I have been working in a training and development role for five years. Ihave gained my CIPD-CTP and have recently obtained my City and Guilds 7307 –Adult and Further Education Teaching Certificate. My work has mainly been instand-up delivery and I’m getting a bit bored. I would like to move intotraining management. Any ideas on how best to accomplish this? Should I studythe second year of my CTP, or look at a different qualification? Grant Taylor, consultant, Macmillan Davies Hodes You need to take a two-pronged approach of academic development andextending your work experience to gain the competencies that you will need intraining management. Firstly, this means completing the second part of the CTP to broaden yourexperience in training strategy and performance analysis at an organisationallevel. Then consider taking this a stage further, perhaps with a Masters degreecombining HR and business. Secondly, and just as important, is to broaden your actual work experience.You need to work in a role that gives you more exposure to the business, so youcan see how staff development is linked with organisational success. If yourcurrent organisation cannot offer you this, start looking around for somewherethat can. You should also begin taking steps towards develop the competencies you willneed as a training manager, such as wider business awareness, the ability todevelop and monitor strategic training plans, the ability to use performanceanalysis to improve an organisation and the ability to plan and promoteorganisational change You will also have to demonstrate leadership and management skills in thetraining function as well as devising knowledge management solutions – all ofwhich requires up-to-date professional business knowledge, skills andattitudes. Reviewing your progress every six months will show whether you are takingpositive steps towards achieving your goal. Peter Sell, joint managing director, DMS consultancy After five years in the same role, it is now a good time to consider achange. Although your experience and qualifications are relevant to yourcurrent role, you should be looking at a qualification that covers the morestrategic elements of training and development. The CIPD professional development programme has electives around learningand development, which would also give you licentiate membership. Informationon providers can be obtained from the CIPD education department. You also need to look at taking a small step towards a training managementrole. Keep a look out for advertisements for T&D roles that include bothoperational and strategic elements of training. Finally, look at the development opportunities in your own organisation. Ifyour superiors have noticed boredom creeping in, they may welcome youdiscussing your career needs. Comments are closed. I’m bored of T&D, how can I move?On 25 Jun 2002 in Personnel Today Previous Article Next Article Related posts:No related photos.
(IStock illustration by Kevin Rebong)Taylor Allen said her life after college was a “little bit nomadic,” as she moved from Virginia to China to Washington, D.C., to Florida. But in March 2019, the now 26-year-old Atlanta native settled in Tulsa, Oklahoma, a city with a population of about 400,000. She’s one of more than 500 recruits who relocated to the city through Tulsa Remote, a program that aims to lure remote workers by offering $10,000 in cash, along with other perks. “It’s not crowded or congested. It’s quiet, and it’s at a slower pace of living. And I think that’s really nice to have when everything else seems to be on fire in the world,” said Allen, who last year took a job with Tulsa Remote after a previous full-time remote gig was scrapped by her employer. “There’s this ecosystem that supports remote workers. You don’t feel alone, you don’t feel isolated.”ADVERTISEMENTNearly a year into the pandemic, many employees whose companies instituted work-from-home policies still haven’t returned to the office. According to a recent Pew Research Center survey, more than half of those who can work from home would choose to do so after the pandemic ends. And some of those workers are leaving behind the pricier urban cores — cities like San Francisco or New York — in favor of communities with more space at a lower price. “For the first time, they’re free to live wherever they want,” said Evan Hock, co-founder of MakeMyMove, a digital platform that connects telecommuters with communities offering relocation incentives. “We’re finding folks moving because they want to be closer to family. They want to be closer to the water or the mountains. Some of them are just moving to get a more livable lifestyle. The reasons vary, but we think the trend will persist.”Pay to stayTulsa Remote launched in November 2018 with the goal of attracting full-time remote or self-employed workers to Oklahoma’s second-largest city. In its first year, it received more than 10,000 applications, and the number more than doubled in 2020. As of early February, 8,500 people have applied, making it possible that the 2021 total may reach 100,000, Allen said.Other cities have launched similar initiatives that offer cash incentives for relocating remote workers.For the past three decades, the Shoals Economic Development Authority in Alabama focused on recruiting companies to the region, which consists of four cities in the state’s northwestern corner.But several years ago, officials realized that those firms didn’t necessarily have many employees working full-time in offices.