View allAll Photos Tagged Management
A trip to Corona
Last summer, WMmaster626 Invited me to tour the El Sobrante landfill with him. We had a blast at landfill and saw some awesome refuse trucks and scenery. After the landfill tour, we went to the bottom of the hill and met Balthazar and Adam who were driving the Amrep minis (pictures on WMmaster626 channel). Both were great guys and Balthazar ironically use to not only work for Western Waste but he use to collect at Kostis house (owner of Western Waste). Unfortunately Adam and Balthazar were done for the day so we decided to look for Javier, who we saw at El Sobrante driving a really clean Wittke Curotto Le with a new Waste Management signboard. We eventually found Rudolfo who drives a Wittke/Leach Curotto Le (WMmaster626 has a Youtube video of him) and was kind enough to point us in the direction of Javier. So we eventually found Javier, who is another awesome driver who really enjoys his truck and does a great job of cleaning it regularly. Thank you WMmaster626 and all the awesome WM drivers and staff at the El Sobrante landfill. Even though it was around 100 degrees out I had a great day!
Video Courtesy of WMmaster626: www.youtube.com/watch?v=hOS7vFcpfpc
Corona California
7/31/15
Wittke Curotto Le
Oesterreichische Nationalbank
Logo of the Austrian National Bank
Headquarters Vienna, Austria
Central Bank of Austria
Currency€
To ISO 4217 EUR
website
Previous Austro- Hungarian Bank
List of Central Banks
Oesterreichische Nationalbank, at Otto-Wagner -Platz No. 3, Vienna
The Austrian National Bank (OeNB), Austria's central bank as an integral part of the European System of Central Banks (ESCB) and the Eurosystem. It is instrumental in the design of the economic development in Austria and in the euro area. Legally, the OeNB is a public limited company.. However, it is also subject to further enshrined in the National Bank Act regulations resulting from its separate position as a central bank. In the framework of the Eurosystem, the OeNB contributes to a stability-oriented monetary policy. At the national level, it cares about the preservation of financial stability and the money supply and manage foreign exchange reserves to hedge against the euro in times of crisis. The guideline values in terms of the tasks of the Austrian National Bank are "security, stability and trust".
Contents
1 History
1.1 1816 to 1818
1.2 1818 to 1878
1.3 1878 to 1922
1.4 1922 to 1938
1.5 1938 to 1945
1.6 1945 to 1998
1.7 From 1999
2 The OeNB as a modern central bank
3 Legal form and organs
3.1 Legal framework
3.2 organs
3.2.1 General
3.2.2 General
3.2.3 Board of Directors
4 Tasks
4.1 Monetary policy strategies and monetary policy decision-making process
4.1.1 Economic analysis
4.1.2 Production of statistical information
4.1.3 Contribute to international organizations
4.2 Implementation of monetary policy
4.2.1 use of monetary policy instruments
4.2.2 Reserve Management
4.2.3 Money Supply
4.3 Communication of monetary policy
4.4 ensure financial stability
4.4.1 Financial Stability
4.4.2 Payment System Stability and payments
5 The OeNB in the European System of National Banks
6 President / Governors
7 See also
8 Literature
9 links
10 Notes and references
History
1816-1818
As long as 50 years before the founding of the National Bank the Habsburgs carried out first experiments with securities in the form of paper money. Finally, in the 18th Century the issue of banknotes transferred to a state independent institution, while the issue of paper money called "Banco notes," founded in 1705 by the "Vienna City Bank" took place in 1762.
In wartime governance took back control of the money issue, so there was an inflation of Banco-Zettel 1796-1810. The state ordered the forced acceptance of paper money in private transport, which led to a fast-growing discount on bills in the market. 1799 was therefore one for 100 guilders paper money only 92 guilders in silver coins, and at the end of 1810 the value of the paper florin had fallen to 15 % of the nominal value of the Banco-Zettel. Later, the Habsburgs declared a devaluation of the Banco-Zettel in the ratio of 5:1. This act was considered by the business community as a sovereign default, which the paper money experienced a rapid devaluation.
At the end of the Napoleonic wars the Habsburg multinational state ( → Habsburg Monarchy) faced a new challenge: the restoration of a European balance. Church, the nobility, the army and the bureaucracy as elements in the Ancien Régime were not sufficient to solve this problem, a well -founded economic situation was needed. Moreover, one could not ignore readily the laws of supply and demand.
In this regard, were the first June 1816 by Emperor Francis I two patents issued (later to distinguish the "main patent" or "bank patent"), the "privileged Austrian National Bank", conceived as a public company, had to constitute itself as soon a possible, propose the emperor three of its directors for selection of the governor and take up their activity provisionally on 1 July 1816.
The National Bank had henceforth a monopoly on the issuance of paper money, which led to a slowdown in the Austrian monetary system and an increase in the value of paper money. The economy was again a solid source of money keeping constant the value of money regardless of the spending plans of the State. The equity of the Bank justified this by share issues.
