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From Wikipedia, the free encyclopedia - View original article
Hieronymus Bosch | |
Attributed to Jacques Le Boucq, Portrait of Hieronymus Bosch. c. 1550 | |
Born | Jheronimus van Aken c. 1450 's-Hertogenbosch, Duchy of Brabant, Burgundian Netherlands |
Died | Buried on 9 August 1516 's-Hertogenbosch, Duchy of Brabant, Habsburg Netherlands |
Nationality | Dutch |
Known for | Painting |
Notable work(s) | The Garden of Earthly Delights The Temptation of St. Anthony |
Movement | Early Netherlandish Renaissance |
Hieronymus Bosch | |
Attributed to Jacques Le Boucq, Portrait of Hieronymus Bosch. c. 1550 | |
Born | Jheronimus van Aken c. 1450 's-Hertogenbosch, Duchy of Brabant, Burgundian Netherlands |
Died | Buried on 9 August 1516 's-Hertogenbosch, Duchy of Brabant, Habsburg Netherlands |
Nationality | Dutch |
Known for | Painting |
Notable work(s) | The Garden of Earthly Delights The Temptation of St. Anthony |
Movement | Early Netherlandish Renaissance |
Hieronymus Bosch (/ˌhaɪ.əˈrɒnɨməs ˈbɒʃ/;[1] Dutch: [ɦijeːˈroːnimʏz ˈbɔs];[2] born Jheronimus van Aken[3] [jeːˈroːnimʏs fɑn ˈaːkə(n)];[2] c. 1450 – 9 August 1516) was an Early Netherlandish painter. His work is known for its use of fantastic imagery to illustrate moral and religious concepts and narratives.[4]
Hieronymus Bosch was born Jheronimus (or Joen,[5] respectively the Latin and Middle Dutch form of the name "Jerome") van Aken (meaning "from Aachen"). He signed a number of his paintings as Jheronimus Bosch (pronounced Jeronimus Bos in Middle Dutch).[6] The name derives from his birthplace, 's-Hertogenbosch, which is commonly called "Den Bosch".
Little is known of Bosch's life or training. He left behind no letters or diaries, and what has been identified has been taken from brief references to him in the municipal records of 's-Hertogenbosch, and in the account books of the local order of the Illustrious Brotherhood of Our Blessed Lady. Nothing is known of his personality or his thoughts on the meaning of his art. Bosch's date of birth has not been determined with certainty. It is estimated at c. 1450 on the basis of a hand drawn portrait (which may be a self-portrait) made shortly before his death in 1516. The drawing shows the artist at an advanced age, probably in his late sixties.[7]
Bosch was born and lived all his life in and near 's-Hertogenbosch, a city in the Duchy of Brabant. His grandfather, Jan van Aken (died 1454), was a painter and is first mentioned in the records in 1430. It is known that Jan had five sons, four of whom were also painters. Bosch's father, Anthonius van Aken (died c. 1478), acted as artistic adviser to the Illustrious Brotherhood of Our Blessed Lady.[8] It is generally assumed that either Bosch's father or one of his uncles taught the artist to paint, but none of their works survive.[9] Bosch first appears in the municipal record on 5 April 1474, when he is named along with two brothers and a sister.
's-Hertogenbosch was a flourishing city in fifteenth century Brabant, in the south of the present-day Netherlands, at the time part of the Burgundian Netherlands, and during his lifetime passing through marriage to the Habsburgs. In 1463, 4,000 houses in the town were destroyed by a catastrophic fire, which the then (approximately) 13-year-old Bosch presumably witnessed. He became a popular painter in his lifetime and often received commissions from abroad. In 1488 he joined the highly respected Brotherhood of Our Lady, an arch-conservative religious group of some 40 influential citizens of 's-Hertogenbosch, and 7,000 'outer-members' from around Europe.
Sometime between 1479 and 1481, Bosch married Aleyt Goyaerts van den Meerveen, who was a few years his senior. The couple moved to the nearby town of Oirschot, where his wife had inherited a house and land from her wealthy family.[10]
An entry in the accounts of the Brotherhood of Our Lady records Bosch's death in 1516. A funeral mass served in his memory was held in the church of Saint John on 9 August of that year.[11]
Bosch produced several triptychs. Among his most famous is The Garden of Earthly Delights. This painting, for which the original title has not survived, depicts paradise with Adam and Eve and many wondrous animals on the left panel, the earthly delights with numerous nude figures and tremendous fruit and birds on the middle panel, and hell with depictions of fantastic punishments of the various types of sinners on the right panel. When the exterior panels are closed the viewer can see, painted in grisaille, God creating the Earth. These paintings—especially the Hell panel—are painted in a comparatively sketchy manner which contrasts with the traditional Flemish style of paintings, where the smooth surface—achieved by the application of multiple transparent glazes—conceals the brushwork. In this painting, and more powerfully in works such as his Temptation of St. Anthony, Bosch draws with his brush. Bosch also produced some of the first autonomous sketches in Northern Europe.
Bosch's paintings with their rough surfaces, so called impasto painting, differed from the tradition of the great Netherlandish painters of the end of the 15th, and beginning of the 16th centuries, who wished to hide the work done and so suggest their paintings as more nearly divine creations.[12]
Bosch never dated his paintings. But—unusual for the time—he seems to have signed several of them, although some signatures purporting to be his are certainly not. Fewer than 25 paintings remain today that can be attributed to him. In the late sixteenth-century, Philip II of Spain acquired many of Bosch's paintings, including some probably commissioned and collected by Spaniards active in Bosch's hometown; as a result, the Prado Museum in Madrid now owns The Adoration of the Magi, The Garden of Earthly Delights, the tabletop painting of The Seven Deadly Sins and the Four Last Things, the The Haywain Triptych and The Stone Operation.
This article possibly contains original research. (November 2014) |
In the twentieth century, when changing artistic tastes made artists like Bosch more palatable to the European imagination, it was sometimes argued that Bosch's art was inspired by heretical points of view (e.g., the ideas of the Cathars and putative Adamites) as well as by obscure hermetic practices. Again, since Erasmus had been educated at one of the houses of the Brethren of the Common Life in 's-Hertogenbosch, and the town was religiously progressive, some writers have found it unsurprising that strong parallels exist between the caustic writing of Erasmus and the often bold painting of Bosch. "Although the Brethren remained loyal to the Pope, they still saw it as their duty to denounce the abuses and scandalous behaviour of many priests: the corruption which both Erasmus and Bosch satirised in their work".[13]
Others, following a strain of Bosch-interpretation datable already to the sixteenth-century, continued to think his work was created merely to titillate and amuse, much like the "grotteschi" of the Italian Renaissance. While the art of the older masters was based in the physical world of everyday experience, Bosch confronts his viewer with, in the words of the art historian Walter Gibson, "a world of dreams [and] nightmares in which forms seem to flicker and change before our eyes". In one of the first known accounts of Bosch's paintings, in 1560 the Spaniard Felipe de Guevara wrote that Bosch was regarded merely as "the inventor of monsters and chimeras". In the early seventeenth century, the Dutch art historian Karel van Mander described Bosch's work as comprising "wondrous and strange fantasies"; however, he concluded that the paintings are "often less pleasant than gruesome to look at".[14]
In recent decades, scholars[who?] have come to view Bosch's vision as less fantastic, and accepted that his art reflects the orthodox religious belief systems of his age.[citation needed] His depictions of sinful humanity and his conceptions of Heaven and Hell are now seen as consistent with those of late medieval didactic literature and sermons. Most writers attach a more profound significance to his paintings than had previously been supposed, and attempt to interpret it in terms of a late medieval morality. It is generally accepted that Bosch's art was created to teach specific moral and spiritual truths in the manner of other Northern Renaissance figures, such as the poet Robert Henryson, and that the images rendered have precise and premeditated significance. According to Dirk Bax, Bosch's paintings often represent visual translations of verbal metaphors and puns drawn from both biblical and folkloric sources.[15] However, the conflict of interpretations that his works still elicit raises profound questions about the nature of "ambiguity" in art of his period.
