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SEA OF JAPAN (Aug. 12, 2020) Hospital Corpsman 2nd Class Eric Hayford, left, from Akron, Ohio, collects sealed COVID-19 test samples aboard the amphibious transport dock ship USS New Orleans (LPD 18). New Orleans, part of the America Expeditionary Strike Group, is operating in the U.S. 7th Fleet area of operations to enhance interoperability with allies and partners, and serves as a ready response force to defend security and stability in the Indo-Pacific region. (U.S. Navy photo by Mass Communication Specialist 2nd Class Kelby Sanders)
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.
U.S. Army Africa supports Burundi's peacekeeping efforts in Somalia
By Rick Scavetta, U.S. Army Africa
BUJUMBURA, Burundi – When U.S. Army Col. Steve Smith recently joined discussions with Burundian generals about how Burundi conducts peacekeeping efforts in Somalia, he was leading the way for U.S. Army Africa partnerships on the continent.
In mid-January, Smith led a team to work with Burundian officers on ways to enhance Burundi’s leadership capacity as their military prepares to deploy its next rotation of peacekeepers to Mogadishu. Smith, of the U.S. Army’s Peacekeeping and Stability Operations Institute and Lt. Col. Ronald Miller, an Africa expert from U.S. Army Africa headquarters, held discussions with senior Burundian military officers at the Ministry of Defense in Bujumbura.
“We discussed the U.S. military’s way of planning for operations at the brigade level, using what we call MDMP, the military decision making process,” Smith said. “We also talked about how U.S. Army officers run a brigade-level command post.”
Burundi and Uganda share peacekeeping duties under the African Union Mission in Somalia, an operation designed to stabilize Somalia’s security situation following decades of war and chaos. African peacekeepers in Somalia face daily challenges as they mentor Somalis in security operations and work to counter extremist groups like al-Shabaab.
The U.S. Army effort is part of a larger effort by the U.S. government to support Burundi in its peacekeeping efforts, said Brig. Gen. Cyprien Ndikuryio, chief of Burundi’s land forces. The U.S. has helped with training and equipment, followed by these senior leader discussions, he said.
“My colleagues and I are senior officers. One of them, or I, could be appointed to higher responsibilities in Somalia’s peacekeeping mission and use what we have learned,” Ndikuryio said.
Until now, Burundi’s military planned missions similar to the way Belgian and French militaries work. The Ugandan People’s Defense Force, Burundi’s partner in AMISOM, already employs a planning system that is similar to the U.S. military, Smith said.
“It’s incredibly important for Burundi, as they are working alongside other armies using the U.S.-based model, to promote interoperability and overall efficiency,” Smith said.
In 2006, Burundi ended its 12-year civil war. Since then, Burundi has made strides toward partnering with its East African neighbors and the United States.
In October 2009, Burundian troops took part in Natural Fire 10, a U.S. Army Africa-led humanitarian and civil assistance exercise held in Uganda. During that time, Maj. Gen. William B. Garrett III, commander of U.S. Army Africa, visited Bujumbura to watch Burundian troops undergoing training with the U.S. State Department-led African Contingency Operations Training and Assistance program.
Burundian senior leaders then asked U.S. Army Africa to help with a familiarization event on brigade-level peacekeeping operations. Leaders from PKSOI at Carlisle Barracks in Pennsylvania offered their expertise for the event.
“This effort in Burundi has been a great opportunity for the U.S. Army to engage with a partner nation’s land forces on the continent,” Smith said. “There’s a tremendous potential here, a great thirst for knowledge.”
Smith’s Burundi assignment also benefits PKSOI in their efforts, he said.
“I’m taking back with me a better understanding of U.S. Army Africa operations and what’s happening on the ground in Africa,” Smith said. “That knowledge will help PKSOI plan to support future missions.”
The talks came at a key time for the Burundian military, as they prepare to deploy a new rotation of peacekeepers to Somali.
“This support was very important and effective,” Ndikuryio said. “We appreciate this cooperation with U.S. Army Africa. We hope to interact with the command in the future.”
Cleared for public release.
Photos by Rick Scavetta, U.S. Army Africa
To learn more about U.S. Army Africa visit our official website at www.usaraf.army.mil
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PHILIPPINE SEA (Sept. 24, 2020) An MH-60S Seahawk helicopter from the “Archangels” of Helicopter Sea Combat Squadron (HSC) 25, Detachment 6, delivers stores to the flight deck of the amphibious dock landing ship USS Germantown (LSD 42) as the ship conducts a replenishment-at-sea with the fleet replenishment oiler USNS John Ericsson (T-AO 194). Germantown, part of Expeditionary Strike Group Seven (ESG 7), along with the 31st Marine Expeditionary Unit, is operating in the U.S. 7th Fleet area of responsibility to enhance interoperability with allies and partners, and serve as a ready response force to defend peace and stability in the Indo-Pacific region. (U.S. Navy photo by Mass Communication Specialist 2nd Class Taylor DiMartino)
U.S. Army Africa photo by Sgt. 1st Class Kyle Davis
U.S. Africa Command (AFRICOM) hosted its second annual C4ISR Senior Leaders Conference Feb. 2-4 at Caserma Ederle, headquarters of U.S. Army Africa, in Vicenza, Italy.
The communications and intelligence community event, hosted by Brig. Gen. Robert Ferrell, AFRICOM C4 director, drew approximately 80 senior leaders from diverse U.S. military and government branches and agencies, as well as representatives of African nations and the African Union.
“The conference is a combination of our U.S. AFRICOM C4 systems and intel directorate,” said Ferrell. “We come together annually to bring the team together to work on common goals to work on throughout the year. The team consists of our coalition partners as well as our inter-agency partners, as well as our components and U.S. AFRICOM staff.”
The conference focused on updates from participants, and on assessing the present state and goals of coalition partners in Africa, he said.
“The theme for our conference is ‘Delivering Capabilities to a Joint Information Environment,’ and we see it as a joint and combined team ... working together, side by side, to promote peace and stability there on the African continent,” Ferrell said.
Three goals of this year’s conference were to strengthen the team, assess priorities across the board, and get a better fix on the impact that the establishment of the U.S. Cyber Command will have on all members’ efforts in the future, he said.
“With the stand-up of U.S. Cyber Command, it brings a lot of unique challenges that we as a team need to talk through to ensure that our information is protected at all times,” Ferrell said.
African Union (AU) representatives from four broad geographic regions of Africa attended, which generated a holistic perspective on needs and requirements from across the continent, he said.
“We have members from the African Union headquarters that is located in Addis Ababa, Ethiopia; we have members that are from Uganda; from Zambia; from Ghana; and also from the Congo. What are the gaps, what are the things that we kind of need to assist with as we move forward on our engagements on the African continent?” Ferrell said.
U.S. Army Africa Commander, Maj. Gen. David R. Hogg, welcomed participants as the conference got under way.
“We’re absolutely delighted to be the host for this conference, and we hope that this week you get a whole lot out of it,” said Hogg.
He took the opportunity to address the participants not only as their host, but from the perspective of a customer whose missions depend on the results of their efforts to support commanders in the field.
“When we’re talking about this group of folks that are here — from the joint side, from our African partners, from State, all those folks — it’s about partnership and interoperability. And every commander who’s ever had to fight in a combined environment understands that interoperability is the thing that absolutely slaps you upside the head,” Hogg said.
“We’re in the early stages of the process here of working with the African Union and the other partners, and you have an opportunity to design this from the end state, versus just building a bunch of ‘gunkulators.’ And so, the message is: think about what the end state is supposed to look like and construct the strategy to support the end state.
“Look at where we want to be at and design it that way,” Hogg said.
He also admonished participants to consider the second- and third-order effects of their choices in designing networks.
“With that said, over the next four days, I hope this conference works very well for you. If there’s anything we can do to make your stay better, please let us know,” Hogg said.
Over the following three days, participants engaged in a steady stream of briefings and presentations focused on systems, missions and updates from the field.
Col. Joseph W. Angyal, director of U.S. Army Africa G-6, gave an overview of operations and issues that focused on fundamentals, the emergence of regional accords as a way forward, and the evolution of a joint network enterprise that would serve all interested parties.
“What we’re trying to do is to work regionally. That’s frankly a challenge, but as we stand up the capability, really for the U.S. government, and work through that, we hope to become more regionally focused,” he said.
He referred to Africa Endeavor, an annual, multi-nation communications exercise, as a test bed for the current state of affairs on the continent, and an aid in itself to future development.
“In order to conduct those exercises, to conduct those security and cooperation events, and to meet contingency missions, we really, from the C4ISR perspective, have five big challenges,” Angyal said.
“You heard General Hogg this morning talk about ‘think about the customer’ — you’ve got to allow me to be able to get access to our data; I’ve got to be able to get to the data where and when I need it; you’ve got to be able to protect it; I have to be able to share it; and then finally, the systems have to be able to work together in order to build that coalition.
“One of the reasons General Ferrell is setting up this joint information enterprise, this joint network enterprise . . . it’s almost like trying to bring together disparate companies or corporations: everyone has their own system, they’ve paid for their own infrastructure, and they have their own policy, even though they support the same major company.
“Now multiply that when you bring in different services, multiply that when you bring in different U.S. government agencies, and then put a layer on top of that with the international partners, and there are lots of policies that are standing in our way.”
The main issue is not a question of technology, he said.
“The boxes are the same — a Cisco router is a Cisco router; Microsoft Exchange server is the same all over the world — but it’s the way that we employ them, and it’s the policies that we apply to it, that really stops us from interoperating, and that’s the challenge we hope to work through with the joint network enterprise.
“And I think that through things like Africa Endeavor and through the joint enterprise network, we’re looking at knocking down some of those policy walls, but at the end of the day they are ours to knock down. Bill Gates did not design a system to work only for the Army or for the Navy — it works for everyone,” Angyal said.
Brig. Gen. Joseph Searyoh, director general of Defense Information Communication Systems, General Headquarters, Ghana Armed Forces, agreed that coordinating policy is fundamental to improving communications with all its implications for a host of operations and missions.
“One would expect that in these modern times there is some kind of mutual engagement, and to build that engagement to be strong, there must be some kind of element of trust. … We have to build some kind of trust to be able to move forward,” said Searyoh.
“Some people may be living in silos of the past, but in the current engagement we need to tell people that we are there with no hidden agenda, no negative hidden agenda, but for the common good of all of us.
“We say that we are in the information age, and I’ve been saying something: that our response should not be optional, but it must be a must, because if you don’t join now, you are going to be left behind.
“So what do we do? We have to get our house in order.
“Why do I say so? We used to operate like this before the information age; now in the information age, how do we operate?
“So, we have to get our house in order and see whether we are aligning ourselves with way things should work now. So, our challenge is to come up with a strategy, see how best we can reorganize our structures, to be able to deliver communications-information systems support for the Ghana Armed Forces,” he said.
Searyoh related that his organization has already accomplished one part of erecting the necessary foundation by establishing an appropriate policy structure.
“What is required now is the implementing level. Currently we have communications on one side, and computers on one side. The lines are blurred — you cannot operate like that, you’ve got to bring them together,” he said.
Building that merged entity to support deployed forces is what he sees as the primary challenge at present.
“Once you get that done you can talk about equipment, you can talk about resources,” Searyoh said. “I look at the current collaboration between the U.S. and the coalition partners taking a new level.”
“The immediate challenges that we have is the interoperability, which I think is one of the things we are also discussing here, interoperability and integration,” said Lt. Col. Kelvin Silomba, African Union-Zambia, Information Technology expert for the Africa Stand-by Force.
“You know that we’ve got five regions in Africa. All these regions, we need to integrate them and bring them together, so the challenge of interoperability in terms of equipment, you know, different tactical equipment that we use, and also in terms of the language barrier — you know, all these regions in Africa you find that they speak different languages — so to bring them together we need to come up with one standard that will make everybody on board and make everybody able to talk to each other,” he said.