Initially comprised the activities of the bank - under temporary management - the redemption of paper money and the issuance of shares. The full effectiveness attained the National Bank until after the issue of 1,000 shares and the associated possibility of shareholders to set the management themselves.
1818-1878
On 15 July 1817 recieved the National Bank as the "first Bankprivilegium" the exclusive right to unrestricted issue of banknotes and in this context a special position in terms of Rediskontgeschäfts (rediscount business). Beginning of 1818 the definitive bank management was ready. Part of it were among leading figures of Viennese society, including the banker Johann Heinrich von Geymüller and Bernard of Eskeles. From 1830 to 1837 the Office of the Governor was held by Adrian Nicholas Baron Barbier.
In the countries of the Habsburg Monarchy, which were characterized in large part by an agricultural oriented activity pattern, some regions showed a lively commercial-industrial growth. The goal now was to create a system of economic exchange between these areas. Successively established the National Bank branch network and thus guaranteed a uniform money and credit supply. From its headquarters in Vienna this network extended over early industrial areas and commercial centers in Eastern and Central Europe to the northern Mediterranean.
Trade bills and coins were preferred assets of the National Bank, less the supply of money to the state. With the exchange transactions, the National Bank supported the economic growth of the monarchy and secured at the same time the supply of silver coins in the event that the need for these increases in exchange for bank notes, contrary to expectations. 1818 was the National Bank, however, by increasing public debt, due to high spending in times of crisis, not spared to make an increase in the government debt positions on the asset side of its balance sheet.
The patent provisions of the founding of the National Bank not sufficiently secured against the autonomy of governance. At the center of the struggle for independence, this was the question of the extent to which the issue of banknotes must be made on the basis of government bonds. In 1841, a renewal of Bankprivilegiums got a weakening of the independence by pushing back the influence of the shareholders in favor of the state administration. During the revolution of 1848/49 followers of constitutional goals received great support from senior figures in the National Bank. For about a hundred years, the Austrian branch of the Rothschild bank (from which from 1855, the "Royal Privileged Austrian Credit-Institute for Commerce and Industry", the later Creditanstalt, was born) was playing a leading role in the banking center of Vienna. Salomon Mayer von Rothschild was involved during the pre-March in all major transactions of the National Bank for the rehabilitation of the state budget.
Special focus the National Bank was putting on the development of the premium that was payable at the exchange of banknotes into silver money in business dealings. The increase, which corresponded to a depreciation of the notes issued by the Bank should be prevented. From an overall state perspective, the increase of the silver premium means a deterioration in terms of the exchange ratio towards foreign countries, influencing the price competitiveness of the Austrian foreign trade adversely. The stabilization of the premium were set some limits. Although the height of the emission activitiy was depending on the Bank, but also the price of silver and the potential effects of increased government debt materially affected the silver premium. Especially the 1848 revolution and conflicts in the following years caused an increasement of the silver premium.
Mid-century, the private banking and wholesale houses were no longer able to cope with the rapidly growing financial intermediation of the Habsburg monarchy. New forms of capital formation were required. From an initiative of the House of Rothschild, the first by the government approved and private joint-stock bank was created. This formation was followed in 1863 and 1864 by two other joint-stock banks, whose major shareholders included important personalities of the aristocracy, who possessed large liquid funds. Overall, grew with these banks the money creation potential of the "financial center of Vienna".
The central bank faced another difficult task: with its limited resources it had to secure sufficient liquidity on the one hand and on the other hand prevent the inflationary expansion of the money supply. Through close contacts with the shareholders of Vienna was a financial center (informal) ballot, especially in times of crisis, easily dealt out. In contrast, it gave differences of opinion in the Fed Board, which required enforcement of decisions.
In 1861, Friedrich Schey Koromla became director of the National Bank. On 27 December 1862 experienced the Bankprivilegium another innovation. The independence of the National Bank of the State was restored and anchored. Furthermore, was introduced the direct allocation of banknotes in circulation by the system of "Peel'schen Bank Act", which states that the fixed budget of 200 million guilders exceeding circulation of banknotes must be covered by silver coins. In 1866, when the German war ended in defeat for Austria, the compliance of the system was no longer met. The state felt itself forced to pay compensation for breach of privilege. This balance was supported by a law of 1872, after the National Bank may issue notes up to a maximum of 200 million guilders and each additional payment must be fully backed by gold or silver.
1873 the economic boom of the Habsburg monarchy was represented in a long-lasting rise in the share price. A now to be expecting break could by the behavior of the Vienna Stock not be intercepted, so it came to the "Great Crash of 1873". The in 1872 fixed restrictions of the circulation of notes for a short time have been suspended. Contrary to expectations, the money supply in crisis peak but only outgrew by nearly 1% the prescribed limit in the bank acts. The banks and the industrial and commercial companies survived the crash without major losses, although the share prices significantly lay below the initial level.
The years with high growth were followed by a period of stagnation.
