Marco Benevento To Tour With The Arcs, Who Just Jammed With Joe Walsh In Nashville
Last weekend, Dan Auerbach‘s The Arcs were joined by guitarists Glenn Schwartz and the Eagles‘ Joe Walsh for a surprise set at Robert’s Western World in Nashville, Tennessee. Walsh and Schwartz played together in the ’60’s rock band James Gang, producing hits like “Funk #49” and “Walk Away.”The Arcs posted a photo of the surprise set (pictured above), along with a hint toward future projects with Schwartz and Walsh, saying “Inventors part deux is gon be so ill.” The Arcs vs. The Inventors Vol. 1, released last year, was billed as the first in a series of collaborative releases from the Arcs, and included musical icons Dr. John and Los Lobos‘ David Hidalgo. We have our fingers crossed for additional collaborative efforts!Also exciting for The Arcs, JamBase released an interview with Marco Benevento this morning, where he reveals his plans to join The Arcs on the road in late April as a fill in for the Arcs’ keyboardist, Richard Swift, who will be returning home to welcome his newborn child. The keyboardists have collaborated together on Benevento’s 2014 Swift record, so, for Swift, Benevento was an obvious choice.According to Benevento, Auerbach agreed that he was the “only guy” for the role, to which he responded, “Holy shit, what a nice thing to hear.”
Saint Mary’s senior Anabel Castañeda received this year’s Outstanding Senior Award at the Alumnae-Senior Champagne Brunch on Monday. A political science and communication studies double major, Castañeda was recognized for her involvement in the Student Government Association (SGA), her studies abroad and her service as the president of the Political Science Club. Selected by the College’s Alumnae Association Board of Directors, the Outstanding Senior Award recipient is nominated by peers, faculty and staff and exemplifies the values and spirit of Saint Mary’s. According to a College press release, Castañeda carries out the beliefs of her faith in daily living and is distinguished by scholarship, leadership and outstanding dedication to Saint Mary’s, evident through her participation in curricular and extracurricular activities. “Everyone here is outstanding, that’s what makes Saint Mary’s unique,” Castañeda said. “Receiving this award is a great way for me to look back at my time at Saint Mary’s and know I left a piece of me behind.” Castañeda’s award citation notes that her beauty is shown through her everyday interactions, including encouraging words, a hug, a smile or lending a hand to others, according to the release. Castañeda’s peers nominated her for her commitment to enhancing the Saint Mary’s experience. “She is committed to making Saint Mary’s the very best for all students. She actively recruits prospective students, hosting them overnight and giving them a wonderful experience. It is clear that she holds the College close to her heart,” a student nominator said. Since her first year on campus, Castañeda has served in several leadership roles, including her positions as international commissioner for Student Government Association and as president and treasurer of Al-Zahra, a club that celebrates North African and Middle Eastern traditions. Castañeda also earned an Intercultural Leadership Certificate through the Center for Women’s Intercultural Leadership. “When they describe the award as the heart of Saint Mary’s, it’s a lot of pressure,” Castañeda said. “It’s incredible to be honored with this award, especially considering they only choose one senior per year.” Castañeda said her Saint Mary’s experience and future goals were influenced by the work of College President Carol Ann Mooney. “President Mooney is my inspiration. I’d love to be president of the College one day,” Castañeda said. “I love that she is a Belle and a strong part of the College like us.” After studying abroad in Ireland during her time at Saint Mary’s, Castañeda will return to the country after graduation for a three-month internship at the U.S. Embassy this summer.,Saint Mary’s senior Anabel Castañeda received this year’s Outstanding Senior Award at the Alumnae-Senior Champagne Brunch on Monday. A political science and communication studies double major, Castañeda was recognized for her involvement in the Student Government Association (SGA), her studies abroad and her service as the president of the Political Science Club. Selected by the College’s Alumnae Association Board of Directors, the Outstanding Senior Award recipient is nominated by peers, faculty and staff and exemplifies the values and spirit of Saint Mary’s. According to a College press release, Castañeda carries out the beliefs of her faith in daily living and is distinguished by scholarship, leadership and outstanding dedication to Saint Mary’s, evident through her participation in curricular and extracurricular activities. “Everyone here is outstanding, that’s what makes Saint Mary’s unique,” Castañeda said. “Receiving this