“So we have all these challenges. Other than that also, stemming from the background of these African countries, based on the colonization: some of them were French colonized, some of them were British colonized and so on, so you find that when they come up now we’ve adopted some of the procedures based on our former colonial masters, so that is another challenge that is coming on board.”
The partnership with brother African states, with the U.S. government and its military branches, and with other interested collaborators has had a positive influence, said Silomba.
“Oh, it’s great. From the time that I got engaged with U.S. AFRICOM — I started with Africa Endeavor, before I even came to the AU — it is my experience that it is something very, very good.
“I would encourage — I know that there are some member states — I would encourage that all those member states they come on board, all of these regional organizations, that they come on board and support the AFRICOM lead. It is something that is very, very good.
“As for example, the African Union has a lot of support that’s been coming in, technical as well as in terms of knowledge and equipment. So it’s great; it’s good and it’s great,” said Salimba.
Other participant responses to the conference were positive as well.
“The feedback I’ve gotten from every member is that they now know what the red carpet treatment looks like, because USARAF has gone over and above board to make sure the environment, the atmosphere and the actual engagements … are executed to perfection,” said Ferrell. “It’s been very good from a team-building aspect.
“We’ve had very good discussions from members of the African Union, who gave us a very good understanding of the operations that are taking place in the area of Somalia, the challenges with communications, and laid out the gaps and desires of where they see that the U.S. and other coalition partners can kind of improve the capacity there in that area of responsibility.
“We also talked about the AU, as they are expanding their reach to all of the five regions, of how can they have that interoperability and connectivity to each of the regions,” Ferrell said.
“(It’s been) a wealth of knowledge and experts that are here to share in terms of how we can move forward with building capacities and capabilities. Not only for U.S. interests, but more importantly from my perspective, in building capacities and capabilities for our African partners beginning with the Commission at the African Union itself,” said Kevin Warthon, U.S. State Department, peace and security adviser to the African Union.
“I think that General Ferrell has done an absolutely wonderful thing by inviting key African partners to participate in this event so they can share their personal experience from a national, regional and continental perspective,” he said.
Warthon related from his personal experience a vignette of African trust in Providence that he believed carries a pertinent metaphor and message to everyone attending the conference.
“We are not sure what we are going to do tomorrow, but the one thing that I am sure of is that we are able to do something. Don’t know when, don’t know how, but as long as our focus is on our ability to assist and to help to progress a people, that’s really what counts more than anything else,” he said.
“Don’t worry about the timetable; just focus on your ability to make a difference and that’s what that really is all about.
“I see venues such as this as opportunities to make what seems to be the impossible become possible. … This is what this kind of venue does for our African partners.
“We’re doing a wonderful job at building relationships, because that’s where it begins — we have to build relationships to establish trust. That’s why this is so important: building trust through relationships so that we can move forward in the future,” Warthon said.
Conference members took a cultural tour of Venice and visited a traditional winery in the hills above Vicenza before adjourning.
To learn more about U.S. Army Africa visit our official website at www.usaraf.army.mil
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Fountains Abbey is one of the largest and best preserved ruined Cistercian monasteries in England. It is located approximately 3 miles (5 kilometres) south-west of Ripon in North Yorkshire, near to the village of Aldfield. Founded in 1132, the abbey operated for 407 years becoming one of the wealthiest monasteries in England until its dissolution in 1539 under the order of Henry VIII.
The abbey is a Grade I listed building owned by the National Trust and part of the designated Studley Royal Park including the Ruins of Fountains Abbey UNESCO World Heritage Site.
Foundation
After a dispute and riot in 1132 at the Benedictine house of St Mary's Abbey, in York, 13 monks were expelled (among them Saint Robert of Newminster) and, after unsuccessful attempts to form a new monastery were taken under the protection of Thurstan, Archbishop of York. He provided them with land in the valley of the River Skell, a tributary of the Ure. The enclosed valley had all the natural features needed for the creation of a monastery, providing shelter from the weather, stone and timber for building, and a supply of running water. After enduring a harsh winter in 1133, the monks applied to join the Cistercian order which since the end of the previous century was a fast-growing reform movement that by the beginning of the 13th century was to have over 500 houses. So it was that in 1135, Fountains became the second Cistercian house in northern England, after Rievaulx. The Fountains monks became subject to Clairvaux Abbey, in Burgundy which was under the rule of St Bernard. Under the guidance of Geoffrey of Ainai, a monk sent from Clairvaux, the group learned how to celebrate the seven Canonical Hours according to Cistercian usage and were shown how to construct wooden buildings in accordance with Cistercian practice.
Consolidation
After Henry Murdac was elected abbot in 1143, the small stone church and timber claustral buildings were replaced. Within three years, an aisled nave had been added to the stone church, and the first permanent claustral buildings built in stone and roofed in tile had been completed.
In 1146 an angry mob, annoyed at Murdac for his role in opposing the election of William FitzHerbert as archbishop of York, attacked the abbey and burnt down all but the church and some surrounding buildings.The community recovered swiftly from the attack and founded four daughter houses. Henry Murdac resigned as abbot in 1147 upon becoming the Archbishop of York and was replaced first by Maurice, Abbot of Rievaulx then, on the resignation of Maurice, by Thorald. Thorald was forced by Henry Murdac to resign after two years in office. The next abbot, Richard, held the post until his death in 1170 and restored the abbey's stability and prosperity. In 20 years as abbot, he supervised a huge building programme which involved completing repairs to the damaged church and building more accommodation for the increasing number of recruits. Only the chapter house was completed before he died and the work was ably continued by his successor, Robert of Pipewell, under whose rule the abbey gained a reputation for caring for the needy.
The next abbot was William, who presided over the abbey from 1180 to 1190 and he was succeeded by Ralph Haget, who had entered Fountains at the age of 30 as a novice, after pursuing a military career. During the European famine of 1194 Haget ordered the construction of shelters in the vicinity of the abbey and provided daily food rations to the poor enhancing the abbey's reputation for caring for the poor and attracting more grants from wealthy benefactors.
In the first half of the 13th century Fountains increased in reputation and prosperity under the next three abbots, John of York (1203–1211), John of Hessle (1211–1220) and John of Kent (1220–1247). They were burdened with an inordinate amount of administrative duties and increasing demands for money in taxation and levies but managed to complete another massive expansion of the abbey's buildings. This included enlarging the church and building an infirmary.
Difficulties
In the second half of the 13th century the abbey was in more straitened circumstances. It was presided over by eleven abbots, and became financially unstable largely due to forward selling its wool crop, and the abbey was criticised for its dire material and physical state when it was visited by Archbishop John le Romeyn in 1294. The run of disasters that befell the community continued into the early 14th century when northern England was invaded by the Scots and there were further demands for taxes. The culmination of these misfortunes was the Black Death of 1348–1349. The loss of manpower and income due to the ravages of the plague was almost ruinous.
A further complication arose as a result of the Papal Schism of 1378–1409. Fountains Abbey along with other English Cistercian houses was told to break off any contact with the mother house of Citeaux, which supported a rival pope. This resulted in the abbots forming their own chapter to rule the order in England and consequently they became increasingly involved in internecine politics. In 1410, following the death of Abbot Burley of Fountains, the community was riven by several years of turmoil over the election of his successor. Contending candidates John Ripon, Abbot of Meaux, and Roger Frank, a monk of Fountains were locked in conflict until 1415 when Ripon was finally appointed, ruling until his death in 1434. Under abbots John Greenwell (1442–1471), Thomas Swinton (1471–8), John Darnton (1478–95), who undertook some much needed restoration of the fabric of the abbey, including notable work on the church, and Marmaduke Huby (1495–1526) Fountains regained stability and prosperity.
At Abbot Huby's death he was succeeded by William Thirsk who was accused by the royal commissioners of immorality and inadequacy and was dismissed as abbot. He was replaced by Marmaduke Bradley, a monk of the abbey who had reported Thirsk's supposed offences, testified against him and offered the authorities six hundred marks for the post of abbot. In 1539 it was Bradley who surrendered the abbey when its seizure was ordered under Henry VIII at the Dissolution of the Monasteries.
The abbey precinct covered 70 acres (28 ha) surrounded by an 11-foot (3.4 m) wall built in the 13th century, some parts of which are visible to the south and west of the abbey. The area consists of three concentric zones cut by the River Skell flowing from west to east across the site. The church and claustral buildings stand at the centre of the precinct north of the Skell, the inner court containing the domestic buildings stretches down to the river and the outer court housing the industrial and agricultural buildings lies on the river's south bank. The early abbey buildings were added to and altered over time, causing deviations from the strict Cistercian type. Outside the walls were the abbey's granges.[citation needed]
The original abbey church was built of wood and "was probably" two stories high; it was, however, quickly replaced in stone. The church was damaged in the attack on the abbey in 1146 and was rebuilt, in a larger scale, on the same site. Building work was completed c.1170.[11] This structure, completed around 1170, was 300 ft (91 m) long and had 11 bays in the side aisles. A lantern tower was added at the crossing of the church in the late 12th century. The presbytery at the eastern end of the church was much altered in the 13th century. The church's greatly lengthened choir, commenced by Abbot John of York, 1203–11, and carried on by his successor terminates, like that of Durham Cathedral, in an eastern transept, the work of Abbot John of Kent, 1220–47. The 160-foot-tall (49 m) tower, which was added not long before the dissolution, by Abbot Huby, 1494–1526, is in an unusual position at the northern end of the north transept and bears Huby's motto 'Soli Deo Honor et Gloria'. The sacristry adjoined the south transept.
The cloister, which had arcading of black marble from Nidderdale and white sandstone, is in the centre of the precinct and to the south of the church. The three-aisled chapter-house and parlour open from the eastern walk of the cloister and the refectory, with the kitchen and buttery attached, are at right angles to its southern walk. Parallel with the western walk is an immense vaulted substructure serving as cellars and store-rooms, which supported the dormitory of the conversi (lay brothers) above. This building extended across the river and at its south-west corner were the latrines, built above the swiftly flowing stream. The monks' dormitory was in its usual position above the chapter-house, to the south of the transept. Peculiarities of this arrangement include the position of the kitchen, between the refectory and calefactory, and of the infirmary above the river to the west, adjoining the guest-houses.
The abbot's house, one of the largest in all of England,is located to the east of the latrine block, where portions of it are suspended on arches over the River Skell.It was built in the mid-twelfth century as a modest single-storey structure, then, from the fourteenth century, underwent extensive expansion and remodelling to end up in the 16th century as a grand dwelling with fine bay windows and grand fireplaces. The great hall was an expansive room 52 by 21 metres (171 by 69 ft).
Among other apartments, for the designation of which see the ground-plan, was a domestic oratory or chapel,
1⁄2-by-23-foot (14 by 7 m), and a kitchen, 50-by-38-foot (15 by 12 m)
Medieval monasteries were sustained by landed estates that were given to them as endowments and from which they derived an income from rents. They were the gifts of the founder and subsequent patrons, but some were purchased from cash revenues. At the outset, the Cistercian order rejected gifts of mills and rents, churches with tithes and feudal manors as they did not accord with their belief in monastic purity, because they involved contact with laymen. When Archbishop Thurstan founded the abbey he gave the community 260 acres (110 ha) of land at Sutton north of the abbey and 200 acres (81 ha) at Herleshowe to provide support while the abbey became established. In the early years the abbey struggled to maintain itself because further gifts were not forthcoming and Thurstan could not help further because the lands he administered were not his own, but part of the diocesan estate. After a few years of impoverished struggle to establish the abbey, the monks were joined by Hugh, a former dean of York Minster, a rich man who brought a considerable fortune as well as furniture and books to start the library.
By 1135 the monks had acquired only another 260 acres (110 ha) at Cayton, given by Eustace fitzJohn of Knaresborough "for the building of the abbey". Shortly after the fire of 1146, the monks had established granges at Sutton, Cayton, Cowton Moor, Warsill, Dacre and Aldburgh all within 6 mi (10 km) of Fountains. In the 1140s the water mill was built on the abbey site making it possible for the grain from the granges to be brought to the abbey for milling.Tannery waste from this time has been excavated on the site.