“We thought, ‘Well, what if we just target the people individually?’” said Mackenzie Cottles, who’s on the authority’s marketing team.The authority launched Remote Shoals in 2019 and recruited 10 workers from cities like San Francisco, Seattle and Nashville. The initiative awards $10,000 to each selected recruit whose annual income is $52,000 and up. And while it originally targeted tech workers, it’s since opened up to all industries.In its first year, the program had 200 applicants, but that number shot up after the pandemic: In December alone, it received 100 applications. The program will fill 25 slots for its second year.Meanwhile, the Greater Topeka Partnership, a consortium of local economic development organizations based in and around Topeka, Kansas, launched Choose Topeka in September, offering up to $10,000 as an incentive for 15 people who move to the area. Five have already moved in, and the rest of the candidates are going through different stages of the process.The program launched in January 2020 to assist local businesses with talent recruitment from outside of the region. But in response to the pandemic, it also opened up spots for remote workers, said Barbara Stapleton, who runs talent initiatives at the partnership.The program awards the full $10,000 to candidates who earn $60,000 and up and buy homes in the community. The award is reduced to $5,000 if they rent. If their paychecks are smaller than $60,000, the award amount is reduced accordingly, Stapleton said.That sort of homebuying incentive could help energize the local real estate market, said Amanda Lewis, who owns brokerage Coldwell Banker American Home.“I think all of that is going to stimulate housing more than it already has,” she said. “And with the prices that we have in our market, it’s very affordable for people to move from the bigger urban areas.”According to the Zillow Home Value Index, a typical single-family home in Topeka was valued at $141,153 as of December, compared to $512,941 in New York City and $1.18 million in San Francisco.But these programs aren’t always popular with longtime residents of the communities. Last year, the Northwest Arkansas Council, a nonprofit backed by corporations like Walmart and Tyson Foods, began offering out-of-state remote workers $10,000 along with a gift certificate to buy a new bicycle or to pay for a membership for a local art and cultural organization. But the program has been criticized by locals who believe the money should be spent to improve the lives of existing residents.And about a year ago, a Redditor said that Tulsa Remote “rubs me the wrong way” because it sends a signal that “we don’t like native Oklahomans; we only want coastal elites moving here.”Allen said the program’s intention is to recruit people who are excited to contribute to and engage with the Tulsa community. “We have a diverse group with members who have relocated from almost all 50 states,” she said.Putting down roots Some programs tie their awards to remote workers’ economic contributions to their new homes.In Harmony, Minnesota, a town of about 1,000 people in the southeastern corner of the state, up to $12,000 is given to those who relocate and build new homes. That money isn’t a reward but rather a “cash rebate” for property taxes to be paid in the next five years. It’s often used to finish the interior of the house or to buy furniture, directly benefiting the local economy, said Chris Giesen, coordinator of the Harmony Economic Development Authority.The rebate amount is tiered based on the taxable value of the house. If the house is assessed at $255,000 or more, the owner will receive $12,000. If the house is assessed at $125,000, the owner will receive $5,000.The agency launched the program about seven years ago to spur new home construction. It’s since resulted in 13 units of new housing, and Giesen said that interest has picked up since the pandemic began.In Curtis, Nebraska, land is the incentive: For the past 17 years, the city and Consolidated Telephone Company, a telecommunications company in the central region of the state, have been giving away residential lots for people who build homes on them within a specified time period. Though the program doesn’t require its beneficiaries to be out-of-state residents, it has attracted urbanites who work remotely, according to city administrator Doug Schultz. Since the pandemic hit, more calls are coming from residents of cities like Detroit, Chicago, Denver and Portland, Oregon. Selling a lifestyleWhile cash and real estate may draw people to new cities, quality of life is what will keep them there for the long-term.