1878-1922
As part of the compensation negotiations between Austria and Hungary in 1867, the National Bank was able to exercise fully their Privilegialrechte, the Kingdom of Hungary but now had the certified right, every ten years exercisable, to found an own central bank (bank note). As resulted from the first 10 -year period that furthermore none of the two parts of the monarchy wanted to build an independent money-issuing bank (Zettelbank), was built on 28 June 1878, initially to 31 December 1887 limited, an Austro-Hungarian Bank, and equipped with the Fed privilege. The first privilege of the new bank was a compromise in which on the one hand, regulations on liability for national debts as well as regulations limiting the influence of the government on banking businesses were included. 1878 Gustav Leonhardt was Secretary of the Bank.
The General Assembly and the General Council formed the unit of the bank management. Two directorates and major institutions - in Vienna and Budapest - represented the dual nature of the bank. 1892-1900 followed a long discussion finally the currency conversion from guilders (silver currency) to the crown (gold standard) with "Gold Crown" said coins.
Since the new banknotes were very popular in the public, now many gold coins piled up in the vaults of the Austro-Hungarian Bank. This period was characterized by a balanced combination of price growth and damping, the "per capita national product" grew while prices remained mostly stable. Against this background, it was easy for the Fed to encourage a new wave of industrialization.
With a third privilege in 1899 conditions were established under which the bank could be put into the financial services of the two countries, on the other hand there have been important innovations that paved a good exchange policy. By 1914, the exchange ratio of the Austro-Hungarian currency was unchanged with only minor fluctuations. In contrast, was the by conflicts marked political development.
The expansive foreign policy quickly led to high costs from which had to be shouldered by the central bank a significant part. The stability of the currency was in danger. Shortly after the beginning of World War I in 1914, laid down the Military Command to indemnify any seized property with double the price. There was an increasing scarcity of goods, connected with an ongoing expansion of the money supply and finally the increase in the price level on the 16-fold.
The resulting cost of the war of the Dual Monarchy were covered to 40% on central bank loans and 60% through war bonds. Over the duration of the war, the power force built up in recent decades has been frozen at the end of the conflict in 1918, the real income of the workers had fallen to one-fifth of the last year of peace.
With the end of the war the end for the old order had come, too. The decay of Cisleithania and Transleithania caused in several successor states, despite the efforts of the central bank to maintain the order, a currency separation (see Crown Currency in the decay of the monarchy, successor states). First, a separate "Austrian management" of the bank was introduced. It was encouraged to shoulder the shortcomings of the state budget of the Republic of Austria founded in 1918.
The new South Slav state began in January 1919 stamping its crown banknotes. The newly founded Czechoslovak Republic retained the crown currency (to date), but their printed banknotes in circulation as of February 1919 with indications that now these ar Czechoslovak crowns. (The country could an inflation as experienced by Austria avoide.) In March 1919, German Austria began to stamp its crown banknotes.
The Treaty of Saint-Germain-en-Laye of 10 September 1919, by Austria on 25 October 1919 ratified and which on 16 July 1920 came into force, determined the cancellation and replacement of all crown banknotes of all successor states of Austria-Hungary as well as the complete liquidation of the Austro-Hungarian Bank under the supervision of the war winners. The last meetings of the Bank took place mid 1921 and at the end of 1922.
After a period of overvaluation of the crown the dollar rate rose from 1919 again. 1921, had to be paid over 5,000 Austrian crowns per dollar. In addition to the significant drop in the external value existed in Austria rising inflation. End of 1922 was ultimately a rehabilitation program with foreign assistance - the "Geneva Protocol" - passed which slowed down the inflation.
1922-1938
With Federal Law of 24 July 1922 the Minister of Finance was commissioned to build a central bank, which had to take over the entire note circulation plus current liabilities of the Austrian management of the Austro-Hungarian Bank. With Federal Law of 14 November 1922, certain provisions of the law were amended and promulgated the statutes of the Austrian National Bank. By order of the Federal Government Seipel I 29 December 1922, the Board of the Austrian Austro-Hungarian Bank issued authorization for the central bank union activity with 1 January 1923 have been declared extinct and was made known the commencement of operations of the Oesterreichische Nationalbank this day.
The statutes of the Austrian National Bank (OeNB) secured the independence from the state, the independence of the Bank under exclusion of external influences and the corresponding equity. First, the stabilization of the Austrian currency was at the forefront. With the Schilling Act of 20 December 1924 was the schilling currency (First Republic) with 1 Introduced in March 1925, it replaced the crown currency. For 10,000 crowns now you got a shilling.
As an important personality in terms of the order of the state budget, Dr. Victor Kienböck has to be mentioned. He was in the time from 1922 to 1924 and from 1926 to 1929 finance minister of the First Republic and from 1932 to 1938 President of the Austrian National Bank. Through his work remained the Austrian Schilling, also beyound the global economy crisis, stable. Under this condition, the Fed was able to cope with the large number of bank failures of the past.
1938-1945
According to the on 13th March issued Anschlussgesetz (annexation law) , the Reichsmark with order of the Fuehrer and Chancellor of 17 was March 1938 introduced in the country Austria and determines the course: A Reichsmark is equal to one shilling fifty pence. On the same day, the Chancellor ordered that the management of the to be liquidated National Bank was transferred to the Reichsbank.