Further estates were assembled in two phases, between 1140 and 1160 then 1174 and 1175, from piecemeal acquisitions of land. Some of the lands were grants from benefactors but others were purchased from gifts of money to the abbey. Roger de Mowbray granted vast areas of Nidderdale and William de Percy and his tenants granted substantial estates in Craven which included Malham Moor and the fishery in Malham Tarn. After 1203 the abbots consolidated the abbey's lands by renting out more distant areas that the monks could not easily farm themselves, and exchanging and purchasing lands that complemented their existing estates. Fountains' holdings both in Yorkshire and beyond had reached their maximum extent by 1265, when they were an efficient and very profitable estate. Their estates were linked in a network of individual granges which provided staging posts to the most distant ones. They had urban properties in York, Yarm, Grimsby, Scarborough and Boston from which to conduct export and market trading and their other commercial interests included mining, quarrying, iron-smelting, fishing and milling.
The Battle of Bannockburn in 1314 was a factor that led to a downturn in the prosperity of the abbey in the early fourteenth century. Areas of the north of England as far south as York were looted by the Scots. Then the number of lay-brothers being recruited to the order reduced considerably. The abbey chose to take advantage of the relaxation of the edict on leasing property that had been enacted by the General Chapter of the order in 1208 and leased some of their properties. Others were staffed by hired labour and remained in hand under the supervision of bailiffs. In 1535 Fountains had an interest in 138 vills and the total taxable income of the Fountains estate was £1,115, making it the richest Cistercian monastery in England.
After the Dissolution
The Gresham family crest
The Abbey buildings and over 500 acres (200 ha) of land were sold by the Crown, on 1 October 1540, to Sir Richard Gresham, at the time a Member of Parliament and former Lord Mayor of London, the father of Sir Thomas Gresham. It was Richard Gresham who had supplied Cardinal Wolsey with the tapestries for his new house of Hampton Court and who paid for the Cardinal's funeral.
Gresham sold some of the fabric of the site, stone, timber, lead, as building materials to help to defray the cost of purchase. The site was acquired in 1597 by Sir Stephen Proctor, who used stone from the monastic complex to build Fountains Hall. Between 1627 and 1767 the estate was owned by the Messenger family who sold it to William Aislaby who was responsible for combining it with the Studley Royal Estate.
Burials
Roger de Mowbray, 1st Baron Mowbray
John de Mowbray, 2nd Baron Mowbray
Abbot Marmaduke Huby (d. 1526)
Rose (daughter of Richard de Clare, 6th Earl of Gloucester), wife of Roger de Mowbray, 1st Baron Mowbray
Henry de Percy, 1st Baron Percy
William II de Percy, 3rd feudal baron of Topcliffe
Becoming a World Heritage Site
The archaeological excavation of the site was begun under the supervision of John Richard Walbran, a Ripon antiquary who, in 1846, had published a paper On the Necessity of clearing out the Conventual Church of Fountains.In 1966 the Abbey was placed in the guardianship of the Department of the Environment and the estate was purchased by the West Riding County Council who transferred ownership to the North Yorkshire County Council in 1974. The National Trust bought the 674-acre (273 ha) Fountains Abbey and Studley Royal estate from North Yorkshire County Council in 1983. In 1986 the parkland in which the abbey is situated and the abbey was designated a World Heritage Site by UNESCO. It was recognised for fulfilling the criteria of being a masterpiece of human creative genius, and an outstanding example of a type of building or architectural or technological ensemble or landscape which illustrates significant stages in human history. Fountains Abbey is owned by the National Trust and maintained by English Heritage. The trust owns Studley Royal Park, Fountains Hall, to which there is partial public access, and St Mary's Church, designed by William Burges and built around 1873, all of which are significant features of the World Heritage Site.
The Porter's Lodge, which was once the gatehouse to the abbey, houses a modern exhibition area with displays about the history of Fountains Abbey and how the monks lived.
In January 2010, Fountains Abbey and Studley Royal became two of the first National Trust properties to be included in Google Street View, using the Google Trike.
Film location
Fountains Abbey was used as a film location by Orchestral Manoeuvres in the Dark for their single "Maid of Orleans (The Waltz Joan of Arc)" during the cold winter of December 1981. In 1980, Hollywood also came to the site to film the final scenes to the film Omen III: The Final Conflict.Other productions filmed on location at the abbey are the films Life at the Top, The Secret Garden, The History Boys, TV series Flambards, A History of Britain, Terry Jones' Medieval Lives, Cathedral, Antiques Roadshow and the game show Treasure Hunt. The BBC Television series 'Gunpowder' (2017) used Fountains Abbey as a location.
PHILIPPINE SEA (August 02, 2019) Boatswain’s Mate 3rd Class Taliana Canales, from Winterhaven, Fla., left, directs Damage Controlman 3rd Class Alexa Castillo, from Albuquerque, N.M., center and Culinary Specialist Seaman Claude Miquale, from Emporia, Va., as they run with chock and chains on flight deck of the Arleigh Burke-class guided-missile destroyer USS McCampbell (DDG 85). McCampbell is forward-deployed to the U.S. 7th Fleet area of operations in support of security and stability in the Indo-Pacific region. (U.S. Navy photo by Mass Communication Specialist 3rd Class Isaac Maxwell/Released)
Senior U.S. Africa Command NCO offers guidance
By Rick Scavetta, U.S. Army Africa Public Affairs
VICENZA, Italy – Command Sgt. Maj. Mark Ripka’s wisdom, based upon extensive travel through Africa and more than three decades in uniform, offered insight to U.S. Army Africa NCOs preparing for upcoming assignments on the continent.
Ripka, U.S. Africa Command’s senior enlisted Soldier, offered practical advice to NCOs during discussions recently at Caserma Ederle.
“He gave us an inside look at how their systems were established and how we can best proceed to assist Africans in building their capacity,” said Master Sgt. Mason Bryant. “It was extremely beneficial.”
During his visit, Ripka met with Maj. Gen. William B. Garrett III, commander of U.S. Army Africa, and senior U.S. Army Africa staff. Ripka also toured the Center of Excellence for Stability Police Units (CoESPU), an Italian Carabinieri post in downtown Vicenza that mentors international police to improve their capability to operate in peacekeeping missions.
During 2009 – the U.S. Army Year of the NCO – enlisted leaders at U.S. Army Africa face new challenges. Ripka’s talks resonated through the command.
One session, held at the Hall of Heroes, was like a 101 college course on Africa. Ripka spoke frankly to Soldiers, stressing that U.S. Army NCOs must first educate themselves outside of the American perspective, to see the world as those in other countries do. That will help as they undertake new assignments in Africa, he said.
“It’s a different kind of environment. It’s not like Iraq or Afghanistan,” Ripka said. ““It takes a different kind of mentality. Everything we do in Africa rests under an ambassador’s strategic plan.”
U.S. Africa Command is looking to build and maintain relationships in Africa. U.S. Army Africa NCOs can help by doing what they do best – building NCO capacity, he said.
Ripka spends a lot of time travelling through Africa, meeting with senior military leaders in dozens of African nations. He offered NCOs a few pointers, from the differences in ranks to the subtleties of language.
“Keep this in mind – your words and actions will affect things long after you are gone,” Ripka said.
African military ranks are often based on British or other European country that previously colonized their area, Ripka said. For example a first sergeant might not have the same responsibilities of his American counterpart. A warrant officer in Africa is likely the senior enlisted equivalent of a U.S. Army sergeant major.
The high-tech briefing technology known to U.S. Soldiers can be cast aside in Africa, Ripka said. Trade the computer slides for a block of butcher paper, give up the laser pointer for a thick black marker, he said. Handing an African counterpart a disk of computer slides is not as useful to an African NCO as a reference card they can keep in their pocket.
“Give them something they can take with them, even notes on a piece of paper,” Ripka said. “They call them tactical aid memoirs.”
In fact, Ripka himself used little more than a dry-erase marker and a white board to make his point. He explained his thoughts on building NCO capacity using a mathematical formula of his own devise called “A way.”
It defined the multiplication of three figures; ways, means and three times the will. For capacity building to succeed, a nation’s military must have all three, Ripka said.
“The U.S. way is simply a data point Africans can use to combine with other ideas to develop their own doctrine,” Ripka said. “It must be their way.”
Ripka’s advice enlightened many Soldiers, to include some senior NCOs with their own overseas experiences.
“I took away a lot from these discussions,” said Master Sgt. Michael Toolin. “His knowledge on Africa was well received.”
U.S. Army photo by Rick Scavetta
United States Army Africa, Public Affairs
These images are cleared for release and are considered in the public domain. Request credit be given the US Army and individual photographer.
IMF First Deputy Managing Director David Lipton (center), moderates a panel including Miguel Castilla (left to right), Former Minister of Economy and Finance, Peru, Joaquin Levy, Minister of Finance, Brazil, Nathan Sheets, Treasury Under Secretary, United States and Carmen Reinhart, Harvard University at the 2015 High Level Conference on Latin America - Rising Challenges to Growth and Stability in a Shifting Global Environment on Monday, June 1 at IMF Headquarters in Washington, D.C. IMF Photo/Ryan Rayburn
SOUTH CHINA SEA (March 4, 2016) An MH-60S Sea Hawk assigned to the Chargers of Helicopter Sea Combat Squadron (HSC) 14 transports cargo during a replenishment-at-sea between USS John C. Stennis (CVN 74) and the fast combat support ship USNS Rainier (T-AOE 7). Providing a ready force supporting security and stability in the Indo-Asia-Pacific, Stennis is operating as part of the Great Green Fleet on a regularly scheduled 7th Fleet deployment. (U.S. Navy photo by Mass Communication Specialist Seaman Cole C. Pielop / Released)
Almost two years after the presentation of the EU Global Strategy and more than a year after Jean Claude Juncker’s white book on the future of Europe, the European Union still struggles with major challenges and threats that seem to undermine the stability of the security environment within its borders and in its neighbourhood. In the aftermath of Brexit and with the proximity of to the European Parliament elections in 2019, the third International Conference Europe as a Global Actor (Lisbon, May 24 & 25, 2018) will discuss the role the EU can play in the current global transformations, as well as the domestic and external obstacles it faces as a global actor.
The Center for International Studies of ISCTE-IUL organized the third edition of the International Conference “Europe as a global actor”, on 24 and 25 May.
The opening lecture was given by the Portuguese Minister of Foreign Affairs, Augusto Santos Silva, on May 24, at 09:30 am.
The Conference Program also included a debate on the state of the Union with the presence of Portuguese MEPs, panels and round-tables on the challenges of the Common Security and Defense Policy, the future of European security and defense, the EU’s relationship with other global players and the future of the European Union as a global player. In addition to the presence of several invited scholars, in plenary sessions moderated by Portuguese journalists, the program also included the presentation of communications by around 40 international researchers in this area of knowledge.
May 24th
9h00 | Registration – Floor 2, Building II
09h30 | Opening Remarks (Aud. B203) – session in Portuguese
Keynote Speaker: Augusto Santos Silva, Portuguese Minister for Foreign Affairs
Helena Carreiras (Director, School of Sociology and Public Policies, ISCTE-IUL)
Luís Nuno Rodrigues (Director, Center for International Studies, CEI-IUL)
10h45 – 11h00 – Coffee Break
11h00 | Round Table I: CSDP: challenges and opportunities (Aud. B203)
Moderator: António Mateus (RTP)
Laura Ferreira-Pereira (Universidade do Minho)
Jochen Rehrl (EEAS – ESDC)
Ana Isabel Xavier (CEI-IUL)
12h30 – 14h00 – Lunch
14h00 – 15h45 | Parallel Sessions I
Panel 1 –The future of European Security and Defence (Room C201)
Moderator: Ana Isabel Xavier (CEI-IUL)
Stefano Loi (CEI-IUL): “The PESCO agreement and the future of the European common defence”
Lorinc Redei & Michael Mosser (University of Texas at Austin): “The European Union as a Catalyst in European Security”
Patricia Daehnhardt (IPRI-NOVA): “The EU and transatlantic relations: the end of the Euro-Atlantic security community?”
