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Alumni Achievements : Hayley Roscoe
July 24, 2020 by lucygarcia
Hayley Roscoe has seen her career go from strength to strength over the past couple of years. An alumna of Berklee in Boston, she came to the UK and completed our music production diploma last year. Now, Hayley finds herself juggling a busy day job working in neighbouring rights at Lime Blue Music alongside a range of freelance projects. She's been able to really thrive despite the uncertain climate created by the coronavirus.
We caught up with Hayley in early June via the wonders of zoom, to revisit her earlier experiences in music and to find out what she's been working on most recently.
Hi Hayley, thanks for taking the time to catch up with us and give a peek inside your world today. I'd like to start really by going back to the beginning. how did you get into music, music production and engineering?
Music has always been a key part of my life, from singing constantly as a kid to my mum putting me in piano lessons. I was always creating. I wrote my first song when I was nine and I never really stopped. After high school, I went to study jazz piano for three years at Mohawk, which is a local university college close to my hometown.
After that, I went on to Berklee in Boston and I did a year there on a scholarship. It was my dream school and the people I met and learned from were incredible, but I realized I wanted to go do rather than sitting in a classroom talking about it.
So I packed my bags and I moved to England with basically nothing but my keyboard, guitar and suitcase. I moved in with two strangers in Lewisham and started gigging and making music. I wrote this song but couldn't find anyone who understood my vision to help me produce it. So I decided to try my hand at production. I watched tons of YouTube videos and stumbled my way through Logic. Eventually, I came up with something I was happy enough with.. I ended up at Abbey Road Institute because my partner is incredibly supportive and full of good ideas.
I wanted to be able to realize my visions in a more fully rounded, professional way. I wanted to be able to better communicate what was in my head, so when I worked with people who had that technical knowledge, they could help me translate my vision into something real.
So you approach producing music from the perspective of a singer-songwriter. Is that right?
Yeah, definitely. And primarily, I consider myself a songwriter above probably all else. It's what I love. It's where my passion lies. But I found it difficult to communicate what I wanted to the people who tried to produce the songs I wrote. It never quite hit the mark. In fact, a lot of times it was pretty far from what I had in my mind's eye. In order to be able to really capture the essence of what my brain was creating, I figured I had to do it myself and be able to communicate better.
What was your experience like working with students who come onto the course with more of a focus on production or engineering?
The dynamic was actually pretty great for me. I ended up doing a lot of collaborating while I was at the Institute. I now have some steady collaborators that I'm still working with who I met on the course. Marta (Di Nozzi) and I actually began a project while we were studying together that I'm finally getting ready to release. It was a really interesting balance, because not only was I working with people from different backgrounds who had really interesting ideas, I was also absorbing the knowledge. It helped me learn how to flesh out my own ideas by creating a demo that I could take to people who are better than me. It allowed me to have a concrete idea in place and say, 'this is the direction I want to go, let's make it something'.
Eventually, I'd love to be able to do all my own production, but at the same time, you know…Jack of all trades, master of none. I have to focus. For me, meeting the Martas and the Liams (fellow students, Marta DiNozzi and Liam Narrie), they're just so good at what they do. Being able to collaborate with them and expand on that relationship is just fantastic.
Hayley during songwriting masterclass with Bernard Butler, Carlos Lellis and Tom McConnell.
At the end of the course were your intentions for what you wanted to do next the same as they were going in?
Yeah, pretty much. I've always had a pretty clear idea of my direction. I came into the course loving songwriting and knowing that I wanted to write songs. I just came out of the course with the ability to better support that.
Can you tell me a bit about what you do today? What's your current job, what does that entails?
So currently I am working in neighbouring rights and I'm also self-employed as a musician. The company I work for is called Lime Blue Music. We're actually an industry leader, going directly to almost a hundred societies worldwide to help our artists claim their neighbouring rights. The work changes every single day so it's really hard to give you a day to day example, but it's teaching me a lot about the inner workings of the music industry. It's a small, dynamic, really knowledgeable team. It's a young office and quite visionary so it's a wonderful place to be. I'm so lucky.
That's amazing. So how did you get that job?
I had seen a listing for them before but it had since expired. So I just figured, why not just get in touch and see if there are any other opportunities? I called the office one day and I was like, hey, this is who I am, this is what I want and this is what I know about neighbouring rights (which was not a lot). They brought me in for an interview and then I started the job in January.
And how do you manage it all? you're clearly doing a lot of stuff, from the day job to your freelance work, personal projects and ongoing learning.
I've always been better at life when I have way too much going on. It forces me to really manage my time. So for me, the job is 9-6 and outside of that, I have to find a way to fit everything else in. I also teach on Sundays, which helps me bring in a bit more revenue to funnel back into my music. I try to make really good use of the time that would otherwise be just spent sitting somewhere. Right now I'm really lucky because I don't have the commute that I usually do. It literally gives me an extra three hours of productivity a day.
Whenever I'm driving now, I have a song that I'm learning that I can sing along to, that I've learned the lyrics or I've got a warm-up that I'll do. So instead of just driving, I'm driving and singing, which is not the ideal way to practice but when you have very limited time, you've got to find ways to incorporate things. Train journeys turn into admin time. I do a lot of research and reading to try and keep up on what's going on in the industry, and figure out who I want to reach out to for collaborations. It's a lot of organizing and making sure that I have access to the right resources when I'm not necessarily connected to the Internet.
It reminds me of an often heard quote 'if you want something doing, give it to somebody who's busy'. Meaning that the more you take on, the more you push yourself to take on and achieve.
I find that's actually been a key thing for me. There's a famous quote that motivation is like bathing, you have to do it daily. And I found that one of the most motivating things for me, especially, as of late, has actually been doing admin work. It sounds ridiculous, but I just opened a separate business bank account, so that I can see what I'm earning specifically from music and keeping those books. It helps me see what I'm doing to build this business and my own career as an artist, and as a songwriter on a daily basis.
That to me is invaluable. It's been very motivating, and actually I've adopted some very business-like practices as we use at Lime Blue. We use project management software, and there's a free version of that which I put to use in my own business. I did expenses for a company that I worked for previously and took a look at my own finances as a sole trader. That is also very motivating, and allowing myself to say, I've got work and here my deadlines. And then if I've met all my deadlines, it's easy for me to sit down and just write something or create something.
We're doing this interview during the lockdown caused by covid- 19 (June 2020). Have you found your job impacted by the pandemic or lockdown?
Honestly, not tons, because I'm used to being quite self-directed. Frankly, I love working from home because my daily commute, when things are normal, is about three hours. I find that right now, not having to pay for the commute and not having to pay for the doggie daycare has left me with more resources to be able to pour into my career outside of my day job.
Coming back to your music. Where do you go to for creative inspiration?
All over the place. I have definitely been known to take my songwriting book literally everywhere. I buy handbags to fit the books. You will never see me without a writing book.
I'm a bit of a consummate eavesdropper. That sounds like a bad thing. I think people are so interesting and when they're not censoring themselves, they'll say things. Or if it's just an off the cuff moment, I find that there is so much you can call from. I'll just note down a little phrase and then they might use a colloquialism that I haven't heard in ages which twists and morphs in my brain. Yeah, it comes from everywhere. I'm also trying to not censor myself as much because I tend to be the editor in the creative process, which just really stalls it. I find that there's probably a lot of stuff that my brain has just been germinating without me knowing, that once I take my own internal editor out of the process just comes out. It comes from everywhere. I take notes all over.
Do you prefer to write on your own or with other people?
I love, love, love collaborating! I think it is one of the best ways to get the most interesting work. I love hearing other people's perspectives and I love helping other people to share their stories. I like writing on my own as well, but I tend to be better at writing meaningful or sad songs than happy songs. It sounds so stupid, but it is harder I think, to write when you're in a really happy, really positive place.
For me, I'm in a happy, committed relationship; I'm happy with where I live; I'm happy in myself, and just happy generally. Aside from Pharrell, there are few people that can make big money writing a song about how happy you are. Every story has a conflict. In books, in movies, in tv shows…Songwriting, I don't think, is any different. I love it when I'm able to work with someone who has something that they want to talk about, that they feel is important to address, and that they want to get out of their system––something they're experiencing. I love helping to translate what they want to say and help shape it into a song that their audience connects with. Sometimes when you're overwhelmed with emotions, that can be a really hard thing to communicate in the way that you want. Having someone who's a little bit removed can be really helpful in that scenario.
Recently, artist Am.i released her EP, Product of Procrastination. Marta and I co-wrote it with her and Marta did all the production. Am.i regularly quotes me saying 'don't let the truth get in the way of a good song'. Because you know what? One of my profs at Berkeley said that to me. I just think that sometimes, it doesn't have to be serious. It doesn't have to be exactly true. Your experience, capturing the emotion can be true but It doesn't have to have the exact colour or the exact thing that happened if you can convey the emotion well. A good pop song, with the ability to make you dance and to make you just enjoy it and vibe with it, can capture that emotion without having to give a sob story.
Hayley during songwriting masterclass with Bernard Butler and Carlos Lellis.
If we look ahead to the future, are there specific ambitions that you have now, things that you know that you want to achieve?
Well, one thing that I know is always going to be there in some capacity or another is the actual business element of it. Both my parents are entrepreneurs. Obviously, I want to be running my own career as well as working for another company. Songwriting is still kind of the be-all and end-all dream for me. If I could spend all my days just doing that I would be the happiest person in the world. That's the dream.
In terms of moving forwards, I want to see growth, that's my biggest thing. Whether that is a combination of continuing to work in neighbouring rights and doing my own songwriting and doing both of those together, whether songwriting takes over, there are just so many ways that it can go in the future.
But I am releasing singles. One of them coming up is called Hands Off and that's a project that I started working on ages ago with Marta. I'm really excited about that. We finally feel like we've nailed it. And so now it comes to the final vocal recording and the mix and the master, then we can release.
I'm also interested in your experience studying in a male-dominated subject. Do you see positive changes? Could you talk a bit about your experience of that?
When I was on the programme, as one of the few female students, I didn't honestly notice that there was a huge dichotomy between the male and female students because as a unit, especially my intake, we were and continue to be so supportive of each other's work. I am very aware of the fact that it is a male-dominated industry and I think that there have definitely been some sessions I've been in where my knowledge and my ability is undervalued. I feel like there are times when I potentially do that to myself as well which is something that I'm working on. But what I have loved to see is how the women in this industry are lifting each other up. I think that the more we see female-driven initiatives, the more we're going to see female voices and influences reflected in the industry at large. Although I'm really hopeful for an increasingly diverse industry, I know these things are not short processes because there's still the ingrained idea that women have to be fairly sexy, especially if you're a pop star or if you're in the pop side of things. It's easing, but it's a slow process.
Hayley at 2019 graduation in Abbey Road Studio Two.
What next for you?
The next big thing is definitely my next single 'Hands Off', which Marta and I started working on back at Abbey Road. I mentioned that I was part of the team that wrote with Am.i on her debut EP, Product of Procrastination. I'm currently working with her on her next releases. I also collaborated on a song called 'Savour' recently with DUETT who has this fantastic synth-wave vibe. I sang and wrote that track, which was quite exciting.
I'm going wherever I can find really fantastic opportunities, I'm trying to grab them and run with it. We kind of have to see what the future holds. But in terms of looking forward to the immediate future, that's what's in the pipeline.
To hear some of Hayley's recent work head over to her website and SoundCloud page.
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Chitosan has a number of commercial and possible biomedical uses. It can be used in agriculture as a seed treatment and biopesticide, helping plants to fight off fungal infections. In winemaking it can be used as a fining agent, also helping to prevent spoilage. In industry, it can be used in a self-healing polyurethane paint coating. In medicine, it may be useful in bandages to reduce bleeding and as an antibacterial agent; it can also be used to help deliver drugs through the skin.More controversially, chitosan has been asserted to have use in limiting fat absorption, which would make it useful for dieting, but there is evidence against this.Other uses of chitosan that have been researched include use as a soluble dietary fiber.
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Algunos países poseen aeronaves dedicadas en exclusiva al transporte de Jefes de Estado, presidentes de Gobierno y altos cargos. El más famoso del mundo es el Air Force One, operado por la Fuerza Aérea de los Estados Unidos.

