text:
Timothy Green
The paper begins with a brief outline of the scope and size of the Channel Tunnel project and the author's particular role of control of four types of underground logistic service: a 900-mm construction railway, a standard-gauge railway, a rubber-tired vehicle service, and recently a fleet of 125 mountain bikes.
The Exploratory Studies Facility (ESF) at the Yucca Mountain Project (YMP) may need to embrace the concept that only line management can be responsible for the management of safety, with a number of safety professionals as advisors. If chosen, to be used at the YMP this approach will have organizational implications.
The author draws on his Channel Tunnel experience to show how a safety culture that started out being safety-department-led developed to the point where line managers accepted the ownership of safety. He suggests a series of practical steps by which this can be accomplished on other projects.
The control of major incidents on the Channel Tunnel sites is described briefly. Control involves the use of dedicated duty controllers, but when things go wrong, they are directed by line management. Thus, the crucial role managers must perform if work is to be carried out safely is critical.
The Channel Tunnel, now nearing completion, provides a fixed link between southeast England and northern France under the English Channel. The three parallel tunnels are 50 km long portal to portal. On the English side, approximately 8.5 km are underland; on the French side, 2.5 km are underland. Each of the two larger tunnels (7.8 m in diameter) will house a single-track, standard-gauge railway. At the two points where
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The Channel Tunnel
Timothy Green
The paper begins with a brief outline of the scope and size of the Channel Tunnel project and the author's particular role of control of four types of underground logistic service: a 900-mm construction railway, a standard-gauge railway, a rubber-tired vehicle service, and recently a fleet of 125 mountain bikes.
The Exploratory Studies Facility (ESF) at the Yucca Mountain Project (YMP) may need to embrace the concept that only line management can be responsible for the management of safety, with a number of safety professionals as advisors. If chosen, to be used at the YMP this approach will have organizational implications.
The author draws on his Channel Tunnel experience to show how a safety culture that started out being safety-department-led developed to the point where line managers accepted the ownership of safety. He suggests a series of practical steps by which this can be accomplished on other projects.
The control of major incidents on the Channel Tunnel sites is described briefly. Control involves the use of dedicated duty controllers, but when things go wrong, they are directed by line management. Thus, the crucial role managers must perform if work is to be carried out safely is critical.
Outline of The Channel Tunnel Project
The Channel Tunnel, now nearing completion, provides a fixed link between southeast England and northern France under the English Channel. The three parallel tunnels are 50 km long portal to portal. On the English side, approximately 8.5 km are underland; on the French side, 2.5 km are underland. Each of the two larger tunnels (7.8 m in diameter) will house a single-track, standard-gauge railway. At the two points where
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each tunnel is divided into thirds, the running tunnels come together in single, large caverns housing scissor crossovers. These two crossovers and the switch-and-crossing work near each portal divide the tunnels into six sectors, three in the North Tunnel and three in the South Tunnel. By working single-line traffic on one of these sections, the client (Eurotunnel [ET]) will be able to take possession of one-sixth of the tunnel for maintenance. The maintenance is planned for short periods each night, with slightly longer possessions on weekends.
A third, smaller tunnel (4.8 m in diameter) lies between the running tunnels. This service tunnel carries much of the linear, fixed equipment and is a crucial element of the ventilation system. It will also serve as an access spine for rubber-tired vehicles to cover maintenance and emergencies. At the portals and both the United Kingdom and French crossovers, the service tunnel extends under a running tunnel and then back again to permit the larger tunnels to come together.
There are cross passages between each of the running tunnels and the service tunnel at every 375 m. These can be used in emergencies and are also the route taken by many of the linear, fixed-equipment services. At 250-m intervals there are 2-m-diameter, piston-relief ducts between the running tunnels that pass over the top of the service tunnel but are not connected to it.
After ET starts commercial service, ventilation of the tunnel complex will normally be accomplished by pressurizing the service tunnel with cross-passage doors closed and with doors at the crossovers also closed. The two remaining tunnels will thus be separated from the service tunnel, which should be a safe haven in the case of fire. Should it be necessary to ventilate the running tunnels, a supplementary ventilation system can be used that can operate bidirectionally, with United Kingdom fans blowing and French fans sucking and vice versa.
At each portal, major terminals have been built. The United Kingdom terminal is the smaller of the two due to the geographical restraints of the North Downs to the north of the terminal and a motorway to the south. The French terminal is not as constrained and is many times larger. ET will develop an industrial estate on the French terminal.