Panel 2 – The European policy on migration and asylum (Room C301)
Moderator: Giulia Daniele (CEI-IUL)
João Barroso (CEI-IUL): “The EU and the refugee crisis: a literature review”
Tommaso Emiliani (College of Europe): “EU Migration Agencies: More “Guarding”, Less “Support for Asylum”? An Assessment of How the European Board and Coast Guard and the European Asylum Support Office Pursue Their Relations with Third Countries in Light of the So-Called ‘Refugee Crisis’.”
Emellin de Oliveira (NOVA): “The Securitization of Migration through Technology: an analysis of the PNR Directive”
Panel 3 – The state of the Union and the future of Europe: reflections and scenarios (Room C302)
Moderator: Ana Lúcia Sá (CEI-IUL)
Luís Machado Barroso (CEI-IUL; IUM) & Marco António Ferreira da Cruz (IUM): “It is not enough to be… It needs to be seen”: the analysis of EUGS implementation 1st Year report”
Ricardo Alexandre (CEI-IUL): “The Western Balkans Euro-fatigue and the impact on EU of potential alternatives to integration”
Dina Sebastião (University of Coimbra): “The persistence of Portuguese Atlanticism as a block for a supranationalization of European defence policy”
15h45 – 16h00 – Coffee Break
16h00-18h00 | Round Table II – The EU & other global players (Aud. B204)
Moderator: Helena Tecedeiro (Diário de Notícias)
Thomas Diez (University of Tübingen)
Maria Raquel Freire (CES-UC, Coimbra)
Luís Tomé (Universidade Autónoma de Lisboa)
Bruno Cardoso Reis (CEI-IUL, Lisbon)
18h00 – 20h00 | Parallel Sessions II
Panel 4 – Brexit (Room C401)
Moderator: Bruno Cardoso Reis (CEI-IUL)
Sanja Ivic (Institute for European Studies, Serbia): “The Question of European Identity in Light of Brexit”
Allan F. Tatham (Universidad San Pablo-CEU): “‘Breaking up is Hard to Do’: The evolution of the EU’s withdrawal criteria”
Christopher Pitcher (ISCTE-IUL): “‘I voted remain’ a look at the social and political divides within Brexit Britain through qualitative analysis of the narratives and attitudes of British citizens who voted remain”
Luana Lo Piccolo (ISPI – Milan): “Brexit: an increasing fragmentation of the international architecture”
Panel 5 – The EU and its Neighbourhood (Room C402)
Moderator: Cátia Miriam Costa (CEI-IUL)
Petar Georgiev (Council of the EU): “Pursuit of greener pastures in the Eastern neighbourhood: reconciliation of EU’s security interests and normative ambitions”
César García Andrés (Universidad de Valladolid): “The role of Ukraine within the European neighborhood policy and its effects on relations with Russia”
Mónica Canário (CEI-IUL): “Why do we need a real gender policy in the EU?”
Filipe Lima (CEI-IUL): “The EU and Israel and Palestinian Conflict”
Panel 6 – Transnational threats (Room C502)
Moderator: Ana Margarida Esteves (CEI-IUL)
Sofia Geraldes (ISCTE-IUL): “Digital Battlefields: Assessing the EU soft security actorness countering social media information warfare activities”
Marc de Carrière (Amarante International): “Going beyond NATO’s Article 5: A EU-NATO Blockchain to deter cyber warfare”
Davoud Gharayagh-Zandi (IRS; Shahid Beheshti University) & João Almeida Silveira (FCSH-NOVA): “The European Union security actorness within EU-Iran relations in the Post JCPOA Era”
Henrique Miguel Alves Garcia: “Radicalization in Belgium and EU security environment”
Susana Pedro
It is a surprise to learn, that before the last day of May this year, I had never been inside St Clements.
To my reckoning, I have been here twice before, neither time was the door unlocked, and so I assumed this was always the case. But as with most of the churches we visited when Simon was down, with the exception of Lower Hardres, they were all open, and I was able to add I think six interiors to my record.
St Clements is easy to reach, it is beside the A259 coast road, and is now famous for being the final resting place of Derek Jarman, I have posted shots of his grave previously.
So, with the fame, it was used in a Rank film as well, and ease of access, it is well visited, and yet, it has an air of stability and not having been renovated, at least in Victorian times. The cream coloured pews are wonderful, as is the balcony and the width and unusual structure of the church.
Over to you, John:
---------------------------------------------------------
One of the most-visited Marsh churches, built on an artificial mound to protect it from the floodwaters. There is a Norman nave enlarged by the addition of aisles in the thirteenth century. Because of its virtually unrestored state it has many items of interest, the uneven floor creating a very rural atmosphere. The two hagioscopes to either side of the chancel arch are unusually large and little more than holes knocked into the wall. The rood loft staircase discovered in the 1920s still has its medieval door-frame - a rare survival indeed. In the north chapel is the mensa of the medieval altar. The delightful altar rails are early eighteenth century and present a run of very close-set balusters. The box pews and gallery are, of later eighteenth-century date and were repainted for the Rank film, Dr Syn. The large Royal Arms of George III are dated 1800 - the lion has a particularly smug expression! An interesting and unusual sight is the font, the capitals of which are carved with different figures. They date from the fourteenth century, and are much worn, but with patience one can still pick out details of the grotesque animals. The twentieth century film-producer Derek Jarman is buried in the churchyard and is commemorated by a headstone simply bearing his signature.
www.kentchurches.info/church.asp?p=Old+Romney
Pink pews. It's just not what you expect from an otherwise conventional 12th-century village church with walls of shaggy Kent ragstone and a silver-grey shingled spire. However, St Clement's at Old Romney is full of them: handsome Georgian box pews, painted a tasteful shade of blush with black edges and white highlights. It is smart as a bandbox and looks as though it was interior-designed by Agent Provocateur. All that is missing is a cross-dressing vicar.
In fact, all that is missing is a vicar, because Old Romney – along with half of Romney Marsh's 14 medieval churches – is suffering an interregnum. The last incumbent left in October and a new one has yet to be appointed. Signs outside the churches urge visitors to contact a "Focal Minister" by phone.
"What's new?" the marsh dwellers might say. The area has a long history of neglect by the rest of Kent, let alone the rest of Britain. For centuries it was seen as remote and quite weird; alien – often dangerous – territory for outsiders. Even in medieval times, vicars appointed to local parishes often never visited them, let alone lived there.
I went to meet John Hendy, a retired teacher who is churchwarden of St George's at Ivychurch, near the middle of the marshes, and tour organiser for the Romney Marsh Historic Churches Trust. This was started by the artist John Piper, the journalist Richard Ingrams and the then Archbishop of Canterbury, Robert Runcie, among others, and has a glittering list of members.
It has raised quantities of money for restoration since its foundation in the early 1980s, when the churches were in deep decline. This spring, John is organising the first "open" guided tour – rather than the normal private group tours – of four or five marsh churches, which will be repeated in the autumn.
The name "Romney Marsh" is used collectively for four marshes – Romney, Walland, East Guildford and Denge – occupying 100 square miles of England's south-easternmost corner. The land was reclaimed over centuries from a vast lagoon of sand and shingle formed by debris sliding off the Weald.
Hamlets formed on the islets (most marsh churches are on man-made mounds) and the fertile salt marshes around fed the famous Romney Marsh sheep, or "Kents". On the coast were busy trading settlements; Hythe and Romney, and later Rye, Winchelsea and Lydd, became part of the 11th-century Confederation of Cinque Ports.
But while trade and smuggling boomed, the marshes themselves remained sparsely populated. They were riddled with dykes, ditches and drains; the instability of the land made building difficult, there were no grand estates and people got marsh ague from the standing water. The Black Death was catastrophic and there was the threat of French raids. So why are there so many fine, if often tiny, parish churches?
"Well, this church, for example, was a statement of power by its benefactor, the Archbishop of Canterbury," John explained, gesturing at St George's. "It was propaganda, rather than a reflection of the size of the population, which probably wouldn't have been very different." Church appointments were often political stepping stones; pinned to a pillar is a list of past rectors who soared to glory as bishops, archbishops and deans.
St George's is not tiny. In fact, it has an illusory quality: from the churchyard gate it looks small, with a squat, embattled tower and sturdy, rubbly walls, but past the south porch it appears to double in size, with a surprisingly long nave. It calls itself "The Cathedral of the Marshes" (mind you, so does All Saints in Lydd, whose nave is 66 feet longer, at an impressive 199 feet) and many of its characteristics are shared by other churches that I see that day.
There are the huge beams of wood and vertical "king posts" supporting the gabled roof; there are the rough, whitewashed walls that become smoother and grander in the chancel; there is a Lady Chapel with a blocked-up Early English window and medieval floor tiles in ochre, red and black, and a St Catherine's Chapel with a piscina (a stone basin with a drainage hole, down which water from the Mass was poured).
There are Georgian text boards and a royal coat of arms. Along the south wall is a long stone seat. "Originally, there would have been no pews," John said. "People would have stood or sat on straw strewn on the floor. The elderly and infirm were allowed to use the stone bench; that's where the expression 'going to the wall' comes from."
From St George's tower we could see the discreet spires of St Mary in the Marsh and Old Romney to the east and Lydd to the south-east. Brookland and Fairfield were to the west. In the distance was the smudge of Dungeness Power Station, with its daisy chains of pylons radiating across the land.
As we visited four more churches that afternoon, I was struck by their individual quirks. St Mary in the Marsh has a scratch dial – a primitive sundial, so that the bell ringer would know when to ring the Mass bell – clearly visible on its sunny south wall. St Clement's has an ancient font on pillars carved with faces and Green Men, and a door through which the image of the crucified Christ would have been taken down from the rood screen at Easter. St Augustine's at Brookland has a separate belfry, plonked beside it like a shingled rocket and a rare lead font carved with signs of the zodiac and seasonal farming tasks.
The two that moved me most, though, were the tiny church of St Thomas Becket at Fairfield, its original wattle and daub long since replaced by brick and cement, but marooned in a peaceful marshland landscape with only sheep for company; and the large church of St Nicholas at New Romney, which used be on the quayside until massive storms silted up the port in the late 13th century, destroying the town's livelihood. The pillars in the nave have a tide mark from those momentous floods.
As for the pink pews, apparently they were painted that colour by the Rank Organisation in 1963, while a film was being made about the fictional marsh resident Dr Syn (vicar by day, smuggler by night), and the parishioners liked the colour so much they decided to keep it. See? Quirky. Let's hope the new vicar measures up.
(written in 2008)
www.telegraph.co.uk/travel/destinations/europe/uk/souther...
Aston Martin DBS is a 6.0-litre V12 powered, race-bred, two-seater shaped by the aerodynamic demands of high performance, with an exquisite interior that marries beautifully hand-finished materials with the very latest in performance technology. Race-derived materials and components and Aston Martin’s unrivalled hand-build expertise makes the DBS a luxury sports car without equal.