award is a great way for me to look back at my time at Saint Mary’s and know I left a piece of me behind.” Castañeda’s award citation notes that her beauty is shown through her everyday interactions, including encouraging words, a hug, a smile or lending a hand to others, according to the release. Castañeda’s peers nominated her for her commitment to enhancing the Saint Mary’s experience. “She is committed to making Saint Mary’s the very best for all students. She actively recruits prospective students, hosting them overnight and giving them a wonderful experience. It is clear that she holds the College close to her heart,” a student nominator said. Since her first year on campus, Castañeda has served in several leadership roles, including her positions as international commissioner for Student Government Association and as president and treasurer of Al-Zahra, a club that celebrates North African and Middle Eastern traditions. Castañeda also earned an Intercultural Leadership Certificate through the Center for Women’s Intercultural Leadership. “When they describe the award as the heart of Saint Mary’s, it’s a lot of pressure,” Castañeda said. “It’s incredible to be honored with this award, especially considering they only choose one senior per year.” Castañeda said her Saint Mary’s experience and future goals were influenced by the work of College President Carol Ann Mooney. “President Mooney is my inspiration. I’d love to be president of the College one day,” Castañeda said. “I love that she is a Belle and a strong part of the College like us.” After studying abroad in Ireland during her time at Saint wMary’s, Castañeda will return to the country after graduation for a three-month internship at the U.S. Embassy this summer.
View Comments After a long, grueling summer of pool parties, barbecues and non-Broadway-related beach trips, fall is finally, finally just around the corner. And you know what that means—a whole crop of new Broadway shows! From buzzed-about revivals like This Is Our Youth and It’s Only a Play to new stuff like The Last Ship and The Country House, there are some seriously amazing sounding shows coming up in the next few months. So we want to know: Which new fall show are you the most excited to see on Broadway? Cast your vote below!
Volume XXXNumber 1Page 15 By Gary WadeUniversity of GeorgiaGiven Georgia’s unpredictable climate, most gardeners are lookingfor tough, drought-tolerant, heat-tolerant, low-maintenanceplants with outstanding seasonal qualities. Georgia Blue veronica (Veronica peduncularis ‘GeorgiaBlue’) has all these qualities and more. It’s an easy choice fora prestigious Georgia Gold Medal in 2005.Georgia Blue veronica isn’t a University of Georgia introduction.It doesn’t hail from the state of Georgia at all. It was found inthe Republic of Georgia (formerly part of the Soviet Union) byEnglish plantsman Roy Lancaster, who introduced and named itafter the country of origin.Georgia Blue veronica is a herbaceous perennial that grows like aground cover and has beautiful, sky-blue flowers in early spring.Planted over bulbs such as daffodils, it provides a dramaticcolor contrast and spectacular floral display as it blooms inconcert with the bulbs. Yellow, white and cream-colored daffodilslook particularly nice when blanketed by the carpet of blue.Other usesIt’s an excellent choice for container plantings and rockgardens, too. It provides the visual appeal of a woodland streamspilling over the sides of containers or cascading over rocks.Growing just 4 to 6 inches tall and 2 feet wide, Georgia Blueveronica tends to hug the ground and remain compact. Theevergreen leaves are only about 1 inch long, elliptical-shapedand finely toothed. They’re dark green in summer and turn aburgundy-bronze in winter.Gardeners who like plants that bloom a long time will loveGeorgia Blue veronica. From February to April, it bears anabundance of tiny, true-blue flowers with white centers. At timesduring the bloom cycle, the foliage is masked by all the flowers.The flowers are highly attractive to bees and butterflies.Grows anywhereGeorgia Blue veronica is hardy in zones 5 to 8 and thrives infull sun and partial shade. Although it grows vigorously andspreads by creeping rootstocks, it’s not aggressive or invasive.When it reaches the limits of its growing area, it can be shearedback and easily maintained within a bed.Well-drained soils and good nutrition are essential for successwith Georgia Blue veronica. A light application of 10-10-10fertilizer every two months and watered in during the firstseason will get it off to a good start.Once it’s established, a light application of a completefertilizer such as 16-4-8 in early spring and late summer will itkeep it looking its best. New plants can be grown from seed orpropagated by dividing established plants in spring or fall.(Gary Wade is an Extension Service horticulturist with theUniversity of Georgia College of Agricultural and EnvironmentalSciences.)