The commercial services will be of a number of different types. Principally, there will be shuttle services for heavy goods vehicles and for private cars and coaches. The shuttle vehicles are large in cross section and are, therefore, captive to the project. On each terminal there are toll booths, customs, and immigration facilities for both countries. Tunnel users will clear all these formalities in the country from which they are leaving. Upon arrival across the channel, vehicles will be free to drive from the terminal straight onto the motorway network. Car passengers will drive themselves onto the trains and then ride in their own cars. Lorry drivers, having driven onto their shuttle trains, will ride in an amenity coach on the same train. In addition to the shuttle trains, there will also be
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through passenger and freight trains of normal proportions, which will join together the United Kingdom and European railway networks.
The project is a design-and-construct package. This includes the entire infrastructure and all the systems needed to make this major transportation project work. Ten major civil engineering contractors, five French and five British, form the joint venture Transmanche Link (TML).
The author's personal involvement has been to provide, maintain, and run the temporary logistic services used during construction. They have included a two-track, 900-mm-gauge railway in each of the United Kingdom side tunnels for shifting muck, taking men and materials into the tunnels, and providing work rigs from which the fixed equipment was erected. The following statistics should be considered as a scale indicator: 160 prime movers; 1,000 items of rolling stock, one-third of which were muck skips used to bring out 17 million tons of chalk marl; and half a million concrete segments carried in, which, together with 123,000 cast-iron segments, hundreds of kilometers of pipework, and thousands of kilometers of cabling, amounted to a further 10 million tons of traffic carried. In its five-year life, the construction railway traveled enough train-miles to have gone to the moon and back more than four times. At peak traffic, the train-miles added up each month to four circumnavigations around the world.
The standard-gauge track, once laid, was also used for construction logistic purposes. This substantial fleet comprised 25 locomotives, 100 flatbeds, and 4 passenger-carrying, multiple-unit sets.
Once the construction railway was removed and replaced by a concrete surface, a fleet of articulated, man-riding, robber-tired vehicles; 40 tractors; and 70 trailers formed the basis of the logistic services in the service tunnel. Recently this service has been enhanced by 125 self-drive mountain bicycles. When exiting the tunnel, 15 km of pedaling against the 1.1 percent grade proved challenging.
The tunneling works were carried out by tunnel boring machines; by road headers in the crossover cavern, for which New Austrian Tunneling Method techniques were adopted; and by hand. The majority of the tunneling was through chalk marl.
The Channel Tunnel and Yucca Mountain
One of the more pertinent similarities between the Channel Tunnel Project and the Yucca Mountain Project (YMP) is the mixture of people, each group with its own safety customs, practices, and cultures, in close proximity underground to those engaged in tunneling. In the Channel Tunnel, this was the mix of those installing and testing fixed
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equipment while tunneling was still taking place. At the YMP, tunneling and the investigation of what is exposed by the tunneling will bring together diverse cultures.
Organization for Safety
TML's experience is that, for a project as large and diverse as the Channel Tunnel, line management must be responsible for ensuring safety. Furthermore, that the line management of the project must be under single, unified control. Thus the chief executive is also, ex officio, the chief safety officer. This philosophy does not decry the crucial role that safety professionals must perform. Their role is one of support, however, not of direction. TML's safety professionals were overjoyed as line management's commitment to safety grew.
The following are some additional points on organization, gathered from TML's experience.
As the need arose for organizational change to suit the development of the work, TML used the tracing of safety responsibility from the bottom up to the chief executive as one of a number of checks to prove the organization proposed.
Having taken on a subcontractor destined later to be at the very heart of the project, suspicions about its safety culture were aroused when a front-line supervisor remarked that he could not take a proposed safety measure until he had his company safety officer's approval.
The most complex change in organization, and therefore in responsibility for safety, that TML is facing is for the phased hand-over of the project to the client, ET. The principal cause for rejecting the proposed organization has been the failure to identify satisfactorily the safety chain from the operative to the chief executive.
By its nature, the Channel Tunnel project started simple and became complex as further types of work were added before earlier phases were complete. The tunneling was naturally dominant, especially as the logistic support of the team at the tunnel work face clearly affected all work in the tunnel complex.