Aston Martin DBS Specifications:
Body:
- Two-door coupe body style with 2+0 seating
- Bonded aluminium VH structure
- Aluminium, magnesium alloy and carbon-fibre composite body
- Extruded aluminium door side-impact beams
- High Intensity Discharge headlamps (dipped beam)
- Halogen projector headlamps (main beam)
- LED rear lamps and side repeaters
Engine:
- All-alloy, quad overhead camshaft, 48-valve, 5935 cc V12. Compression ratio 10.9:1
- Front-mid mounted engine, rear-wheel drive
- Fully catalysed stainless steel exhaust system with active bypass valves
Projected Performance figures:
- Maximum power: 380 kW (510 bhp/517 PS) @ 6500 rpm
- Maximum torque: 570 Nm (420 lb ft) @ 5750 rpm
- Maximum speed: 307 km/h (191 mph)
- Acceleration: 0-100 km/h (0-62 mph) in 4.3 seconds
Transmission:
- Rear-mid mounted, six-speed manual gearbox
- Alloy torque tube with carbon-fibre propeller shaft
- Limited-slip differential
- Final-drive ratio 3.71:1
Steering:
- Rack and pinion
- Servotronic speed-sensitive power-assisted steering
- 3.0 turns lock-to-lock
- Column tilt and reach adjustment
Wheels & Tyres
Wheels:
- Front: 8.5" x 20"
- Rear: 11" x 20"
Tyres:
Pirelli P Zero
- Front: 245/35
- Rear: 295/30
Suspension:
Front:
- Independent double wishbone incorporating anti-dive geometry
- Coil springs
- Anti-roll bar and monotube adaptive dampers
Rear:
- Independent double wishbones with anti-squat and anti-lift geometry
- Coil springs
- Anti-roll bar and monotube adaptive dampers
Adaptive Damping System (ADS) with Track mode
Brakes:
Front: Ventilated carbon ceramic discs, 398 mm diameter with six-piston calipers
Rear: Ventilated carbon ceramic discs, 360 mm diameter with four-piston calipers
Dynamic Stability control (DSC) with Track mode, including anti-lock braking system (ABS), electronic brakeforce distribution (EBD), emergency brake assist (EBA) and traction control.
Dimensions:
Length: 4721 mm
Width: 1905 mm excluding door mirrors, 2060 mm including door mirrors
Height: 1280 mm
Wheelbase: 2740 mm
Fuel tank capacity: 78 litres
Weight: 1695 kg
Interior:
- Semi-aniline leather and Alcantara interior
- Matrix alloy facia trim and Iridium Silver centre console finish
- Carbon-fibre door trims and door pulls
- Auto-dimming rear-view mirror & garage door opener (USA and Canada only)
- Sports seats with ten-way electric adjustment, including height, tilt and lumbar adjustment
- Memory seats & exterior mirrors (three positions)
- Dual-stage driver/passenger front airbags
- Side airbags (sports seats only)
- Heated seats (sports seats only)
- Heated rear screen
- Automatic temperature control
- Organic Electroluminescent (OEL) displays
- Trip computer
- Cruise control
- Hard Disk Drive (HDD) satellite navigation system*1,2
- Bluetooth telephone preparation*1
- Powerfold exterior mirrors
- Front and rear parking sensors
- Tyre-pressure monitoring*1
- Alarm and immobiliser
- Remote-control central door locking and boot release
- Battery disconnect switch
- Battery conditioner
- Tracking device (UK only)
- Boot-mounted umbrella
*1 Not available in all markets
*2 Includes Traffic Messaging Channel (TMC) in Continental Europe
In-car entertainment:
- Aston Martin 700 W premium audio system with Dolby® Pro Logic II®
- MP3 player connectivity
Optional Equipment:
- Lightweight seats with six-way adjustment, including front and rear height adjust (Does not include side airbags or heated seats feature. Not available in USA or Canada)
- 20" alloy wheels with graphite finish
- Satellite radio system (USA only)
- Piano Black facia trim and centre console finish
- Leather storage saddle
- Personalised sill plaques
- Auto-dimming interior rear-view mirror*1
- Auto-dimming interior rear-view mirror with garage door opener (Europe only)
- Alarm upgrade (volumetric and tilt sensor)
- Tracking device*3
- First-aid kit
- Ashtray and cigar lighter
*1 Not available in all markets
*3 Complies with UK Thatcham Category 5 requirements. Excludes subscription. Standard in UK.
SOUTH CHINA SEA (June 12, 2019) Sailors secure a line aboard the Arleigh Burke-class guided-missile destroyer USS McCampbell (DDG 85) during a replenishment-at-sea. McCampbell is forward-deployed to the U.S. 7th Fleet area of operations in support of security and stability in the Indo-Pacific region. (U.S. Navy photo by Mass Communication Specialist 3rd Class Isaac Maxwell/Released)
SOUTH CHINA SEA (June 12, 2019) Fire Controlman 3rd Class Anthony Jones, from Franklin, Ga., shoots a shot line from the Arleigh Burke-class guided-missile destroyer USS McCampbell (DDG 85) to the USNS John Ericsson (T-AO 194) during a replenishment-at-sea. McCampbell is forward-deployed to the U.S. 7th Fleet area of operations in support of security and stability in the Indo-Pacific region. (U.S. Navy photo by Mass Communication Specialist 3rd Class Isaac Maxwell/Released)
Deputy Director of the Monetary and Capital Markets Department Fabio Natalucci, Global Head and Director of Climate Business of the IFC Vivek Pathak, Managing Director and Head of Sustainable Finance, Global Policy Initiatives at IIF Sonja Gibbs, and Head of Climate Change at IDB Invest Hilen Meirovich take part in the Global Financial Stability Report: Analytical Chapter 2 Launch Event moderated by Justin Worland, Senior Correspondent for TIME Magazine, during the 2022 Annual Meetings take place at the International Monetary Fund.
IMF Photo/Cory Hancock
7 October 2022
Washington, DC, United States
Photo ref: CH221007007.arw
GULF OF OMAN (Feb. 29, 2020) A Marine assigned to to the Blue Knights of Marine Medium Tiltrotor Squadron (VMM) 365 (Reinforced) guides the approach of a CH-53E Super Stallion helicopter attached to VMM-365 on the flight deck of the amphibious assault ship USS Bataan (LHD 5), Feb. 29, 2020. Bataan is the flagship for the Bataan Amphibious Ready Group and, with embarked 26th MEU, is deployed to the U.S. 5th Fleet area of operations in support of naval operations to ensure maritime stability and security in the Central Region, connecting the Mediterranean and the Pacific through the western Indian Ocean and three strategic choke points. (U.S. Navy photo by Mass Communication Specialist 1st Class Zachary Anderson/Released)
Closeup. I love it! The chunky Lego tire reminds me of my childhood, and symbolizes that this switch is to be used for off-roading.
When you flip the switch off, the stability warning and ABS warning lights will come on on the dash. They will stay on until you restart the vehicle, even if you flip the switch back to on. The computer basically gives up on things when you cut the connection like that, and won't try to set it up again until you restart.
But you will be free to do donuts, just like in the old days before the Safety Nazis came for us.
In the old days, people crashed and died a lot, too. So be careful.
Secretary Wilkie Speaks at VSO Conventions, Tours VA Facilities
Customer service, stability and quality care for Veterans remain top priorities for Secretary Robert Wilkie at the Department of Veterans Affairs. He reinforced that pledge as incoming VA Secretary while visiting medical facilities and attended national Veteran engagements in three states last week. Secretary Wilkie served as keynote speaker at the American Legion’s 100th National Convention in Minneapolis, MN. He called members of the nation’s largest wartime Veterans service organization “powerful advocates” and said “let me thank you, thank the entire American Legion past and present for everything you have done to make this the last best hope of man on earth.”
In referring to his prime directive of customer service, Secretary Wilkie said “we have to talk to Veterans, we have to listen to Veterans, because every major advance and relief for those who have ‘borne the battle’ has come through the efforts of Veterans themselves, not waiting on the slow machine of government to move.” He also lauded the passing of the MISSION Act in making it easier for eligible Veterans of all eras to navigate the system and ensure they receive the best health care possible whether delivered in VA facilities or in the community.
While in Minnesota, the Secretary also visited with patients and was given an expansive tour and briefing by leadership at the Minneapolis VA Health Care System. The facility has an excellent reputation and is known worldwide for its strong research and academic services focused on Veterans. The facility is recognized for its overall performance and rated a 5-Star. Secretary Wilkie was particularly impressed with the advancements in prosthetic technology that is now available to Veterans there.
Secretary Wilkie was also welcomed at Fort Snelling National Cemetery which is listed on the National Register of Historic Places. The cemetery is the final resting place for Minneapolis area Veterans dating back to the Revolutionary War era with more than 225,000 interments.
The Secretary then headed to Dallas, TX to visit with Paralyzed Veterans of America (PVA) leadership and speak to hundreds of attendees at the PVA’s 8th annual Heath Care Summit & Expo. The Secretary reinforced his top priorities and his commitment to working hand in hand with health care professionals saying “as the Secretary of this department, I am the temporary custodian of the flame that first burned on Revolutionary fields in the 1700’s, it is a flame that you all carry and are trusted with and my pledge to you is to be part of your team.” He went on to say, “I am honored to serve with you and I thank you for carrying on the most noble mission in the federal government.”
Secretary Wilkie also engaged with Veterans and leadership at the VA North Texas Health Care System (VANTHCS) in Dallas. Topics of discussion included progress in suicide prevention and mental health awareness outreach, innovative surgical care procedures and modernization efforts. As VA’s second-largest health care system, VANTHCS is available to 600,000 Veterans that live in the northern Texas and southern Oklahoma region.
At the final stop in Cleveland, OH, the secretary served as a keynote speaker for the unveiling of a Gold Star Families Memorial Monument and Medal of Honor ribbon cutting ceremony alongside retired U.S. Marine Corps warrant officer and VA Veterans service representative Woody Williams. Williams received the Medal of Honor during the Battle of Iwo Jima in World War II. Secretary Wilkie also participated in several media interviews including Cleveland’s Morning News in which he told the host “the Gold Star Families…have given the most of all of us and they remind us every day why all of us sleep soundly at night.”
Photos Courtesy Dept. Veteran Affairs
Mark Carney, governor of the Bank of England, speaks during the bank's financial stability report news conference at the Bank of England in London, U.K., on Thursday, June 26, 2014. Carney waded into Britain's property market today, limiting the number of riskier mortgages to prevent an unsustainable buildup of consumer debt derailing the economic recovery. Photographer: Chris Ratcliffe/Bloomberg *** Local Caption *** Mark C
Must attribute with link to: www.ptpioneer.com
Stability ball knees to elbows abdominal exercise outdoors exercising
PHILIPPINE SEA (Sept. 19, 2020) Electrician's Mate 2nd Class Alexander Grube, from Allentown, Penn., loads an ammunition belt into an M240 machine gun during a live-fire training exercise aboard the amphibious transport dock ship USS New Orleans (LPD 18). New Orleans, part of Expeditionary Strike Group Seven (ESG 7), along with the 31st Marine Expeditionary Unit, is operating in the U.S. 7th Fleet area of responsibility to enhance interoperability with allies and partners and serve as a ready response force to defend peace and stability in the Indo-Pacific region. (U.S. Navy photo by Mass Communication Specialist 2nd Class Kelby Sanders)
Detailed photos of the Joy Talking 10'' Doll from the upcoming Disney/Pixar animated film Inside Out. She has been deboxed. She is posed standing, supported by a Kaiser doll stand. Her character magnet is stuck to the base of the stand, giving it more stability.
She says seven different short phrases when her right hand is touched. Her head also glows while she is talking. The sound button is much more reliable than the ones in the old 17'' singing and talking dolls by the Disney Store.
She has a plastic sphere that is supposed to contain an actual emotion of their host, Riley. You are supposed put a small closeup photo of you experiencing Joy into a slot in the sphere. A plastic tab inserted behind the photo keeps it secure. A small post in the bottom of the sphere then fits into a small hole in the palm of the doll, so she can hold the sphere securely.
The dolls have limited articulation. They have stiff legs, and have no wrist joints on their right arms, due to the sound mechanism.
Their hair is very stiff to keep their severe styling. Joy has blue hair with a large spike sticking up in the back. She has big blue eyes with no eyelashes and a wide toothy and open mouthed grin.
She has a glittery light yellow dress with a printed design. Joy has bare feet, with no toes. She has very small feet, and is top heavy, so she cannot free stand.
Joy is 10'' tall with outsized heads, so they have short legs. Therefore my Kaiser stand that were made for 11 1/2 inch Barbie type dolls leave them with their feet dangling in the air by more than an inch. The Inside Out magnets are useful to attach to the base of the metal Kaiser stands to make them more stable, as well as decorate them with another image of the character.