With regulation of three ministers of the German Reich of 23 April 1938, the National Bank was established as a property of the Reichsbank and its banknotes the quality as legal tender by 25 April 1938 withdrawn; public funds had Schilling banknotes until 15th of may in 1938 to accept. All the gold and foreign exchange reserves were transferred to Berlin.
The Second World War weakened the Austrian economy to a great extent, the production force after the war corresponded to only 40% of that of 1937 (see also air raids on Austria). To finance the war, the Reichsbank brought to a high degree banknotes in circulation, which only a great victory of the kingdom (Reich) actual values would have been opposable. Since prices were strictly regulated, inflation virtually could be "banned" during the war.
1945-1998
In occupied postwar Austria about 10 billion shillings by Allied military occupying powers were initially printed, which contributed to significant price increases.
With the re-establishment of the Republic of Austria by the Austrian declaration of independence of 27 April 1945, it came to the resumption of activities of the Oesterreichische Nationalbank. By the "Fed Transition Act" of July 1945 preliminary legal regulations for the operations of the Bank have been established. The restoration of the Austrian currency was their first big job. The goal was the summary of all currencies, which at the time were in circulation, and their secondment to a new Austrian currency. The "Schilling Act" of November 1945, the basis for the re-introduction of the Schilling (Second Republic) as legal tender in Austria. The next step was to reduce excess liquidity to make necessary funds for new business investment available and to make the external value of the shilling for the development of the economy competitive. First, however, less changed the inflationary situation and also the shilling was still significantly undervalued in relation to other currencies.
The "Currency Protection Act" of 1947 brought a significant change in the monetary overhang. Some deposits have been deleted without replacement, others converted into claims against the Federal Treasury. The following exchange operations also significantly reduced the amount of cash: banknotes from 1945 were canceled and exchanged for new schilling notes in the ratio 1:3. Only 150 shillings per person could go 1-1.
To control inflation, the social partners came to the foreground. The associations of employers and employees set in 1947 prices for supplies, wages were also raised. This was the first of the five "wage-price agreements" of the social partners. In 1952, inflation was held back by limiting the use of monetary policy instruments by the National Bank. Also, the external sector slowly relaxed after the end of the Korean War.
In 1955, the Austrian National Bank was re-established by the new National Bank Act as a corporation and the by the National Bank Transition of Authorities Act (Nationalbank-Überleitungsgesetz) established provisional arragement abolished. The National Bank Act stipulated that each half of the capital should be situated at the federal government and private shareholders. In addition to the independence of bank loans of the state, the new National Bank Act also contained an order that the central bank must watch within their monetary and credit policies on the economic policies of the federal government. From now on also included within the instruments of the National Bank were the areas open market and minimum reserve policy.
The Austrian economy increasingly stabilized, through good fiscal and monetary policy a high growth could be attained, with low inflation and long-term maintenance of external equilibrium.
1960, Austria joined the European Free Trade Association and participated in the European integration.
In the sixties came the international monetary system based on gold-dollar convertibility into currency fluctuations and political reforms were necessary. First, the loosening of exchange rate adjustments between several states was an option. However, U.S. balance of payments problems brought with it restrictions on capital movements, and then the Euro-Dollar market was born. In 1971, the convertibility of the U.S. dollar was lifted.
1975 interrupted a recession increasing growth time. International unbalanced ayments caused very extensive foreign exchange movements, whereby the intervention force of Austrian monetary policy has been strongly challenged. Their task now was to control the effect of foreign exchange on domestic economic activities to stabilize the shilling in the context of constantly shifting exchange rates and to control the price rise appropriately. Since the inflow of foreign funds reached to high proportions, so that the economic stability has been compromised, the policy went the way of the independent course design in a pool of selected European currencies.
The collapse of the economy forced the policy makers to a new course with active mutual credit control, subdued wage growth, financial impulses in supply and demand, and interest rates are kept low. This system of regulation, however, kept back the need for structural change, so it had to be given up in 1979. In the same year a fire destroyed large parts of the main building of the Austrian National Bank in Vienna. The repairs lasted until 1985.
Target in the eighties was to strengthen the economic performance using a competitive power comparison. The findings from the seventies stimulated the Austrian monetary policy to align the Schilling course at the Deutsche Mark to ensure price stability in the country. In addition, the structural change was initiated by inclusion in a large area. Stable, if not necessarily comfortable environment of monetary policy was a prerequisite, to secure the companies long-term productivity gains and thus safeguard their position in the economy.
Initially, this development stood a high level of unemployment in the way. Growth until the second half of the decade increased, at the same time increased the competitiveness and current accounts could be kept in balance.
In the nineties, the annexation of Austria took place in the European Community. 1995 Austria became a member of the European Union (EU) and joined the exchange rate mechanism of the European Monetary System. In 1998, the Central Banks (ESCB) have established the independence of institutions or bodies of the European Community and the governments of the EU Member States through an amendment to the National Bank Act of the Austrian National Bank to implement the goals and tasks of the European System. Thus, the legal basis for the participation of Austria in the third stage of Economic and Monetary Union (EMU) was created in 1999.