In recent years, art historians have added a further dimension again to the subject of ambiguity in Bosch's work. They emphasized his ironic tendencies, which are fairly obvious, for example, in the The Garden of Earthly Delights, both in the central panel (delights),[16] and the right panel (hell).[17] By adding irony to his morality arenas, Bosch offers the option of detachment, both from the real world and from the painted fantasy world. By doing so he could gain acceptance among both conservative and progressive viewers. Perhaps it was just this ambiguity that enabled the survival of a considerable part of this provocative work through five centuries of religious and political upheaval.
A recent study[18] on Bosch's paintings alleges that they actually conceal a strong nationalist consciousness, censuring the foreign imperial government of the Burgundian Netherlands, especially Maximilian Habsburg. By systematically superimposing images and concepts, the study asserts that Bosch also made his expiatory self-punishment, for he was accepting well-paid commissions from the Habsburgs and their deputies, and therefore betraying the memory of Charles the Bold.[19]
Bosch's work Ascent of the Blessed resembles imagery typical with a Near-death experience (NDE), in particular angels escorting people down a tunnel of white light. One NDE researcher in particular had a subject write to him specifically referencing the painting, saying that it very much resembled what he saw during his NDE experience. It is unknown if Bosch himself experienced an NDE or had someone relate to him such an experience.[20]
The exact number of Bosch's surviving works has been a subject of considerable debate. He signed only seven of his paintings, and there is uncertainty whether all the paintings once ascribed to him were actually from his hand. It is known that from the early sixteenth century onwards numerous copies and variations of his paintings began to circulate. In addition, his style was highly influential, and was widely imitated by his numerous followers.[21]
Over the years, scholars have attributed to him fewer and fewer of the works once thought to be his, and today only 25 are definitively attributed to him.
Since the turn of the 20th century, Bosch has had a growing influence in Western culture. To date he has inspired a children's book, a coloring book, a line of Doc Marten shoes, and more.[22]
Wikimedia Commons has media related to Hieronymus Bosch. |
Wikisource has the text of the 1911 Encyclopædia Britannica article Bosch, Jerom. |


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24 Hour Market ReallySubmitted by Guest 357 (not verified) on Thu, 03/11/2010 - 5:51pm.
Is it really necessary to have the market open 24 hours daily. Most people would do their shopping between 7:00 A.M. and 7:00 P.M. Most people shopping in the market would not be downtown at such hours. Rethink this decision. Safety First. »
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CW12 Directory ResourceListing Details
Title: | choosing a public school |
URL: | http://www.publicschools.org/choosing-public-school/ |
Category: | Blogs: Internet |
Description: | A child's education is considered as one of the most important things that any parent can give, which is why most parents do take their time in choosing where to send their child to school. A question that parents always think about first is whether they should send their child to a public or private school. |
Link Owner: | Ryan Hawkins |
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SpringHill Suites Chicago Naperville/Warrenville
Description provided by SpringHill Suites Chicago Naperville/Warrenville
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Galleria Galleria I Galleria IIRecreation Information
Health club
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The amenities listed in this description represent a sample of amenities available in some or all guest rooms in this hotelMeal included - breakfast, Coffee/Tea maker, Wet bar, Alarm clock, Air conditioning, Air conditioning individually controlled in room, Shower, Private bathroom, Phone in bathroom, Hairdryer, Upgraded bathroom amenities, Separate closet, Closets in room, Iron, Bathroom amenities, Down/feather pillows, Foam pillows, Pillow top mattress, Sofa bed, Cribs, Converters/ Voltage adaptors, Electrical adaptors available, Local calls, Free toll free calls, Kitchenette, Tables and chairs, Mini-refrigerator, Microwave, Silverware/utensils, Dish-cleaning supplies, Color television, Cable television, Premium movie channels, List of movie channels available, CNN availaible, HBO available, ESPN available, All news channel, Pay per view movies on TV, AM/FM radio, Remote control television, Large desk, Chair provided with desk, Desk with electrical outlet, Spare electrical outlet available at desk, Electrical current voltage, Telephone, Voice mail, Multi-line phone, Direct dial phone number, Speaker phone, Connecting rooms, Bathtub/shower combination
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· American Dollars is the native currency.
· Check in time is 3:00 PM
· Check out time is 12:00 PM
· Opened in 1997
· Renovated in 01/01/2013
· 128 rooms.
· 128 suites.
· 6 floors.
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Heroes Fall Album Of Music Inspired By Marvel's "Iron Man 3" Set For Release April 30
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Cross buys up Macquarie stock
PUBLISHED: 26 Nov 2013 05:15:06 | UPDATED: 26 Nov 2013 05:15:06PUBLISHED: 26 Nov 2013 PRINT EDITION: 26 Nov 2013Three Macquarie Group directors have bought shares in the company in the past two weeks. The latest buyer, Patricia Cross, acquired 2000 Macquarie shares at $53.21 per share, according to a director's notice lodged with the Australian Securities Exchange on Monday.
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'Bachelor in Paradise' Is As Full of Twists, Drama, & Hook Ups As We Thought!
Description:The "Bachelor" and "Bachelorette" franchise is headed to paradise ... but things aren't nearly as beachy as they may seem! (0:50)
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Brannon Braga: Not a Diane Carey Fan?
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April 10 2013, 09:58 PM
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Re: Brannon Braga: Not a Diane Carey Fan?
"Flashback" was another Trek episode that I read before seeing the actual episode. I remember when I first saw the episode it took me a while to realize that it was a single episode. I thought, by the book, that the story would've been a 3-part episode, instead of a single episode.
But with the last few novelizations ("Endgame", "Broken Bow", "Shockwave", "The Expanse" & the 2009 movie) I've found that there hasn't been as much "meat" in the stories as there used to be with the older novelizations (STV, STVI, "Descent", "Caretaker", "Flashback", "Trials And "Tribble-ations"---which, for a tiny book managed to get quite a bit in). It seems like, since Marco Palmieri took over as editor, the novelizations had to stick squarely to the script with very little room for exposition and added plots outside what was shown on screen. I remember how in "Day Of Honor" Michael Jan Friedman was able to add the entire plot about the Doctor fining a holiday that he could celebrate.
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Maple Lawn Homes, Inc., a non-profit Christian retirement community founded in 1922 and sponsored by the Mennonite church, offers a nonsectarian program of retirement housing, nursing care, in-home support services and children's day care.
Maple Lawn Homes, Inc., a nonprofit Christian retirement community founded in 1922 and sponsored by the Mennonite Church, offers a nonsectarian program of retirement housing, nursing care, in-home support services, and a children's day care. We are dedicated to serving the individual needs of each resident, emphasizing freedom of choice, dignity and self-esteem. Our programs serve not only our residents, but the entire community of Eureka and those living in the central Illinois area. With the help of 250 volunteers, our 140 employees assist more than 1500 individuals each year. Maple Lawn welcomes persons of all races, religions, color, and national origins.
See what Maple Lawn's Staff is doing in our Community!!
Laura Collins-Dietary Director
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Upcoming Events
Thurs., Feb. 26, 11:30 am Lunch at The Fillin' Station. All apartment and cottage residents welcome. Please sign up.
Mon., Mar. 2, 2 pm Apartment Monthly Birthday Party in the Community Room
Fri., March 6, 2 pm Monthly Cottage Coffee in Memorial Hall. The program this month will be provided by Forest Park Nature Center. They will be talking about all our feathered friends, what to feed and who comes home first to Illinois! All cottage residents welcome! Refreshments served.