In TML's experience, procedures and safety systems developed for the tunneling phase were surprisingly easily adapted to suit the advent of different types of work forces. This was true on two planes: (1) on matters physical and (2) on attitudes about safety.
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The author feels qualified to offer the last few paragraphs not because TML did everything right, but rather because TML got it wrong a good few times and worked mighty hard to try to get it right. There follow a number of things TML did; most, but not all, worked.
Early Steps, Easily Taken
TML management realized fairly early that they, like the construction industry generally, had a wrong safety culture. But safety cultures do not respond to ''one, two, three, change'' instructions. Substantial procedures must be followed. Both of the following suggestions are excellent first steps.
First, having established an organization through which safety responsibility can be traced from any person on the project up to the chief executive, project managers should set up a series of tiered management meetings dedicated to safety only. These meetings should occur on a monthly basis and last about two hours. The most senior of the meetings is to be chaired by the chief executive and the most junior chaired by a line manager in each group, with front-line supervisors as attendees. The meetings will all have the same agenda:
feedback from the tier above;
information to the tier above;
review the previous month's accidents in detail, seeking patterns for each attendee's group of people;
review the progress of each attendee's safety initiatives from the previous month; and
approve of each attendee's proposed safety initiatives for the following month.
Each tiered safety meeting should have a safety professional to act as an advisor and minute-taker, but the meeting must be chaired by a line manager. Peer pressure works wonders. Safety is soon seen to be the sum of a series of apparently minor initiatives.
The second but contemporary step that can be taken is to have all accidents investigated by the injured parties' leader on site. The lead hand will examine what happened and how and why it happened and come up with a solution. The lead hand's supervisor will need to evaluate whether the lead hand is correct and whether his solution will work. The supervisor's manager should evaluate whether the supervisor is right. In all cases, they should ask what they can do to help and to prevent the accident from
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happening again. TML has found that this works well whether the lead hand is a miner or a doctor of philosophy. The benefits of this technique are threefold:
The lead hand accepts ownership of the safety of the people for whom he is responsible.
Detailed knowledge of what happened can enhance future accident prevention efforts.
The same detailed knowledge can be used by the line manager to categorize the accidents his people have suffered. This categorization and seeking patterns where, prima facie, no patterns exist is the basis upon which scientific management can prosper. That is to say, "what can be measured can be managed."
Analysis of Accidents
Project management should not seek to impose categories of accidents from the top down. Let each line manager produce his own. Where appropriate, those gathering the accident figures can amalgamate these categories at the monthly safety meetings, tier by tier, feeding the results upwards. Wherever possible, the categories should be specific and tailor-made to suit the job; also, the categories should be such that prevention of a category of accidents can be one line manager's task.
As an example, back strains were a commonplace accident at TML. By establishing detail the author found that back strains of his people generally occurred when operatives were pulling point levers to switch trains between tracks. A short study established a good, kinetic method of pulling points. This was taught to the existing work force by the toolbox talk method and was included in the training of new starters. That accident category disappeared almost overnight. TML measured its overall progress by reportable accidents (i.e., the more serious accidents) per 100,000 man-hours and by a frequency rate of all work-related attendances at an on-site medical center, as shown in Figures 1 and 2. In Figure 3, the dramatic drop in eye injuries occurred when the chief executive decided enough was enough and made the wearing of safety spectacles mandatory.
By analysis of the accidents of the author's own group and at more senior levels (with access to other groups) it became clear that,. despite the apparently hazardous nature of the underground tasks, only a very small proportion of accidents were due to bad ground or faulty materials, plant, or equipment. Human behavior was responsible for about 95 percent of all of TML's accidents. Thus, not only had the hard-pressed line manager become a safety man, he also now needed to become a behavioral scientist.
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Figure 1
Accident frequency rate per 100,000 hours of work.
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Figure 2
Work-related medical center attendances at the tunnel subproject.
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Figure 3
Number of eye injuries of attendances at the tunnel subproject medical center.
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The cultural change TML sought to achieve and the need to address behavioral issues led to a whole series of safety initiatives. They were not all done at once. The choice of what to do when is very much a matter of judgment. It depends on how far the cultural pendulum has swung and what is practical at the time.
A Series of Initiatives
The following are two success stories related to safety initiatives taken by TML.
TML required members of the line-management team to go on well-publicized "safety walkabouts" every two weeks. This initiative had two effects:
The line manager who was not as committed to safety as was desirable was nudged in the right direction.
