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- Member of: Glen Canyon Dam Adaptive Management Program Administrative History
- Member of: Artivate: A Journal of Entrepreneurship in the Arts
ARTIVATE: A Journal of Entrepreneurship in the Arts, Volume 1 Number 1 -- Table of Contents:
“Artivate Volume 1, Number 1: Table of Contents” p. i.
“Arts Entrepreneurship” by Gary D. Beckman and Linda Essig, p. 1-8.
“What’s in a Name?: Typifying Artist Entrepreneurship in Community Based Training” by Paul Bonin-Rodriguez, p. 9-24.
“The Case of the Pittsburgh New Music Ensemble: An Illustration of Entrepreneurial Theory in an Artistic Setting” by Jeffrey Nytch, p. 25-34.
“Shattering the Myth of the Passive Spectator: Entrepreneurial Efforts to Define and Enhance Participation in ‘Non-Participatory’ Arts” by Clayton Lord, p. 35-49.
ARTIVATE: A Journal of Entrepreneurship in the Arts, Volume 1 Number 2 -- Table of Contents:
“Editor’s Introduction” by Gary D. Beckman, p. 1.
“Artivate Volume 1, Number 2: Table of Contents” p. 51.
“Infusing Entrepreneurship Within Non-Business Disciplines: Preparing Artists and Others for Self-Employment and Entrepreneurship” by Joseph S. Roberts, p. 53-63.
“Frameworks for Educating the Artist of the Future: Teaching Habits of the Mind for Arts Entrepreneurship” by Linda Essig, p. 65-77.
“Dostoevsky’s ‘The Grand Inquisitor’: Adding an Ethical Component to the Teaching of Non-Market Entrepreneurship” by Gordon E. Shockley and Peter M. Frank, p. 79-91
ARTIVATE: A Journal of Entrepreneurship in the Arts, Volume 2 Number 3 -- Table of Contents:
“Artivate Volume 2 Number 3: Table of Contents”
“Editors’ Introduction” Linda Essig and Gary D. Beckman, p. 1-2.
“Situated Cultural Entrepreneurship” by Johan Kolsteeg, p. 3-13.
“Culture Coin: A Commons-Based, Complementary Currency for the Arts and its Impact on Scarcity, Virtue, Ethics, and the Imagination” by Vijay Mathew and Polly Carl, p. 14-29.
“Barriers to Recognizing Arts Entrepreneurship Education as Essential to Professional Arts Training” by Jason C. White, p. 28-39.
Book Review:
The Culture of Possibility: Art, Artists, & the Future by Arlene Goldbard” reviewed by Stephani Etheridge Woodson, p. 40-42
ARTIVATE: A Journal of Entrepreneurship in the Arts, Volume 3 Number 1 -- Table of Contents:
“Artivate Volume 3 Number 1: Table of Contents”
“Editors’ Introduction” by Gary Beckman and Linda Essig, p. 1-2.
“The ‘Entrepreneurial Mindset’ in Creative and Performing Arts Higher Education in Australia” by Vikki Pollard and Emily Wilson, p. 3-22.
“Social Bricolage in Arts Entrepreneurship: Building a Jazz Society from Scratch” by Stephen B. Preece, p. 23-34.
“Placemaking and Social Equity: Expanding the Framework of Creative Placemaking” by Debra Webb, p. 35-48.
Book Reviews:
“Creativity and Entrepreneurship: Changing Currents in Education and Public Life” edited by Lynn Book and David Peter Phillips, reviewed by Susan Badger Booth, p. 49-50.
“Creative Communities: Art Works in Economic Development” edited by Michael Rushton with a foreword by Rocco Landesman, reviewed by Mark A. Hager, p. 51-53.
ARTIVATE: A Journal of Entrepreneurship in the Arts, Volume 3 Number 2 -- Table of Contents:
“Editor's Introduction to Volume 3, Number 2” by Linda Essig and Joseph Roberts, p. 1-2.
“How Is Damien Hirst a Cultural Entrepreneur?” by Marisa Enhuber, p. 3-20.
“Responding to the Needs and Challenges of Arts Entrepreneurs: An Exploratory Study of Arts Entrepreneurship in North Carolina Higher Education” by Dianne H.B. Welsh, Tamaki Onishi, Ruth H. DeHoog, and Sumera Syed, p. 21-37.