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Thurs., Feb. 26, 6:30 pm Music with Old Time Way
Fri., Feb. 27 10:30 am Let's Get Moving
Fri., Feb. 27, 1:30 pm What's Cooking
Sat., Feb. 28, 9:30 am Poem of the Day
Sat., Feb. 28, 2 pm Bingo
Sun., Mar. 1, 9:30 am Church
Mon., Mar. 2, 3:30 pm Puzzle Time
Mon., Mar. 2, 6:30 pm Brain Teasers
Tues., Mar. 3, 2 pm Ice Cream Party/Trivia
Wed., Mar. 4, 2:30 pm Chapel with Pastor Bachman
Thurs., Mar. 5, 1:30 pm Games by the Fireplace
Fri., Mar. 6, 9 am Mass
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Contact Shauna Brown at 467-9050 for information about Noah's Ark Children's Center Programs.
Starting on June 1st, Noah's Ark Children's Center will begin to teach using the Illinois Early Learning Standards for 3-5 year olds and pre-k. They will also be using the Developmentally Appropriate Practices for infants through 2 year olds.


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In the biopharma space, finding potential new uses for shelved drugs has become a business model unto itself, with proponents touting successes such as AZT, and the National Institutes of Health setting up the National Center for Advancing Translational Sciences as a matchmaker to hook up researchers with failed compounds in 2012. more »
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Wall Street Perps Go Free as Banks Continue to Settle
She also did not accept the argument that the securities fell in value because of a downturn in the housing market. She said the allegations in the lawsuit were enough to support the FHFA's demand for punitive damages.
If the recent rulings are any indication of how the case will shape up in the future, the individuals named in the lawsuit better lawyer up.
Of course, banks might see the writing on the wall and Wowsettle, eager to put the uncertainty surrounding legal claims to rest. Which means Main Street's thirst for blood will still go unquenched.
-- Written by Shanthi Bharatwaj in New York.
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text: Archived Information U.S. Department of Education Human Capital Management Plan September 2004 Table of Contents Message from the Secretary………………………………………………………………………………..3 Mission……………………………………………………………………………………………………………..4 Mission Challenges…………………………………………………………………………………………….4 The Department of Education Workforce………………………………………………………………6 Key Human Capital Management Opportunities and Initiatives………………………………8 Accountability for Results…………………………………………………………………………………12 Appendix A: Detailed Human Capital Management Implementation Plan September 2004………………………………………………………………..13 Appendix B: Methodology…………………………………………………………………………………17 ENSURING EQUAL ACCESS TO EDUCATION AND PROMOTING 2 EDUCATIONAL EXCELLENCE THROUGHOUT THE NATION Message from the Secretary The Department of Education is a leader in improving the quality of education and raising expectations of what students can accomplish. We have promised to leave no child behind in order to ensure that all Americans can use their knowledge and skills to lead productive lives, enhance communities, and participate fully in our economy. To achieve these goals, we seek to ensure that leadership roles and responsibilities are clearly defined and consistently communicated; that future leaders are prepared to lead and manage our workforce; that we can recruit, develop, retain and assign our employees to achieve our most critical priorities; and that we continue to strengthen our results-oriented culture of accountability. Our human capital plan focuses on taking action – enterprise-wide. It creates a roadmap that focuses on human capital challenges, responsibilities, improvements and actions. Much of our success depends upon our employees and how they are held accountable and rewarded for the results they produce. Together there is not a doubt we will continue to be successful. Rod Paige ENSURING EQUAL ACCESS TO EDUCATION AND PROMOTING 3 EDUCATIONAL EXCELLENCE THROUGHOUT THE NATION Mission The Department of Education's mission is to ensure equal access to education and to promote educational excellence throughout the nation. We promote educational excellence for all students by providing financial support to states and local agencies in areas of national priority, improving student achievement, ensuring schools are safe and our nation's youth are good citizens, encouraging educational practices based upon research, enhancing the quality of and access to postsecondary and adult education, and creating an education culture focused on achievement and accountability for results. We achieve our mission by addressing critical education issues, distributing grants to educational agencies and institutions, making student loans and grants, and conducting research that improves educational quality. The Department administers programs, grants, and loans that touch nearly every American at one point in their lives. Our efforts touch approximately 14,000 public school districts, nearly 54 million students attending 93,000 elementary and secondary schools, and almost 22 million postsecondary students. Mission Challenges Managing a $63 billion enterprise certainly presents many challenges. From a financial management perspective, the Department of Education (Department) is unique among Federal government agencies. The Department has a high number of appropriations, over 200, for which it must manage, consolidate and account. Yet it maintains the smallest number of employees while managing the third largest discretionary budget of cabinet-level agencies. Management challenges are continually identified through the review of financial systems and accountability, business process improvement, and program performance information from our customers, Inspector General (IG), the Government Accountability Office (GAO) and Office of Management and Budget (OMB) program performance evaluations. In 2001, GAO identified challenges with student financial aid programs, financial management and other areas facing Education. GAO also called for improvements in information technology security and management. The Department has significantly improved its financial management accountability, evidenced by receiving "clean opinions" on the audits of its fiscal year 2002 and 2003 financial statements. The Department has also realized considerable progress in administering federal student aid programs evidenced by creating $1 billion of potential savings over the next ten years by combining the functions of five separate systems into a single system, reducing Pell Grant overpayments, reducing the student loan default rate, and reducing the federal costs related to loan consolidation. We have also made improvements in managing our information technology resources. To achieve its mission, the Department's leadership team identified six strategic goals which are outlined in our Strategic Plan. These include: Create a Culture of Achievement. Create a culture of achievement throughout the nation's education system by effectively implementing the President's plan, No Child Left Behind, and by basing all federal education programs on its principles: accountability, flexibility, expanded parental options and doing what works. Improve Student Achievement. Improve achievement for all groups of students by putting reading first, expanding high quality mathematics and science teaching, reforming high schools, and boosting teacher and principal quality, thereby closing the achievement gap. Develop Safe Schools and Strong Character. Establish safe, disciplined, and drug-free educational environments that foster the development of good character and citizenship. Transform Education into an Evidence-Based Field. Strengthen the quality of educational research. ENSURING EQUAL ACCESS TO EDUCATION AND PROMOTING 4 EDUCATIONAL EXCELLENCE THROUGHOUT THE NATION Enhance the Quality of and Access to Postsecondary and Adult Education. Increase opportunities for students and the effectiveness of institutions. Establish Management Excellence. Create a culture of accountability throughout the Department of Education. Secretary Paige has undertaken a number of measures to improve the operational and strategic management of the Department of Education. In addition to the Strategic Plan, he has used a series of tools – the President's Management Agenda (PMA), the Blueprint for Management Excellence, and One- ED, among others – to offer accountability, transparency, and excellent management to Congress and taxpayers. The Department has realized valuable progress towards achieving its strategic objectives. For example, the Department's financial house is in order, every state in the union has an approved accountability plan, and the national dialogue on education has dramatically advanced. ENSURING EQUAL ACCESS TO EDUCATION AND PROMOTING 5 EDUCATIONAL EXCELLENCE THROUGHOUT THE NATION The Department of Education Workforce To carry out its responsibilities, the Department has a total workforce of approximately 4,600 employees, which is augmented by approximately 6,900 contract staff working in 20 Principal Offices (POs) nation-wide. The Department has identified the following occupations as critical to the accomplishment of our mission: Education Program Specialist and Education Research Analyst (1720/1730) Loan Analyst, Institutional Review Specialist, Case Management Specialist (1101) Vocational Rehabilitation Specialist (0101) Equal Opportunity Specialist (0360) Management and Program Analyst (0343) Financial Management Specialist, Audit Resolution Specialist, Accountant, Auditor (0501, 0510, 0511) Criminal Investigator (1811) Information Technology Specialist (2210) Attorney (0905) The majority of employees and managers, 67 percent, are in the mission critical occupations listed above. The majority of the Department's workforce, 71 percent, is located in headquarters and the remaining 29 percent of staff is distributed in 10 regional offices. The American Federation