“A program that’s able to foster community and cultivates spaces where people feel seen, they feel heard, they feel supported, is what’s going to make a program really successful,” Allen, of Tulsa Remote, said. “At the end of the day, we all just want that human connection. We want to know that we’re not alone.” According to the 2020 State of Remote Work report by social media management company Buffer and startup investing platform AngelList, about 20 percent of remote workers said they struggle with loneliness — a problem that has been exacerbated by the pandemic.That’s something that co-living company Common hopes to address. The firm — which now manages around 3,500 residential units across the country and raised $50 million in a Series D funding round in September — saw the shift toward working remotely becoming permanent, rather than a temporary response to the health crisis. It then invited proposals from midsize cities to create new remote work hubs, which would combine a modest level of density and perks with a more affordable cost of living. “Obviously, remote workers aren’t a monolithic group. Different workers are looking for different things,” said Brad Hargreaves, Common’s CEO. “But we did believe that affordability was the key characteristic in the remote work hubs. One of the reasons why many workers might be leaving a place like San Francisco or New York is because of high housing costs in those cities.” In addition to affordability, selection criteria included a city’s appeal to remote workers, as well its ability to absorb at least 150 residential units and the degree of support from local communities.“We didn’t want the remote workers to be a spaceship dropped into some unsuspecting city,” Hargreaves said. “We wanted [the hub] to kind of grow from the fabric of that city itself.”The company received 28 proposals and, in late January, selected finalists in New Orleans; Bentonville, Arkansas; Rocky Mount, North Carolina; Ogden, Utah; and Rochester, New York. Common will partner with these finalists to work on the design and the marketing of the development.Outlier Realty Capital, a real estate investment firm based in Bethesda, Maryland, is behind the Utah proposal, which would build hubs with housing, office space and retail on two parcels in downtown Ogden.Peter Stuart, Outlier’s managing partner, said the firm is hoping to attract a diverse group of residents to its hub. “Young families with kids to singles, young working professionals — we want to be as inclusive and diverse of a community as possible,” he said. The development includes another parcel in the Powder Mountain ski resort in Eden, about a 30-minute drive from Ogden, in partnership with the resort’s owners. Details have yet to be finalized, but the idea is to allow remote workers based in the urban hub to spend a week or a weekend in the Powder Mountain hub to enjoy outdoor activities, Stuart said.In North Carolina, meanwhile, the 150-acre Rocky Mount Mills development is poised to grow in partnership with Common. The former cotton mill has already been partially converted into a live-work-play community with about 110 residential units, traditional and flex offices, five restaurants, seven breweries, a coffee shop and outdoor space. The campus remains popular even amid the pandemic, with a waitlist for its residential units.A new remote work hub would add to the lifestyle options that Rocky Mount can offer, according to Evan Covington Chavez, the complex’s development manager.“This idea of having a quality of life component is becoming more and more important for companies big and small, and for regions in terms of recruitment,” she said. 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Mammoet will install 42 large modules onto three concrete gravity based structures. (Credit: Mammoet) Dutch heavy lift and transportation firm Mammoet has been awarded transportation and installation contract by Technip-led joint venture (JV) NovArctic, in partnership with Saipem and NIPIgas, for the $21.3bn Arctic LNG 2 project in Russia.Located in the Yamal-Nenets Autonomous Region’s Gydan Peninsula, the Arctic LNG 2 project has an expected production capacity of 19.8 million tonnes per annum (mtpa).The project involves the construction of three LNG trains, and at least 1.6 mtpa of stable gas condensate.Under the four-year contract, Mammoet will install 42 large modules onto three concrete gravity-based structures (GBS), which will host the three natural gas liquefaction trains, in the Russian city of Murmansk.The project is expected to use about 2,000 self-propelled modular transporter (SPMT) axles, Mega Jack lifting systems, as well as a crane fleet spearheaded by a CC8800-1 crane.In a press statement, Mammoet said: “Mammoet will provide unloading, lifting, jacking and skidding services at the purpose-built shipyard near Murmansk, ensuring a continuous installation of the modules on top of the GBS.”Arctic LNG 2 project to enter service in 2023The first train of the project is scheduled to be commissioned in 2023, while the second and third trains are planned to begin operations in 2024 and 2026, respectively. The project is based on the hydrocarbon resources of the Utrenneye field.Novatek owns a 60% stake in the Arctic LNG 2 project while Total has a direct 10% interest. Total also owns an 11.6% indirect stake in the project via its 19.4% stake in Novatek.CNPC, CNOOC, and the Japan Arctic LNG, which is a consortium of Mitsui & Co and JOGMEC, each hold a 10% interest in the project.Additionally, Mammoet signed a contract for unloading services at the module fabrication yard, Qingdao McDermott Wuchuan Offshore Engineering in China.For the contract work, Mammoet plans to mobilise SPMT axles and additional heavy lift cranes to the yard.In April 2020, Compressor Controls Corporation (CCC), a division of Roper Technologies, has secured multiple contracts for the Arctic LNG 2 project. Mammoet will install 42 large modules onto three concrete GBS in the Russian city of Murmansk