As of 1999
The Austrian National Bank, and other national central banks including the European Central Bank ( ECB), belongs to the European System of Central Banks.
On 1 January 1999 was introduced in the third stage of Economic and Monetary Union in Austria and ten other EU Member States, the euro as a common currency. The European Central Bank is henceforth responsible for monetary and currency policy, decisions in this regard will be taken in accordance with the Council of the European Central Bank.
Since May 2010, the OeNB is in full possession of the Republic of Austria, after originally lobbies, banks and insurance companies were involved with 50 % of the share capital in it. In 2011, the National Bank Act was adapted by an amendment (Federal Law Gazette I No. 50 /2011) in this circumstance, a renewed privatization is thus excluded by law.
The OeNB as a modern central bank
With the withdrawal from the retail business in the sixties as well as the first major internationalization and implementation of a strategic management in the seventies, the OeNB went on the way to a future-oriented central bank. Another major reform of banking began at the end of the eighties.
In terms of global development, the OeNB established in 1988 as a service company and expanded its guiding values - "security, stability and trust" - to the principles of " fficiency" and "cost-consciousness". The business center was optimized and strategic business experienced through targeted improvements a reinforcement. Be mentioned as examples are intensifying domestic cooperation in the area of payments by encouraging the creation of the Society for the Study co-payments (STUZZA), the liberalization of capital movements, the professional management of foreign exchange reserves, the improvement of the supply of money through the construction of the money center and the internationalization of business activities through the establishment of representative offices in Brussels (European Union), Paris (OECD) and the financial center of New York.
After Austria's accession to the EU in 1995, the OeNB participated in the European Monetary System (EMS ) and its Exchange Rate Mechanism. The integration in the third stage of Economic and Monetary Union (EMU) was the next step towards further development of policy stability. Since the conclusion of the Maastricht Treaty, the Austrian National Bank has very fully considered its role in the ESCB and created a basis for inclusion in the community. The profound economic and monetary policy of Austria was also a reference that qualified the OeNB to actively participate in the monetary future of Europe, a greater harmonization of the statistical framework and monetary policy instruments with a view to the euro system, the preparation of the issue of European banknotes, and the establishment of operational processes and organizational integration of business processes within the ESCB being specific objectives of the OeNB.
In the following, it came, inter alia, to the establishement of an economic study department, of an education or training initiative and to strengthen the position of payment transactions through the TARGET system.
A in 1996 created "OeNB master plan" provided important points for the upcoming transition to the euro.
In May 1998, a new pension system came into force, by which new employees were incorporated into a two-pillar model.
1999, Austria's participation in the third stage of EMU was manifest. The Austrian National Bank - as part of the ESCB - became the owner of the European Central Bank and received new powers in this context in the sense of participation in the monetary policy decision-making at the level of the European Community. With the introduction of the euro, monetary policy functions of the General Council have been transferred to the Governing Council. However, the implementation remains the responsibility of national central banks.
Activities of the Oesterreichische Nationalbank were or are, for example, the further professionalization of asset management, the expansion of the network of representative offices by opening a representative office in the financial center of London, preparation of the smooth introduction of euro cash in 2002 and the participation of the OeNB on the creation of the "A-SIT" (Center for secure Information Technology Center - Austria) and the "A-Trust" (society of electronic security systems in traffic GmbH ) in order to promote security in information technology.
de.wikipedia.org/wiki/Oesterreichische_Nationalbank
In 1962, Indian architect Balkrishna Doshi invited Louis Kahn, one of the most influential architects of 20th century, to design the building for the Indian Institute of Management (IIM) in Ahmedabad.
It was to comprise a main building with teaching areas, a library and faculty offices around the main courtyard, separate dormitory units for the students that were to be interconnected with a series of arched passages, and houses for the faculty and staff.
Kahn’s presence in the 1960s signals a turning point in contemporary architecture in post-independent India. When designing the school, Kahn put into question how and where people learn. Learning was not happening strictly in classrooms, but in the corridors and the spaces in between as well.
It was in his uncompromising approach to rethinking the fundamentals of architecture that young Indian architects found in Kahn. Through his massive yet austere brick forms, Kahn offered these architects a spiritual experience that made them believe they could effectively build the new nation and achieve a balance between modernity and tradition. Built between 1962 and 1964, the IIMA complex now sits on a 60-acre campus.
text from iim-ahmedabad.blogspot.com/
Bureau of Land Mangement smokejumpers inspect each other's gear before a training jump in Boise, Idaho. (DOI/Neal Herbert)
BLM staff observe drill holes in dolostone rock face prior to blasting operations at the Doe Run Mine in Southeastern Missouri.
Photo by Chad Douglas, BLM.
Through the Omnibus Public Land Management Act of 2009, Congress designated the Red Cliffs National Conservation Area (NCA) in Washington County, Utah “to conserve, protect, and enhance …the ecological, scenic, wildlife, recreational, cultural, historical, natural, educational, and scientific resources” of public lands in the NCA.