Income 2008Two-Year-Average Median Household Income by State: 2006 to 2008 (Income in 2008 dollars. For information on confidentiality protection, sampling error, nonsampling error, and definitions, see ) From 2006 to 2008, Vermont households lost an average of $5,757 in income, the second worst in the nation and the largest percentage decrease at 10.3 percent. New Jersey had the highest income drop at $7,214 and the second highest percentage loss at 10.1 percent. Georgia was third worst ($3,404, -6.4 percent). The biggest factor appears to be in investment income as the stock market fell precipitously from its high in October 2007 through the end of 2008 and beyond. On October 12, 2007 when the Dow Jones average closed at a record 14,903 to October 10, 2008, when it closed 8,451, is the worst one-year performance since the Great Depression. Vermont counts on “unearned” income more than most states when calculating household income. This would seem to indicate that when 2009 numbers come out in about a year, Vermont should see a marked improvement as the Dow now stands at 9,789 (9.29.2009).Having said that, looking at just 2007 to 2008, even as the recession worsened and stocks plunged, income in Vermont actually rose marginally by 0.7 percent to $52,104, ranking Vermont just above the national average. Real median household income in the United States fell between the 2007 American Community Survey and the 2008 ACS, as household income decreased 1.2 percent to $52,029.Median household income estimatesin the 2008 ACS ranged from a median of $70,545 for Maryland to $37,790 for Mississippi. Real median household income rose between the 2007 ACS and the 2008 ACS in 5 states compared to 33 states that showed an increase between the 2006 ACS and the 2007 ACS. For the states that experienced increases, two states were in the South, Louisiana and Texas; two were in the Northeast, New York and New Jersey; and one was in the Midwest, Kansas.Real median household income decreased between the 2007 ACS and 2008 ACS in five states Arizona, Indiana, Michigan, California, and Florida compared to only one state, Michigan, which experienced a decline between the 2006 ACS and the 2007 ACS. In 40 states and the District of Columbia, real median household income in the 2008 ACS was not statistically different from that in the 2007 ACS. Median household incomes in 18 states and the District of Columbia were above the U.S. median, while 29 state medians were below it. Three states had median household incomes that were not statistically different from the U.S. median.By comparison, monthly housing costs from 2007 to 2008 followed a similar trend with median household income by rising in Vermont (1.9 percent, $1,471) while falling nationally (-0.3 percent, $1,514). Again, the 2009 numbers could look significantly different by this time next year as home prices have fallen dramatically across the country as foreclosures have risen over the last few years. Even Vermont, which has had the lowest foreclosure rate in the nation, has seen that number increase. Home values nationally increased this past summer as first-time homebuyers took advantage of the federal $8,000 tax credit. But recently home values have fallen as the stimulus measure seems to have played out. 2005-2006 Median money income2007-2008 Median money incomeDollar ChangePercentage changeUnited States51,28351,233-50-0.1Alabama40,75144,1553,4058.4Alaska60,94564,7013,7566.2Arizona49,86347,972-1,891-3.8Arkansas40,00140,9749732.4California58,07857,445-633-1.1Colorado57,55962,2174,6588.1Connecticut64,66265,6449831.5Delaware56,25253,695-2,558-4.5District of Columbia50,69554,1623,4676.8Florida48,09546,206-1,890-3.9Georgia51,67348,369-3,304-6.4Hawaii65,14664,002-1,145-1.8Idaho49,03649,2472110.4Illinois52,67753,8891,2122.3Indiana47,64747,8982520.5Iowa51,33950,465-875-1.7Kansas47,49849,1191,6213.4Kentucky41,32041,058-262-0.6Louisiana40,01641,2321,2163.0Maine48,59248,481-111-0.2Maryland67,36465,932-1,433-2.1Massachusetts60,43460,515810.1Michigan51,30550,528-777-1.5Minnesota59,91057,607-2,303-3.8Mississippi36,67437,5799052.5Missouri47,50746,906-602-1.3Montana42,52444,1161,5923.7Nebraska52,13450,896-1,238-2.4Nevada54,50055,4409401.7New Hampshire64,51268,1753,6635.7New Jersey71,28464,070-7,214-10.1New Mexico42,85044,0811,2312.9New York51,76350,643-1,120-2.2North Carolina44,44144,058-384-0.9North Dakota45,18449,3254,1429.2Ohio48,88448,960770.2Oklahoma41,49745,4943,9989.6Oregon49,49551,9472,4525.0Pennsylvania51,41650,850-566-1.1Rhode Island55,98054,767-1,213-2.2South Carolina43,33844,0346961.6South Dakota48,05149,9011,8503.9Tennessee43,45841,240-2,218-5.1Texas45,96647,1571,1912.6Utah59,39559,062-333-0.6Vermont55,71649,959-5,757-10.3Virginia59,12661,7102,5844.4Washington57,14858,4721,3242.3West Virginia40,61140,8512400.6Wisconsin52,22352,22410.0Wyoming49,77751,9772,2004.4 * Statistically different from zero at the 90-percent confidence level.1 The 2-year-average median is the sum of two inflation-adjusted single-year medians divided by 2.2A 90-percent confidence interval is a measure of an estimate’s variability. The larger the confidence interval in relation to the size of the estimate, the less reliable the estimate. For more information see “Standard errors and their use” at Source: U.S. Census Bureau, Current Population Survey, 2006 to 2009 Annual Social and Economic Supplements.