Those on-site underground, or wherever, seeing management devoting time and energy to safety, became more convinced that safety was on the list of things, such as productivity, quality, materials control, and cost control, that managers traditionally cared about.
TML realized that its work force, properly directed, was highly talented and that this talent could be used for bottom-up safety problem-solving. One of the safety-management, tiered committees would sponsor problem-solving by groups established ad hoc. The committee, usually consisting of between four and six people from different groups (and even including subcontractor input), would meet two or three times. The ad hoc groups have a universal membership—again an opportunity to mix doctors of philosophy with plant fitters.
TML had many success stories. Locomotive drivers recommended a change of style and some change of content in the procedures that described how things should be done. The procedures were revised, and the reasons for their revision were explained. Adherence to procedures improved because the drivers and others working on the construction railway accepted ownership of the procedures as they recognized their own bottom-up input.
While the waste of industrial gloves was reduced and their usage was increased, based on the findings of an ad hoc group given total freedom to choose the types of gloves used, TML had a slight problem. Bricklayers found that their brick hand and their trowel hand needed different gloves. TML is seeking a group of predominantly left-handed bricklayers and would do a deal!
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Toolbox talks, which TML calls field safety talks, were targeted at one per employee per week. Two benefits resulted: (1) it proved to be a valuable means of conveying information top-down and (2) it had a considerable impact on front-line supervision forced, perhaps for the first time, into a teaching rather than driving mode.
Recognizing the behavioral nature of the majority of the safety problems led TML unashamedly to market safety as a commodity. The organization produced site videos using their own recognizable people; placed notes in the pay packet (a document always studied); conducted field safety talks on particular issues; prepared in-house posters, frequently rude and often with caricatures of the well-known (Figures 4 and 5); and created encapsulated cards as an aide mémoire.
TML's site was unionized, and somewhat atypically, the project team enjoyed excellent industrial relations. The trades' unions participated with vigor in the safety program and never once used safety as a bargaining tool. A shop steward on one occasion chaired an ad hoc group, and among his team there were an engineer and a tunnel agent, as well as two or three operatives. The group was very successful.
TML management thought that the pendulum of change had swung enough and that there was sufficient evidence of operative involvement in safety to try a "safety suggestions scheme." Wrong! almost no response! This raised an important point: if it, or any safety initiative, clearly does not work, drop it quickly.
TML embraced the DuPont-style, one-to-one audit system. Supervisors were trained to do these audits, which was again a benefit to TML, as it encouraged leadership and teaching rather than the traditional construction-industry, physically robust style of the big stick. Supervisors acted as auditors and watched an operative or a small group of operatives, preferably while remaining unseen, and then had a chat with them. The chat was a no-risk discussion, as the auditee would not be named. The auditee was encouraged to tell the auditor how he was "out of line" in safety terms. He was also encouraged to make no-risk suggestions. After the auditor left the auditee, the auditor completed a record of the audit. The auditor recorded good and bad actions observed against a simple checklist that monitored protective equipment, housekeeping, orientation, tools, and operating procedures.
For his group of departments, the author received the audit reports directly from the supervisors. Each month, for each group, he summarized the particular findings, stressing the positive rather than the negative. For example, a group would present typically 60 or 70 audits covering 80 or 90 auditees. If in the protective equipment section there were sightings of 2 workers without their hard hats and 4 without safety glasses, this was put into perspective by reporting this as 6 transgressions out of 450 possible (90 people × 5 pieces of protective equipment: each person wears hat, overalls, boots, gloves, and glasses).
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Figure 4
Example of an in-house poster used to market a safety spectacles campaign at TML.
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Figure 5
Example of an in-house poster used to market the TML track safety campaign.
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Each month the author would pick out 4 or 5 key issues for each group (usually out of 50 or 60 suggestions from the auditors/auditees on the lower half of the form). Sometimes the same concerns would be raised by many auditees. These monthly reports would become part of his own line manager's list of safety initiatives for the next month.
TML offered groups of any predetermined size an 18-inch color TV or a voucher with an equivalent value if they worked collectively 25,000 hours without any form of accident. One group of plant fitters managed four such consecutive prizes. For a single 9-to-5 guy, 100,000 hours equates to 50 man-years. The prizes were raffled among the group who had been accident-free. They were not prizes for being safe. Publicity was the aim.