Alemania
Los altos cargos del Gobierno alemán utilizan doce aeronaves:
 2 Airbus A340-313X V.I.P. llamados "Konrad Adenauer" y "Theodor Heuss"
 2 Airbus A319-133X
CJ
 1  Airbus A350
 4 Bombardier Global 5000
 3 Eurocopter AS532 Cougar

Los dos Airbus A340-313X, ex Lufthansa, fueron creados por Lufthansa Technik (partiendo de un diseño V.I.P.), quien les aplicó habitaciones de descanso y tecnología relacionada con la seguridad. Los aviones llevan el nombre de Konrad Adenauer, el primer canciller de Alemania (occidental), y Theodor Heuss, el primer presidente de la República Federal de Alemania. Hasta 2011, los funcionarios del gobierno de Alemania utilizaron dos Airbus A310-304 V.I.P. que llevaban el mismo nombre. Solo uno de ellos (matrícula 10+21) sigue prestando servicio (hasta 2013).
Los dos Airbus A319CJ, los cuatro Bombardier Global 5000 y los tres Eurocopter AS532 Cougar son manejados por la Luftwaffe y tienen como función principal el transporte de Representantes del Gobierno Alemán y Parlamentarios.

Argelia
En 2009, el Estado argelino adquirió un nuevo Airbus A340-500 (coste estimado: 312 millones de dólares), que se entregó al año siguiente. Su equipamiento costó 42 millones de dólares, y nada más terminar el interior, el presidente Abdelaziz Bouteflika cayó enfermo y desde entonces se le prohibió viajar. El A340-500 argelino apenas ha tenido 30 horas de vuelo oficial, lo que corresponde a un solo viaje de ida y vuelta a Canadá del presidente.

No obstante, el A340-500 presidencial vuelve a estar en servicio con la llegada de Abdelmajid Tebboune en 2019.

La flota oficial argelina está gestionada por el GLAM, Groupe de Liaisons Aériennes Ministérielles, cuya base está en Boufarik, entre Blida y Argel.

Avión principal, usuario(s): Presidente de la República y Gobierno

 1 Airbus A340-500 - (7T VPP)
 1 Gulfstream V - (7T VPG)
 2 AgustaWestland 101 VVIP - (7T-WVD) y (7T-WVB)

Avión secundario, usuario(s) : gobierno y diplomáticos

 4 Gulfstream IV-(7T YPM)
 2 ATR 72-600

Argentina

Argentina opera una flota de aviones y helicópteros para uso exclusivo del Presidente de Argentina y su familia. Este grupo de aeronaves es conocido como Agrupación Aérea Presidencial y pertenece a una de las secretarias de la Presidencia llamada Casa Militar, departamento responsable del transporte y la seguridad del mandatario argentino.

El Tango 01 fue la aeronave responsable de llevar al Presidente de la Nación en los viajes de largo alcance, se trata de un Boeing 757-200. Fue uno de los más modernos de América Latina y contó con un sofisticado sistema de seguridad.

Por su parte, el H-01 es el helicóptero presidencial encargado de transportar diariamente al presidente desde la Quinta Presidencial de Olivos, residencia del mandatario, hasta la Casa Rosada, sede del poder ejecutivo.

Actualmente, la flota de aeronaves de la Presidencia de la Nación está compuesta por:

 Cinco Aeronaves de Ala Fija

 Tres de Ala Rotativa:

Bolivia

En Bolivia, el transporte del primer mandatario se encuentra a cargo del Grupo Aéreo Presidencial el cual es una unidad militar desconcentrada de la Fuerza Aérea Boliviana (FAB) pero dependiente del Ministerio de la Presidencia de Bolivia. Este unidad militar aérea fue creada el 26 de octubre del año 2010 durante el segundo gobierno del presidente Evo Morales Ayma y bajo su dependencia se encuentran 9 aeronaves entre aviones y helicópteros.

Actualmente el Presidente de Bolivia realiza sus viajes internacionales en el avión FAB-001 de fabricación francesa Dassault Falcon 900EX EASY el cual fue adquirido el año 2010 a un precio de alrededor de 38 millones de dólares. Así mismo, el Vicepresidente de Bolivia también cuenta con su propio avión denominado FAB-002 modelo Dassault Falcon 50EX, el cual es similar al avión presidencial pero un poco más pequeño.

En cuanto a los viajes dentro del país, el presidente boliviano utiliza 4 helicópteros EC 145 para transportarse a los diferentes lugares. A la vez, existen también otras 3 aeronaves que se encuentran bajo dependencia del Grupo Aéreo Presidencial que también son utilizadas para viajes dentro del país o  en ocasiones de emergencia.

Aeronaves presidenciales de Bolivia

Helicópteros presidenciales de Bolivia
Actualmente Bolivia cuenta con 4 helicópteros para el transporte del primer mandatario dentro del país.

Brasil
El principal avión presidencial utilizado por el Gobierno brasileño es un Airbus A319 modificado, designado por la Fuerza Aérea Brasileña como VC-1A y oficialmente bautizado como "Santos Dumont", en honor al pionero de la aviación brasileña. El VC-1A se utiliza para transportar al Presidente en viajes de medio y largo alcance. Para los vuelos de corto alcance, el Presidente es transportado en uno de los dos aviones Embraer 190. Cuando el Presidente de Brasil es transportado en un avión, se utiliza el indicativo Fuerza Aérea 01 (Fuerza Aérea Brasileña uno), código OACI BRS01.

El Grupo de Transporte Especial (GTE) de la Fuerza Aérea de Brasil es responsable de transportar al Presidente, al Vicepresidente y los ministros del Gobierno brasileño. El GTE se compone de 22 aeronaves:

 Un Airbus A319 (VC-1A) en configuración VIP llamado "Santos Dumont".
 Dos Embraer 190 en configuración VIP llamados "Bartolomeu de Gusmão" y "Augusto Severo".
 Dos Eurocopter Super Puma (VH-34) VIP.
 Dos Embraer ERJ-135 (CV-99C) VIP.
 Diez Embraer ERJ-145 (C-99A).
 Tres Learjet 35 (VU-35).

La flota tiene su sede en la Base Aérea de Brasilia (BABR).

Canadá
El Escuadrón 437 de la Real Fuerza Aérea Canadiense opera cinco Airbus A310-300 (CC-150 Polaris). Cuatro de estos, están configurados como aviones normales, para el transporte de carga y con capacidad de reabastecimiento en vuelo. El A310 restante (N º 001), es operado con una configuración VIP en donde viajan el Rey  Carlos III, el Gobernador General de Canadá, el primer ministro, entre otros miembros de la Familia Real y altos funcionarios gubernamentales. El Polaris CC-150 se utiliza principalmente para los viajes de larga distancia. Para viajes de corto rango, se utilizan cuatro Bombardier Challenger 600.

Colombia

En 1933 entró en servicio la primera aeronave presidencial, era un Junkers Ju 52/3mce que prestó su servicio al presidente Enrique Olaya Herrera quien fue su primer usuario.

El Presidente de Colombia tiene varias aeronaves a su disposición. El más utilizado es Fuerza Aérea Colombiana 0001 (viajes medianos y cortos), un avión adaptado con la configuración 737-700 BBJ, (Boeing Business Jet). Para viajes de largo alcance es utilizado el FAC 1202, un Boeing KC-767 conocido como "Júpiter".

En algunas ocasiones son utilizados un Fokker F28, Embraer Legacy 600, CASA C-295 y Cessna Citation para viajes a corta distancia o el transporte del gabinete ministerial o el vicepresidente. Como apoyo en la seguridad del presidente se tiene:

varios helicópteros tipo:
UH-60 Black Hawk.
AgustaWestland AW139.
Todos los aviones son operados por la Fuerza Aérea Colombiana

Costa Rica
El gobierno costarricense cuenta con un avión Beechcraft F90-1 King Air (matrícula MSP020); y un helicóptero MD 600N (matrícula MSP007), ambas aeronaves son para uso de vigilancia policial y el transporte aéreo del presidente y otros dignatarios de gobierno.

Cuba
El Presidente del Consejo de Estado de la República de Cuba dispone de un reactor Ilyushin Il-96-300, propiedad de Cubana de Aviación, el cual ha sido modificado completamente para mayor seguridad y confort. Para vuelos nacionales de corta duración, suele utilizar un avión turbohélice ATR-72 perteneciente a Aerogaviota que es usado también por otros miembros del Consejo de Estado.

China
El gobierno de la República Popular China, utiliza 3 aeronaves de Air China:
 Boeing 767 para vuelos de largo alcance
 Boeing 747/400 para vuelos de medio alcance
 Boeing 737/800 para vuelos de corto alcance

La aeronave con mayor uso es el Boeing 747/4J6 con pintura de Air China (matrícula B-2472).Está modificado en materia de confort y seguridad, disponiendo de bengalas antimisiles.

Chile

El presidente de Chile se transporta en un Boeing 767-300ER para viajes de larga distancia.

        Boeing 767-300ER

Para viajes de corta duración utiliza un Boeing 737-500 o un Gulfstream IV, todos pertenecientes al Grupo de Aviación N.º10 de la Fuerza Aérea de Chile con base en la ciudad de Santiago.

         Boeing 737-500

Para transportarse a regiones remotas del país tales como el archipiélago de Juan Fernández o el extremo sur, el Presidente de la República de Chile y otras autoridades del país, puede recurrir al CASA 212 u otros aviones de fuselaje menor o helicópteros, pertenecientes a la misma FACH, Ejército de Chile, Armada de Chile o Carabineros de Chile.

Antiguamente, en algunas ocasiones, el presidente de la República de Chile, ha usado aviones de LATAM Airlines, para algunas giras dentro y fuera del país, siendo comúnmente usado antes de 1990 (especialmente entre la década 60 hasta fines de los 80), debido a que dicha aerolínea era estatal.

Ecuador
El Presidente del Ecuador usa actualmente un Embraer Legacy 600, matrícula FAE 051, que vuela con el código FAE 001 para vuelos nacionales y un Dassault Falcon 7X matrícula FAE 052 para vuelos internacionales, operados por la Fuerza Aérea Ecuatoriana (FAE).

El Legacy es en viajes al interior del país, aunque por su autonomía el jet Legacy también ha viajado a varios destinos en el continente americano. El Legacy cuenta también con teléfonos satelitales e internet, lo que permite al presidente mantenerse conectado mientras vuela. El Falcon ha sido usado para viajes de largo alcance. Ambas naves tienen configuración ejecutiva y son para comitivas muy reducidas.

Estas aeronaves forman el Escuadrón Presidencial, que depende del Servicio de Protección Presidencial del Palacio de Carondelet con sede en la Base Aérea Mariscal Sucre de Quito.

Las aeronaves de la aerolínea estatal TAME son también utilizadas por el Gobierno del Ecuador. Para los vuelos de largo alcance fleta un Airbus A320 o un Embraer 190 de esta aerolínea, en especial cuando el presidente se moviliza con comitivas grandes, pues el Legacy solo transporta 16 personas al igual que el Falcon.

Otro Embraer 145, de la compañía petrolera estatal Petroecuador, fue declarado avión presidencial alterno recientemente, en caso de que no se pueda operar el Legacy.

En 1981, se compró de fábrica un bimotor Beechcraft King Air para uso presidencial, que se estrelló en el cerro Huayrapungo, cerca de Macará, en la provincia de Loja el 24 de mayo de 1981, tragedia en la que perecieron el presidente Jaime Roldós Aguilera, su esposa Martha Bucaram de Roldós y su comitiva. Esta nave estuvo matriculada como FAE 001A.

Durante el Gobierno de León Febres Cordero se adquirieron dos jets North American Sabreliner, que se usaron como avión presidencial y de altos funcionarios civiles y militares. Actualmente ha sido modificados para fines científicos.

El Salvador
El presidente de la república de El Salvador utiliza varios Helicópteros y Avionetas para desplazamientos locales y países de la región, de los cuales principalmente ocupa un helicóptero Bell 412, un Bell 407, un Bell 206L Long Ranger III y un Bell UH-1H, todos estos Helicópteros están configurados VIP y con un esquema de pintura Azul-Blanco. Además de los Helicópteros tiene a disposición avionetas de la Fuerza Aérea Salvadoreña tipo: IAI Arava 202 modificado, Piper PA-23 Turbo Aztec y Rockwell Commander 114B, Los Helicópteros y Avionetas pertenecen a la Fuerza Armada de El Salvador. Para vuelos internacionales trasatlánticos se vale de un Airbus A320 de la aerolínea Avianca (El Salvador).

España

El Ejército del Aire cuenta con dos unidades especializadas en el transporte de personalidades pertenecientes a la Casa Real de España, presidencia, vicepresidencia, ministerios y miembros de otros organismos oficiales del Gobierno de España: el 402 Escuadrón y el Grupo 45.

El primero de ellos, perteneciente al Ala 48 de la Base Aérea de Cuatro Vientos (Madrid), tiene asimismo y en caso de visitas oficiales de personalidades extranjeras, el encargo de transportarlas dentro del territorio español. El 402 Escuadrón solo opera helicópteros y su flota está compuesta por varias unidades de los modelos Eurocopter AS332 Super Puma y Eurocopter AS 532 Cougar.

El Grupo 45 está situado en la Base Aérea de Torrejón (Madrid) y, además de cumplir con su misión de transporte VIP desempeña otras labores como realizar aeroevacuaciones urgentes de heridos, apoyar a misiones humanitarias de la Organización de las Naciones Unidas, transporte de órganos trasplantados o de personal del propio Ejército del Aire. Su flota está compuesta por dos Airbus A310 adquiridos a Air France en 2002 y cinco Dassault Falcon 900.

Estados Unidos de América

Air Force One
El presidente de los Estados Unidos de América, utiliza dos aviones Boeing 747, con matrículas 82-8000 y 82-9000 respectivamente, ambas aeronaves son idénticas al menor detalle y cuando están en vuelo con el presidente a bordo adquieren la denominación de Air Force One. Basadas en los Boeing 747-200B, fueron construidas bajo características especiales tanto tácticas y operacionales como de seguridad avanzada.

Sin importar en que lugar del mundo se encuentra de viaje el presidente de los Estados Unidos, si se localiza volando en una aeronave de la Fuerza aérea de los Estados Unidos, el avión adquiere la denominación de Air Force One.

En sus viajes internacionales un segundo avión suele acompañar al Air Force One, se trata de unos Boeing C-17 Globemaster III, de la Fuerza aérea de los Estados Unidos, un carguero que suele transportar la plataforma o escalera de acceso a la puerta principal del Air Force One, además de un helicóptero o bien la limusina presidencial.

Marine One
Dentro y fuera de los Estados Unidos el mandatario estadounidense utiliza para viajes cortos helicópteros blindados del tipo Sikorsky VH-3D Sea King (S-61B), de los cuales cuentan con siete ejemplares activos idénticos, a saber:

El helicóptero que trae a bordo al presidente se denomina en vuelo Marine One, aunque por cuestiones de seguridad, de dos a cinco helicópteros idénticos acompañan al presidente realizando maniobras de seguridad durante cada viaje.

A su vez uno o más helicópteros del tipo Boeing Vertol CH-46E Sea Knight (107-II) acompañan al Marine One, con cuerpos de seguridad y la comitiva presidencial, existiendo al 19 de agosto del 2011, al menos cuatro de este tipo:

Otro helicóptero que transporta al Presidente de los Estados Unidos, es el Sikorsky VH-60N White Hawk, este último particularmente utilizado en los viajes internacionales o para misiones en el extranjero, ya que se pliega fácilmente para cargarlo en un avión un Boeing C-17 Globemaster III, de la Fuerza aérea de los Estados Unidos de los que uno o más suelen acompañar al Air Force One en las misiones en el extranjero. Para agosto del 2011, al menos se cuentan con seis ejemplares activos de este helicóptero a saber:

En tanto que las designaciones de Air Force Two y Marine Two, son un indicativo asignado por el control de tráfico aéreo a cualquier aeronave de la Fuerza aérea de los Estados Unidos que transporta al Vicepresidente de los Estados Unidos.

Francia
El gobierno de la República francesa utiliza como avión insignia un Airbus Airbus 330-220 comprado de segunda mano por la administración del presidente Nicolas Sarkozy a la empresa Air Caraïbes, con una capacidad original de 324 asientos, ha sido transformado en un avión VIP de unas sesenta plazas, con dormitorio, cuartos de baño y sala reuniones, así como de acuerdo con el Ministerio defensa francés, cuenta con todos los medios modernos, seguros y fiables de seguridad y comunicación.
El Ejército del Aire Francés es el organismo encargado de operar las aeronaves del presidente de Francia, al mismo tiempo que gestiona la seguridad y logística de sus viajes, cuenta con dos escuadrones que a su vez administran la operación y mantenimiento de las siguientes aeronaves a disposición de la presidencia de la república de Francia:

Escadron de transport, d'entraînement et de calibration 00.065 (ETEC)' (base aérea 107, Vélizy-Villacoublay)

Escadron de transport 03.060 «Esterel» (base aérea 110 «Guy de la Horie», Creil)

Honduras
El presidente de la República de Honduras utilizaba el avión Israelí IAI-1124 Westwind (avión presidencial) hasta el 16 de octubre de 2014. Después de esta fecha se adquirió (Mediante una donación del gobierno de Taiwán) una aeronave Embraer Legacy 600, configurado VIP para el transporte del presidente de la República de Honduras, donde se utilizará para el transporte en viajes nacionales e internacionales debido a su capacidad de alcance y configurado con 1 depósito extra de combustible.
Dicha adquisición forma parte de la renovación y restauración de la flota de aeronaves de la Fuerza Aérea Hondureña.

Malí
El gobierno de la República de Malí, utiliza para sus viajes internacionales un avión Boeing 727-2K5, con matrícula TZ-MBA, no posee un sobrenombre o número especial y está rotulado con la leyenda Republique du Mali. Este avión actualmente renovado y habilitado con aletas de punta alar o winglets para mejorar su eficiencia y ahorrar combustible, perteneció originalmente al grupo empresarial Hapag-Lloyd. El Boeing 727 es una aeronave que en sus versiones para aerolíneas comerciales tiene una capacidad de alrededor de 180 asientos en dos clases, y versiones del mismo todavía son (2011) muy utilizadas por empresas de transporte de paquetes y logística. Hace un año compraron un Boeing 737, que es el que se está utilizando oficialmente.

México
El Gobierno de México cuenta con 24 aeronaves adscritas a la Coordinación General de Transportes Aéreos Presidenciales (CGTAP), la cual depende del Estado Mayor Presidencial.

De acuerdo al Artículo 29 del Reglamento del Estado Mayor Presidencial, le corresponde a la Coordinación General de Transportes Aéreos Presidenciales:
 I. Proporcionar el servicio de transporte aéreo al Presidente de la República, así como a los servidores públicos y demás personas que determine el propio titular del Ejecutivo Federal;
 II. Administrar los recursos humanos, económicos y materiales que le sean asignados presupuestalmente;
 III. Planear, coordinar, programar y supervisar el adiestramiento de las tripulaciones y del personal de apoyo, y
 IV. Planear, coordinar, programar y supervisar el mantenimiento oportuno de las aeronaves asignadas a su cargo, para que éstas se encuentren permanentemente en condiciones óptimas de seguridad, funcionamiento y operación.

El inventario al 2 de julio de 2017, es el siguiente:

Aviones
13 aviones:

Helicópteros
11 helicópteros

Panamá
El Gobierno de la República de Panamá posee varias aeronaves al servicio de la Presidencia de la República para el transporte del Presidente, entre estas, la principal aeronave es un moderno avión EMB-135BJ Legacy, fabricado por empresa sudamericana Embraer, con matrícula HP-1A, se le conoce extraoficialmente como ALFA 1.
Este avión mantiene una modificación del tipo Business Jet, que permite al mandatario realizar viajes de larga duración. En su fuselaje se puede ver la leyenda República de Panamá. Con todos los servicios de comunicación para mantener una oficina en vuelo, el EMB-135BJ Legacy de la Presidencia de la República, es un avión ejecutivo capaz de transportar 16 pasajeros de forma cómoda a 6019 km. Una nave que compite en el segmento más alto de los aviones ejecutivos de medio a largo alcance.

El Presidente de Panamá también posee un helicóptero del tipo Sikorsky S-76 en configuración VIP para viajes dentro de la república, operado por el Servicio Nacional Aeronaval. El gobierno taiwanés donó en el 2008 a la República de Panamá un helicóptero modelo Bell 412EP Griffin HT1, con capacidad para 15 pasajeros.
La Autoridad Aeronáutica Civil es el ente encargado y existe en su organización administrativa la Unidad de Línea de Vuelo, Departamento Técnico adscrito a la Dirección General, que en coordinación de la Presidencia de la República, se encargan de la administración, mantenimiento y conservación de las aeronaves propiedad del Estado Panameño.

Anteriormente se utilizaba un jet Gulfstream IIGulfstream II , pero fue remplazado en el año 2009.

Perú

El presidente peruano utiliza un avión Boeing 737-528 modificado, operado con carácter militar por la Fuerza Aérea del Perú, este avión permanece estacionado en su base del Grupo Aéreo N.º 8, ubicado en la ciudad de Lima.

La nave fue adquirida en 1995 durante el gobierno de Alberto Fujimori, pero también ha transportado a los presidentes Valentín Paniagua, Alejandro Toledo Manrique y eventualmente a Alan García, y ha sido modificada previamente para vuelos de largo alcance.

El presidente García planificó su venta en 2007, debido a un caso de escándalo sucedido en el gobierno de Alejandro Toledo, pero la operación se suspendió en dos oportunidades y se ha vuelto a utilizar en viajes y giras oficiales, como la gira del mismo presidente García a los Estados Unidos en 2010. Sin embargo años atrás la presidencia peruana contaba con dos aeronaves de uso presidencial, un Boeing - 707, que transportaba al jefe de estado a viajes internacionales y un Fokker F - 28, histórica nave que transportó a su Santidad Juan Pablo II cuando visitó el Perú y se desplazó a diferentes ciudades del país, en 1988.

Esta nave, es austera y funcional, no obstante tiene accesorios de lujo en la Sección presidencial que se separa de las demás con un grueso mamparo de fina madera de caoba y cuenta con cuatro asientos giratorios recubiertos de cuero de color marrón, más una mesa de trabajo extensible y un sofá-cama, además el cuarto de baño de la misma cuenta con grifería de oro; la Sección de Invitados tiene doce asientos de primera clase recubiertos con una tela de lino de color azul con mesas individuales, en ocasiones esta sección es usada por los oficiales de la Casa de Pizarro o el personal de Estado que acompaña al presidente, las otras dos secciones son las de prensa y seguridad que cuentan con comodidades básicas y controles para Radio y TV en sus asientos cubiertos con una tela de color gris.

En el 2003, el presidente Toledo intentó adquirir a la Federación Rusa un helicóptero Mi-17 para utilizarlo como transporte presidencial adjunto, pero el generalizado rechazo de la opinión pública le hizo desistir de su intención.

Esta nave, cuyos colores originales, fueron cambiados por la administración anterior sigue siendo utilizada por el presidente Ollanta Humala, quien ha viajado a su gira a los Estados Unidos, Venezuela y China.

En la actualidad el Poder ejecutivo del Gobierno del Perú está evaluando la compra de un nuevo avión presidencial que podría ser un Boeing 777-300 para las rutas más largas a donde viaje la comitiva presidencial peruana, pero no se ha concretado dicha compra, ni el proyecto de la misma, por otro lado la administración de Humala en 2014 cambió los colores de la aeronave a un sencillo color gris opaco de baja identificación.

Listado de aeronaves de uso presidencial o uso de estado:

Portugal
La Fuerza Aérea Portuguesa opera dos Dassault Falcon 50 construidos en 1990 para uso del Presidente de Portugal, el primer ministro y altos cargos del Gobierno. La Fuerza Aérea Portuguesa opera también para el mismo uso un Dassault Falcon 20 construido en 1984. Por lo general para los vuelos de larga distancia del Presidente y de los altos cargos de la República Portuguesa se utiliza un Airbus 340 fletado a TAP Portugal.

Uruguay

El presidente de Uruguay utiliza un Hawker 800 de desarrollo británico. Es a su vez un avión multipropósito, que puede utilizarse como aeroambulancia.

Para vuelos locales, utiliza el helicóptero Eurocopter Dauphin operado por la Fuerza Aérea Uruguaya (perteneciente al Escuadrón n.º5 - Helicópteros)

Fuerza Aérea Uruguaya - Eurocopter Dauphin

Ciudad del Vaticano
Generalmente el pontífice sale de Italia en un Jumbo fletado de Alitalia, con el código de "Volo papale" ("vuelo papal"), seguido del número de vuelo realizado. El mismo código es utilizado cuando viaja en aviones más pequeños. Existe la costumbre de que el pontífice romano retorne a bordo de una nave aérea del país visitado, pero esto no siempre es así.
Para regresar a la Ciudad del Vaticano o ingresar a otros países (como sucedió con Juan Pablo II en sus giras de mayor duración) suele utilizar un aparato de la compañía bandera de la nación en cuestión. a este avión se le pinta el escudo papal de Su Santidad, el mismo aparato es también fletado por los periodistas que le acompañan, que en contra partida por el desembolso, pueden entrevistar al Santo Padre. En algunos casos, también puede utilizar con el mismo Código, aviones de otras aerolíneas, si su avión habitual, no se encuentra en el territorio donde se encuentra el sumo pontífice. Para la Jornada mundial de la Juventud 2019 realizada en Panamá, el Papa regresará a Roma en un Boeing 787-8 de Avianca, aerolínea bandera de Colombia ya que Copa Airlines, la aerolínea bandera de Panamá no cuenta con aviones con el alcance suficiente para llegar a Italia. Cuando se trata de algunas Autoridades, como el secretario de Estado de la Santa Sede o algún otro Cardenal u Obispo de Dicasterio, suele usar vuelo comercial de alguna línea aérea. Hasta el año 2012, el Pontífice de Turno usaba una sala especial al interior del avión, sin embargo, el Papa Francisco, suele usarla muy poco, debiendo viajar a Río de Janeiro en Clase Turista. Inspirado en el carácter pastoral del pontífice y en el sobrenombre del avión presidencial de los Estados Unidos; los periodistas de esa nacionalidad han llamado Shepherd One ("Pastor Uno") al avión que utiliza el Papa.

Venezuela
El actual avión presidencial de Venezuela es un Airbus A319CJ, en el cual el presidente realiza la mayoría de sus viajes. Está identificado como FAV-0001 Tiene capacidad para 39 pasajeros, divididos en 6 salas y 12 integrantes de tripulación. Puede volar grandes distancias sin hacer escalas (un promedio de 11.650 kilómetros sin escalas), puede alcanzar una velocidad máxima de crucero de Mach 0.82, elevarse hasta los 41.000 pies de altura, pudiendo llegar hasta los 37.000 pies en tan solo 23 minutos. Dispone de un sólido sistema de comunicaciones con satélites que le permite establecer cualquier tipo de contacto con tierra sea cual sea el lugar donde se encuentre.

El presidente Chávez comenzó a usar este avión a principios del año 2002. El fuselaje de la nave es blanco, con una banda tricolor que va de extremo a extremo, con el nombre de "Venezuela" del lado izquierdo y del lado derecho "República Bolivariana", y ocho estrellas encima en medio del fuselaje. En la cola lleva el tricolor nacional en la parte superior y la matrícula FAV-0001. Nicolás Maduro actual Presidente de Venezuela compró un Embraer Lineage 1000 el cual está encubierto con el livery de Conviasa y las siglas YV3016. Adicional a estos aviones el ejecutivo nacional posee dos Dassault Falcon 900EX para viajes cortos y largos.

Por otra parte, para traslados dentro las ciudades, el Presidente se traslada en una flota de helicópteros en versión V.I.P. acoplados con todas las comodidades de un avión. Esta flota la integran dos helicópteros AS-532UL Cougar y un helicóptero Mil Mi-172 VIP. Todas las unidades presidenciales están bajo el mando del Grupo Aéreo Presidencial Nª 4 de la Aviación Militar Bolivariana, los cuales se encargan junto a la Guardia de Honor Presidencial de la seguridad y resguardo del Presidente y todo su gabinete.

Referencias

Enlaces externos
 Fotografías de aviones de jefes de Estado

Transporte aereo de jefes de estado
Aviación por país

redpajama_set_name: RedPajamaWikipedia


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text:
« Arthur C. Clarke: 16 December 1917 – 19 March 2008
Ignition. »
Top 15 Albums of 2007: 10-6
Before it gets too embarrassingly further into 2008, and without further ado:
10. Burial – Untrue
Dubstep is The Thing these days; there is no end of Skream imitators knocking about in the alleyways of Britain, and grime is on its way in as well. However, it's already all begun to mush together into an unappreciable mess, as tired as the techstep drum and bass beat has become within mere moments of its blaze of glory. Thankfully, dubstep is defined loosely enough that we may feel entitled to call Burial's music dubstep, and thus we find ourself somewhere entirely else all of a sudden. Burial's dubstep in Untrue is moody, brooding, and yet always pensive, as if it daren't reveal its deepest secrets. Melodies shift and slide semi-consciously in and out of what may only be termed an entire musical atmosphere, always coherent yet never cogent. Untrue is the type of album that doesn't require a particular mood, it sets your mood to it, and thus is truly an achievement.
Key Tracks: Archangel, Ghost Hardware, Shell of Light
9. Matrix and Futurebound – Universal Truth
Matrix and Futurebound have both been in the Drum and Bass business for a long time, but not until they began to collaborate did they really come to the forefront of the scene. Their American Beauty remix is quite a remarkable adaptation, and when Skyscraper hit, it hit big, staying at the top of the charts for several months, earning it the title "The Eternal Skyscraper" around here. Soulful and nearly spiritual, Skyscraper is the embodiment of something new and different, as is much of Matrix and Futurebound's work. They have done their best to wrap Skyscraper with a similarly high quality LP, and largely succeeded. The tune Universal Truth itself is more typical fare, but certainly has its own character and, along with most of the album is fantastic. While about half of the album blurs together and is largely forgettable, there are enough gems buried in the wax to make the album truly shine. The sheer variety of music on the album is quite impressive, with the hip-hop infused Knight Riderz (featuring MC Spyda) followed shortly by Sandstorm, a title used altogether too much in electronic music in general, a nearly Trancestep production. My only possible complaint is that all the biggest hits are placed right at the beginning of the album, but as hardly anyone listens to albums straight up in Drum and Bass, this is hardly a significant concern.
Key Tracks: Universal Truth, Knight Riderz, Skyscraper
8. Explosions in the Sky – All of a Sudden I Miss Everyone
No matter how many times I attempted to listen to this album to garner enough material to write about it for the sake of this post, I simply couldn't ever focus on the specifics of it after long: I always found myself suddenly at the end of the album, staring at a spot on the wall after an illusory couple of minutes of listening. And in this regard, Explosions did what they do best; they created an album that is nothing short of a hypnotic experience from beginning to end, which is the key quality for which I enjoy their music in the first place. There is no other music that has nearly this effect, and Explosions has mastered it incredibly well. All of a Sudden itself is a slightly emotive beast than my favorite album, The Earth is Not a Cold Dead Place, with more – shall we say – explosive crescendos and perhaps a bit more variety to the various textures that flow through the songwriting. There are moments in All of a Sudden that aren't simply hypnotic as usual, but downright breathtaking, as if you just strolled into a secret garden of sorts, and there are moments of capricious outbursts which will catch you off guard if you're not paying attention. Overall, this trade-in of rolling landscapes for perhaps more interesting and emotive ones is a good move for the band, and I'm interested to see where they will take it next.
Key Tracks: The Birth and Death of the Day, It's Natural to be Afraid, What Do You Go Home To?
7. Blackfield – Blackfield II
British producer and artist Steve Wilson has had a fascinating career, producing most of Opeth's albums as well as leading the initially fictional and later existent band Porcupine Tree. One quality that is persistent across all his varied works is an incredible attention to detail and an ability to produce incredibly lush songs. This ability has led to Porcupine Tree having been labeled as Progressive Rock perhaps before it truly became progressive, and it has also been lent to side project Blackfield, a collaboration with Israeli rock star Aviv Geffen. Blackfield's music is indie in spirit, and yet somehow also progressive in breed, with 70's progressive harmonies crooned over lush productions usually not found out of the prog realm, but with straightforward indie rock backing it all up. With Blackfield II, a lot of the issues with the original Blackfield have been addressed, most specifically the lack of a unified focus within the album, which was compounded by a number of covers of one or the other member's past songs. Blackfield II feels more like it was written by a collaborative effort than two people trying individually to fill an album, but it seems hard to tell now what Aviv's contribution to the effort is. Having had very little experience with his solo work, it's hard to discern elements and signatures in the music that might belong to him, as it seems the whole of the music could have been written single-handedly by Wilson. Nevertheless, the united atmosphere paves the way for an album that is beautifully crafted and lavishly produced from beginning to end.
Key Tracks: Miss U, Where is My Love?, End of the World
6. Dream Theater – Systematic Chaos
Those who know me might have expected this album to place higher on this list. Having placed it at number six, however, is by no means a mark of dissatisfaction with the album. In fact, it is an incredible piece of music with the standard Dream Theater trademarks to it. The fact that it is placed at number six is in fact not to detract from it, but a credit to the purely amazing top five albums on this list. I digress: Systematic Chaos is Dream Theater at its finest. It won't win too many people over from the great classics (Metropolis Pt 2, Images and Words) as best Dream Theater album, but it comes damned close. Opening with a standard over the top progressive lick that wouldn't be found anywhere else and giving way to the now familiar Dream Theater brand of progressive metal, the first three songs drive by in a whirlwind. Taking a trick out of Pink Floyd's book, the first and last track of the album are in fact one epic song (which united is in fact their longest at 25 minutes and 38 seconds), which serves as a good way to balance out the sheer bipolar nature of the heart of the album: the nearly black metal Dark Eternal Night gives away to the nearly acoustic Repentance and the brooding Ministry of Lost Souls. All of the softer (but still dark) songs of the album are an excellent demonstration of territory Dream Theater has left largely untouched over the years – their ballads still tend to be powerful and extravagant – and are all great songs in their own right, while the more standard songs on the album are great but not necessarily outstanding considering the standard Dream Theater has set for themselves. The true star of the album, however, is the epic: In the Presence of Enemies (The Heretic and the Dark Master). Dream Theater hasn't done too much in the way of fantasy themes and storytelling over their many years of songwriting (this being the territory of Symphony X), and here they tackle it head on to great success. The story is typical and fairly overlookable; the true success of the story is how it serves to allow the band to explore musical themes in a more flexible framework than previously offered, resulting in a track redefining the definition of the word "epic". Let's aim to see more of this in the future.
Key Tracks: In the Presence of Enemies, Repentance, The Ministry of Lost Souls
Look for the top 5 albums in the next few days, followed soon by a list of great albums from 2007 that didn't make it on the list.
0 Responses to "Top 15 Albums of 2007: 10-6"

redpajama_set_name: RedPajamaCommonCrawl


A. Because it usurps the benefits earmarked for them.
B. Because the government permits diversion of funds meant for the needy.
C. Because politicians and bureaucrats are sincerely only once in five years.
D. Because the government favours the wealthy.
B. Wars and invasions were put an end to.
C. Indians came to terms with their past.


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text:
25N-10W-8
February 26, 1931: "National Forest improvements: Wrong Ridge lookout house, $1,223.74." (The Choteau Acantha)
September 17, 1931: "James and C.K. Spires, smoke chasers on the Lewis and Clark forest this summer, departed yesterday for their home at Athens, Ga. The former, who is a graduate of the forestry school of the University of Georgia, occupied the Bear Top lookout, and the latter the Wrong Ridge lookout." (The Choteau Acantha)
September 14, 1933: "Another lookout who has completed the season for the forest service and come out, is Julius 'Snappy' Stenson, stationed most of the summer on Wrong Ridge." (The Choteau Acantha)
November 9, 1933: "The completed projects were the construction of two telephone lines, one leading to the Mt. Wright lookout and the other to an emergency lookout on Wrong ridge." (The Choteau Acantha)
December 15, 1933: "A new telephone line has been built to the Wrong Creek lookout peak." (The Independent Record)
July 26, 1934: "Larmon Bruno has the Wrong Ridge lookout." (The Choteau Acantha)
July 25, 1935: "On the Teton district, which is under Ranger McLean and Ranger L.J. Howard, the following have been assigned to lookouts: Larmon Bruno, Wrong Ridge." (The Choteau Acantha)
June 23, 1938: "From Birch creek south to and including the north fork of Sun river, the assignments are: K.C. Baldwin of University of Idaho, Wrong Ridge lookout fireman." (The Choteau Acantha)
June 13, 1940: "The following men, together with their stations, will be employed by the service in fire prevention work this summer: Gus Kake of Choteau, Wrong ridge." (The Choteau Acantha)
National Geodetic Survey
DESIGNATION - WRONG RIDGE LOOKOUT
PID - ST0547
STATE/COUNTY- MT/TETON
COUNTRY - US
USGS QUAD - PORPHYRY REEF (1995)
DESCRIBED BY COAST AND GEODETIC SURVEY 1940 (ANS)
WRONG RIDGE FOREST SERVICE LOOKOUT HOUSE IS IN THE LEWIS AND
CLARK NATIONAL FOREST ON THE HIGHEST POINT OF A LOW WOODED RIDGE,
4 MILES N OF WRONG CREEK GUARD STATION, 35 MILES WNW OF CHOTEAU,
3/4 MILE S OF THE CONTINENTAL DIVIDE WHICH IS THE NATIONAL FOREST
BOUNDARY OF THE FLATHEAD-LEWIS AND CLARK. THE CENTER OF THE
HOUSE WAS INTERSECTED.


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Subscription sales in the US increased 77%, confirming the market demand for a platform-based solution for building content-centric applications.
The annual renewal rate in 2013 was 101%, a key indicator of customer satisfaction.
We also hired a number of new employees and held a successful customer/partner conference. It's easy to wrap it up and say, it's been a great year!
Our customers spread across a wide range of industries and verticals. The top 3 customer segments in 2013 were Financial Services (17%), Higher Education (13%), Media and Entertainment (10%).
While 2013 was strong, we are seeing a number of big content management trends taking center stage this year. First we see the integration of Big Data into content platforms, so you can leverage all the data to create content and workflow that people can understand. We also see the need for content services directly within business applications and are already working with many organizations to do just that. And, there's a high demand for tools in the Cloud, for easy access and provisioning.
We are very excited about our innovative roadmap for 2014. You'll see an increased focus on cloud-services, new features and functions in the Nuxeo Platform, as well for supporting tools like Nuxeo Studio, Nuxeo Drive, Nuxeo Mobile and the IDE.
We look forward to working with you to develop and implement content-centric business applications using the Nuxeo Platform. We won't be shy in saying we think it's the best solution for your content management needs today.


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Filmmaker Profile
AudAwards
ProConvos
Filmmmaking Resources
Five Avant-Garde Film Festivals for Art Appreciation Month
By Megan Torgerson - "Mountain Nutmeg"
In Film Festival
Five Avant-Garde Film Festivals for Art Appreciation Month2014-08-262014-08-26https://audnews.com/wp-content/uploads/2017/06/audnews-600px.pngAudNewshttps://audnews.com/wp-content/uploads/2014/08/art-film-festival-feature-image.png200px200px
August is Art Appreciation month and in commemoration of the arts, we have made a list of five great avant-garde film festivals around the world.
AVIFF Cannes Art Film Festival: Marseille, France
Held every May in the south of France, "The AVIFF-Art Film Festival Cannes has become one of the preferred places of promoting contemporary art in the field of video art film associated with a changing art market." AVIFF hosts feature and short art films from all around the world.
Photo courtesy of Limkokwing.
Carmel International Film Festival: Carmel, California
The Carmel International Film Festival highlights film, art, photography and music. Held October 15-19 this festival includes venues on the white sands beach of Carmel-by-the-Sea. For five days it hosts "groundbreaking art, exclusive premiers and one-of-a-kind encounters with today's leading artists, filmmakers and industry professionals."
Photo courtesy of Opening Our Eyes.
World Arts Film Festival: Jacksonville, Florida
The World Arts Film Festival is hosted by the non-profit organization World Arts Education. The festival invites established and first-time filmmakers along with a diverse mix of filmmaker of different ages, backgrounds and those with special needs. "The organization is dedicated to a global message of inclusion through the arts and education."
Image courtesy of Image Live.
New Art Film Festival: Champaign, Illinois
The New Art Film Festival showcases the art cinema of local Illinois independent filmmakers. The festival takes place at The Art Theater Co-op in downtown Champaign, two hours south of Chicago. The festival "treats its audiences to mix of shorts, features and live presentations, all drawn from a homegrown film culture."
image courtesy of Art Theater Co-op.
Art Film Festival: Trencin, Slovakia
Slovakia has a long standing tradition of art-house cinema making. Located outside of Bratislava, The Art Film Festival is as old as Slovakia itself, having also been founded in 1993. "The festival is aimed at presenting a wide spectrum of world cinema, from feature films to documentaries, from shorts to experimental movies, including special sections presenting the new Slovak cinema and historical retrospectives."
Photo courtesy of Art Film Festival.
Check an archive of art films from our library:
Within the Shadows-The Kingdom of Bahrain
This experimental film is shot without dialogue and in black and white.
This short is about a quirky artist from Tokoyo.
Alley Alley
This experimental film follows the happenings inside a karaoke bar.
This beautiful short follows the life of two snails.
Mechanic Originale
In this short a Milanese mechanic and madman lives out his own unique version of la dolce vita.
Dark Junk and Light
A film about a marching band that uses non traditional instruments to give people a feel of the unique music.
An art film the impact of nuclear bombs on history.
A short about an artist who paints portraits of missing women.
art film festival, art film festival slovakia, aviff cannes art film festival, california, carmel, carmel international film festival, champaign, florida, france, illinois, jacksonville, marseille, new art film festival, slovakia, trencin, world arts film fest
Megan Torgerson - "Mountain Nutmeg"
A Pony and His Boy
Filmmaker Spotlight- Mark DiNatale
Presenting the Sunscreen Film Festival
Introducing the San Diego International Kids' Film Festival
Upcoming ProConvos
ProConvo: Meet L.A. VICE Producer Sam Winter
ProConvo with Christopher Racster Outfest Director
ProConvos: July Summer Series includes YouTube Stars, VICE Producer, and OutFest Director
Audience Awards
© 2017 Audience Awards. All rights reserved.


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Webby D
2014 Stone Soul Artist: Sebastian Mikael
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Teacher of the Week – Mr. Keylon Mayo – Glen Allen High School
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This year's Women's Empowerment 2013 Fashion Show is brought to you by Saxon Shoes. Saxon is located at The Short…
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One bike can't rule them all, but the SB130 is one bike that rules. Conceived on rowdy Colorado trails and fed a steady diet of technical climbing and high-speed descents, this bike crushes big terrain. We're not suggesting you only need one bike, but if you did, this should be on your short list.


text:
Q: Find a word inside specific tags   let find_word="xyz"
       let el=document.getElementById("text");
        let arr = el.innerHTML.split(" ");
let newarr=[];
        for (let i = 0; i < arr.length; i++) {
          if (arr[i] === find_word) {
            newarr[i] = `<span class="highlight">${arr[i]}</span>`;
          } else {
            newarr[i] = arr[i];
          }
        }
el.innerHTML=newarr.join(" ")

I highlighted the two xyz's in the sentence but I can't highlight the others I need to highlight the xyz's in the li tags but not in the subtag

 Nature, in xyz broadest xyz

xyz

xyz

xyz xyz sense of world.

Please give me a better example of doing this. I am not good at regex. I just know the basic regex. If regex can be a solution for this. suggest me some , please.

A: Following your edits in the question, try this:
el.innerHTML.split(/\b/);

The thing is that "xyz" is not surrounded by spaces in the places you are missing.
\b indicates a word boundary, so it will capture your missing occurences.
Note that, depending on what you are doing, it might be not completely safe, e.g. if the li element could have class="xyz" things will likely get messed up.
Hope that helps...

redpajama_set_name: RedPajamaStackExchange


text:
Giving Talent Its Due
By Sandra R. Sabo
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Blessed with both senior leadership support and funding, Notre Dame's training and leadership development activities reach employees at all levels.
For six years running, the University of Notre Dame has ranked as one of the top higher education workplaces in the country, according to the "Great Colleges to Work For" survey conducted annually by the Chronicle of Higher Education. That high rating no doubt stems from a combination of the university's attractive campus in Notre Dame, Ind.; competitive compen-sation and benefits; commitment to work/life balance; and an intellectually and spiritually supportive community—as well as an array of opportunities for personal development and advancement.
"In general, our commitment to our students is to educate the mind, the body, and the spirit. And that is what we try and do with all our employees as well," explains Linda A. Costas, Notre Dame's director of talent and engagement. "We fully fund employee training. It's really important for us to help each individual find balance and grow as a person, and professionally."
Linda A. Costas
The university—the largest employer in St. Joseph County—devotes more than $1 million annually to providing training and education for its more than 5,000 employees. That budget, funded through Notre Dame's human resources department, has grown exponentially since the arrival 10 years ago of Robert McQuade as vice president of human resources.
"He arrived from the corporate world, took one look at the budget—it was less than $50,000 for the whole university—and questioned how we could possibly train and develop future leaders and employees at all levels with such a minimal investment," explains Costas. "Both he and John Affleck-Graves, executive vice president of the university, are fully invested in learning and development, and continuous education—and they want to carry that model throughout the entire organization."
In this interview, Costas describes how Notre Dame encourages, nurtures, and helps advance employees throughout the university.
What is your guiding philosophy for learning and development activities?
We rely on our management competency model, which looks like a pyramid, to guide our activities. For each of three management categories—front-line supervision, midlevel management, and leadership—we've developed eight competencies that describe the soft skills, as opposed to the hard skills, needed for a particular position. Achieving the front-line, or baseline, competencies prepares you for the midlevel, which then prepares you for senior leadership.
When we're developing a midlevel management development program, for instance, we look closely at the core competencies at that level, such as managing change, coaching, team building, and negotiating differences. We determine where we have the biggest gaps and the best way to fill them.
The goal is to intelligently build programs that will provide a return on the training and development investment. That return can be defined in several ways—such as better employee morale scores or as opportunities for advancement that, with training, might happen within three years, rather than in five years without the training.
What's unique about Notre Dame's approach to employee development?
Notre Dame has a very deep sense of community and family, which, in part, might be because we do everything we can to lift up people at all levels. Our approach to employee development reflects that. We take care to provide programs and opportunities for everyone from senior leadership to service-level staff, and we encourage everyone to take an active role in their [self-]development. In fact, the expectation is that every employee will participate in at least one development activity each year, something that's emphasized in the performance management process.
The more conversations we have with any employee, whether through our performance management process, a talent review, or professional development opportunities, the more connected and invested that person is in the university. For example, we've been seeing a pretty strong correlation between participation in programs for service-level employees and an increase in their promotion rates. So our approach helps us have better retention and engagement at all levels, not just at top levels.
Describe some of the employee development programs you offer.
Each year, for example, we run about 50 or 60 one-day or half-day programs—free and open to all employees across campus. That's up from about 15 different programs offered five or six years ago. The majority of our instructors are outside consultants who are experts in areas such as presentation skills, goal setting, communications, interaction skills, team building, conflict management, and how to deal with change. The culture really supports employees taking the initiative to attend these professional development programs to build their skills—a manager's recommendation usually isn't needed.
Through our Learning at Work Academy, based on campus but taught by outside instructors, we offer programs in basic computer skills, English as a new language, literacy, and high school equivalency. These programs have been life-changing for many of our employees. For example, Notre Dame has many people for whom English is a second language—people who may have held positions of leadership with previous employers in their home countries. Improving their language skills has enabled them to become more confident and realize more of that leadership potential here.
Another program funded by the university, done in conjunction with Ivy Tech Community College, enables staff to earn a technical certificate or a two-year associate's degree in applied science. In the six years since the program began, more than 80 staff members have earned their degrees.
Then we have several series programs, which are more in-depth, multiday trainings. One that receives a lot of accolades and attracts high participation is Today's Administrative Professional (TAP). Designed for our administrative assistants and coordinators, it's a pretty intense series of programs, held once a week, that runs for about nine months and leads to a certificate. Now that we have more than 300 TAP alums, they've asked us for more—so we're rolling out TAP 2, a program that offers even more skills in technology and office management.
What about opportunities for supervisors and managers?
The series programs also cover management skills areas, including project management, first-time supervisor skills, and midlevel management training. The Building Leadership Excellence series, which provides development opportunities for senior leaders, is by invitation only. This series includes workshops and presentations by thought leaders on topics such as strategic direction, leadership communications, and multicultural competency.
The program is built around the eight competencies required of a successful and effective leader at Notre Dame. Those leadership competencies range from being a change leader to being mission sensitive to having a culturally savvy and global perspective.
We also have a rotation program, where we pull people out of their current roles to spend 18 months—three, six-month assignments—in other areas of the university. They might, for example, lead a process improvement team for admissions, re-imagine the Alumni Association Visitors Center, or help develop a new first-year studies program. They also meet regularly with HR staff and the executive vice president to discuss their progress and career goals.
Typically, the rotation program is for midlevel to up-and-coming, high-potential people who are nominated by their vice presidents to get the exposure across campus they need to really be able to take off in their careers. The program is centrally funded, so the three host departments don't have to worry about who's paying what salaries, which encourages more departments to host.
How do you keep up the momentum, so that even longtime employees stay focused on developing their talents and careers?
It starts with our onboarding process for new employees. Within their first month, employees learn about training and development opportunities and career services.
Ongoing onboarding sessions explain the assistance available from human resources consultants—such as career assessments and job search tools—education benefits, and our performance management process. That process uses an online talent management system, through which employees can register for and track learning opportunities, and maintain an up-to-date talent profile of their professional goals, experience, and accomplishments.
Staff development at Notre Dame isn't just encouraged—it's actually required. Each year as part of the annual performance management process, every employee is asked to identify and follow through on at least one development opportunity, and we encourage more.
Asking employees to contemplate their own development needs on a regular basis helps us keep in touch with what those needs are. We're always striving to connect our learning opportunities to those development plans, and this two-way conversation helps our employees see not only what we're offering, but also helps us offer what they want and need. We look for programs that follow recognized adult education principles, such as emphasizing participant engagement and skill practice during the learning sessions, so staff can immediately apply their new skills on the job.
For senior-level administrative positions, how does Notre Dame handle succession planning?
For us, succession planning takes the form of talent reviews—conversations the senior leadership has about who could succeed them and who can move up to follow those successors.
A group vice president and his or her direct reports might spend a full day talking about all their people—the opportunities, readiness factors for moving on, skill gaps, and so on. These conversations involve several members of human resources, including the vice president, to think through not only who the candidates are, but also what each one needs to be ready for a successful transition should the opportunity arise.
We use talent reviews at a high level to spot trends or changes in our talent pool. We also use them at an operational level to identify what training programs we need to offer to develop those candidates—and what kind of budget might be required for the coming year.
But those conversations about succession don't happen easily, do they?
It's been an evolution for us. Trust and transparency are critical to the talent review process, and they both take time to develop. But the conversations are getting easier.
For example, one group on campus has been doing talent reviews for three or four years, but last year was the game changer. The conversation was more open and candid than in the past. One participant was willing to say, "There are four people who could replace me—but there's only one of me. If I don't figure out what to do with those others, either I will lose them or campus will lose them."
Another colleague responded, "You know, I really need someone like that right now. Do you want me to give that person more exposure to learning about something else on campus?" The whole group can help problem solve, which leads to better ideas on how the university can keep high performers engaged and in the succession pipeline.
In the past, a conversation like that might not have happened, because people were worried about losing their really good employees—and worried about looking vulnerable in front of a boss and colleagues. But once you've built a circle of trust, you can have meaningful dialogue about succession planning and the development of high-potential talent.
The big debate, of course, is whether to tell employees that you've identified them as high-potential talent. How does Notre Dame handle that sensitive issue?
There are two extremes, which are "Don't ask, don't tell" at one end and "I will tell, fully knowing that doing so will create the expectation of a promotion—and possibly an elitist culture" at the other. I would say that we have not really settled on a universitywide approach, because the succession planning continues to evolve.
The first extreme, not telling high-potential employees anything at all, is problematic. Some institutions maintain a super-secret, high-potential list—except that everyone on campus knows that the high-potentials get taken to special events and programs. And the day you're not invited to those events, you know you're not a member of the high-potential club.
In a middle-ground approach, you need to manage the expectations. Human resources should be able to say, "You've been identified as someone with great potential, and we would like to think about a development plan for you. While we can't guarantee opportunities right now, we'd like to target some for you so you can be ready when they arise."
We might also say, "Lots of people on this campus will be identified as having high potential. You'll move in and out of programs, when doing so helps you to develop. But the fact that you're in one program this quarter and in another one next quarter doesn't mean anything except that such rotations are part of the process."
In our environment, we want managers to feel comfortable acknowledging employees' strengths and potential, but doing that doesn't necessarily mean those employees will one day be vice presidents at Notre Dame. It's all about defining the expectations for the person and the program.
Also, our culture has shifted a bit in that senior leaders now recognize that it's OK if someone has to leave Notre Dame for career advancement somewhere else.
What can other institutions learn from Notre Dame's efforts to develop talent across the campus?
First, it's much better to start slow and small, offering just a few programs or projects to assess the interest. If you move too fast or introduce a big, expansive program, you may not have taken the time to build in trust and accountability, which are important factors.
People have to believe that participating in development activities will truly make a difference in their careers, which speaks to the institutional culture. At Notre Dame, we're very lucky to have tremendous support for continuous learning throughout the whole organization.
Another success factor is incorporating accountability into performance goals. Senior leaders, for example, should make a commitment to developing a specific number of people and incorporating specific diversity initiatives into their performance goals. Those goals all support a climate of rewarding and developing talented people.
SANDRA R. SABO, Mendota Heights, Minn., covers higher education business issues for Business Officer.
People have to believe that participating in development activities will truly make a difference in their careers, which speaks to the institutional culture.
Flashback … 8 Years Ago
In the December 2007 Business Officer article "On Your Best Behavior" about ways to improve leadership skills …
"You don't lose weight by buying diet books, and you don't get in shape by watching somebody else work out. The process for improvement has got to be intentional. You have to work at it, and you have to follow up. We all want to be able to check the box and solve our problems. In reality, behavior doesn't get fixed by checking a box. Progress requires the courage to admit you have things to improve. It also depends on asking for ongoing input and asserting the discipline to stick to your goals."
MARSHALL GOLDSMITH, executive coach and speaker at NACUBO's Thought Leader conference in February 2008.
Read the Rest of the Series
During 2014 and 2015, Business Officer has given special attention to the wave of retirements already taking place among chief business officers. For the entire collection of articles listed below, visit the Succession and Retirement Planning Series page under Business Officer Magazine at www.nacubo.org.
Readying Your Replacement (September 2014).
Season to Task (October 2014).
Skill By Skill (November 2014).
Mark Coldren Tells How to Tap the Talent Within (December 2014).
When One Door Closes … (January 2015).
Another Door Opens (February 2015).
Tune Up Your Talent (March 2015).