Green Mountain Coffee Roasters, Inc has leased a 53,500-square-foot Class A commercial office building designed to LEED Gold standards at Technology Park’s 177-acre corporate campus in South Burlington. Founded in 1981, Green Mountain Coffee Roasters, Inc. has become one of the state’s largest and fastest growing companies and an iconic brand that competes throughout North America. In keeping with its commitment to environmentally sound business practices, Green Mountain Coffee Roasters, Inc. will lease an existing but never occupied commercial office building designed to the US Green Building Council’s LEEDâ ¢ (Leadership in Energy and Environmental Design) Gold standards.The building was constructed by ReArch Company (www.rearchcompany.com(link is external)) of South Burlington and designed by S2 Architecture (www.s2architecturestudio.com(link is external)) of Shelburne. Green Mountain Coffee Roasters, Inc. will physically occupy the building once their interior design is finalized and ReArch Company completes the tenant improvements.Green Mountain Coffee Roasters, Inc.’s commitment to social responsibility, sustainable business practices and support of local communities along with the company’s continued growth and strong corporate leadership, make it an ideal addition to Technology Park’s assortment of highly successful local, national and internationally renowned tenants including Ben & Jerry’s Homemade, Inc., The SymQuest Group, Gallagher, Flynn & Company, JPMorgan Chase, MBA HealthGroup, Test America, the University of Vermont, and Fletcher Allen Health Care, amongst others. Technology Park’s strategic site only minutes from Burlington International Airport, Interstate 89, and downtown Burlington makes it an excellent location for companies to build upon their success by offering ease of access and multi-modal transportation opportunities. In addition to acres of landscaped grounds bisected by both walking and bike paths, and LEED certified and distinctive Class A commercial architecture Technology Park features an onsite 24-hour health club and an onsite deli-style cafeteria with corporate catering services, an onsite substation providing highly reliable and redundant power and multiple fiber optics vendors offering tenants competitive pricing and choice of service.Source: Technology Park (www.vermonttechnologypark.com(link is external)). 3.25.2011Green Mountain Coffee Roasters, Inc. (www.gmcr.com(link is external))
I mentioned in a blog post a few weeks ago that NAFCU hires for aptitude and attitude. We seek out future employees who are energetic and demonstrate enthusiasm for our mission of helping our member credit unions.In other words, we look for emotional intelligence in those we hire. As you know, it doesn’t always work but I think we have been doing a much better job of it at NAFCU. And, of course, there is difficulty in dealing with certain segments of the millennial generation. (But, we’ll save that topic for a future blog post!)Entrepreneur magazine staff writer Carolyn Sun provides seven interview questions that help organizations find “employees with stellar emotional intelligence.”Among her questions:– If you were starting a company tomorrow, what would be its top three values? continue reading » 72SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr
There are so many things for an employee to learn when he starts a new job at a new organization. Working with new systems, processes and procedures. Meeting new people. Navigating the organization’s culture, norms and politics. Finding a good coffee or lunch spot.According to an Aberdeen research study, as many as 87% of new employees are not fully committed to a new job for the first six months. In order to gain a new employee’s commitment that turns into long-term loyalty, it is essential that we provide ample opportunities for new employees to be put at ease, learn through effective methods and build solid relationships with others.Many companies have a comprehensive Orientation program that introduces new employees to these concepts, as well as completing necessary paperwork. But even the best Orientation programs are unable to cover everything – particularly when there are a variety of roles up, down and across your organization who are provided the same Orientation experience.While Orientation is an important component of the Onboarding experience, it is not the only part to consider. Orientation is an event, typically lasting anywhere from a few hours to a few days. Onboarding, however, is a process that truly begins as soon as a potential candidate completes an application or submits a resume, and can end as much as 12 months post-hire, sometimes longer.A solid Onboarding experience must be a joint effort between the HR/Learning teams and other key stakeholders. Consider the cast of characters who should play a part in the successful hiring and early experiences of a new employee. Depending on your organization’s structure, a few of these characters may include:Human ResourcesLearning and Development/TrainingITExecutivesSupport/Administrative