of Government Employees (AFGE) union represents approximately 57 percent of Department of Education employees. Under the Federal Service Labor-Management Relations Statute, the Department must bargain with AFGE on changes to conditions of employment affecting bargaining unit employees. Eighty-eight percent of the Department's permanent employees are non-supervisors and 12 percent are supervisors. On average, each office's workforce is 12 percent supervisors and 88 percent non- supervisors. Diversity. The Department's workforce diversity objective is to build and maintain a diverse workforce reflective of our nation, and develop, recommend, and implement strategies and initiatives to eliminate employment barriers within the workforce. In August 2004, the Department employed 4,618 employees. Sixty-two percent of positions were held by female employees and 38 percent were held by male employees. Also, 54.6 percent of positions were held by White employees, 36.2 percent by Black employees, 4.4 percent by Hispanic employees, 3.7 percent by Asian employees and 1.1 percent by American Indian employees. ENSURING EQUAL ACCESS TO EDUCATION AND PROMOTING 6 EDUCATIONAL EXCELLENCE THROUGHOUT THE NATION Retirement Eligibility. At the end of calendar year 2003, 15 percent of the Department's permanent workforce was eligible for optional retirement. In 2007, looking at the current workforce, Employees Eligible for Optional Retirement by Year 2003 - 2007 (Data as of May 2004) 32 percent of permanent employees 40 Percent Permanent Employees will be eligible for optional retirement, 32 30 27 and more than half of the 23 Department's offices will have more 20 15 19 than 30 percent of their permanent employees eligible for optional 10 retirement. 0 2003 2004 2005 2006 2007 Also, by December 2007, 46 percent of the Department's current permanent supervisors will be eligible for optional retirement and almost half of the Department's offices will have 50 percent or more of their permanent supervisors eligible for optional retirement. Turnover. The Department's workforce is relatively stable with only 7 percent turnover of permanent employees in calendar year 2003. Most (47 percent) of the separations in 2003 were voluntary separations of employees resigning or transferring to other agencies. In 2003, retirements were 45 percent of the separations, an increase from 2002 where 39 percent of separations were retirements. The number of permanent employee separations has remained relatively stable since 1990, with the exception of 1994, 1995 and 1996 when early retirement incentive payments were offered Department- wide. The average number of separations in a calendar year for this 14-year period is 301, with 55 percent of the separations from resignations or transfers, 39 percent from retirements, 3 percent from terminations or removals and 3 percent from deaths. Permanent Employee Separations by Type of Separation 2002-2003 Data as of May 2004 2003 Percent of Total Separations 60 52 2002 45 47 39 40 20 4 5 4 4 0 Resignation/Transfer Retirement Termination/Removal Death Key Human Capital Management Opportunities and Initiatives The Department's existing human capital initiatives were outlined in the Department of Education's "Blueprint for Management Excellence" (October 2001) and "One-ED Report" (July 2002), both of which embrace key features of government-wide initiatives set forth in the PMA. The PMA calls on all federal agencies to improve in five key areas: financial management, information technology, budget and performance integration, human capital management and competitive sourcing. OPM, OMB and GAO have jointly outlined the essential building blocks for effectively managing people – 1 the Human Capital Standards for Success. The Human Capital Standards for Success serve as a foundation for the Department's ongoing human capital initiatives. Building upon OPM's standards for success and responding to the need to better manage its human capital, the Department has developed this human capital plan, which places special emphasis on five FY 2005 priorities. To ensure that our ongoing, and any planned, human capital management activities are strategically aligned to support our critical mission and human capital challenges, we outlined a comprehensive human capital management framework for the Department describing the key ingredients for success, our current challenges, and the implementation initiatives needed to address those challenges. The following is a brief discussion of the Department's ongoing and planned human capital improvement initiatives. Department of OPM's Human Capital Standards for Success Education's Human FY 2005 Priorities Capital Initiatives Strategic Alignment Agency human capital strategy is aligned with mission, goals, and organizational objective and integrated into its Establish Leadership strategic plans, performance plan, and budgets Accountability for Human Clarity of Results Accountability Capital Management Agency human capital decisions are guided by a data- driven, result-oriented planning and accountability system Leadership & Knowledge Management Prepare Leaders to Lead Agency leaders and managers effectively manage people, Succession Planning and Manage the ensure continuity of leadership, and sustain a learning and Development environment that drives continuous improvement in Workforce performance. Workforce Planning and Deployment Agency is citizen-centered, de-layered and mission-focused, and leverages e-Government and competitive sourcing Recruit, Develop, and Assign Talent to the Filling Vacancies Talent Department's Critical Effectively Agency has closed most mission-critical skills, knowledge, Priorities and competency gaps/deficiencies, and has made meaningful progress toward closing all. Improving Results-Oriented Performance Culture Performance Agency has a diverse, results-oriented, high performance Evaluations workforce, and has a performance management system that Strengthen our Results- effectively differentiates between high and low performance, Oriented Culture and and links individuals/team/unit performance with organizational goals and desired results Differentiating Pay for Performance 1 See the Human Capital Standards for Success published on OPM's website at: http://apps.opm.gov/HumanCapital/standards/index.cfm. ENSURING EQUAL ACCESS TO EDUCATION AND PROMOTING 8 EDUCATIONAL EXCELLENCE THROUGHOUT THE NATION Department of Education's Human Capital Initiatives Establish Leadership Accountability for Human Capital Management The Department's leaders and managers will expand their partnership with human resources to ensure the Department is effectively hiring, developing, motivating, coaching, differentiating performance and holding staff accountable. An enhanced partnership will guarantee the alignment of the Department's mission, strategic goals, annual plans and resources. Current Actions: During 2004, the Department has been focusing attention on five core human capital priorities. This effort has been a strong first step in putting management muscle behind key human capital issues and provides a framework for future activities that will continue into fiscal year 2005. They include: o Filling vacancies effectively o Clarity of Results o Improving performance evaluations o Differentiating pay for performance o Succession planning/development Report on key human capital performance measures in the Department's annual Performance and Accountability Report. Planned Actions: Make leaders and managers accountable for people management by clarifying expectations, setting performance standards and executing contracts accordingly Revise the SES performance management system to include key performance standards for human capital management and tie financial rewards directly to success in human capital elements Provide support to managers to ensure their success by identifying areas where they need assistance and then providing resources and removing barriers, as needed Develop and implement a human capital leadership calendar that is integrated with the budget and strategic plan and ensures top attention to critical strategies, initiatives, and processes Review a dashboard of key measures at senior leadership meetings, building on existing human capital program measurement efforts to ensure we are making progress on human capital priorities Perform assessments of human capital management programs to determine their effectiveness Anticipated Results: The Department's leaders make human capital management a priority, integrated with performance and financial management Critical human capital decisions are informed by evaluations and data Human capital management is more effective enterprise-wide ENSURING EQUAL ACCESS TO EDUCATION AND PROMOTING 9 EDUCATIONAL EXCELLENCE THROUGHOUT THE NATION Prepare Leaders to Lead and Manage the Department's Workforce The Department's current and emerging leaders and managers are policy experts and technical resources. Expanding the focus on human capital management knowledge and skills for high potential staff will help to ensure that the Department has the leaders and managers it needs to achieve the Department's mission now and in the future. Current Actions: Defining core leadership competencies Developing leadership development program to prepare emerging leaders for management responsibilities Planned Actions: Pilot a more comprehensive succession planning process for leadership and mission critical positions which, if successful, could be used throughout the organization Implement leadership development strategy that includes employee participation in the Department, OPM and other leadership development programs Develop a suite of development aids for existing leaders and managers to enhance their effectiveness Anticipated Results: The Department's leaders manage people in a manner that drives both short- and long-term results Employees report feeling connected to the Department's mission and goals