PF Naval Aviation Turns 80 Back to overview,Home naval-today PF Naval Aviation Turns 80 Naval Aviation Department was established on Apr 4, 1932 in Far East Maritime Force HQ. Fist combat experience of Pacific Fleet (PF) Naval Aviation was in Aug 1938 during fierce battles near Lake Hasan.PF aviators also participated in war on militaristic Japan in 1945. They scuppered over 30 transport ships, two destroyers, and four tankers. For courage, valor and combat merits, eight PF aviation units were awarded Guard title, two divisions and three regiments obtained honorable names. Fifteen aviators became Heroes of the Soviet Union.In the post-war period, PF aviation achieved jet-propulsion, all-weather, and missile-carrying capabilities.Present-day PF Naval Aviation operates fighter, antisubmarine, search-and-rescue, and transport aircraft based on air stations in Kamchatka, Primorsky Krai, and Khabarovsk region. Informally, it is subdivided into ship- and coast-based components. Antisubmarine aviation (Tu-142, Il-38) is used for search, detection, trailing, and destruction of submarines. Fighter aviation (MiG-31) controls vast airspace and gains air superiority in theaters of naval operations. Search-and-rescue aviation (An-12, An-26, helicopters Ka-27PS) rescues and renders assistance to crews of distressed vessels and aircraft. Military transport aviation (Tu-134, Il-18, An-12, An-26, helicopters Mi-8) carries out parachute drops of marine troops, transports personnel and military cargoes. Ship-based helicopters (Ka-27PL) are used for targeting during ASW operations, repelling attacks of low-altitude airplanes and antiship missiles.Presently, naval aviators perform long-range patrol flights. Besides, two helicopter crews are presently on anti-piracy mission overseas.Defending Russia’s eastern frontiers, the fleet’s pilots provide ice reconnaissance for Russian civil vessels in the Arctic if needed. None of search-and-rescue operations at sea is conducted without PF pilots.PF Naval Aviation is headed by Pilot 1-st Class Colonel Petr Kiselev.[mappress]Naval Today Staff , April 05, 2012; Image: vostokmedia April 5, 2012 View post tag: PF View post tag: £80 View post tag: Navy Share this article View post tag: turns View post tag: aviation Training & Education View post tag: News by topic View post tag: Naval
Non-academic, non-classified Professional Experts are notpart of classified service. Non-academic, non-classified short-termemployees are at-will employees and have no entitlement rights toany position in the District. Professional Expert employment shallnot result in the displacement of Classified personnel.* Retired CalPERS Annuitants: may not exceed 960 hours in afiscal year (July 1 through June 30)*REPRESENTATIVE DUTIES:Within the School of Sailing and Seamanship at Orange CoastCollege, provide instruction, marine program support, marinemaintenance, and support crew for the Nordic Star.The duties and responsibilities will vary and is dependent on thespecific Sailing Center job assignment.Qualifications and Physical DemandsMINIMUM QUALIFICATIONS:Education and Experience:The education and experience will vary depending on the nature ofthe assignment.Knowledge of:The knowledge required will vary depending on the nature of theassignment.Conditions of EmploymentThis is a professional expert position. The District reserves theright to extend, modify, or eliminate this position based uponavailable funds. The effective dates of employment will be arrangedwith the supervisor.This is a recruitment for an applicant POOL to filltemporary/short-term assignments on an as-needed basis. Departmentsor Divisions will refer to the POOL of applications on file to filltemporary/short-term assignments as the need arises. Applicationswill remain in the pool for one year. You will be contacted by thehiring manager should the department/division be interested inscheduling an interview. Please do not call the Office of HumanResources regarding the status of your application .Employment is contingent upon verification of employment history,background verification as governed under Education Coderequirements, eligibility to work in the United States, andapproval by the CCCD Board of Trustees. The hours of work andeffective date of employment will be arranged with thesupervisor.Regular attendance is considered an essential job function; theinability to meet attendance requirements may preclude the employeefrom retaining employment.The person holding this position is considered a mandatedreporter under the California Child Abuse and Neglect Reporting Actand is required to comply with the requirements set forth in CoastCommunity College District policies, procedures, and Title IX.