Suchergebnisse

The materials in this series of the Administration and Finance Administrative Files reflect the work of Herman J. Brames, former Vice President of Administration and Finance at the University of South Florida St. Petersburg. Mr. Brames joined USF in 1964 as a resident instructor in Beta Hall on the Tampa campus. He also taught behavioral science courses in the College of Basic Studies. By 1965, USF applied to the federal government to take over the former site of the United States Maritime Service Training Station along Bayboro Harbor. Mr. Brames came to the campus as center administrator in August 1966. Over the years, he held many leadership positions on campus, retiring in the spring of 2003 as vice president of Administration and Finance. This position included oversight of campus site acquisitions and improvements, physical plant, and auxiliary services. The bulk of the collection (dates: 1963 to 1984) is composed of property information related to the original campus site along Bayboro Harbor and annual reports submitted to the United States Department of Health, Education, and Welfare (HEW) to comply with terms for acquiring this site. The overall collection (inclusive dates: 1913 to 1999) also contains various correspondence, reports, site files, and other documents related to the growth of the USF St. Petersburg campus through the 1990s.

The materials in this series of the Administration and Finance Administrative Files reflect the work of Herman J. Brames, former Vice President of Administration and Finance at the University of South Florida St. Petersburg. Mr. Brames joined USF in 1964 as a resident instructor in Beta Hall on the Tampa campus. He also taught behavioral science courses in the College of Basic Studies. By 1965, USF applied to the federal government to take over the former site of the United States Maritime Service Training Station along Bayboro Harbor. Mr. Brames came to the campus as center administrator in August 1966. Over the years, he held many leadership positions on campus, retiring in the spring of 2003 as vice president of Administration and Finance. This position included oversight of campus site acquisitions and improvements, physical plant, and auxiliary services. The bulk of the collection (dates: 1963 to 1984) is composed of property information related to the original campus site along Bayboro Harbor and annual reports submitted to the United States Department of Health, Education, and Welfare (HEW) to comply with terms for acquiring this site. The overall collection (inclusive dates: 1913 to 1999) also contains various correspondence, reports, site files, and other documents related to the growth of the USF St. Petersburg campus through the 1990s.

The materials in this series of the Administration and Finance Administrative Files reflect the work of Herman J. Brames, former Vice President of Administration and Finance at the University of South Florida St. Petersburg. Mr. Brames joined USF in 1964 as a resident instructor in Beta Hall on the Tampa campus. He also taught behavioral science courses in the College of Basic Studies. By 1965, USF applied to the federal government to take over the former site of the United States Maritime Service Training Station along Bayboro Harbor. Mr. Brames came to the campus as center administrator in August 1966. Over the years, he held many leadership positions on campus, retiring in the spring of 2003 as vice president of Administration and Finance. This position included oversight of campus site acquisitions and improvements, physical plant, and auxiliary services. The bulk of the collection (dates: 1963 to 1984) is composed of property information related to the original campus site along Bayboro Harbor and annual reports submitted to the United States Department of Health, Education, and Welfare (HEW) to comply with terms for acquiring this site. The overall collection (inclusive dates: 1913 to 1999) also contains various correspondence, reports, site files, and other documents related to the growth of the USF St. Petersburg campus through the 1990s.

The Commission on Colleges of the Southern Association of Colleges and Schools (SACS-COC) serves as the regional accrediting body for postsecondary academic institutions in the southeastern United States. Regionally accredited institutions generally recognize course work, academic programs, and transfer credits from other similarly accredited colleges and universities. Beginning with its inception as the first branch campus of the University of South Florida (USF) in July 1965, the University of South Florida St. Petersburg's academic programs received full recognition under the umbrella of the colleges and academic divisions of the USF Tampa campus. Changes in legislation and a memorandum of delegation between USF and USF St. Petersburg have since provided for increased autonomy in academic, curricular, and fiscal matters. After hiring a substantial number of new faculty and creating distinct colleges and programs of distinction at USF St. Petersburg, members of the campus community compiled and submitted an application to SACS-COC seeking separate accreditation of academic programs. The materials in this collection represent an archival copy of the SACS-COC application that campus administrators sent to the SACS office in Atlanta, Georgia. Since the submission of the 2004 application and 2006 compliance certification, USFSP has received separate accreditation within the USF System.

The Commission on Colleges of the Southern Association of Colleges and Schools (SACS-COC) serves as the regional accrediting body for postsecondary academic institutions in the southeastern United States. Regionally accredited institutions generally recognize course work, academic programs, and transfer credits from other similarly accredited colleges and universities. Beginning with its inception as the first branch campus of the University of South Florida (USF) in July 1965, the University of South Florida St. Petersburg's academic programs received full recognition under the umbrella of the colleges and academic divisions of the USF Tampa campus. Changes in legislation and a memorandum of delegation between USF and USF St. Petersburg have since provided for increased autonomy in academic, curricular, and fiscal matters. After hiring a substantial number of new faculty and creating distinct colleges and programs of distinction at USF St. Petersburg, members of the campus community compiled and submitted an application to SACS-COC seeking separate accreditation of academic programs. The materials in this collection represent an archival copy of the SACS-COC application that campus administrators sent to the SACS office in Atlanta, Georgia. Since the submission of the 2004 application and 2006 compliance certification, USFSP has received separate accreditation within the USF System.