The Department's leadership and human resources team work together seamlessly on mission critical people issues Recruit, Develop and Assign Talent to Department of Education's Critical Priorities The Department is currently examining key organization structures and major work processes to ensure that resource allocation and staffing and development models continue to meet the Department's emerging business and mission requirements. Currently, the Department's managers are focused on recruiting or developing employees to fill some of the critical positions required to support immediate mission requirements. Current Actions: Defining core competencies and learning tracks for mission critical occupations Developing and deploying Employee Skills Inventory System (ESIS) and an Individual Development Plan training and framework as voluntary tools to identify employees' existing skills, competencies, and development needs Seeking use of Voluntary Early Retirement Authority (VERA) and Voluntary Separation Incentive Payments (VSIP) when they help us obtain needed skills sets Continuing business process improvement activities underway (e.g., Federal Student Aid (FSA) - ASEDS, Discretionary Grants Improvement Team, Human Resources Services) Providing workforce and diversity profiles to POs Filling critical vacancies identified by POs Providing information on flexibilities (i.e., recruitment bonuses, retention allowances, student loan repayments) to managers Participating in the Extreme Hiring Makeover project to improve the hiring process, reduce the time to hire, and ensure vacancies are filled with high caliber candidates ENSURING EQUAL ACCESS TO EDUCATION AND PROMOTING 10 EDUCATIONAL EXCELLENCE THROUGHOUT THE NATION Planned Actions: Implement the recommendations of the Extreme Hiring Makeover team Strategically invest in training to build and develop employees' skills in mission critical areas Evaluate business process improvement efforts to ensure human capital management issues are addressed, including resource allocation, aligning organizational structures and people management Use ESIS to identify employee skills gaps and development requirements Anticipated Results: The Department's employees possess the competencies required to effectively service customer and taxpayer interests The Department can readily hire any new employees needed Strengthen Our Results-Oriented Culture The Department has made substantial progress by implementing a new five-level performance management system – EDPAS. Further improvements and refinements provide an opportunity to ensure employees clearly understand the results required to support and achieve the Department's mission. Current Actions: Implemented a five-level performance appraisal system (EDPAS) that allows for more differentiation between employee performance Updated and expanded disciplinary Table of Penalties including specific penalties for purchase and travel card abuse Revised policies on discipline and adverse actions Issued guidance on achieving clarity of results to ensure employees clearly understand the results they are expected to achieve Issued guidance to incorporate Performance Assessment Rating Tool (PART) responsibilities in EDPAS performance agreements Planned Actions: Set enterprise-wide expectations regarding leadership accountability for performance management and reward leaders and employees based on performance and results Establish an effective process for communicating organization, unit and individual performance standards Invest for the long-term in manager/supervisory training related to performance management – including coaching as required Develop and communicate a strategy for improving employee performance throughout the Department and provide resources and support to leaders and managers dealing with poor performers Revise awards policy to align more clearly with performance and accomplishments Anticipated Results: The Department is a cohesive, high-performing organization Employees feel challenged and take pride in contributing to the Department's success ENSURING EQUAL ACCESS TO EDUCATION AND PROMOTING 11 EDUCATIONAL EXCELLENCE THROUGHOUT THE NATION Accountability for Results Ultimately, responsibility for achieving the goals outlined in this human capital plan will fall on the shoulders of our capable management team throughout the Department. The Under Secretary, Chief Human Capital Officer, Office of Management (OM), and Human Resources Services (HRS) will be responsible for leading and supporting many of the initiatives we plan to pursue over the next two years. Implementation will take the ongoing commitment of the whole management team, which will be supported by increasing accountability of managers for human capital management. Senior leadership will be engaged through reports on human capital metrics and the evaluation and assessment of human capital activities. We recognize, however, that we cannot realistically pursue all of these improvement initiatives within one year. The Department will sequence our human capital activities into four stages: Strengthening the Foundation of the Department's Human Capital Management As evidenced by our plan, we already have several human capital initiatives underway. In the short- term, we will continue our focus on these efforts, ensuring that the initiatives are aligned with our strategic goals and refined according to our leaders' needs. We are focusing on the five human capital priorities that include filling vacancies effectively, clarity of results, improving performance evaluations, differentiating pay for performance and succession planning and development. Integrating Human Capital Management as a Centerpiece of Leadership and Strategic Priorities The Department's leaders and managers are empowered and held accountable for effectively managing the Department's employees. Throughout 2005 and 2006, we will develop the tools and other support systems required for managers to most effectively recruit, develop, motivate, and retain the employees required to support our mission and strategic goals. Piloting Innovation to Address Complex Challenges Broad organizational changes, such as succession planning and leadership development and business process improvement, are valuable initiatives to successfully undertake Department-wide. We have had success within our individual offices developing innovative approaches to issues like recruiting (e.g., Office for Civil Rights), employee training and development (e.g., certain regional offices), and restructuring (e.g., FSA). It is our intent to pilot innovations in our offices in the short- term and then measure the success of those pilots for possible implementation office-by-office or Department-wide. Evaluation, Assessment, and Improvement To ensure the Department has the right people at the right time with the right skills to fulfill our mission, we will establish a plan to assess our human capital management programs and strengthen the link between the strategic and annual plans, the human capital management plan and budget planning and execution. A more comprehensive implementation plan detailing the specific steps the Department will take to pursue our human capital goals, the timeframes for completing those activities, individuals responsible for the activities, and key metrics for assessing our success is included in Appendix A. It is our intent that this plan be a living document, updated annually to reflect the Department's progress and priorities in human capital management. ENSURING EQUAL ACCESS TO EDUCATION AND PROMOTING 12 EDUCATIONAL EXCELLENCE THROUGHOUT THE NATION Appendix A Detailed Human Capital Management Implementation Plan September 2004 Human Capital Standard for Success: Strategic Alignment/Accountability Department of Action Steps to Implement Improvement Education Goal Initiatives Schedule Project Team Success Measures 1. Revise strategic human capital plan that Executive Management Team aligns the Department's human capital Under Secretary (EMT) endorses plan. strategies and activities with its mission, goals Q4 2004 OM Assistant Secretary OPM and IG oversight teams and other government-wide management HRS Director initiatives. provide positive feedback. 2. Begin work on the human capital HRS Director Tracking progress against Q1 2005 implementation plan. PO Managers success measures. 3. Revise the SES performance management SES performance management system to include key performance standards system policy revised. for human capital management and tie HRS Director Revised policy approved by financial rewards directly to success in human Q3 2005 ERB OPM. capital efforts. SES Core New SES performance management system implemented. 4. Fully execute performance plans for every FY2004 – SES plans in place. senior executive. Q4 2004 and Deputy Secretary FY2005 – SES plans in place based on revised SES Q4 2005 Under Secretary performance management system. 5. Develop and implement a human capital leadership calendar that is aligned with the Budget Service Director budget and strategic planning calendars to Q3 2005 SAS Director Integrated calendar published. A. Establish ensure top attention to critical human capital HRS Director Leadership strategies, initiatives, and processes. Accountability 6. Develop strategies for measuring, collecting, Report data on EDPAS for Human and reporting relevant data on EDPAS Q2 2005 HRS Director Management and Leadership Capital Management and Leadership standards. standards, annually. Management 7. Conduct an Executive Management Team (EMT) session to introduce the new calendar OM Assistant Secretary EMT is briefed and questions Q2 2005 and discuss increasing the focus on human EMT are answered. capital management and accountability. FY2005 8. Revise and enhance dashboard of key human Human capital dashboard Priority: capital metrics to support effective human Q3 –Q4 2005 OM Assistant Secretary measures established. Clarity of capital management. Results 9. Publish updated dashboard periodically when Dashboard baselines and new data becomes available and share with FY 2005 – FY targets developed. OM Assistant Secretary senior leaders. 