(Reference: BP/AP 5910)The Coast Community College District celebrates all forms ofdiversity and is deeply committed to fostering an inclusiveenvironment within which students, staff, administrators, andfaculty thrive. Individuals interested in advancing the District’sstrategic diversity goals are strongly encouraged to apply.Reasonable accommodations will be provided for qualified applicantswith disabilities who self-disclose.Application materials must be electronically submitted on-lineat http://www.cccd.edu/employment . Incomplete applications and applicationmaterials submitted by mail will not be considered.Additional InformationAPPLICATION REQUIREMENTS: To be considered for thisopportunity, you must submit a COMPLETE application packet. Acomplete application packet includes:A complete Coast Community College District OnlineEmployment Application.Answers to ALL Supplemental Questions, if any (pleaseprovide clear and detailed responses, where applicable, as theywill be carefully evaluated to determine the most qualifiedcandidate(s) to be invited for an interview; please do not pasteyour resume, put ‘see resume’ or ‘N/A’, or leave blank).Candidates will also be responsible for all travel expenses ifselected for an interview, the Coast Community College Districtdoes not reimburse for candidate travel expenses.Disability AccommodationsIf you require accommodations in the Application or ExaminationProcess, please notify Human Resources by calling (714)438-4714.PHYSICAL DEMANDS AND WORK ENVIRONMENT:The physical demands are representative of those that must bemet by an employee to successfully perform the essential functionsof this job.The work environment characteristics are representative ofthose an employee encounters while performing the essentialfunctions of this job.Reasonable accommodations may be made to enable individualswith disabilities to perform the essential functions.A detailed list of physical demands and work environment is onfile and will be provided upon request. The Coast Community College District is a multi-college districtthat includes Coastline Community College , Golden WestCollege , and Orange Coast College . The three colleges offerprograms in transfer, general education, occupational/technicaleducation, community services and student support services.Coastline, Golden West and Orange Coast Colleges enroll more than60,000 students each year in more than 300 degree and certificateprograms.Since its founding in 1947, the Coast Community College Districthas enjoyed a reputation as one of the leading community collegedistricts in the United States. Governed by a locally elected Boardof Trustees, the Coast Community College District plays animportant role in the community by responding to needs of achanging and increasingly diverse population.This direct link 2020 Annual Security and Fire Safety Report (ASFSR) is the 2020Annual Security and Fire Safety Report for Coast Colleges. Thecrime statistics for calendar years 2017, 2018, and 2019 weresubmitted to the U.S. Department of Education as required under theJeanne Clery Disclosure of Campus Security Policy and Campus CrimeStatistics Act. A hardcopy can be provided from one of the CampusSafety Offices. Please contact any of the Campus Safety Offices forany questions regarding the report.Coast Community College District is an Equal OpportunityEmployerThe Coast Community College District is committed to employingqualified administrators/managers, faculty, and staff members whoare dedicated to student learning and success. The Board recognizesthat diversity in the academic environment fosters awareness,promotes mutual understanding and respect, and provides suitablerole models for all students. The Board is committed to hiring andstaff development processes that support the goals of equalopportunity and diversity, and provide equal consideration for allqualified candidates. The District does not discriminate unlawfullyin providing educational or employment opportunities to any personon the basis of race, color, sex, gender identity, genderexpression, religion, age, national origin, ancestry, sexualorientation, marital status, medical condition, physical or mentaldisability, military or veteran status, or geneticinformation. DefinitionUnder general supervision, the Professional Expert providesassistance and support in accordance with assignments anddirections from the supervisor. Professional Experts:Have specialized knowledge or expertise not generally requiredof or found in the classifications established by theDistrict.Must be specially trained, experienced, or competent to performexpert services.Are used on a temporary basis for a specific project orprojects.Terms of employment will be described in the ProfessionalExpert Agreement
We spoke with Calestous Juma, professor of the practice of international development and director of the Science, Technology and Globalization Project, about the pressing international development policy issues of the president’s second term.Q: What are the top priorities for a second Obama administration in the area of international development?A: The international development scene underwent seismic changes during President Obama’s first term. First, foreign aid build on the principles of classical charity gave way to new approaches that focus on mutual benefits through measures such as international trade. Second, the eurozone crisis and Japan’s economic decline have significantly impaired America’s traditional partners in supporting classical development cooperation. Finally, new actors such as China, Brazil and India have changed both the context and content of international development cooperation.Q: What will be the potential challenges/roadblocks in the way of implementing those top priorities?A: Much of the knowledge needed for the United States to project its influence is in universities and the private sector. Most of the existing mechanisms for development cooperation need to be adjusted to leverage the power of universities and the private sectors to foster international development cooperation.