She is very cute, very nicely made and accurately depicts the animated character.
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+++ DISCLAIMER +++
Nothing you see here is real, even though the model, the conversion or the presented background story might be based historical facts. BEWARE!
Some background:
In the aftermath of the Second World War, Sweden required a strong air defense, utilizing the newly developed jet propulsion technology. This led to a pair of proposals being issued by the Saab design team, led by Lars Brising. The first of these, codenamed R101, was a cigar-shaped aircraft, which bore a resemblance to the American Lockheed P-80 Shooting Star. The second design, which would later be picked as the winner, was a barrel-shaped design, codenamed R 1001, which proved to be both faster and more agile upon closer study.
The original R 1001 concept had been designed around a mostly straight wing, but after Swedish engineers had obtained German research data on swept-wing designs, the prototype was altered to incorporate a 25° sweep. In order to make the wing as thin as possible, Saab elected to locate the retractable undercarriage in the aircraft's fuselage rather than into the wings.
Extensive wind tunnel testing performed at the Swedish Royal University of Technology and by the National Aeronautical Research Institute had also influenced aspects of the aircraft's aerodynamics, such as stability and trim across the aircraft's speed range. In order to test the design of the swept wing further and avoid any surprises, it was decided to modify a single Saab Safir. It received the designation Saab 201 and a full-scale R 1001 wing for a series of flight tests. The first 'final' sketches of the aircraft, incorporating the new information, was drawn in January 1946.
The originally envisioned powerplant for the new fighter type was the de Havilland Goblin turbojet engine. However, in December 1945, information on the newer and more powerful de Havilland Ghost engine became available. The new engine was deemed to be ideal for Saab's in-development aircraft, as not only did the Ghost engine had provisions for the use of a central circular air intake, the overall diameter of the engine was favorable for the planned fuselage dimensions, too. Thus, following negotiations between de Havilland and Saab, the Ghost engine was selected to power the type instead and built in license as the RM 2.
By February 1946 the main outline of the proposed aircraft had been clearly defined. In Autumn 1946, following the resolution of all major questions of principal and the completion of the project specification, the Swedish Air Force formally ordered the completion of the design and that three prototype aircraft be produced, giving the proposed type the designation J 29.
On 1 September 1948, the first of the Saab 29 prototypes conducted its maiden flight, which lasted for half an hour. Because of the shape of its fuselage, the Saab J 29 quickly received the nickname "Flygande Tunnan" ("The Flying Barrel"), or "Tunnan" ("The Barrel") for short. While the demeaning nickname was not appreciated by Saab, its short form was eventually officially adopted.
A total of four prototypes were built for the aircraft's test program. The first two lacked armament, carrying heavy test equipment instead, while the third prototype was armed with four 20mm automatic guns. Various different aerodynamic arrangements were tested, such as air brakes being installed either upon the fuselage or on the wings aft of the rear spar, along with both combined and conventional aileron/flap arrangements.
The flight test program revealed that the J 29 prototypes were capable of reaching and exceeding the maximum permissible Mach number for which they had been designed, and the flight performance figures gathered were found to be typically in excess of the predicted values.
In 1948 production of the type commenced and in May 1951 the first deliveries of operational production aircraft were received by F 13 Norrköping. The J 29 proved to be very successful and several variants and updates of the Tunnan were produced, including a dedicated reconnaissance variant and an all-weather fighter with an on-board radar.
A trainer variant was deemed to be useful, too, since the transition of young pilots from relatively slow, piston-engine basic trainers to jet-powered aircraft was considered to be a major step in the education program. At that time, the only jet-powered two-seater in Swedish inventory was the DH 115 Vampire. 57 of these, designated J 28C by the Swedish Air Force, had been procured from Great Britain in the late Forties, but an indigenous alternative (and a more capable successor) was politically favored.
In 1952 initial wind tunnel tests with scaled-down models were conducted, since it was not clear which layout would be the best from an aerodynamic, structural and educational point of view. After a thorough inspection of wooden 1:1 mock-ups of alternative tandem and a side-by-side cockpit layouts, as well as much political debate between Saab, the Swedish Air Force and the Swedish government concerning the costs and budget for a dedicated Saab 29 trainer fleet’s development and production, a compromise was settled upon in early 1953: No new trainer airframes would be produced. Instead, only existing airframes would be converted into two seaters, in an attempt to keep as much of the existing structure and internal fuel capacity as possible.
The side-by-side arrangement was adopted, not only because it was considered to be the more effective layout for a trainer aircraft. It also had the benefit that its integration would only mean a limited redesign of the aircraft’s cockpit section above the air intake duct and the front landing gear well, allowing to retain the single-seater’s pressurized cabin’s length and internal structure. A tandem cockpit would have been aerodynamically more efficient, but it would have either considerably reduced the J 29’s internal fuel capacity, or the whole aircraft had had to be lengthened with a fuselage plug, with uncertain outcome concerning airframe and flight stability. It would also have been the more costly option,
However, it would take until 1955 that the first trainer conversions were conducted by Saab, in the wake of the major wing and engine updates for the J 29 A/B fleet that lasted until 1956. The trainer, designated Sk 29 B, was exclusively based on the J 29 B variant and benefited from this version’s extra fuel tanks in the wings and fully wired underwing weapon hardpoints, which included two wet pylons for drop tanks and made the Sk 29 B suitable for weapon training with the J 29’s full ordnance range.
The trainer conversions only covered the new cockpit section, though. The Sk 29 B did not receive the new dogtooth wing which was only introduced to the converted J 29 D, E and F fighters. The upper pair of 20mm cannon in the lower front fuselage was deleted, too, in order to compensate for the two-seater’s additional cockpit equipment weight and drag. Performance suffered only marginally under the enlarged canopy, though, and the Sk 29 B turned out to be a very sound and useful design for the advanced jet trainer role.
However, budgetary restraints and the quick development of aircraft technology in the Fifties limited the number of fighter conversions to only 22 airframes. The aging Vampire two-seaters still turned out to be adequate for the advanced trainer role, and the Sk 29 B did not offer a significant advantage over the older, British aircraft. Another factor that spoke against more Sk 29 Bs was the simple fact that more trainer conversions would have reduced the number of airframes eligible for the running fighter aircraft updates.
All Sk 29 Bs were concentrated at the F 5 Ljungbyhed Kungliga Krigsflygskolan training wing in southern Sweden, where two flights were equipped with it. Unofficially dubbed “Skola Tunnan” (literally “School Barrel”), the Sk 29B performed a solid career, even though the machines were gradually retired from 1966 onwards. A dozen Sk 29 B remained active until 1972 in various supportive roles, including target tugging, air sampling and liaison duties, while the final Vampire trainer was already retired in 1968. But by the early Seventies, the trainer role had been taken over by the brand new Saab 105/Sk 60 trainer, the long-awaited domestic development, and Sk 35 Draken trainers.
General characteristics:
Crew: 2
Length: 10.23 m (33 ft 7 in)
Wingspan: 11.0 m (36 ft 1 in)
Height: 3.75 m (12 ft 4 in)
Wing area: 24.15 m² (260.0 ft²)
Empty weight: 5,120 kg (11,277 lb)
Max. takeoff weight: 8,375 kg (18,465 lb)
Powerplant:
1× Svenska Flygmotor RM2 turbojet, rated at 5,000 lbf (22.2 kN)
Performance:
Maximum speed: 1,010 km/h (627 mph)
Range: 1,060 km (658 mi)
Service ceiling: 15,500 m (50,850 ft)
Rate of climb: 30.5 m/s (6,000 ft/min)
Armament:
2x 20mm Hispano Mark V autocannon in the lower front fuselage
Underwing hardpoints for various unguided missiles and iron bombs, or a pair drop tanks
The kit and its assembly:
Another Saab 29 conversion of a variant that was thought about but never materialized, much like the radar-equipped all-weather fighter. The impulse to tackle this stunt was a leftover D. H. Vampire trainer fuselage pod in my stash (from the ‘Mystery Jet’ conversion a couple of months ago, from an Airfix kit). The canopy’s shape and dimensions appeared like a sound match for the tubby J 29, and so I decided to try this stunt.
The basis is the Heller J 29 kit, which is, despite raised surface details, IMHO the better kit than the rather simple Matchbox offering. However, what makes things more hazardous, though, is the kit’s option to build the S 29 C reconnaissance variant – the lower front fuselage is a separate part, and any surgery around the cockpit weakens the kit’s overall stability considerably. Unlike the J 29D all-weather fighter built recently, I had no visual reference material. The only valid information I was able to dig up was that a side-by-side cockpit had been the preferred layout for this paper project.
Implanting a new cockpit is always hazardous, and I have never tried to integrate a side-by-side arrangement into a single seater. The Vampire cockpit was finished first, and also mounted into the Vampire’s original cockpit pod halves, because I was able to use its side walls and also had the original canopy parts left over – and using the Vampire’s cockpit opening would ensure a good fit and limit PSR work around the clear parts. Once the Vampire cockpit tub was complete, the “implant” was trimmed down as far as possible.
Next step was to prepare the Tunnan to accept the donor cockpit. In order to avoid structural trouble I finished the two fuselage halves first, mounted the air intake with the duct to the front end, but left the fighter version’s gun tray away (while preparing it with a load of lead). The idea was to put the Vampire cockpit into position from below into the Tunnan’s fuselage, until all outer surfaces would more or less match in order to minimize PSR work.
With the Vampire cockpit as benchmark, I carefully tried to draw its outlines onto the upper front fuselage. The following cutting and trimming sessions too several turns. To my surprise, the side-by-side cockpit’s width was the least problem – it fits very well inside of the J 29 fuselage’s confines, even though the front end turned out to be troublesome. Space in length became an issue, too, because the Airfix Vampire cockpit is pretty complete: it comes with all pedals, a front and a rear bulkhead, and its bulged canopy extends pretty far backwards into an aerodynamic fairing. As a result, it’s unfortunately very long… Furthermore, air intake duct reaches deep into the Tunnan’s nose, too, so that width was not the (expected) problem, but rather length!
Eventually, the cockpit lost the front bulkhead and had to trimmed and slimmed down further, because, despite its bulky fuselage, the Tunnan’s nose is rather narrow. As a consequence the Vampire cockpit had to be moved back by about 3mm, relative to the single-seater’s canopy, and the area in front of the cockpit/above the air intake duct had to be completely re-sculpted, which took several PSR stages. Since the Vampire’s canopy shape is very different and its windscreen less steep (and actually a flat glass panel), I think this change is not too obvious, tough, and looks like a natural part of the fictional real-life conversion. However, a fiddly operation, and it took some serious effort to blend the new parts into the Tunnan fuselage, especially the windscreen.
Once the cockpit was in place, the lower front fuselage with the guns (the upper pair had disappeared in the meantime) was mounted, and the wings followed suit. In this case, I modified the flaps into a lowered position, and, as a subtle detail, the Tunnan kit lost its retrofitted dogtooth wings, so that they resemble the initial, simple wing of the J 29 A and B variants. Thanks to the massive construction of the kit’s wings (they consist of two halves, but these are very thin and almost massive), this was a relatively easy task.
The rest of the Tunnan was built mostly OOB; it is a typical Heller kit of the Seventies: simple, with raised surface detail, relatively good fit (despite the need to use putty) and anything you could ask for a J 29 in 1:72 scale. I just replaced the drop tanks with shorter, thicker alternatives – early J 29 frequently carried Vampire drop tanks without fins, and the more stout replacements appeared very suitable for a trainer.
The pitots on the wing tips had to be scratched, since they got lost with the wing modifications - but OOB they are relatively thick and short, anyway. Further additions include a tail bumper and extra dorsal and ventral antennae, plus a fairing for a rotating warning light, inspired by a similar installation on the late J 29 target tugs.