2007 Dashboard shared with senior officers. 10. Perform assessments of human capital Human capital management OM Assistant Secretary management programs. FY2005- evaluation plan developed. PPIS Director FY2007 HRS Director Evaluations completed as scheduled. 11. Leaders/Managers use HRS resources to Low performing employees are develop effective strategies to deal with coached to higher performance. specific individual performance challenges – Ongoing PO Managers Individual Development Plans (IDPs) constructed for most significant challenges 12. Establish team to support managers with Support team established. employee performance management using Materials developed to inform HRS and other resources as needed to coach HRS Director managers of resources. Q2-Q3 2005 and counsel managers. PO Managers Disseminate information/brief managers on services available. 13. Align human capital planning with budget Budget Service Director FY 2007 budget submission formulation and execution. Executive Officers 2005 – 2007 and execution includes human PO Managers capital planning. HRS Director ENSURING EQUAL ACCESS TO EDUCATION AND PROMOTING 13 EDUCATIONAL EXCELLENCE THROUGHOUT THE NATION Human Capital Standard for Success: Leadership/Knowledge Management Department of Action Steps to Implement Improvement Education Goal Initiatives Schedule Project Team Success Measures 1. Announce Senior Executive Service (SES) Senior Executive Service Continuing Development Program. Continuing Development Q1 2005 HRS Director Program announced in SES meeting. 2. Announce Executive Leadership Program. Executive Leadership Program Q1 2005 HRS Director announced. B. Prepare 3. Conduct annual update of succession and HRS Director Succession plan updated. Leaders to recruitment planning process. Assistant Secretaries Q3 2005 Lead and Executive Officers PO Managers Manage the Workforce 4. Implement a leadership development strategy Programs are active and being HRS Director that includes employee participation in completed by candidates. Q4 2005 PO Managers Department of Education, OPM and other ED Employees leadership development programs. 5. Pilot and evaluate a collaborative succession Formal succession planning FY2005 planning process in FSA that engages Q4 2004 – exercise is completed, mission- Priority: COO FSA supervisors and focuses on changing Q2 2005 critical leadership positions and Succession organizational requirements. potential gaps identified. Planning and 6. If FSA pilot of succession planning process is Under Secretary Evaluation of FSA succession Development successful, begin to involve other offices. FY2005/ FSA HR Director planning pilot is favorable and FY2006 HRS Director indicates process can be Assistant Secretaries replicated. 7. Develop a suite of effective development aids OM Assistant Secretary Menu of leader and manager for existing leaders and managers to enhance HRS Director resources provided. Q4 2005 their effectiveness. Budget Services Budget developed to ensure PO Managers implementation. ENSURING EQUAL ACCESS TO EDUCATION AND PROMOTING 14 EDUCATIONAL EXCELLENCE THROUGHOUT THE NATION Human Capital Standard for Success: Workforce Planning and Deployment/Talent Department of Action Steps to Implement Improvement Education Goal Initiatives Schedule Project Team Success Measures 1. Complete development of the Hiring Tracking HRS Director System developed and being System, an auditable system for collecting used. Q4 2004 PPIS Director and analyzing data on the stages of the hiring Chief Information Officer process 2. Establish goals for reduction in vacancies. Q4 2004 HRS Director Goals are established. PO Managers 3. Establish target for hiring cycle time. Hiring cycle time baseline and Q1 2005 HRS Director target established. 4. Evaluate hiring cycle time and vacancy Evaluation of hiring cycle time reductions. Q2 2005 HRS Director and vacancy reductions complete. 5. Provide updated diversity profiles and Mgt Svcs Director/EEO Updates issued to offices. workforce profiles to each Principal Office Q2 2005 HRS Director C. Recruit, (PO). Develop and 6. Develop an action plan to improve hiring – Action plan to improve hiring Assign Talent reduce time to hire; fill vacancies with high process developed. HRS Director to the caliber candidates, improve the candidate Q1 2005 PO Managers Department of experience significantly (e.g., Extreme Hiring Makeover). Education's Critical 7. Begin to implement recommendations from Implementation plan developed the "Extreme Makeover" of hiring process. HRS Director and progress made on Priorities Q2 – Q4 2005 PO Managers recommendations being tracked. 8. Develop clearly defined competencies and Competencies and learning learning tracks for mission critical Q1 – Q4 2005 HRS Director tracks developed for mission FY2005 occupations, including grants management. critical occupations. Priority: 9. Analyze data in the Employee Skills Inventory ESIS data analyzed, skills gaps Filling System (ESIS) for information on skills gaps determined, training Vacancies Q3 2005 HRS Director in training needs and provide training aligned opportunities provided. Effectively with PO priorities. 10. Use ESIS and Individual Development Plans ED Employees ESIS and IDPs provide (IDPs) to identify gaps and development Q3 2005 PO Managers meaningful information on skill requirements. HRS Director gaps. 11. Strategically invest in training required to build Budget Service Director 2007 HRS and PO budget and develop employees' skills in mission Assistant Secretaries submissions includes training critical areas – include requirements in 2007 Q3 2005 Executive Officers and development investments budget PO Managers to build mission critical skills. HRS Director 12. Complete current business process COO FSA Restructuring activities improvement activities underway (e.g., Assistant Secretary OM implemented. FSA/ASEDS, DiGIT, HR); evaluate and Q1 2005 DiGIT Team Leader Restructuring activities develop lessons learned for future efforts. Assistant Secretary evaluated and lessons learned OCFO identified. ENSURING EQUAL ACCESS TO EDUCATION AND PROMOTING 15 EDUCATIONAL EXCELLENCE THROUGHOUT THE NATION Human Capital Standard for Success: Results-Oriented Performance Culture Department of Action Steps to Implement Improvement Education Goal Initiatives Schedule Project Team Success Measures 1. Complete revision of general schedule 60% of General schedule employee performance appraisal plans. employee performance plans Q1 2005 HRS Director reviewed. Necessary revisions in place before appraisal cycle. 2. Issue guidance on developing performance OM Assistant Secretary plans with clarity of results that include PART Q4 2004 Budget Service Director Guidance issued. responsibilities. SAS Director 3. Implement Senior Executive Service (SES) SES pay policy developed and pay for performance system. approved. Q3 2005 HRS Director SES pay for performance system implemented. 4. Revise performance award policy to focus OM Assistant Secretary cash awards on the highest performing staff. EMT Performance award policy Q2 2005 Assistant Secretaries revised. AFGE HRS Director 5. Set department-wide expectations for Develop expectations and leadership accountability, employee briefing materials. D. Strengthen EMT performance management, awards, and Q2 2005 Brief EMT/Assistant Secretaries Our Results- Assistant Secretaries employee development. Assistant Secretaries brief PO Oriented managers. Culture 6. Establish a process to communicate SAS Director EDPAS performance Department of Education strategic and annual HRS Director agreements reflect PART and goals to all employees and translate into Q2 2005 Budget Service Director Strategic Plan responsibilities. EDPAS performance standards. Assistant Secretaries FY2005 PO Managers Priorities: 7. Implement process to communicate Communications materials and Improving Department of Education strategic and annual schedule developed. Under Secretary Performance goals and translate into EDPAS performance Q2-Q3 2005 Assistant Secretaries Employees receiving Evaluations standards to all employees information on ED goals and PO Managers how they link to their EDPAS and performance standards. Differentiating 8. Evaluate process to communicate Evaluation conducted. Pay for Department of Education strategic and annual Q4 2006 PPIS Director goals and translate into EDPAS performance Performance. standards to all employees. 9. Assess EDPAS to determine feasibility of OM Assistant Secretary Decision made on aligning implementation on a fiscal year schedule. Q2 2005 HRS Director EDPAS cycle with the fiscal EMT year. 10. SES performance based pay distributions Performance Review Board determined and broad employee bonuses HRS Director (PRB) (Bonus) convened. awarded. Q1 2006 PRB (Bonus) Recommendations receive Secretary Secretarial approval. Bonuses awarded. 11. Analyze results of the 2004 OPM Federal FHCS results provided to the Human Capital Survey (FHCS) and Department by OPM are disseminate to all employees and offices Q4 2005 PPIS Director analyzed and disseminated to Department employees and offices. 