“Daily Blogging for a Year: A "Lean" Pathway to Launching a Web-based Business” by Julia Griffey, p. 39-50.
Book Review:
“Social Intrapreneurism and All That Jazz: How Business Innovators are Helping to Build a More Sustainable World” by David Grayson, Melody McLaren, and Heiko Spitzeck, Foreword by John Elkington, p. 51-53
ARTIVATE: A Journal of Entrepreneurship in the Arts, Volume 4 Number 1 -- Table of Contents:
“Artivate Volume 4 Number 1: Table of Contents”
“Editor’s Introduction” by Joseph Roberts, p.1.
“Perspectives on Arts Entrepreneurship Part 1” by Andrew Taylor, Paul Bonin-Rodriguez, and Linda Essig, p. 3-7.
“Creativities, Innovation, And Networks In Garage Punk Rock: A Case Study Of The Eruptörs” by Gareth Dylan Smith and Alex Gillett, p. 9-24.
“Creative Toronto: Harnessing The Economic Development Power Of Arts & Culture” by Shoshanah B.D. Goldberg-Miller, p. 25-48.
Book Review:
“Performing Policy: How Contemporary Politics and Cultural Programs Redefined U.S. Artists for the Twenty-First Century (Palgrave)” by Paul Bonin-Rodriguez, review by Neville Vakharia, p. 49-52.
This book is on the various methods of environmental impact assessment as a guide to design of new environmental development and management projects. This approach surveys the features of the environment likely to be affected by the developments under consideration, analyses the information collected, tries to predict the impact of these developments and lays down guidelines or rules for their management.
This book is concerned with practical problems, e.g. development in Canada, the management of fisheries, pest control, etc. It is devoted to a general understanding of environmental systems through methods that have worked in the real world with its many uncertainties. It does not reject the concept of environmental impact analysis but rather stresses the need for fundamental understanding of the structure and dynamics of ecosystems.
The Grand Canyon Protection Act (Act) of October 30, 1992, embodied in Public Law 102-575, directs the Secretary of the Interior (Secretary), among others to operate Glen Canyon Dam in accordance with the additional criteria and operating plans specified in section 1804 of the Act and to exercise other authorities under existing law in such a manner as to protect, mitigate adverse impacts to, and improve the values for which Grand Canyon National Park and the Glen Canyon National Recreation Area were established, including but not limited to the natural and cultural resources and visitor use. The Secretary shall implement this section in a manner fully consistent with and subject to section 1802 of the Act. Section 1805 of the Act calls for implementation of long-term monitoring programs and activities that will ensure that Glen Canyon Dam is operated in a manner consistent with that of section 1802. As part of long-term monitoring, the Secretary's Record of Decision (ROD) mandates development and initiation of an Adaptive Management Program (AMP). The AMP provides for monitoring the results of the operating criteria and plans adopted by the Secretary and changes to those operating criteria and plans. The AMP includes an Adaptive Management Work Group (AMWG). The AMWG will facilitate the AMP, recommend suitable monitoring and research programs, and make recommendations to the Secretary as required to meet the requirements of the Act. The AMWG may recommend research and monitoring proposals outside the Act which complement the AMP process, but such proposals will be funded separately, and do not deter from the focus of the Act.
This strategic plan describes the adaptive management approach that the Glen Canyon Dam Adaptive Management Program uses in making recommendations to the Secretary of the Interior regarding management of the Colorado River ecosystem (see Glossary). This strategic plan presents the vision, mission, principles, goals, management objectives, information needs, and management actions of the Glen Canyon Dam Adaptive Management Program. As the main planning document of the Adaptive Management Program, this plan has been prepared based on consultation and coordination among those organizations, institutions, and individuals with interests in the operation of Glen Canyon Dam and its effects on the Colorado River ecosystem.
The plan presents the background and history of the Glen Canyon Dam Adaptive Management Program, the scope of the program, the program members or stakeholders, the statutory and organizational framework, and the details of how the Adaptive Management Program operates. The plan details the specific management objectives needed to realize the vision and goals of the program, and whether they are achieved through the Adaptive Management Program or supplemented by funds outside the Program. Supporting documents are provided in a series of appendices.