Painting and markings:
As usual, I wanted a relatively plausible livery and kept things simple. Early J 29 fighters were almost exclusively left in bare metal finish, and the Swedish Vampire trainers were either operated in NMF with orange markings (very similar to the RAF trainers), or they carried the Swedish standard dark green/blue grey livery.
I stuck to the Tunnan’s standard NMF livery, but added dark green on wing tips and fin, which were widely added in order to make formation flight and general identification easier. However, some dayglow markings were added on the fuselage and wings, too, so that – together with the tactical markings – a colorful and distinct look was created, yet in line with typical Swedish Air Force markings in the late Fifties/early Sixties.
The NMF livery was created with an overall coat of Revell 99 acrylic paint (Aluminum), on top of which various shades of Metallizer were dry-brushed, panel by panel. Around the exhaust, a darker base tone (Revell 91, Iron Metallic and Steel Metallizer) was used. Around the cockpit, in order to simulate the retrofitted parts, some panels received a lighter base with Humbrol 191.
The raised panel lines were emphasized through a light black in wash and careful rubbing with grinded graphite on a soft cotton cloth – with the benefit that the graphite adds a further, metallic shine to the surface and destroys the uniform, clean NMF look. On the front fuselage, where many details got lost through the PSR work, panel lines were painted with a thin, soft pencil.
The cockpit interior became dark green-grey (Revell 67 comes pretty close to the original color), the landing gear wells medium grey (Revell 57). The dark green markings on fin and wing tips were painted with Humbrol 163 (RAF Dark Green), which comes IMHO close to the Swedish “Mörkgrön”. The orange bands were painted, too, with a base of Humbrol 82 (Orange Lining) on top of which a thin coat of fluorescent orange (Humbrol 209) was later added. Even though the NMF Tunnan did not carry anti-dazzle paint in front of the windscreen, I added a black panel because of the relatively flat area there on the modified kit.
Decals come from different sources: roundels and stencils come from the Heller kit’s sheet, the squadron code number from a Flying Colors sheet with Swedish ciphers in various colors and sizes for the late Fifties time frame, while the tactical code on the fin was taken from a Saab 32 sheet.
Finally the kit was sealed with a “¾ matt”, acrylic varnish, mixed from glossy and matt varnishes.
An effective and subtle conversion, and a bigger stunt than one might think at first sight. The Tunnan two-seater does, hoewever, not look as disturbing as, for instance, the BAC Lightning or Hawker Hunter trainer variants? The rhinoplasty was massive and took some serious PSR, though, and the livery was also more demanding than it might seem. But: this is what IMHO a real Saab 29 trainer could have looked like, if it had left the drawing boards in the early Fifties. And it even looks good! :D
Schwarzspanierstraße/Alfred-Grünfeld-Gasse
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.
This photo won 4th place in the Frontiers in Development: Ending Extreme Poverty photo contest.
In Baraki Barak District of Logar Province, Afghanistan, a local Community Development Council utilized a grant from USAID to repair a dilapidated irrigation system (karez), which now supports 150 families from three villages, who rely heavily on agriculture as their primary source of income. In the past, conflict over scarce resources resulted in bad blood between the villages. Communal projects such as this help improve food security and livelihoods, while simultaneously bringing feuding parties together to promote stability.
Credit: Stability in Key Areas (SIKA)-East program in Afghanistan / Mr. Ahmad Salarzai
SOUTH CHINA SEA (Sept. 6, 2020) Aviation Boatswain’s Mate (Handling) 3rd Class Breanna Delafuente, from Long Beach, Miss., assigned to the forward-deployed amphibious assault ship USS America (LHA 6) signals a UH-1Y Venom helicopter assigned to the 31st Marine Expeditionary Unit (MEU), Marine Medium Tiltrotor Squadron (VMM) 262 (Reinforced) to take off from the ship’s flight deck during a visit, board, search and seizure exercise. America, flagship of the America Amphibious Ready Group, assigned to Amphibious Squadron Eleven, along with the 31st Marine Expeditionary Unit, is operating in the U.S. 7th Fleet area of responsibility to enhance interoperability with allies and partners and serve as a ready response force to defend peace and stability in the Indo-Pacific region. (U.S. Navy photo by Mass Communication Specialist 3rd Class Vincent E. Zline)
Back of the climate control / stability control / hazard lights panel. Decide where you want to put your switch. Do not be tempted to add a switch to the stability control / hazard lights panel. There's a fragile circuit board in there that will get in the way of any switch you try to install. I'm going to use that unused round panel visible here on the left (on the right when you're looking at it installed in the dash). Now to find something round to replace that panel and mount my switch on....
Sailboat with Stability and Good Performance
The Oz Goose is a 12ft sailboat with enormous stability from its box planform which also makes it very easy to build and a powerful sailer. It was formerly called the PD Goose.
The green boat is being steered by Cherrie Pinpin who just came third in the Paralympic worlds in Kiel. The white boat is Clytie Bernardi who came fourth in Kiel.
See Regional Agents for Australia, Hungary, Europe in menu.
Buy Plans Duckworks USA $36
This doesn't at all sacrifice good sailing performance or rough water capability. It demonstrates normal upwind speeds for body hiked sailing dinghies and downwind speeds easily in the 10 to 13 knots range when one up.
Or to carry three adults with good performance and response even in light winds.
Handles well in strong winds and big waves and if capsized comes up with no water in the cockpit.
Oz Goose Website for building, rigging and sailing informationBuy plan USD38Oz Goose Facebook Group
The stability allows it to carry a large 90sq ft mainsail. Hull weight is lighter than a Laser Dinghy. While derived from the shorter 8ft Oz Racer it has a quantum leap in both performance and capacity over the smaller boat.
Sails well with one to three adults
With the large sail and light hull (115 to 130lbs - 52 to 60kg built as specified) it has the right feel and excellent balance of well designed sailing dinghies.
We use the Oz Goose in five ways.
www.storerboatplans.com/boat/sailing-boat/oz-goose-an-ine...
U.S. Army Africa photo by Sgt. 1st Class Kyle Davis
U.S. Africa Command (AFRICOM) hosted its second annual C4ISR Senior Leaders Conference Feb. 2-4 at Caserma Ederle, headquarters of U.S. Army Africa, in Vicenza, Italy.
The communications and intelligence community event, hosted by Brig. Gen. Robert Ferrell, AFRICOM C4 director, drew approximately 80 senior leaders from diverse U.S. military and government branches and agencies, as well as representatives of African nations and the African Union.
“The conference is a combination of our U.S. AFRICOM C4 systems and intel directorate,” said Ferrell. “We come together annually to bring the team together to work on common goals to work on throughout the year. The team consists of our coalition partners as well as our inter-agency partners, as well as our components and U.S. AFRICOM staff.”
The conference focused on updates from participants, and on assessing the present state and goals of coalition partners in Africa, he said.
“The theme for our conference is ‘Delivering Capabilities to a Joint Information Environment,’ and we see it as a joint and combined team ... working together, side by side, to promote peace and stability there on the African continent,” Ferrell said.
Three goals of this year’s conference were to strengthen the team, assess priorities across the board, and get a better fix on the impact that the establishment of the U.S. Cyber Command will have on all members’ efforts in the future, he said.
“With the stand-up of U.S. Cyber Command, it brings a lot of unique challenges that we as a team need to talk through to ensure that our information is protected at all times,” Ferrell said.
African Union (AU) representatives from four broad geographic regions of Africa attended, which generated a holistic perspective on needs and requirements from across the continent, he said.
“We have members from the African Union headquarters that is located in Addis Ababa, Ethiopia; we have members that are from Uganda; from Zambia; from Ghana; and also from the Congo. What are the gaps, what are the things that we kind of need to assist with as we move forward on our engagements on the African continent?” Ferrell said.
U.S. Army Africa Commander, Maj. Gen. David R. Hogg, welcomed participants as the conference got under way.
“We’re absolutely delighted to be the host for this conference, and we hope that this week you get a whole lot out of it,” said Hogg.
He took the opportunity to address the participants not only as their host, but from the perspective of a customer whose missions depend on the results of their efforts to support commanders in the field.
“When we’re talking about this group of folks that are here — from the joint side, from our African partners, from State, all those folks — it’s about partnership and interoperability. And every commander who’s ever had to fight in a combined environment understands that interoperability is the thing that absolutely slaps you upside the head,” Hogg said.
“We’re in the early stages of the process here of working with the African Union and the other partners, and you have an opportunity to design this from the end state, versus just building a bunch of ‘gunkulators.’ And so, the message is: think about what the end state is supposed to look like and construct the strategy to support the end state.
“Look at where we want to be at and design it that way,” Hogg said.
He also admonished participants to consider the second- and third-order effects of their choices in designing networks.
“With that said, over the next four days, I hope this conference works very well for you. If there’s anything we can do to make your stay better, please let us know,” Hogg said.
Over the following three days, participants engaged in a steady stream of briefings and presentations focused on systems, missions and updates from the field.
Col. Joseph W. Angyal, director of U.S. Army Africa G-6, gave an overview of operations and issues that focused on fundamentals, the emergence of regional accords as a way forward, and the evolution of a joint network enterprise that would serve all interested parties.
“What we’re trying to do is to work regionally. That’s frankly a challenge, but as we stand up the capability, really for the U.S. government, and work through that, we hope to become more regionally focused,” he said.
He referred to Africa Endeavor, an annual, multi-nation communications exercise, as a test bed for the current state of affairs on the continent, and an aid in itself to future development.
“In order to conduct those exercises, to conduct those security and cooperation events, and to meet contingency missions, we really, from the C4ISR perspective, have five big challenges,” Angyal said.
“You heard General Hogg this morning talk about ‘think about the customer’ — you’ve got to allow me to be able to get access to our data; I’ve got to be able to get to the data where and when I need it; you’ve got to be able to protect it; I have to be able to share it; and then finally, the systems have to be able to work together in order to build that coalition.
“One of the reasons General Ferrell is setting up this joint information enterprise, this joint network enterprise . . . it’s almost like trying to bring together disparate companies or corporations: everyone has their own system, they’ve paid for their own infrastructure, and they have their own policy, even though they support the same major company.
“Now multiply that when you bring in different services, multiply that when you bring in different U.S. government agencies, and then put a layer on top of that with the international partners, and there are lots of policies that are standing in our way.”
The main issue is not a question of technology, he said.
“The boxes are the same — a Cisco router is a Cisco router; Microsoft Exchange server is the same all over the world — but it’s the way that we employ them, and it’s the policies that we apply to it, that really stops us from interoperating, and that’s the challenge we hope to work through with the joint network enterprise.
“And I think that through things like Africa Endeavor and through the joint enterprise network, we’re looking at knocking down some of those policy walls, but at the end of the day they are ours to knock down. Bill Gates did not design a system to work only for the Army or for the Navy — it works for everyone,” Angyal said.
Brig. Gen. Joseph Searyoh, director general of Defense Information Communication Systems, General Headquarters, Ghana Armed Forces, agreed that coordinating policy is fundamental to improving communications with all its implications for a host of operations and missions.
“One would expect that in these modern times there is some kind of mutual engagement, and to build that engagement to be strong, there must be some kind of element of trust. … We have to build some kind of trust to be able to move forward,” said Searyoh.
“Some people may be living in silos of the past, but in the current engagement we need to tell people that we are there with no hidden agenda, no negative hidden agenda, but for the common good of all of us.
“We say that we are in the information age, and I’ve been saying something: that our response should not be optional, but it must be a must, because if you don’t join now, you are going to be left behind.
“So what do we do? We have to get our house in order.
“Why do I say so? We used to operate like this before the information age; now in the information age, how do we operate?
“So, we have to get our house in order and see whether we are aligning ourselves with way things should work now. So, our challenge is to come up with a strategy, see how best we can reorganize our structures, to be able to deliver communications-information systems support for the Ghana Armed Forces,” he said.
Searyoh related that his organization has already accomplished one part of erecting the necessary foundation by establishing an appropriate policy structure.