Students from nine Boston Public Schools gathered recently at the Harvard Ed Portal to discuss their possible futures. Two in particular saw few limits.“First, I want to engineer the fastest car in the world,” said Amaj Mays, who also wanted to study aerospace engineering “and build a spaceship.”“I want to be someone,” said Stanley Charles. “In 10 years, I’ll be in college, and then I’ll go on to medical school. I want to be a doctor.”The boys, both seventh-grade students at the Curley K-8 School in Jamaica Plain, were at Harvard for the 2015 Dynamic Young Men’s Leadership commencement celebration. The public schools initiative focuses on empowering young black and Latino men, encouraging them to pursue their dreams, and working closely with teachers and parents to provide students with tools for academic and professional success.The power of the organization, said Carroll Blake, executive director of the achievement gap for the Boston Public Schools’ central administration and an adviser to the leadership initiative, lies in building a community of leadership across Boston. Holding the eighth grade commencement celebration on Harvard’s campus drives home the importance of college, helping the young men “know that college is for them,” he said.“You can see their energy, that excitement,” Blake said. “I think that’s one of the most powerful things this program has done. It’s getting them engaged in their own learning. These young men are waiting for someone to realize how smart they are, to realize that they have a talent to offer. They’re learning positive things about who they are, they’re learning leadership skills, and learning that we see them as leaders, and we set high expectations academically. They are scholars.”Kevin Casey, associate vice president for Harvard Public Affairs and Communications, was on hand to receive an award in honor of Harvard’s ongoing partnership.“We at Harvard are so proud to be a part of such a meaningful partnership between the University and Boston Public Schools,” said Casey. “I was thrilled to welcome such talented young men — and their families and mentors — to campus to recognize their hard work and accomplishments.”The event, which offered programming for parents as well as students, included workshops on critical thinking, entrepreneurship, and positive thinking, attracting students from schools such as the Horace Mann School for the Deaf and Hard of Hearing in Allston and the Mary Lyon K-8 in Brighton. Student groups from each school also gave presentations at the event, celebrating their achievements and hopes for their future.“Harvard’s involvement has been great,” Blake said. “Many of these students have the potential to go on to college, to go to Harvard. Being here on campus, to know that it’s not just across the river but that it’s open to you, makes a big difference. And if they don’t attend Harvard, it’s still important for them to know: College is for you. That future is for you.”
As brilliant as any of the works in the Harvard Art Museums’ galleries is a rainbow of small glass jars on the building’s fourth floor.Curious visitors who turn left exiting the museums’ elevators will see the Forbes Pigment Collection, a floor-to-ceiling wall of color compiled between about 1910 and 1944 by the director of the Fogg Art Museum.“In thinking about the role of a university museum, he was the first to conceive of it as ‘a laboratory for the fine arts,’ ” noted research curator Francesca Bewer in her book “A Laboratory for Art: Harvard’s Fogg Museum and the Emergence of Conservation in America, 1900–1950.”Edward Forbes’ fascination with a painting’s colors and their binding medium — a close inspection of which could help to determine a work’s authenticity — fueled his desire to use science to understand and study great works of art. He is often cited as the father of the field of art conservation in the United States.Narayan Khandekar, director of the Straus Center for Conservation and Technical Studies, shares a selection of intense colors with curious backstories. Photos by Stephanie Mitchell/Harvard Staff PhotographerBy the 1920s, Forbes had amassed containers of deep blues, rich purples, vibrant yellows, and myriad other colors from his travels to Europe and the Far East. Through the years, word of mouth helped the collection to grow as other art lovers and experts donated their own pigments. The museums’ collection, which is continually added to, now contains more than 2,500 samples and is renowned in the art community. For years, the pigments have helped art experts to research and authenticate paintings. Samples from the collection have been sent to the J. Paul Getty Museum, the Library of Congress, the Asian Art Museum of San Francisco, and the National Research Laboratory for Conservation of New Delhi, India.In