Figure 6 shows a number of bricks TML used to build a wall of safety. This paper has described some of them. Many are self-evident, but the Safety Performance Management System will not be one of these. This system was TML's attempt to measure the effort put into and tangible evidence of safety management. There are complex measurement methods, but they take an army of specialists to drive them. TML simplified a complex method but it, along with most such systems, begs more questions than it solves. Any project should therefore devise its own method of measurement. Of course, the only true method is to be able to say that no one was hurt.
Environmental Monitoring and Control of Incidents
TML has sensors in the tunnel to measure temperature, oxygen, carbon monoxide and dioxide, nitrogen oxide and dioxide, flammable gases, water flows, etc. All measurements by these sensors are permanently recorded on a time base and are monitored in real time by full-time duty controllers. The control center is also the hub of all the radio and telephone communications networks. The duty controllers work to a set of procedures to control incidents. They call for emergency help from off site if needed and can command help from on site as required. There is also a roster of main controllers. Main controllers, one at a time, give continuous, on-call cover. Needless to say, main controllers are again line managers in disguise.
This takes the paper nicely back to the original theme: it is the line managers who must manage safety and control incidents and emergencies, just as they manage such things as costs, productivity, quality, and industrial relations.
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Figure 6
TML's safety wall.
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Responding to a question, Tim Green said that the figures shown in his presentation did not reflect the combined English and French work forces. At peak, the total number of workers from both England and France was approximately 15,000. The Channel Tunnel will finally have required about 74,000 man-years of construction work.
Participants were also curious about the differences in English and French safety regulations. The English and French have very different safety cultures and regulatory styles. In particular, the electrical requirements of the two nations are entirely different. However, the Channel Tunnel project permanently links the two together. Mr. Green anticipates that the project will have to maintain its own set of electrical regulations, representing a compromise negotiated between the two countries.
Another, more common example of the difference in cultures and national regulatory styles is the issue of smoking and drinking alcohol in the work place. English health and safety laws do not allow either activity, but French workers do both; they sometimes share cigarettes with their English colleagues at the midpoint, and bottles of champagne have also been available on special occasions.


text:
Research Review
The external ear: More attention to detail may aid syndrome diagnosis and contribute answers to embryological questions
Article first published online: 10 MAY 2005
DOI: 10.1002/ajmg.a.30723
Copyright © 2005 Wiley-Liss, Inc.
Additional Information
How to Cite
Hunter, A. G.W. and Yotsuyanagi, T. (2005), The external ear: More attention to detail may aid syndrome diagnosis and contribute answers to embryological questions. Am. J. Med. Genet., 135A: 237–250. doi: 10.1002/ajmg.a.30723
Publication History
- Issue published online: 20 MAY 2005
- Article first published online: 10 MAY 2005
- Manuscript Accepted: 2 FEB 2005
- Manuscript Received: 24 SEP 2004
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Garlic Panko Chicken Strips
Total Time
15 minsCook
20 minsI needed something quick for dinner last night, and so created this on-the-spot -- inspired by a garlic chicken recipe I read in a cookbook, which used whole chicken pieces, skin and bone. Plus I wanted to finish off my bag of panko so I could go buy a new one. I was so pleased with how this turned out that I intend to make it regularly. Panko are japanese bread crumbs and they are highly superior to any other type; please try to source them out for this dish rather than use regular dry bread crumbs. The "international" or "ethnic" aisle in your grocery store should sell panko; if not, complain to the manager!
Nutrition- 5 tablespoons butter
- 2 cloves garlic, minced
- 3⁄4 cup panko breadcrumbs
- 1⁄4 cup freshly shredded parmesan cheese
- 1 tablespoon finely chopped fresh parsley (optional)
- salt and pepper
- 1 1⁄4-1 1⁄2 lbs boneless skinless chicken breasts
- In a small saucepan, melt butter over medium-low heat; as butter starts to melt, add minced garlic into the saucepan.
- Once butter has melted, remove from heat and pour garlic butter mixture into a low flat dish, like a soup plate or pie pan.
- In another low, flat dish, combine panko, parmesan, and parsley if using (some kids don't like green bits in their food, so feel free to leave out); add salt and pepper to suit your tastes.
- Preheat oven to 400F; have ready a baking pan that's been lightly sprayed with nonstick cooking spray.