The Colorado Plateau, Great Basin Desert, and Mojave Desert overlap in Washington County. In this transition zone, unusual plant and animal species have evolved, including the dwarf bearclaw-poppy and Shivwits milk-vetch, small native plants that grow nowhere else on earth. The hot, arid Mojave Desert provides habitat for diverse wildlife, such as kit fox, Gambel’s quail, and the Mojave Desert tortoise. This native tortoise is listed under the Endangered Species Act and is at risk of extinction due to habitat loss and other factors. The newly-designated Red Mountain and Cottonwood Canyon Wilderness areas are also within this NCA. Here, hikers, backpackers, and equestrians can enjoy scenic vistas, solitude, and natural quiet, just a few miles drive from local communities.
More than 130 miles of non-motorized recreation trails (hiking, mountain biking, and equestrian trail riding) are available for public use in the NCA. The Red Cliffs Recreation Area offers camping and day use areas, in a developed site where fees are collected. All motorized vehicle travel, including Off-Highway Vehicles, is limited to designated roads in the NCA. No motorized or mechanized vehicle travel is allowed in the Red Mountain and Cottonwood Canyon Wilderness areas, without special authorization from BLM.
Learn more about the NCA and plan your visit: www.blm.gov/ut/st/en/fo/st__george/blm_special_areas/nati...
Photo: Bob Wick, BLM-California
Sewage treatment plant in Karnataka. Part of objectives of the Karnataka Urban Development and Coastal Environmental Management Project includes water supply rehabilitation and expansion, and improve urban environment quality.
Project Result:
Delivering Basic Services to Communities on India’s Karnataka Coast
India Sanitation: Investments Make Coastal Cities More Livable
Read more on:
Karnataka Urban Development and Coastal Environmental Management Project
Project Result:
Delivering Basic Services to Communities on India’s Karnataka Coast
India Sanitation: Investments Make Coastal Cities More Livable
Read more on:
Karnataka Urban Development and Coastal Environmental Management Project
If you are willing to join the best Event management Colleges in India you will be finally landing at Rachnoutsav Events Academy, which is one of the best Event Management colleges in India which provides you the most unique and innovative training to benefit all categories of students.http://www.rachnoutsaveventsacademy.com
Clear Creek Management Area (CCMA) encompasses approximately 75,000 acres, of which 63,000 acres are public lands managed by the Bureau of Land Management Central Coast Field Office. Topography is rugged with elevations ranging from 1,830 feet at Pine Canyon to 5,241 feet on San Benito Mountain. The Mediterranean climate is punctuated by cool, wet winters and hot, dry summers. Annual precipitation occurs primarily as winter rain with some snow occurring most years at the highest elevations on San Benito Mountain.
Photo by Jesse Pluim, BLM
The Management returns from Peter Smith - this time, business has been good - he can afford a Paul Smith tie and a cigar. A limited Edition print on paper by Peter Smith available from www.originalartshop.co.uk
Get Callers is trusted by over 300+ companies. We offer the best property management call center services, by improving your company’s efficiency and allowing you to acquire new clients on a regular basis. Visit: www.getcallers.com/property-management
Seen in Middle Creek Wildlife Management Area.
www.pgc.pa.gov/InformationResources/AboutUs/ContactInform...
At a two-week meeting beginning 11 May 2015, over 700 delegates representing Contracting Parties to the Joint Convention on the Safety of Spent Fuel Management and the Safety of Radioactive Waste Management gathered at the IAEA to review and discuss their national reports, and address the implementation of the Convention. Vienna, Austria.
Photo Credit: Dean Calma / IAEA
RBC Wealth Management has helped individuals, families, businesses and institutions accomplish their important financial goals for generations. Our friendly, clients-first culture is a reflection of our stewardship values. And we maintain a high degree of local autonomy as leading regional securities firms have combined over the years to become one of the most respected full-service investment firms in the United States.
At NASA's Kennedy Space Center in Florida, NASA Associate Administrator Robert Lightfoot speaks to employees gathered in the low bay of the Vehicle assembly Building. Joining Deputy Associate Administrator Lesa Roe and Center Director Bob Cabana, he answered questions on the agency's and the spaceport's current and future initiatives.
Photo credit: NASA/ Kim Shiflett
How do you count fish in a river? If you're a fish biologist working for the Bureau of Land Management (BLM), you start by stuffing yourself into a dry suit and then traipsing through the forests and down to the river. With a snorkel and mask you plunge into the river and slither around in search of Coho, Chinook and Steelhead. These fish like to rest and stay cool in the recently built log jams.
To track how many fish are in the Salmon River, fish biologist Bruce Zoellick and wildlife biologist Corbin Murphy stuff themselves into dry suits and strap on a snorkel to get up-close and personal with the fish. They count fish by species as they snorkel around the log jams and side channels.