Cambridge, Forbes’ legacy thrives in the museums’ Straus Center for Conservation and Technical Studies, where experts preserve masterworks for future generations and decipher the chemical makeup of paint and pottery glaze. In addition to being their own artworks, Forbes’ pigments are a window to the past, shedding light on the working methods and preferred materials of renowned artists. Studying the pigments also reveals the effort it took, in the days before synthetic pigments, to get colors just right.Earlier this year, Narayan Khandekar, the Straus Center’s new director, pulled out for inspection a selection of intense colors with curious backstories to share:A piercing, precious blueSkill was needed to extract the rich blue hue from the lapis lazuli stone mined from quarries in Afghanistan. Preparers carefully ground the precious rock into particles small enough to work with yet “large enough to contain the blue color,” said Khandekar, holding up a jar of intense deep-blue powder. The color was used in medieval paintings. More prized than gold, it “often warranted its own budget line in agreements.”,Synthetic blueDirector of the Straus Center for Conservation and Technical Studies Narayan Khandekar explains how the creation of a synthetic substance, which was chemically identical to the pigment produced from the semiprecious stone lapis lazuli, opened up a new world of blue hues to artists. Pulling purple from the ocean floorThe key ingredient to another expensive pigment lurked in ocean waters. A secretion from the predatory sea snail Bolinus brandaris (originally known as Murex brandaris) provided the base for the deep, blue-red hue known as Tyrian purple, explained Khandekar. Its high cost rendered it a status symbol, and Byzantine emperors forbade anyone outside the imperial court from using the violet dye, lending it the distinction “royal purple.”,A priceless purpleKhandekar explains the aquatic origins of Tyrian purple. Shiny, precious metalThere are small jars of shimmering metal pigments, often found in automotive finishes, that gradually made their way into 20th-century pop art. English painter and collage artist Richard Hamilton was fond of spraying the metal flakes, suspended in a binding medium, on his works to give his art a shining glow, said Khandekar. “They are kind of extraordinary, these tiny bits of metal that you find on various works.”,Metals in metallic paintThe use of tiny metallic flakes suspended in a binding medium can give artworks a shining finish. Of crimson originThere are samples of kermes, an Old World pigment created by grinding tiny blisters produced by the insects Coccus ilicis, which lived on the kermes oak tree. Harvard’s sports teams, students, and alumni everywhere owe a debt of gratitude to the little bugs: Kermes is also the source of the word “crimson.”,Kermes is for crimsonThe rich kermes red pigment was created by grinding up the dried bodies of insects that lived on the kermes oak tree. Deadly beautySome pigments must be handled with care, including the yellow-hued orpiment and the red-orange realgar, which are derived from arsenic sulfide minerals.Similarly, the crystalline powder copper acetoarsenite, a brilliant shade of emerald green, could be hazardous to an artist’s health. The pigment produced the vibrant background found in the Fogg Museum’s “Self-Portrait Dedicated to Paul Gauguin” by Vincent van Gogh. But it was also highly toxic. Inexpensive to make, the color became a popular shade for household paint near the end of the 1800s and into the early 1900s, but its fumes could prove deadly. Later, the inorganic compound was used in insect repellant. “The ultimate intent is to get the right color,” said Khandekar, “but often artists will take great risks in doing so.”,Green poisonArtists often took risks to create their works, using poisonous pigments like emerald green to get the color just right.,Cadmium yellowKhandekar discusses the use of cadmium yellow by the Impressionists. Red is for RothkoIn recent years, working with the collection helped experts to develop an innovative “virtual” restoration. After analyzing Lithol red, the pigment favored by abstract artist Mark Rothko, Khandekar and a team of scholars developed a technique that used light from a projector to augment the faded colors on a series of Rothko murals that the artist painted for Harvard.“We found that when you tried to fade Lithol red as a powder, it was incredibly stable, but when you mixed it with ultramarine blue and a binding medium it became incredibly light-sensitive. Our analysis helped us understand what was going on with the paint,” said Khandekar. “To be able to treat and best look after works of art, you need to know all the things that are going on with them, and the Forbes Pigment Collection helps us do that.”