- Remove chicken tenderloin from breasts and leave whole, then cut breasts crosswise into strips.
- Roll chicken pieces into garlic butter, then completely dredge in panko mixture; place on prepared baking pan.
- Should you have any panko mixture left over when you are done, sprinkle over chicken strips; should you have any melted butter left over, pour over chicken.
- Bake in preheated oven for 15 to 20 minutes, or until chicken is just cooked through.
Nutrition Info
Serving Size: 1 (251 g)
Servings Per Recipe: 3
- Amount Per Serving
- % Daily Value
- Calories 530.9
- Calories from Fat 251
- 47%
- Total Fat 27.9 g
- 42%
- Saturated Fat 15 g
- 75%
- Cholesterol 179.3 mg
- 59%
- Sodium 713.8 mg
- 29%
- Total Carbohydrate 20.4 g
- 6%
- Dietary Fiber 1.3 g
- 5%
- Sugars 1.8 g
- 7%
- Protein 47.3 g
- 94%
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Don't think of it as commitment-phobia; think of it as curatorial caprice! Eaton Fine Art assures only one thing about its summer exhibit, "Summer Sculpture: A Changing Exhibition" that visitors will see modern sculpture by a dozen respected artists, many of them innovators in their field. Depending what day you visit, you may see Rosemarie Castoro's black-painted steel Portrait Flasher, Knotched Head. But don't count on it. The same goes for Bernar Venet's abstract Arc series, its individual works named for the degree and number of arcs it contains. One day, you might see 82.5º Arc x 14, its rusted steel pieces extending three feet above its pedestal; on another, you might be confronted with 237.5º Arc x 4, its black steel near-circles nested on the bare floor. There's just no telling. It's probably a safe bet, however, that the large works in the sculpture garden outside like Dennis Oppenheim's whimsical tree of flying toilets (Aerial Water Closets) will remain for the duration of the exhibit. The same is true of Donald Lipski's sculptural installation Gathering Dust, a collection of diminutive "found items" (code for garbage). Each lost or discarded item some independent (currency, candy packaging, half a book of matches) and some artfully combined (pieces of wood encircled with wire, toothpicks protruding through metal, cardboard wound around a pencil eraser) is affixed to the wall with pins with the same obsessive precision one might give a rare collection of precious items. Also on display are works of Alexander Archipenko, Alexander Calder, Nassos Daphnis, Harriet Whitney Frishmuth, Patrick Ireland, Mark di Suvero, and William Zorach. (Through September at Eaton Fine Art, 435 Gardenia St., West Palm Beach. Call 561-833-4766.)
George W. Bush may have famously (and incomprehensibly) once uttered that "human beings and fish can co-exist peacefully," but "Fresh From the Sea: Tairyobata and the Culture of Fishing in Japan" isn't doing anything to help improve the historically violent relationship between the two. In fact, if anything, the exhibit celebrates attacks on these marine creatures. OK, so they've got whimsically exotic names, but Tairyobata are actually large colorful flags flown from the fishing ships to celebrate the largest massacres (i.e., the big catches). And the exhibit perpetuates human violence against fish here in our homeland by displaying equipment and revealing techniques used in these fishing practices. Of course, the Japanese love eating fish once they are captured and killed, so the exhibit offers handmade dishware featuring images of fish on which the creatures may be served post-mortem. You will also find fabrics clothes and bedcovers that pay tribute to the scaly creature's demise. The exhibit is a colorful variety of cultural and artistic artifacts from the skeletal remains of one creature used for people's auditory pleasure (i.e., Conch Shell Trumpet) to a fish-shaped Buddhist temple wooden "sounding board" on which visitors may announce their arrival that celebrate human dominion over sea life. In sum, the exhibit is proof that we have a long way to go to improve human-fish relations before we can reach the piscine-Homo sapien utopia our president believes in. (Through September 17 at Morikami Museum, 4000 Morikami Park Rd., Delray Beach. Call 561-495-0233.)