Habitat for Coho, Chinook, Steelhead, and a smattering of other fish that consider the “wild and scenic” river their home is getting a remodel. Through a cooperative effort, trees have been pulled up and hauled to the river where engineers have built log jams for fish and other aquatic species.
The Salmon River Restoration Project is a cooperative effort with several partners including the BLM, Freshwater Trust, Nature Conservancy, Portland Water Bureau, and a host of others passionate about aquatic restoration.
All photos captured Sept. 9, 2014, by BLM communications staffers Maria Thi Mai and Michael Campbell.
To learn more about the BLM’s fisheries program head on over to: www.blm.gov/or/programs/fisheries/index.php
You also check out footage of the restoration project in action, here: www.youtube.com/watch?v=xd_NbCZBqjI
When top level guys look down, they see only shit; .
When bottom level guys look up, they see only assholes...
NYS DEC Education staff quiz Hartford Elementary student about there bird knowledge at an I Bird NY event at the Utica Marsh Wildlife Management Area
8-yard Front Load Dumpster
Waste Management
Kennewick, WA
December 2014
©Bryn Erdman. All Rights Reserved.
Rachnoutsav Event Management Academy is a leading college in Hyderabad which has been established with the vision of imparting quality of education. Academy has rich curriculum and it has designed the most versatile Event Management course in India.www.rachnoutsaveventsacademy.com
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Culinary convergence benefits FIU School of Hospitality at FIU annual fund raiser,
South Beach Wine & Food Festival
When the greatest names in the restaurant industry converged for the 2009 South Beach Wine & Food Festival, February 19 – 22, 2009 it was not only for good food and good fun, it was also for a good cause: Florida International University’s School of Hospitality and Tourism Management. Almost $2 million dollars was raised for FIU School of Hospitality to award student scholarships, and to enhance the experience of students by investing in program, faculty and facility enhancement.
Celebrity chefs and personalities such as Rachael Ray, Emeril Lagasse, Al Roker, Paula Dean and Bobby Flay joined famed local chefs such as Mark Militello, Michael Schwartz, Jonathan Eismann and Allen Susser – to name just a handful of participants -- to once again position Miami-Dade County as the culinary capital of the world during the festival. They were drawn to the event not just for the celebration, but also for the opportunity to benefit one of the leading programs of its kind in the world.
Formerly known as the Florida Extravaganza, proceeds from the South Beach Wine & Food Festival benefit FIU’s School of Hospitality. Over the past 8 years, over a $5 million dollars has been raised to enhance the students experience at the School of Hospitality by expanding the School of Hospitality Teaching Restaurant and the Southern Wine & Spirits Beverage Management Center. Hundreds of thousands of dollars were set aside for student scholarships.
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In addition to lending their services to the cause of benefiting FIU’s School of Hospitality, many chefs worked with numerous students individually, offering the students an unparalleled experience. At this year's Festival, students were paired with, in a mentorship style relationship, the following chefs: Rick Bayless (Frontera Grill/Topolobampo, Chicago, IL), Tom Douglas (Dahlia Lounge, Seattle, WA), Adam Perry Lang (Daisy May’s BBQ, New York, NY), Tyler Florence, Katie Lee Joel, Govind Armstrong (Table 8, Miami Beach), Tom Colicchio (Craft Restaurants, New York, NY), Tom Neely (Neely’s Bar-B-Que, Memphis), Art Smith (Table 52, Chicago, IL), Paul Bartolotta (BARTOLOTTA Ristorante Di Mare, Las Vegas, NV), Myron Mixon (Jack’s Old South BBQ, Unadilla, GA), among others.
“The students of FIU are the real winners of this festival. They provide tireless support for the four-day weekend of events while reaping indispensable real world industry experience,” says Joseph West, Dean, FIU School of Hospitality.
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FIU Hospitality Management senior AJ Mindermann, assistant culinary manager at the 2009 festival, knows first hand the value of working with industry leaders in a real-world experience. “The experience is priceless,” Mindermann said. “You can’t put a number on it. I got so many internship opportunities from chefs last year. The networking is terrific. It’s probably one of the biggest career-jumpers there is.”
Having just completed his second year in a leadership role at the Festival, Arthur was honored with the Barilla Best FIU Student Chef Award, and a $1500 cash prize. Barilla established this award to recognize students at FIU’s School of Hospitality and who exhibit their commitment to and passion for the culinary arts.
Hundreds of other students benefited from real-world experience at the 2009 festival. Experiences ranged from fulfilling thousands of ticket orders to restaurant solicitation, sponsorship fulfillment to meeting and greeting guests at myriad activities throughout the annual four-day festival. Overall, some 850 Hospitality majors – most with excellent internship experience already under their belts – worked in a variety of key capacities both before and during the festival.
“I hear comments like ‘the experience changed my life’,” said FIU Chef-Instructor and South Beach Wine & Food Festival Culinary Director, Michael Moran. “You don’t expect to go to school and have a teacher say that there’s a field trip to cook barbecue for 500 people.”