staffCo-workersClientsAnd, of course, the hiring manager. Of all the people who must be involved in a new employee’s welcome and Onboarding, no other role can help – or hinder – a new employee’s success quite like the hiring manager.If you hire and manage people, these 5 go-to rules will help you provide a rich, welcoming experience when a new employee joins your team:Rule #1: Create meaningful connections – Take the time to personally welcome your new employee to the team. Make introductions to key individuals and teams with whom your new employee will frequently interact. Provide a guide or “buddy” to assist during the first few weeks on the job. Helping a new employee feel connected to others within the organization will help him learn faster, assimilate within the culture and increase the likelihood of staying long-term.Rule #2: Share relevant learning content – Perhaps your new employee will be participating in formal training as he begins in his new role. Great. Consider that your starting point: the 70-20-10 learning model suggests that the most effective learning (approximately 70%!) occurs through informal means. This can happen through on-the-job observation, stretch assignments, job aids and resources, special projects and other practical opportunities. About 20% of learning happens through building relationships – coaching, mentoring, feedback sessions, even social media. 10% happens through formal training – classroom or online, certification programs, and seminars or conferences. Your new employee’s Onboarding experience should be a deliberate blend of all three components.Rule #3: Connect the dots – Even the most thorough content is irrelevant without having the context to understand it. The “fire hose” approach is not effective, even with experienced, quick-learning professionals. At every opportunity, explain WHY when providing new information with a new employee. Even better? Explain the W.I.I.F.M. (What’s In It For Me) too. Arm your new employee with helpful understanding of policies, procedures, products and services.Rule #4: Communicate with intention – Be present for your new employee. Physically and emotionally. The transition to a new organization is a time of uncertainty, even for the most confident and capable. Make your new employee a priority: set aside time each day, sometimes multiple times during the day, to connect with your new employee. Discuss the daily agenda. Answer questions. Provide feedback and ASK for his feedback as well. Set clear performance expectations for the first 30-60-90 days, and check for progress regularly. Simply put – be the manager you would want to work for.Rule #5: Focus on your customer – Every employee in your organization touches the customer experience, either directly or indirectly. The hiring manager should quickly establish a direct line of sight between the new employee and credit union members, even if it is not a direct path. Make it absolutely clear how that new employee’s role and department impacts the organization, and how your team adds value. Regularly discuss this point with new and existing team members, to maintain that direct line of sight and to keep a laser focus on the customer experience.As the manager, your team’s ongoing success rests on your shoulders. While they are responsible for their own performance, you are accountable for your team’s overall impact. Taking ownership of your new employee’s Onboarding experience is an involved process, one that requires intentional planning and execution. But providing a robust Onboarding experience sends a clear message that you are investing in your team’s success, as well as the organization’s overall success. You are the linchpin for that new employee’s long-term learning, engagement and loyalty. Certainly a tough job, but what a privilege!You’ve got this, hiring manager. 96SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr,Michelle Baker Michelle Baker has been a champion of workplace learning for over 15 years. She is the Talent Development Manager for FORUM Credit Union in Indianapolis, Indiana, as well as a … Web: www.forumcu.com Details
A survey on the state of travel sales for the summer of 2017, recently conducted by UHPA among its members, showed that most travel agencies in the first half of the year saw an increase in package sales compared to 2016.Some agencies achieved the same or higher sales of arrangements for Croatia and abroad compared to 2016. For most agencies, this is an increase of 5 to 15 percent, while very few have achieved growth of about 30 percent or more. The increase in sales is interpreted by the representatives of the agencies as a result of a richer and more diverse offer with which most agencies entered the market much earlier this year than last year. “Despite the difficult business conditions of travel agencies, sales are going well and we can be satisfied with the preliminary results. I hope this trend continues. Statistics show that in Croatia there were over 16 million arrivals and over 91 million overnight stays last year, and it should be noted that up to 80% of all guests