The Commission on Colleges of the Southern Association of Colleges and Schools (SACS-COC) serves as the regional accrediting body for postsecondary academic institutions in the southeastern United States. Regionally accredited institutions generally recognize course work, academic programs, and transfer credits from other similarly accredited colleges and universities. Beginning with its inception as the first branch campus of the University of South Florida (USF) in July 1965, the University of South Florida St. Petersburg's academic programs received full recognition under the umbrella of the colleges and academic divisions of the USF Tampa campus. Changes in legislation and a memorandum of delegation between USF and USF St. Petersburg have since provided for increased autonomy in academic, curricular, and fiscal matters. After hiring a substantial number of new faculty and creating distinct colleges and programs of distinction at USF St. Petersburg, members of the campus community compiled and submitted an application to SACS-COC seeking separate accreditation of academic programs. The materials in this collection represent an archival copy of the SACS-COC application that campus administrators sent to the SACS office in Atlanta, Georgia. Since the submission of the 2004 application and 2006 compliance certification, USFSP has received separate accreditation within the USF System.

2020 marks the 25th anniversary of the Department of Political Governance of St. Petersburg State University. During the existence of the department, the scientific activity of its employees and graduate students led to the formation of the St. Petersburg scientific school of the theory of public governance and policy. The article describes the main thematic and theoretical issues that are in the field of research interests of the school's participants. A number of challenges that public policy and governance face in the context of growing diversity, mobility and uncertainty of social development are noted. The role of historical traditions in studying public administration at St. Petersburg University is emphasized. The main ideas, notions and concepts developed by the school's participants are revealed: the concept of a coordinating state, the development of the theory of administrative and political networks, the principle of cooperation, a cognitive approach to public administration, the theory of public governability and the formation of institutional for- mats of digital governance. It is highlighted that the development of governance research was based on the formation of scientific cooperation networks and financial support from a number of national foundations.

The article deals with the problems of staffing of the St. Petersburg office of the State Bank and their employees' salaries. This topic has not been researched in the national and foreign historiography, which excluded the possibility of referencing previously published works. The article is based on the record keeping documents from the Russian State Historical Archive. St. Petersburg office of the State Bank was established in 1894, being a part of the Corporate Administration of the main credit institution of the country. It was one of the largest local branches of the bank that executed the largest credit operations in the country. For this reason, the staff of this office was the most numerous and the most compensated in terms of pay. At the end of 1896 it comprised 463 full-time employees, while 54 more candidates were on the wait list for possible vacancies. Meanwhile the remaining branches and offices of the bank together had a staff of slightly less than 700 people. In addition to full-time employees, there were in the capital branch of the State Bank numerous support staff, including information security workers, brochure makers, janitors, security guards, laundresses and others. Salaries of officials of this unit were the highest. Although formally the official payment in the bank was established by law and in general was the same for all employees of the bank in all its branches; the corporate office of this institution paid their employees more generously by means of bonuses.

The article considers the phenomenon of the mobilization model of the economy of the Soviet Union in the interwar period through the concepts of technological zones by Oleg Grigoriev and the pendulum model of management by Alexander Prokhorov. These concepts allow us to analyze the structural features of the Soviet technological zone and its differences from the technological zones of capitalist economies. It is also shown that the domestic technological zone could be formed only in mobilization conditions, when the state management system was formed, ensuring a high level of resource mobilization and their redistribution to special strategic areas of development. The emergency management system creates a mobilization type of economy, which is characterized by: the identification of priority economic units (from economic sectors to enterprises) of strategic importance; centralized management, long-term planning; concentration of investment capital in the production sector; and broad state participation in the economic sphere. A striking historical precedent for an effective mobilization economy is the Stalinist economic model, thanks to which the Soviet Union won an economic victory over Germany at the end of 1942. The selected priorities of the Soviet economy of the Stalinist period are still relevant today: the military-industrial complex; the fuel and energy complex; the agro-industrial complex; the transport system; and the education system. Thanks to the development of these priority socio-economic spheres of the Soviet period, the Russian Federation has a significant and unique scientific and technological, production and personnel base. In the USSR after the Second World War, an innovative model of state development was implemented, which relies on the production of new knowledge.

The paper based on materials from Fonds 77 "Relations between Russia and Persia" of the Russian State Archive of Ancient Acts describes numerous episodes related to robberies and other conflicts between Russian and Iranian subjects in the context of the common amiable policy of their monarchs. Almost every letter from Shah Safi I (1629–1642) which was addressed to Mikhail Fedorovich contained assurances of a friendly attitude ("loving friendship"). The strategic line chosen by the two monarchs aimed at preserving and developing trade contacts between the two states was noticeably limited to tactical actions for the personal benefit of Russian and, to a larger extent, Iranian officials, representatives of the regional administration. The uprisings on the periphery of the Safavid state, in particular in Gilan, were accompanied by numerous cases of robbery of the tsar's subjects. The Cossack raids, which intensified in the Caspian in view of Moscow's ban on "going" to the Black Sea coast in the early 1630s, were already one of the main obstacles to Iranian trade. At the same time, the example of the embassy of the merchant (in Russian — kupchina, tsar's or shah's trade representative) Khvaji Rakhmat (1630–1631), the attempts of the Astrakhan governors to stop the robberies of the Cossacks on the Caspian coast, as well as the actions of the Shah to compensate for the property robbed in Lakhidjan, demonstrate that the two sides intended to maintain the "loving friendship", albeit with varying degrees of success.