Source: GE. RUTLAND, VT ‘ May 18, 2011 ‘ Back Row, L to RMike Leonard, Efficiency VermontSenator Vincent IlluzziJim Merriam, Efficiency VermontLt. Governor Phil ScottSenator Bill CarrisDan DiBattista, GE Aviation GE Aircraft Engines – Rutland Operation,GE Aviation’s Rutland facility shared its energy reduction strategies with leading Vermont industrial businesses along with state and Congressional leaders at a special meeting on May 18 at the GE Aviation Rutland facility. GE has saved 15 million kilowatt hours of electricity and nearly 8,000 tons of CO2 in emissions reduced.Since 2006, the GE Aviation Rutland facility and Efficiency Vermont have worked together to identify and implement energy savings programs at the 400,000-square-foot Windcrest Road and 100,000-square-foot Columbian Avenue locations. The team has completed 16 projects that have reduced the annual electrical usage by more than 15 million kwh and reduced CO2 emission by close to 8,000 tons. GE Aviation estimates its annual electrical cost savings is more than $1 million for both Rutland locations. Examples of energy savings projects include:- Lighting upgrades: Changing lighting from high pressure sodium fixtures to high performance T8 high bay fixtures. Annual savings of close to 2.5 million kWh in electricity and reduction of 1,000 tons of CO2 emissions, as well improved lighting in manufacturing areas.- Right sizing equipment: Replacing eight over-sized rotary ovens with eight right-sized ovens and reduction in compressed air consumption. Annual savings of nearly 1 million kWh in electricity and reduction of more than 450 tons of CO2 emissions.- Aligning infrastructure to new processes: Changing two 100 HP ventilation systems to two 5 HP ventilation systems. Annual savings of more than 1 million kWh in electricity and reduction of more than 550 tons of CO2 emissions.- Reducing compressed air consumption:Replacing 11 air diaphragm pumps with 11 electric pumps. Annual savings of more than 440,000 kWh in electricity and reduction of close to 230 tons of CO2 emissions.- Creating employee energy awareness: Promoting energy conservation on the shop floor through employee awareness and simple equipment shut down and start up procedures in all production areas. This program, with little or no capital expense, yielded an estimated 12% electrical reduction in one year. ‘The team’s efforts have provided significant benefits to the site as well as the environment,’ said Dan DiBattista, plant manager for GE Aviation Rutland. ‘The energy savings is enough to power close to 900 Vermont homes annually and the CO2 emission reduction is the equivalent of removing close to 475 cars off the road each year.’‘GE Aviation is a leader in energy efficiency in the state of Vermont,’ said Mike Leonard, key account manager for Efficiency Vermont. ‘We’ve been pleased to partner with them as they’ve taken energy efficiency to a whole new level through process improvements and making energy use reduction a key part of operations.’ The energy efficiency efforts are part of GE’s ecomagination initiative, which includes a commitment by GE to reduce its absolute greenhouse gas (GHG) emissions by 25 percent, water usage by 25 percent and energy intensity reduction by 50 percent. For more information about GE’s ecomagination, visit:www.ecomagination.com(link is external).GE Aviation, an operating unit of GE (NYSE: GE), is a world-leading provider of jet and turboprop engines, components and integrated systems for commercial, military, business and general aviation aircraft. GE Aviation has a global service network to support these offerings. GE Aviation Rutland manufactures airfoils and vane for jet engines used in commercial and military aircraft. For more information, visit us at www.ge.com/aviation(link is external). Follow GE Aviation on Twitter athttp://twitter.com/GEAviation(link is external) and YouTube athttp://www.youtube.com/user/GEAviation(link is external). Efficiency Vermont was created by the Vermont Legislature and the Vermont Public Service Board to help all Vermonters reduce energy costs, strengthen the economy, and protect Vermont’s environment. Vermont Energy Investment Corporation (VEIC) operates Efficiency Vermont under an appointment by the Vermont Public Service Board. VEIC is a Vermont-based nonprofit organization founded in1986. For more information, contact Efficiency Vermont at 888-921-5990 or visit www.efficiencyvermont.com(link is external).Pictured: Front Row, L to RPaul Bender, GE AviationCharlie Barker, GE AviationDrew Hamer, GE Aviation Middle Row, L to RRick Thibodeau, Efficiency VermontJonathan Aldrich, IBMKate Hunter, Efficiency Vermont
To grow effectively, credit unions need Millennials. Born between 1981 and 1996, the 80 million U.S. Millennials, also known as Gen Y, constitute the largest generational group ever and a quarter of the population.“One of the first things that jumps out as to why we need to attract Millennials: the sheer size and buying power of the group,” said Jesse Boyer, president/CEO of CUES Supplier member and partner DigitalMailer, Inc. Boyer presented the CUES webinar “Marketing Your Credit Union to Millennials.”According to Forbes, Millennials have $200 billion in annual buying power. And forecasts show they’ll spend $10 trillion in their lifetimes in the U.S. alone.“Gen Y consumers are extremely important because they represent the future of your membership, and the purchasing behaviors of this demographic will represent the status quo of future generations. If we can reach this group, we will have the ability to attract even younger generations of members,” said Boyer, a 20-year CU industry veteran. continue reading » 25SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr