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This is the story of the Civil Reserve Air Fleet (CRAF) from its inception to 1991. In suggesting such a reserve airlift fleet in 1947, Admiral E. S. Land, President of the Air Transport Association, drew on the organization's experience with mobilization planning in the mid- to late-1930s and on the airlines' experience in the early months of World War II. "As I see it," he said, "we would have to face it along the same general lines as we did then, omitting as many of the mistakes as possible, of course. At the beginning of the last war, the air transport system had a detailed war plan. Given the necessary information from the military services as to their needs, we can develop this one." The Civil Reserve Air Fleet concept was formally approved on December 15, 1951-by a memorandum of understanding between the Departments of Commerce and Defense. It began to take shape in 1952, when it was allocated some 300 four-engine, airline aircraft for use in case of war or a national emergency. Planning for the use of these assets began almost immediately and interim arrangements were in place by mid-1953. Still, it was not until 1958 that a formal wartime organization was agreed to, and not until 1959 that the first major carrier signed the standby contract that obligated it to provide crews and aircraft in case of a major war or national emergency. Two factors clearly shape the Civil Reserve Air Fleet. The first, the nation's military strategies, dictated the airlift resources CRAF was asked to supply. As it happened, evolving strategies entailed an ever growing requirement for CRAF airlift. By the late 1950s, U.S. military strategy promised the ability to respond across the spectrum of aggression, and then, two decades later, it committed the nation to an increasingly rapid deployment of forces to NATO. The second factor was economic, the economics of the air transportation marketplace. Despite the efforts of the Military Air Transport Service (MATS) and, its successor, the Military Airlift Command (MAC) to influence the make-up of airline fleets-in particular attempts to encourage the airlines to increase their cargo capability-it was the circumstances of the commercial marketplace that drove the decisions. When the air freight business failed to grow as expected, and when the lower-lobe capacity of the airlines' widebody jets proved capable of handling what air freight there was, the scheduled airlines began to divest themselves of their freighter aircraft. MAC's efforts to halt or even to slow this process proved ineffectual. It was not until the development of the air express parcel business, that the industry began once again to add cargo aircraft. Again, it was the economic forces that intervened, not MAC. This is the story of the evolution of the Civil Reserve Air Fleet-from its roots in the pre-World War II planning of the ATA and the Army Air Corps Staff, through its creation in 1951 and its evolution over the years, to a seemingly troubled existence in 1987.
Black & white print. Principles of Management is designed to meet the scope and sequence requirements of the introductory course on management. This is a traditional approach to management using the leading, planning, organizing, and controlling approach. Management is a broad business discipline, and the Principles of Management course covers many management areas such as human resource management and strategic management, as well as behavioral areas such as motivation. No one individual can be an expert in all areas of management, so an additional benefit of this text is that specialists in a variety of areas have authored individual chapters.
The orangutan is the most highly endangered species of great ape. Orangutans are threatened by deforestation, poaching, the illegal pet trade, and the isolation and fragmen tation of dwindling wild populations. Their conservation is impeded by certain aspects of their ecology (e. g. , a rain forest habitat) and certain features of their life history (e. g. , an eight-to twelve-year interbirth interval). Added to the U. S. Endangered Species List in 1970, the orangutan is now clearly on the road to extinction. The number of wild orangutans in Borneo and Sumatra is currently estimated to have decreased to between 12,300 and 20,571 individuals. Only 2% of original orangutan habitat is protected and some of these areas are now being destroyed. Clearly, attention to ecology, demography, censusing, rehabilitation, and conservation is essential if the orangutan is to survive in the wild beyond the next century. The protection of orangutans is a complex, multifaceted problem, involving such pressing issues as human poverty, overpopulation, and the economic development of Southeast Asia. Although the orangutan has been placed in Appendix I of the Convention on International Trade in Endangered Species of Wild Fauna and Flora (CITES), more orangutans were sold illegally in Taiwan between 1990 and 1993 than are housed in all the world's zoos. In the past, scientific and public attention has centered on the African apes. For this reason, the sole Asian great ape, the orangutan, has been called the "neglected ape.
Nestled between the Rocky Mountains to the west and the High Plains to the east, Denver, Colorado, is nicknamed the Mile High City because its official elevation is exactly one mile above sea level. Over the past ten years, it has also been one of the country's fastest-growing metropolitan areas. In Denver's early days, its geographic proximity to the mineral-rich mountains attracted miners, and gold and silver booms and busts played a large role in its economic success. Today, its central location—between the west and east coasts and between major cities of the Midwest—makes it a key node for the distribution of goods and services as well as an optimal site for federal agencies and telecommunications companies. In Metropolitan Denver, Andrew R. Goetz and E. Eric Boschmann show how the city evolved from its origins as a mining town into a cosmopolitan metropolis. They chart the foundations of Denver's recent economic development—from mining and agriculture to energy, defense, and technology—and examine the challenges engendered by a postwar population explosion that led to increasing income inequality and rapid growth in the number of Latino residents. Highlighting the risks and rewards of regional collaboration in municipal governance, Goetz and Boschmann recount public works projects such as the construction of the Denver International Airport and explore the smart growth movement that shifted development from postwar low-density, automobile-based, suburban and exurban sprawl to higher-density, mixed use, transit-oriented urban centers. Because of its proximity to the mountains and generally sunny weather, Denver has a reputation as a very active, outdoor-oriented city and a desirable place to live and work. Metropolitan Denver reveals the purposeful civic decisions made regarding tourism, downtown urban revitalization, and cultural-led economic development that make the city a destination.