead into the future. Where older and disabled Californians can live with purpose and dignity, and where they are supported and valued. Where equity is not just a word or concept but the core value. Where we constantly pursue social and racial justice by not only lifting all boats but especially those boats that need to be lifted more. Where health care is affordable, accessible, equitable and high-quality so it drives toward improved health. Where we prioritize prevention and the upstream factors that impact an individual`s health and well-being. Where we are committed to tackling the economic inequalities that force many Californians to live on the street. Where necessities like housing and childcare are complimented by access to physical and behavioral health services. Where we see the whole person and where programs and services address the social, cultural and linguistic needs of the individuals they serve. Where climate threats collide with forward leaning health practices and policies that visibly turn the tide toward community resilience. And where we see our diversity as a strength, and where we embrace a joint responsibility to take care of one another.
Building on over 125 years of rich history and tradition, Southern Pines today is a thriving and diverse community of approximately 12,736 residents and encompassing 16.65 square miles. Located in the southern end of Moore County, NC, we are centrally nestled in the Sandhills and within easy driving distance of Charlotte, Fayetteville, and the Raleigh-Durham-Chapel Hill triangle. Visitors from all over the region and beyond come to Southern Pines for our locally-owned boutique shopping, unique dining options, splendid historical sites, and exciting outdoor activities – including equestrian sports, biking, and world-class golfing.
America`s 21st Century City San Antonio is a global city with a dynamic economy and workforce, a deep cultural heritage and diverse communities that are resilient and welcoming. It is one of the strongest fiscally managed cities in the country with a vibrant business climate and a `AAA` general obligation bond rating from all three major rating agencies. San Antonio is a city that nurtures entrepreneurship, encourages investment and funds infrastructure. America`s seventh-largest city offers growth opportunities in bioscience, financial services, aerospace, cybersecurity, energy, transportation, manufacturing and healthcare. In 2015, UNESCO designated San Antonio`s 18th century Spanish colonial missions as a World Heritage Site - the first in Texas. Proudly called Military City, USA®, San Antonio is home to one of the largest populations of active duty military, veterans and crucial military commands. In 2018, the city celebrates its 300th anniversary, honoring its rich past and a bright future focused on innovation and livability.
Office of Personnel Management`s history begins with the Civil Service Act, signed in 1883, ending the spoils system and establishing the Civil Service Commission. The Commission, led by the energetic Teddy Roosevelt, laid the foundations of an impartial, professional civil service based on the merit principle – that employees should be judged only on how well they can do the job. In 1978, the Civil Service Commission was reorganized into three new organizations: the Office of Personnel Management, the Merit Systems Protection Board, and the Federal Labor Relations Authority. Each of these new organizations took over a portion of the Civil Service Commission’s responsibilities, with OPM responsible for personnel management of the civil service of the Government.