It's a sure sign summer has arrived when museums begin delving into their permanent collections. Hence, Miami Art Museum's "Big Juicy Paintings (and More): Highlights from the Permanent Collection." The exhibition delivers on its provocative title with more than 50 items from the vault, along with ten loans, presumably works it hopes to acquire. As always with such grab-bags, there are clinkers, often from big names: a 1991 oil-on-wood abstract by Gerhard Richter that another artist dismissed as so much corporate décor; a surprisingly uninspired shaped canvas from 1971 by Frank Stella; even a small roomful of Joseph Cornell collages and boxes that, with one or two exceptions, fall flat. But there's plenty to compensate. Morris Louis' monumental 1958 acrylic Beth Shin is as captivating as ever, and Edouard Duval Carrié's Apotheosis of Erzulie Dantor is a delightful sprawl of mixed media. The show fares especially well with wall installations, from the shimmering acrylic cubes of Teresita Fernández's Eclipse to María Fernanda Cardoso's Cemeterio-jardín vertical (Cemetery-Vertical Garden), an assemblage of artificial white flowers wired to the wall in clusters. Most commanding of all is a loan Enrique Martínez Celaya's massive portrait of the late Leon Golub, which MAM should be so lucky to snag. (Through September 17 at Miami Art Museum, 101 W. Flagler St., Miami, 305-375-3000.)


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Faure - Aurore Op.39 No.1 sheet music
Aurore Op.39 No.1
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Faure - Aurore Op.39 No.1
Faure - Aurore Op.39 No.1 sheet music for Voice (pdf)
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About 'Aurore Op.39 No.1'
Faure, Gabriel (
) (
sheet music
1845 , Pamiers, France
1924 , Paris, France
The Artist:
Famous for a handful of popular pieces including the Pavane, Dolly Suite, Requiem, Berceuse for violin. His music is characterized by unusual harmonies and modulations
Composition Date:
Composition Info:
Text by Armand Silvestre (1837-1901)
Des jardins de la nuit s'envolent les �toiles,
Abeilles d'or qu'attire un invisible miel,
Et l'aube, au loin tendant la candeur de ses
toiles, Trame de fils d'argent le manteau bleu du ciel.
Du jardin de mon coeur qu'un r�ve lent enivre
S'envolent mes d�sirs sur les pas du matin,
Comme un essaim l�ger qu'� l'horizon de cuivre,
Appelle un chant plaintif, �ternel et lointain.
Ils volent � tes pieds, astres chass�s des nues,
Exil�s du ciel d'or o� fleurit ta beaut�
Et, cherchant jusqu'� toi des routes inconnues,
M�lent au jour naissant leur mourante clart�.
Number of Pages
Difficulty Level
Intermediate Level: Recommended for Intermediate Level players
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Requiem Faure
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"Elegie, Opus 24"
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30 Songs for Voice and Piano (High)
"By Gabriel Faure (1845-1924). Edited by Sergius Kagen. For high voice and piano accompaniment (high voice). Classical Period. Difficulty: difficult. Songbook. Vocal melody, lyrics and piano accompaniment. 128 pages. Published by International Music Compa
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Apres un Reve (After a Dream)
By Gabriel Faure (1845-1924). For cello and piano accompaniment. Classical Period. Difficulty: difficult. Set of performance parts. Fingerings and bowings. 5 pages. Published by International Music Company
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"Pavane, Op. 50"
"By Gabriel Faure (1845-1924). Edited by transcr. Robert Schultz. Arranged by Robert Schultz. For piano solo. Masterworks; Piano Solo; Solo. Advanced level. Classical Period, Post-Romantic and 20th Century. SMP Level 6 (Late Intermediate). Single piece. 8
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Gabriel Faure: 50 Songs
"(The Vocal Library). By Gabriel Faure (1845-1924). Edited by Laura Ward and Richard Walters. For high voice solo and piano accompaniment (High Voice). Vocal Collection. Romantic Period, Post-Romantic and 20th-Century. Difficulty: medium. Collection. Voca
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Anthology of Original Pieces - Violin and Piano
"By Gabriel Faure (1845-1924). Edited by Roy Howat. For violin solo and piano accompaniment. This edition: Urtext. Classical Period. Difficulty: medium-difficult. Instrumental solo book. Solo part, standard notation, piano accompaniment and introductory t
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13 Nocturnes for Solo Piano
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Morceau De Concours
By Gabriel Faure (1845-1924). For flute. Instrumental Music. Part. Published by Bourne Music
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"FAURE: 'Dolly' Suite, Op. 56 (six pieces for piano duet)"