12. Use results of the Federal Human Capital Survey results used to identify Survey to improve human capital Assistant Secretary OM human capital management management programs. Q1 – Q3 2006 Assistant Secretaries programs that need more PO Managers complete evaluations or improvements. ENSURING EQUAL ACCESS TO EDUCATION AND PROMOTING 16 EDUCATIONAL EXCELLENCE THROUGHOUT THE NATION Appendix B Methodology The Department developed its approach to strategic human capital planning following the key steps and principles outlined by the Office of Personnel Management (OPM), the Government Accountability Office (GAO) and Partnership for Public Service's Solutions Center Strategic Human Capital Planning case 2 studies. This human capital plan reflects the voice of the Department's leaders and managers. Our planning efforts relied extensively on the input of our leadership team and stakeholders, as well as the support and expertise of our Human Resources Services (HRS). Based on this collective input, we developed an approach and project plan to identify: Critical mission challenges likely to affect the Department in the short- and long-term; The types of employees needed now and in the future to achieve our mission and address critical challenges; Workforce trends likely to affect our ability to recruit, hire, develop, motivate, and retain the employees needed; and Ongoing and planned initiatives the Department should pursue to address the range of workforce challenges. To collect this information and begin to synthesize our plan, we completed an extensive review of our human capital policies, programs and progress in recent years. We also used a structured interview guide to complete interviews and focus groups with approximately 80 leaders and supervisors within the Department, assessing their views on our most mission critical human capital challenges and the actions needed to overcome those challenges. To supplement our leaders' views, HRS performed a significant amount of data analysis to assess the workforce trends developing within the Department; that data is summarized in the body of the Human Capital Management Plan. Based on this data collection effort, HRS outlined our significant challenges and strategies and convened a meeting with Department leaders to confirm the findings and the direction of the plan. Based on the leaders' input, we revised the outline and drafted a final 2004 human capital management plan. 2 See OPM's strategic human capital/workforce planning guidance at http://www.opm.gov/workforceplanning/. Also, see GAO, Human Capital: Key Principles for Effective Strategic Workforce Planning, GAO-04-39 (December 11, 2003) and the Partnership for Public Service's Solutions Center Strategic Human Capital Planning case studies at http://www.ourpublicservice.org/solutions/. ENSURING EQUAL ACCESS TO EDUCATION AND PROMOTING 17 EDUCATIONAL EXCELLENCE THROUGHOUT THE NATION


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First Alert CO410 Battery Operated Carbon Monoxide Alarm with Backlit Digital Display
About this item
- Battery operated carbon monoxide alarm with backlit digital display illuminates with hazard level when in alarm or when any button is pressed. Remote mute silences nuisance alarms by pressing any button on a standard household remote control (remote not included). Single button also tests alarm functions. Carbon monoxide alarm utilizes electrochemical sensor for increased accuracy. Has easy, front access to the battery. 7-year limited warranty. Carbon monoxide detector meets UL standards.
- Battery operated, 2 AA batteries included
- EZ view backlit digital display, easy viewing of danger levels, current, and peak co levels in your home. illuminates only when in alarm or button is pressed
- Remote controlled mute, point & click any remote control unit to quiet unwanted alarms (remote not included)
- EZ access battery door, front-open compartment allows easy battery change without dismounting alarm
- Mute button, mutes unnecessary alarms. also tests alarm functions with same button
- Low battery signal mute, quiets low battery signal for up to 8 hours
- Electrochemical sensor, most accurate technology available for detecting carbon monoxide compared to other common sensing technologies
- End of life timer, alarm chirps when it is time to replace it
- 2 AA batteries included
- Loud 85db alarm
- 7-year limited warranty, carbon monoxide alarms should be replaced every 5 years for maximum protection
- CO2 detector meets UL2034 standard.
Multi Pack Indicator: | No |
Model No.: | CO410 |
Shipping Weight (in pounds): | 0.5 |
Assembled in Country of Origin: | USA or Imported |
Origin of Components: | USA or Imported |
Walmart No.: | 553101095 |
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Kruger Optical® 10x32 mm BackCountry Compact Roof Prism Binoculars
Item # WX2-207104
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This item is shipped directly from the factory. To see the expected shipping date, please add to your Shopping Cart. Sorry, no express shipping available. We are unable to ship factory direct items to Alaska, Hawaii, Puerto Rico or APO or FPO addresses.
- Details & Specs
Premium 100% WATERPROOF Kruger Optical® 10x32 mm BackCountryTM Compact Binoculars.
It's exactly what you don't see that makes super-compact BackCountry Binocs truly exceptional. Like the image-enhancing phase prism coating. Or the broadband anti-reflection coating for brightness and color clarity unmatched in its price range.
It may not be evident on first glance, to the naked eye, but take one look through these go-anywhere, high-performance beauties and you'll see precisely what you've been missing!
Unrivaled performance:- 10X magnification, non-bulky 32 mm objective size
- 100% waterproof / fogproof / nitrogen purged
- Broadband anti-reflective high fidelity coated optics for brightness that far exceeds the price tag
- Bak-4 phase-coated prisms for superior image clarity
- Rugged metal body construction with textured armor for excellent grip
- F.O.V. is 290' @ 1,000 yds.
- Excellent long 18 mm eye relief, with twist-up eyecups
- Close focus is 3'
- Includes breathable Coolneck¿ quick-release neck strap
- Weighs just 16 ozs.
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text:
The unemployment rate has dropped to a 13-year low in the first fiscal quarter of 2008, Central Bureau of Statistics figures revealed on Wednesday.
Since the beginning of the fiscal year, unemployment has dropped by 0.4% to 6.3% of the workforce.
The number of employees in total has risen by 4.3%, comparing to the first quarter of 2007. 58.6% of all men are employed, as opposed to a mere 47.8% of women.
The most dramatic rise in the number of employees, 5.6%, was among university graduates, followed by 5.5% among business executives.
With 4.9%, the lowest unemployment rate was registered in central Israel, as opposed to 7.3% in the south.


text:
LiverKick.com Rankings - June 2012
- Written by Dave Walsh
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June 2012 | June 2012 | June 2012 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
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Dave Walsh
Dave Walsh has been covering MMA and Kickboxing since 2007 before changing his focus solely to Kickboxing in 2009, launching what was the only English-language site dedicated to giving Kickboxing similar coverage to what MMA receives. He was the co-founder of HeadKickLegend and now LiverKick. He resides in Albuquerque, New Mexico where he works as a writer of all trades.
His first novel, the Godslayer, is available now.
Latest from Dave Walsh
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On face value, the Bienville Legacy is a weird, vastly overpowered and visually shocking motorbike with a completely unique suspension system. But to the team that created it and the eccentric entrepreneur that bankrolled it, it's not just a motorcycle. It's a two-wheeled expression of blue-sky design, the realization of an idea unhindered by commercial realities – and the start of a movement that aims to celebrate and re-invigorate the idea of master craftsmanship in America. Read More
The Ducati 1199 Panigale is one of the hottest superbikes on the planet. It's also the first to come out with a gutsy, "frameless" design that, frankly, looks very odd when you pull its fairings off. But an engine like that deserves the love and attention of custom bike builders. So we ask the question: is it possible to make the Panigale look good as a naked streetfighter? Here's eight different attempts from designers around the world. Read More
Japanese design studio Nendo has launched a range of stationery with innovative twists on traditional ideas for its "by | n" brand. The range was conceived by Nendo founder Oki Sato, and includes a pen that becomes a tablet stylus, a ruler with graded markings for visibility on dark or light surfaces, and a rethought "cubic" rubber band that's easier to pick up and maintains a better grip on rolled documents. Read More
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Concept cars that could change transportation as we know it
The average concept car experiments with styling, technology and packaging to explore potential new ideas. Some concept cars take it a few steps further, not just rethinking the car but redefining what a car is and exploring ideas that could completely revolutionize the way we get from point A to point B. From vehicles that drive themselves, to cars that fly and fold, some of 2013's most interesting concept cars provided a lens into a very different future. Read More
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Anyone that's been to Las Vegas and caught a glimpse of the "Hot Babes" billboard circling around the city knows that vehicle advertising can be effective ... at least at grabbing your attention. A new bus concept by designer Tad Orlowski puts a more modern spin on the idea, integrating large LCDs on the broad sides of the bus. The screens can display a variety of information, including paid advertising, bus information and TV coverage. Read More
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Quote:which is more than can be said of Josette Normandeu on the terrible 'Deadly Arts' series- you would have to pay me £5 to own that one
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Over the last few weeks we've gone in depth here looking at the Redskins' current roster and using that to get an indication of who they might draft. Two days away from the draft we're going to summarize those needs on the offensive side of the ball; tomorrow, we'll look at the defense.