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It’s little wonder that so many famed names were willing to lend their time and expertise to the festival and to FIU students. Hospitality and tourism industry executives from around the world visit the school annually to interview and hire graduates for key management-track positions in the vast array of fields in which FIU’s students are prepared. Today many of the school’s 9,000 graduates hold prominent positions in the hospitality industry around the Western Hemisphere, Europe and Asia.
Students at FIU’s School of Hospitality are highly sought-after for key reasons. One is the comprehensive curriculum that includes tracks for Bachelor and Master of Science degrees in Hospitality Management, Executive Master of Science in Hospitality Management Degree Programs, PhD in Business Administration as well as Certificate Programs in various Hotel, Restaurant, Hospitality, Travel and Tourism specializations. Over 100 courses and 35 expert faculty members focus exclusively on hospitality and tourism management including finance, law, beverage management, culinary arts and hotel operations.
Students are required to work 1,000 hours in the hospitality industry and then complete a 300-hour internship. Upon graduation, students are prepared to compete for top positions in every aspect of the hospitality industry. To date, the School’s graduates have a 100 percent career placement record.
FIU’s excellence was one reason student Caroline Karlberg chose it when she decided to leave the world of finance for logistics management.
“I wanted real, hands-on experience and that was definitely something FIU’s School of Hospitality, offered in addition to its programs and staff,” Karlberg said. “I can’t believe this, but last year at this time, I was a financial analyst in New York City. And this year I am a graduate student at FIU School of Hospitality, working as a member of South Beach Wine & Food Festival’s logistics team, the largest such event in the country.” Caroline, assistant to SoBe W&F Logistics Manager Susan Gladstone, is also Student Associate Coordinator, working with her team of students to place 1000 students in various jobs at the festival.
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“And what I have learned is unbelievable: just the amount of moving parts and people it takes to put together such an event is mind-blowing. I have never been on this side of an event, and I had no idea what goes into the back-end. Working this event has helped me appreciate all special events.”
“We provide our students the opportunity to get their foot in the door in the hospitality field of their choice,” said Dean West, FIU School of Hospitality. “Our students work on the ground, having real life experiences while making important contacts with industry leaders. It is gratifying to the faculty to know that international hospitality companies and corporations are selecting our students.”
It is also reason why, year after year, top figures in the industry are eager to help contribute to FIU’s School of Hospitality.
For more information, visit www.hospitality.fiu.edu.
Media Contact
Lisa B. Palley
Palley Promotes
305 642.3132
lpalley@bellsouth.net
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For the last two weeks, I've received daily phonecalls from a recruiter named 'Bill" at a company called "Human Capital Management", based in Devon, PA. For whatever reason, every few months, they'll call my phone EVERY DAY for WEEKS on end. Despite the fact that I'm not currently looking for a job, and have never answered any phonecall, they keep calling.
It's sh*t like this that causes people to hate job recruiters so much.
Social Reputation Management Conference organized by www.bdionline.com (cc) Shashi Bellamkonda www.shashi.name Social Media Swami Network Solutions Please feel free
What was once an operating Bureau of Land Management Seed Orchard, the Provolt recreation site is now a unique place to discover Oregon’s heritage! Whether hiking, biking or horseback riding along the trails that criss-cross the landscape, or paddling along the Applegate River, the Douglas-Fir stands, whose seeds were once used for reforestation, tell the unique story of Oregon’s timber history.
The BLM acquired the Provolt Seed Orchard in January 1981 and it functioned as a seed orchard for production, breeding and preservation of a select species of Oregon native trees until 2015. During its operation, the orchard provided a cooperative seed orchard program, public access to the Applegate River, and opportunities for local grade school education demonstrations of orchard management. As you venture through the area, you will discover the unique landscape that is now host to abundant wildlife and recreation opportunities.
Take a trip down memory lane through Oregon’s timber history, and discover the unique ecosystem at Provolt.
•The Provolt recreation site is a day use only are that is open from sunrise to sunset. Hours vary depending on season.
•On-site volunteer host
•Dog friendly (must be leashed)
•No drinking water
•Visitors are asked to respect the private property boundaries surrounding the area and avoid areas that indicate “Restoration in Progress”
Site amenities include parking, picnic tables, portable restrooms, and areas open to hikers, bikers, boaters, anglers, and equestrian enthusiasts. The area is closed to campfires and shooting
Near the Provolt recreation site is the unique confluence of Williams Creek and the Applegate River that provides flat-meandering river flows that are ideal for spawning fish like Coho and Chinook salmon. Pacific Lamprey can also be found in this area, which is listed as a species of concern. With the help of our partners, restoration efforts have improved wildlife habitat for species such as the Western Pond Turtle, which is listed as a sensitive species.
Location:
14171 Williams HWY, 15 miles southeast of Grants Pass, Oregon.
Public access to land between Williams Creek, Applegate River, and HWY 238
Contact:
Grants Pass Oregon BLM
(541) 471-6614
Photo: Michael Campbell, BLM
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2-yard Front Load Dumpster
Waste Management
Kennewick, WA
December 2014
©Bryn Erdman. All Rights Reserved.