By Gabriel Faure (1845-1924). For piano. Instrumental Solo Part and CD. Published by Music Minus One
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"(SATB). By Gabriel Faure (1845-1924). Arranged by Bruce Howden and B Howden. For SATB choir, soprano voice solo, baritone voice solo and piano accompaniment (SATB). Choral Large Works. Classical Period. Difficulty: difficult. Conductor's score. Vocal sco
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25 Selected Songs - For High Voice
"(High Voice). By Gabriel Faure (1845-1924). Edited by Marion Farquhar and M Farquhar. For high voice solo and piano accompaniment. Vocal Collection. Romantic Period, Post-Romantic and 20th-Century. Difficulty: easy-medium. Collection. Vocal melody and pi
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Anthology Of Selected Pieces
"By Gabriel Faure (1845-1924). Edited by Roy Howat. For cello and piano accompaniment. Classical Period. Difficulty: medium. Set of performance parts (includes separate pull-out cello part). Solo part, piano accompaniment, performance notes and introducto
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Sicilienne Op. 78
"By Gabriel Faure (1845-1924). Edited by Howat. For Violin/Viola, Piano. Sheet Music. Published by Edition Peters"
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"Sicilienne, Op. 78"
By Gabriel Faure (1845-1924). Edited by Buesser. For flute and piano. Published by International Music Company
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"Pie Jesu (Blessed Jesus) from Requiem in D minor, Op. 48"
"(High Voice). By Gabriel Faure (1845-1924). For high voice solo and piano accompaniment. Hal Leonard H.T. Fitzsimons Co. Romantic Period, Post-Romantic, 20th-Century and Sacred. Difficulty: medium. Single piece. Vocal melody, piano accompaniment and lyri
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"Trio, Op. 120 for Piano, Violin and Cello"
"(Score and Parts). By Gabriel Faure (1845-1924). Piano trio. For piano trio (violin, cello, piano). Editions Durand. Full score and set of performance parts. 62 pages. Editions Durand #DF1034700. Published by Editions Durand"
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Gabriel Faur��: 50 Songs
(The Vocal Library Medium Voice). By Gabriel Faure (1845-1924). Arranged by Laura Ward and Richard Walters. Medium Voice. Vocal Collection. 288 pages. Published by Hal Leonard
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Cantique De Jean Racine Opus II
By Gabriel Faure (1845-1924). Edited by John Rutter. For SATB choir and piano accompaniment (Accompaniment: Keyboard). John Rutter. Medium Junior High/High School or Easy Adult. Classical Period. Medium Jr. High/High School or Easy Adult. Octavo. 12 pages
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Apres Un Reve (After a Dream)
"(After A Dream). By Gabriel Faure (1845-1924). For Violin Solo, Piano. Solo part with piano reduction. Standard notation. 5 pages. Published by Carl Fischer"
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Central Park
Search or browse all Parks events on our Upcoming Events page
Friday, July 11, 2014
GMA Summer Concert: Keith Urban
7:00 a.m.–9:00 a.m.
Location: Rumsey Playfield (in Central Park)
Category: Concerts, Free Summer ConcertsFree!
Exhibition: Tomorrow's World: The New York World's Fairs and Flushing Meadows Corona Park
9:00 a.m.–5:00 p.m.
Location: Arsenal (in Central Park)
Category: Education, Art, History, SeniorsFree!
Central Park Tour: North Woods
12:00 p.m.–1:15 p.m.
Location: Charles A. Dana Discovery Center (in Central Park)
Category: Nature, History, ToursFree!
New York Philharmonic: Concerts in the Parks with Fireworks
8:00 p.m.
Location: The Great Lawn (in Central Park)
Category: Concerts, Free Summer ConcertsFree!
Directions to Central Park
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The Guaiacum officinale (Lignum vitae or "tree of life") is native to the Caribbean and the northern coast of South America. It is the national flower of Jamaica.
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Giva Case Study: Sills Cummis & Gross
Free registration required
Executive Summary
Founded in 1971, the law firm of Sills Cummis & Gross has established an outstanding global reputation. Sills Cummis & Gross wanted to implement Service Level Agreements (SLAs) so that they could set user expectations by establishing defined service request response times and service request resolution times. They also wanted to measure themselves against objective metrics to determine if they were meeting the help desk service goals. The Giva Service Management Suite including Giva eHelpDesk, eKnowledgeManager and eAssetManager were deployed to address the company's internal IT help desk, knowledge management, and asset management software application needs.
- Format: PDF
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