“What is required now is the implementing level. Currently we have communications on one side, and computers on one side. The lines are blurred — you cannot operate like that, you’ve got to bring them together,” he said.
Building that merged entity to support deployed forces is what he sees as the primary challenge at present.
“Once you get that done you can talk about equipment, you can talk about resources,” Searyoh said. “I look at the current collaboration between the U.S. and the coalition partners taking a new level.”
“The immediate challenges that we have is the interoperability, which I think is one of the things we are also discussing here, interoperability and integration,” said Lt. Col. Kelvin Silomba, African Union-Zambia, Information Technology expert for the Africa Stand-by Force.
“You know that we’ve got five regions in Africa. All these regions, we need to integrate them and bring them together, so the challenge of interoperability in terms of equipment, you know, different tactical equipment that we use, and also in terms of the language barrier — you know, all these regions in Africa you find that they speak different languages — so to bring them together we need to come up with one standard that will make everybody on board and make everybody able to talk to each other,” he said.
“So we have all these challenges. Other than that also, stemming from the background of these African countries, based on the colonization: some of them were French colonized, some of them were British colonized and so on, so you find that when they come up now we’ve adopted some of the procedures based on our former colonial masters, so that is another challenge that is coming on board.”
The partnership with brother African states, with the U.S. government and its military branches, and with other interested collaborators has had a positive influence, said Silomba.
“Oh, it’s great. From the time that I got engaged with U.S. AFRICOM — I started with Africa Endeavor, before I even came to the AU — it is my experience that it is something very, very good.
“I would encourage — I know that there are some member states — I would encourage that all those member states they come on board, all of these regional organizations, that they come on board and support the AFRICOM lead. It is something that is very, very good.
“As for example, the African Union has a lot of support that’s been coming in, technical as well as in terms of knowledge and equipment. So it’s great; it’s good and it’s great,” said Salimba.
Other participant responses to the conference were positive as well.
“The feedback I’ve gotten from every member is that they now know what the red carpet treatment looks like, because USARAF has gone over and above board to make sure the environment, the atmosphere and the actual engagements … are executed to perfection,” said Ferrell. “It’s been very good from a team-building aspect.
“We’ve had very good discussions from members of the African Union, who gave us a very good understanding of the operations that are taking place in the area of Somalia, the challenges with communications, and laid out the gaps and desires of where they see that the U.S. and other coalition partners can kind of improve the capacity there in that area of responsibility.
“We also talked about the AU, as they are expanding their reach to all of the five regions, of how can they have that interoperability and connectivity to each of the regions,” Ferrell said.
“(It’s been) a wealth of knowledge and experts that are here to share in terms of how we can move forward with building capacities and capabilities. Not only for U.S. interests, but more importantly from my perspective, in building capacities and capabilities for our African partners beginning with the Commission at the African Union itself,” said Kevin Warthon, U.S. State Department, peace and security adviser to the African Union.
“I think that General Ferrell has done an absolutely wonderful thing by inviting key African partners to participate in this event so they can share their personal experience from a national, regional and continental perspective,” he said.
Warthon related from his personal experience a vignette of African trust in Providence that he believed carries a pertinent metaphor and message to everyone attending the conference.
“We are not sure what we are going to do tomorrow, but the one thing that I am sure of is that we are able to do something. Don’t know when, don’t know how, but as long as our focus is on our ability to assist and to help to progress a people, that’s really what counts more than anything else,” he said.
“Don’t worry about the timetable; just focus on your ability to make a difference and that’s what that really is all about.
“I see venues such as this as opportunities to make what seems to be the impossible become possible. … This is what this kind of venue does for our African partners.
“We’re doing a wonderful job at building relationships, because that’s where it begins — we have to build relationships to establish trust. That’s why this is so important: building trust through relationships so that we can move forward in the future,” Warthon said.
Conference members took a cultural tour of Venice and visited a traditional winery in the hills above Vicenza before adjourning.
To learn more about U.S. Army Africa visit our official website at www.usaraf.army.mil
Official Twitter Feed: www.twitter.com/usarmyafrica
Official YouTube video channel: www.youtube.com/usarmyafrica
PFC Samara Costa and SSG Nathan LeDoux, of U.S. Army Europe’s Charlie Company, Brigade Support Battalion, 173rd Airborne Brigade Combat Team, use stability half balls while SPC Scott Johnson jumps agility hurdles during Mission Essential Fitness training in Bamberg, 21 April 2011. (U.S. Army Europe photo by Mark Ray)
The Middle East and Central Asia Department Director Jihad Azour and Governor of the Central Bank of Armenia Martin Galstyan present the Governor Talk - MCD: Risk Management Approach to Price Stability: The Role of Policy Credibility during the 2022 Annual Meetings at the International Monetary Fund.
IMF Photo/Ariana Lindquist
13 October 2022
Washington, DC, United States
Photo ref: AL2210121652.jpg
Sens. John McCain, Lindsey Graham and Joe Lieberman and a senatorial advisor discuss future operations and plans with a U.S. special operations forces team leader in Mangwel village, Khas Konar District, Konar province, July 4. The senators visited the village to meet with a village elder and SOF team members to discuss current and future plans for Afghan Local Police and Village Stability Operations.
19th Public Affairs Detachment
Photo by Sgt. Lizette Hart
Date Taken:07.04.2011
Location:KONAR PROVINCE, AF
Related Photos: dvidshub.net/r/cwqdyw
This is a static version of this interactive map:
www.futureatlas.com/Issues/Stability/Stability.htm
The map is color-coded:
-- dark blue: most stable
-- light blue: stable
-- yellow: borderline
-- orange: in danger
-- red: critical
Data sources
· “Failed States Index Scores 2009,” Fund for Peace.
· “Failed States Index,” ForeignPolicy.com, June 22, 2009.
Usable with attribution and link to: www.futureatlas.com
Must attribute with link to: www.ptpioneer.com
Image of a girl working out Outside Doing front dumbbell shoulder raises while sitting on a stability ball in a park.
Must attribute with link to: www.ptpioneer.com
Personal training bicep curls on stability ball with dumbbells outdoors in the park.
Must attribute with link to: www.ptpioneer.com
Girl performing dumbbell military press with dumbbells on a stability ball.
PHILIPPINE SEA (July 29, 2019) Gunner’s Mate 3rd Class Jackson Montgomery, from Monona, Calif., fires a shot line from the Arleigh Burke-class guided-missile destroyer USS McCampbell (DDG 85) to the fleet replenishment oiler USNS John Ericsson (T-AO 194) during a replenishment-at-sea. McCampbell is forward-deployed to the U.S. 7th Fleet area of operations in support of security and stability in the Indo-Pacific region. (U.S. Navy photo by Mass Communication Specialist 3rd Class Isaac Maxwell/Released)
Senior U.S. Africa Command NCO offers guidance
By Rick Scavetta, U.S. Army Africa Public Affairs
VICENZA, Italy – Command Sgt. Maj. Mark Ripka’s wisdom, based upon extensive travel through Africa and more than three decades in uniform, offered insight to U.S. Army Africa NCOs preparing for upcoming assignments on the continent.
Ripka, U.S. Africa Command’s senior enlisted Soldier, offered practical advice to NCOs during discussions recently at Caserma Ederle.
“He gave us an inside look at how their systems were established and how we can best proceed to assist Africans in building their capacity,” said Master Sgt. Mason Bryant. “It was extremely beneficial.”
During his visit, Ripka met with Maj. Gen. William B. Garrett III, commander of U.S. Army Africa, and senior U.S. Army Africa staff. Ripka also toured the Center of Excellence for Stability Police Units (CoESPU), an Italian Carabinieri post in downtown Vicenza that mentors international police to improve their capability to operate in peacekeeping missions.
During 2009 – the U.S. Army Year of the NCO – enlisted leaders at U.S. Army Africa face new challenges. Ripka’s talks resonated through the command.
One session, held at the Hall of Heroes, was like a 101 college course on Africa. Ripka spoke frankly to Soldiers, stressing that U.S. Army NCOs must first educate themselves outside of the American perspective, to see the world as those in other countries do. That will help as they undertake new assignments in Africa, he said.
“It’s a different kind of environment. It’s not like Iraq or Afghanistan,” Ripka said. ““It takes a different kind of mentality. Everything we do in Africa rests under an ambassador’s strategic plan.”
U.S. Africa Command is looking to build and maintain relationships in Africa. U.S. Army Africa NCOs can help by doing what they do best – building NCO capacity, he said.
Ripka spends a lot of time travelling through Africa, meeting with senior military leaders in dozens of African nations. He offered NCOs a few pointers, from the differences in ranks to the subtleties of language.
“Keep this in mind – your words and actions will affect things long after you are gone,” Ripka said.
African military ranks are often based on British or other European country that previously colonized their area, Ripka said. For example a first sergeant might not have the same responsibilities of his American counterpart. A warrant officer in Africa is likely the senior enlisted equivalent of a U.S. Army sergeant major.
The high-tech briefing technology known to U.S. Soldiers can be cast aside in Africa, Ripka said. Trade the computer slides for a block of butcher paper, give up the laser pointer for a thick black marker, he said. Handing an African counterpart a disk of computer slides is not as useful to an African NCO as a reference card they can keep in their pocket.
“Give them something they can take with them, even notes on a piece of paper,” Ripka said. “They call them tactical aid memoirs.”
In fact, Ripka himself used little more than a dry-erase marker and a white board to make his point. He explained his thoughts on building NCO capacity using a mathematical formula of his own devise called “A way.”
It defined the multiplication of three figures; ways, means and three times the will. For capacity building to succeed, a nation’s military must have all three, Ripka said.
“The U.S. way is simply a data point Africans can use to combine with other ideas to develop their own doctrine,” Ripka said. “It must be their way.”
Ripka’s advice enlightened many Soldiers, to include some senior NCOs with their own overseas experiences.
“I took away a lot from these discussions,” said Master Sgt. Michael Toolin. “His knowledge on Africa was well received.”
U.S. Army photo by Rick Scavetta
United States Army Africa, Public Affairs
These images are cleared for release and are considered in the public domain. Request credit be given the US Army and individual photographer.
Deputy Director of the Monetary and Capital Markets Department Fabio Natalucci, Global Head and Director of Climate Business of the IFC Vivek Pathak, Managing Director and Head of Sustainable Finance, Global Policy Initiatives at IIF Sonja Gibbs, and Head of Climate Change at IDB Invest Hilen Meirovich take part in the Global Financial Stability Report: Analytical Chapter 2 Launch Event moderated by Justin Worland, Senior Correspondent for TIME Magazine, during the 2022 Annual Meetings take place at the International Monetary Fund.
IMF Photo/Cory Hancock
7 October 2022
Washington, DC, United States
Photo ref: CH221007008.arw
The Labour Party in Ireland is a social-democratic political party. The Party was founded in 1912 in Clonmel, County Tipperary, by James Connolly, James Larkin and William X. O'Brien as the political wing of the Irish Trade Union Congress. Unlike the other main Irish political parties, Labour does not trace its origins to the original Sinn Féin. In the 2011 general election it gained 37 of the 166 seats in Dáil Éireann, almost double its total of 20 in the 2007 election, making it the second largest political party in the 31st Dáil. The Labour Party has served in government for a total of nineteen years, six times in coalition either with Fine Gael alone or with Fine Gael and other smaller parties, and once with Fianna Fáil, giving it the second-longest time in government of Irish parties, next to Fianna Fáil. As of 9 March 2011 it is the junior partner in a coalition with Fine Gael for the period of the 31st Dáil.
The current party leader is Eamon Gilmore, elected in October 2007 alongside Joan Burton as deputy leader. Gilmore is the current Tánaiste (deputy prime minister).
The Labour Party is a member of the Socialist International and the Party of European Socialists, whilst the party's MEPs sit in the European Parliament group of the Progressive Alliance of Socialists and Democrats. Through these bodies Labour is linked with the Social Democratic and Labour Party in Northern Ireland.