Current roster: Robert Griffin III (signed through 2015), Kirk Cousins (2015), Rex Grossman (2013), Pat White (2013)
Outlook: If Griffin was not recovering from a knee injury they might be on the lookout for a project quarterback who might be able to take over Cousins' backup duties in 2014. But with Griffin rehabbing all offseason long and his availability for the start of the season uncertain the third QB roster spot will go to Grossman. There is a chance that they will take a quarterback late and stash him on the practice squad.
Draft potential: Rounds 6-7
Current roster: Pierre Garçon (2017), Leonard Hankerson (2014), Santana Moss (2013), Josh Morgan (2013), Aldrick Robinson (2014), Dez Briscoe (2013), Darius Hanks (2014)
Outlook: Beyond Garçon, the receiver outlook for 2015, which will be RG3's contract year, is cloudy. Moss will be 34 before the season starts and he is in the last year of his deal. Morgan also has an expiring contract and Robinson, Briscoe, and Hanks need strong showings of they are going to remain on the roster. Hankerson will get two more hears to show his mettle but he remains a work in progress. Given that the Redskins have invested so much in Griffin, they need to surround him with as many weapons as is practical. Drafting a playmaking receiver at any point during the draft would make perfect sense.
Draft potential: Rounds 2-7
Current roster: Fred Davis (2013), Logan Paulsen (2015), Niles Paul (2014), DeAngelo Peterson (2015)
Outlook: Paulsen is the one rock solid element here. He is a very capable backup and special teams player but he could not be described as a weapon. Davis can fit that description but it is tough to count on him as he recovers from the torn Achilles he suffered last October. He should be able to play by the time the season starts but it remains to be seen if he is back in form. That, the possibility of a yearlong drug suspension and his short-term contract are concerns. Paul enters his second year tight end and he has to show that he can play a bigger role than being a special teams demon who occasionally takes snaps on offense. Peterson was on the practice squad last year so we will see what he can do in OTA's and training camp. It wouldn't be surprising to see the Redskins draft a tight end to develop, but not until sometime on Saturday.
Draft potential: Rounds 4-7
Running back
Current roster: Alfred Morris (2015), Evan Royster (2014), Roy Helu Jr. (2014), Keiland Williams (2013), Tristan Davis (2013) Darrel Young (FB) (2015), Dorson Boyce (FB) (2014), Eric Kettani (FB) (2015)
Outlook: Morris is the man here, of course and Young is going nowhere as he just signed a three-year deal. It seems that they are comfortable with Royster as Morris' backup. So the draft prospects really boil down to whether or not Helu can stay healthy. If he can, he's that change of pace/third-down back the team lacks. If not, they could go looking for one in the draft.
Draft potential: Rounds 5-7
Current roster: Trent Williams (2015), Tyler Polumbus (2014), Jeremy Trueblood (2013), Tom Compton (2014), Tony Pashos (2013)
Outlook: The key here is Compton. If they think he is good enough to be the swing tackle this year and a starter at right tackle, there would have to be a very good value on the board for them to take a tackle. If they are not confident in Compton they could take the plunge.
Draft potential: Rounds 3-7
Current roster: Kory Lichtensteiger (2017), Will Montgomery (2016), Chris Chester (2015), Josh LeRibeus (2015), Adam Gettis (2015), Pat Boyle (2014)
Outlook: As noted in a post earlier this month, the interior line seems to be set with veteran starters and young depth. They might take someone late if they want to push Gettis and LeRibeus but it would have to be a very good value on the board.
Draft potential: Rounds 6-7


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Simple method for reducing the depolarization loss resulting from thermally induced birefringence in solid-state lasers
Optics Letters, Vol. 24, Issue 12, pp. 820-822 (1999)
Acrobat PDF (240 KB)
A simple technique for reducing the loss that is due to depolarization resulting from thermally induced stress birefringence in solid-state lasers is reported. The technique uses a single intracavity quarter-wave plate with its fast or slow axis aligned parallel to the preferred plane of polarization, defined by an intracavity polarizer. This technique has been applied to a diode-bar-pumped Nd:YAG laser operating at 946 nm, resulting in a measured reduction in depolarization loss from ~1.7% to ~0.0006% and yielding a diffraction-limited, TEM00 , linearly polarized output power of 2.9 W for an incident pump power of 14.3 W.
© 1999 Optical Society of America
OCIS Codes
(140.3480) Lasers and laser optics : Lasers, diode-pumped
(140.3580) Lasers and laser optics : Lasers, solid-state
(140.6810) Lasers and laser optics : Thermal effects
(260.1440) Physical optics : Birefringence
(260.5430) Physical optics : Polarization
W. A. Clarkson, N. S. Felgate, and D. C. Hanna, "Simple method for reducing the depolarization loss resulting from thermally induced birefringence in solid-state lasers," Opt. Lett. 24, 820-822 (1999)
Sort: Year | Journal | Reset
- W. Koechner, Solid-State Laser Engineering (Springer-Verlag, Berlin, 1996), pp. 393–412.
- W. C. Scott and M. de Wit, Appl. Phys. Lett. 18, 3 (1971).
- Q. Lü, N. Kugler, H. Weber, S. Dong, N. Müller, and U. Wittrock, Opt. Quantum Electron. 28, 57 (1996).
- E. A. Lundstrom, "Wave plate for correcting thermally induced stress birefringence in solid state lasers," U.S. patent 4, 408, 334 (October 4, 1983).
- G. W. Ross, M. Pollnau, P. G. R. Smith, W. A. Clarkson, P. E. Britton, and D. C. Hanna, Opt. Lett. 23, 171 (1998).
- T. Kellner, F. Heine, V. Ostroumov, G. Huber, and T. Halldorsson, in Advanced Solid State Lasers, C. R. Pollock and W. R. Bosenberg, eds., Vol. 10 of OSA Trends in Optics and Photonics Series (Optical Society of America, Washington, D.C., 1997), p. 46.
- W. A. Clarkson and D. C. Hanna, Opt. Lett. 21, 375 (1996).
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Alan Mitchell
Balancing a budget in drag
PUBLISHED: 12 Nov 2011 00:02:01 | UPDATED: 12 Nov 2011 03:50:09PUBLISHED: 12 Nov 2011 PRINT EDITION: 12 Nov 2011The Gillard government needs two fiscal strategies: one that assumes Europe muddles through and another in case Europe trips the world into a second financial crisis.
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National Symphony Orchestra: Herbert Blomstedt, conductor / Beethoven & Strauss
Herbert Blomstedt conducts as the NSO continues to explore the genius of Beethoven through his breathtaking Fourth Symphony. Also on the program is Richard Strauss's symphonic tale of heroics, Ein Heldenleben.
- Thursday, February 16, 2012 - Sunday, February 19, 2012
- Concert Hall
- 90 minutes
- $20.00 - $85.00
Please use the event calendar to search for current events.
Program and Notes
- Ludwig van Beethoven
- Symphony No. 4 in B-flat major, Op. 60
- Richard Strauss
- Ein Heldenleben, Op. 40
David and Alice Rubenstein are the Presenting Underwriters of the NSO.
General Dynamics is the proud sponsor of the National Symphony Orchestra Classical Season.
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