125,103 research outputs found
Letter, A. B. Parks to Augusta Rice, July 11, 1864
No full textLetter from Rice plantation manager A. B. Parks in Choctaw Agency, Mississippi, to Augusta Hopkins Rice in Mobile, Alabama, opening with the health of the slaves and the state of the crops. Parks writes that his son, who was wounded after fighting in Johnston\u27s army, died at a hospital in Atlanta, and that another wounded son was transferred from Montgomery to Selma, Alabama. The first son was wounded, May 15, 1864, on the last day of the Battle of Resaca, Georgia. Parks writes that the Yankees are trying to raid from Jackson and Memphis, but are being held back. Parks closes with more comments about crops and produce. Letter sent care of Major J.J. Walker, No. 126 Government Street, Mobile, Alabama.1864.https://scholarsjunction.msstate.edu/mss-rice-papers/1006/thumbnail.jp
Letter, A. B. Parks to Augusta Rice, June 21, 1864
No full textLetter from Rice plantation manager A. B. Parks in Choctaw Agency, Mississippi, to Augusta Hopkins Rice in Mobile, Alabama, giving her a brief update on health and produce, then telling her that he is going to Atlanta to see his wounded son, 1864. Letter sent care of Major J.J. Walker, Mobile, Alabama.https://scholarsjunction.msstate.edu/mss-rice-papers/1005/thumbnail.jp
Letter, A. B. Parks to Augusta Rice, December 14, 1864
No full textLetter from plantation manager A. B. Parks in Choctaw Agency, Mississippi, to Augusta Hopkins Rice, reporting that he slaughtered some hogs and is sending her some meat and produce. He also writes about cattle and spinning. 1864.https://scholarsjunction.msstate.edu/mss-rice-papers/1012/thumbnail.jp
Letter, A. B. Parks to Augusta Rice, April 17, 1864
No full textLetter from Rice plantation manager A. B. Parks in Choctaw Agency, Mississippi, to Augusta Hopkins Rice in Mobile, Alabama, regarding the state of the crops and livestock and the health of the workers, including slaves, 1864.https://scholarsjunction.msstate.edu/mss-rice-papers/1004/thumbnail.jp
Letter, A. B. Parks to Augusta Rice February 6, 1865
No full textLetter from plantation manager A. B. Parks in Choctaw Agency, Mississippi, to Augusta Hopkins Rice, regarding the sickness of some of the slaves and the necessity to call Dr. Perkins. He also writes about trying to obtain butter from Judge Carr. 1865.https://scholarsjunction.msstate.edu/mss-rice-papers/1007/thumbnail.jp
FINANCING COMMUNITY FACILITIES: A CASE STUDY OF THE PARKS AND RECREATIONAL GENERAL OBLIGATION BOND MEASURE OF SAN JOSE, CALIFORNIA
No full textThis study of the City of San Jose’s Parks and Recreation General Obligation (GO) Bond Measure seeks to identify the politics-, management-, and planning-related lessons learned by the City as it developed its community facilities using the GO bonds proceeds. The study finds that these lessons include: be conservative in what you promise the residents; be prepared for changes in economic environment by identifying supplementary funding sources should the primary source not yield adequate funds; make sure that the jurisdiction is organizationally capable of handling the increased workload; and prepare detailed project plans prior to the bond issuance.Community Infrastructure and Services; Municipal Bonds; Public Finance
Melvin B. Dodge photograph
No full textThis photograph shows Melvin B. Dodge, director of the Columbus Recreation and Parks Department from 1967-1972, holding a certificate of appreciation from the Ohio Division of Police. During his time working for the department, Dodge led the development of the Cultural Arts Center and Bicentennial Park and was an advocate for the Columbus Zoo.
This item is part of a collection of photographs from the Columbus Recreation and Parks Department. Throughout its history, the Columbus Recreation and Parks Department has overseen recreation centers, parks, playgrounds, public pools, golf courses, and day camps in Columbus, Ohio. The current department was formed in 1972 when the Recreation Department and the Division of Parks and Forestry were merged to better coordinate the management and planning of the parks
A Budgetary Process Of Michigan State Parks
No full textThis analysis addresses issues of budgeting in Michigan State Parks. Understanding the budgetary process is key, especially with the current state of the economy. Today, the Michigan State Park system is 4.5 million dollars in debt, and there is no relief in sight. For the last past 3 years, increases in state park fees have been seen. However, these increases can no longer go on forever. Something other than fee increases must occur to save the Michigan State Park system. There is currently discussion about closing some Michigan State Parks because the state cannot afford to keep them open. Hundreds of thousands of acres of natural land may no longer be preserved for future generations. This analysis focuses on the budget of two distinct state parks to determine if something can be changed to budget more efficiently and effectively for the future. This study examines the budget process, revenues, expenditures, internal controls, capital expenditures, budget execution, and makes recommendations for improvement
Business Parks - Theoretical Background
No full textEconomic activities can take place in either a physically scattered manner or in proximity. Companies in physical proximity in a designated area form the business parks. A business park is a site that is designed for economic activities in the field of trade, industry and different commercial activities (IBIS 2002b) Business parks are agglomeration of companies in physical proximity. These features provide certain benefits. Local authorities favor the establishment of business parks to ensure intensive use of land and create strong business environments in their localities. In the private sector, companies receive various benefits from being part of the B. P. First, the agglomeration factor leads to decreased costs for common maintenance services. Secondly, parks with companies in similar sectors benefit from joined marketing activities and increased exposure. Thirdly, B.Ps embodies conditions for synergy between companies. Synergy can be based on activities such as sharing and exchanging of materials and streams, professional knowledge and expertise, etc.business park, growth, public funding
Science and Technology Parks in Two Lagging Regions of Spain: A Comparative Evaluation Using an Innovation Network Approach
No full textScience and Technology Parks (STPs) have been widely used as innovation support and regional development instruments in most European countries. In Objective 1 regions of South Europe STPs projects were developed during the 90s through regional, national or EU structural funds as tools for promoting innovation and technology upgrade. Most existing studies cast doubt on the effectiveness of parks in achieving their goals, focussing on the traditional measures of the parks added-value (profitability and growth) to the tenant companies, the university-industry linkages developed. However, more recent developments of territorial innovation models stress the role of networks and interactions for knowledge creation and diffusion. While these approaches imply that the Parks – in their strict spatial nature – may become redundant in a networked space, they can also be used to identify additional performance assessment criteria focusing on the role of the park for the development of interactions, linkages and cooperation inside as well as outside its area. The quantity and quality of linkages inside and outside the STP area and its operation as an innovation cooperation promoter in the regional and broader space are used in this assessment. The present work assesses the performance of STPs in Objective 1 regions of South Europe. It develops an evaluation framework that integrates – together with the traditional linear performance criteria – the concepts of networking, interaction and cooperation and uses it to compare the performance of Parks in two regions in Greece (Thessaloniki and Crete) and two in Spain (Asturias and Andalusia). Our preliminary results from in depth analysis show that while there are different levels of success in terms of the traditional metrics/criteria, we observe in general low levels of interaction and cooperation developed inside the parks as well as with the broader region. The Parks do not seem to operate – at least so far – as places that facilitate intensive knowledge exchange inside and outside their area.
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