in the pre-season and post-season are guests brought by travel agencies. It should also be noted that the share of UHPA members in tourism is about 50 percent. In order to be competitive, travel agencies continuously monitor trends and demand, adapt to market requirements, invest in human resources, the latest technologies and solutions. The role of tourist agencies is crucial in the development of the entire Croatian tourism, which is defined in the Strategy for the Development of Croatian Tourism until 2020. This is not a negligible fact. In order to survive and achieve even better results, it is necessary to create the preconditions for stronger and better cooperation between the public and private sectors. ”Points out Tomislav Fain, President of UHPACapacities on the Adriatic are already quite full and it is difficult to get a free room because some hotels have already closed sales to agencies. Given that the period of the most intensive sale of arrangements for the summer of 2017 is still underway, representatives of travel agencies believe that more realistic figures on the state of sales in the first six months of this year and forecasts by the end of the year should be waited for. For the citizens, the Adriatic will be the first choice for holidays this year as well, and a slightly smaller number are opting for destinations abroad or in the interior of Croatia, where a significant step forward has been made in some destinations in terms of enriching the tourist offer. A large part of domestic tourists will, as usual, spend the summer in their holiday homes or with friends. Of the domestic destinations, exceptional interest and an increase in sales of the agency are recorded in central and southern Dalmatia (Zadar, Šibenik, Makarska and other places on the Makarska Riviera, Dubrovnik region, Split region and the islands of Hvar and Brač). The most popular in the Istrian region are Poreč, Rovinj and Medulin, and in Kvarner Crikvenica, Opatija and the islands of Lošinj and Krk.Tomislav Fain, President of UHPEWhen it comes to travel abroad, citizens most often opt for Italy (Tuscany, southern Italy, Sicily and Rome). They are followed by Greece (Crete, Santorini, Rhodes and Athens), France (southern France and Paris), Spain (Ibiza, Mallorca, Madrid, Barcelona) and Turkey. Those with deeper pockets opt for cruises or long trips where the Caribbean, Cuba, the Mediterranean and China, India and Mexico are the most common choices. City trips to European capitals (London, Paris, Rome) and multi-day bus tours (Italy, Austria, France) are very popular. The survey showed that most citizens book their trip at the agency’s office (over 58%), which confirms that they prefer direct contact with professional andexperienced travel advisors who will, according to their wishes and needs, offer them the best options.17,6% opt for reservations via the online platform, 11,8% via subagent, and 5,9% of clients contact the agency on the recommendation of loyal and satisfied passengers. The share of sales of services to corporate clients is 5,9%. The most common way to pay for travel is to pay in installments with one of the cards (over 50%) or via a consumer loan (around 44%), while the rest refers to one-time card payments, bank transfers or cash.When asked what the problems of travel agencies in Croatia are, Fain points out that business is burdened with a number of problems, both at the global and local level. World insecurity and terrorism, especially the recent attacks in several European cities (London), have had a negative impact on the already declining sales of foreign arrangements.”We are still troubled by a series of open issues related to laws and regulations in tourism, which are to be adopted soon. In relation to our main competitive markets, we apply the tax law (VAT) which does not protect the interests of the Croatian tourism industry. Furthermore, the application of a special procedure for the taxation of travel agencies on the basis of the European Tax Directive, the abolition of which we have requested, is also a problem for us. Our research reaffirmed that agency work is hampered by: undeclared work, unfair competition, transfer issues, lack of quality manpower, delays in infrastructure investments, timely and quality season preparation, construction site work and noise at the heart of the season, ineffective inspections, various business conditions and a number of other issues that UHPA, as the leading professional association in tourism in Croatia, continuously discusses with all partners and institutions at the local and national level, in order to facilitate the day-to-day operations of travel agencies.. ”Concluded Fain.
At its session held on Thursday, July 27, 2017 in Ston, the Tourist Board of the Dubrovnik-Neretva County Tourist Board selected a new visual identity for the Dubrovnik-Neretva County Tourist Board, ie the destination of the Dubrovnik Riviera.The selection of the new sign was preceded by a thorough preparation of the competition with the Croatian Society of Designers, the announcement and implementation of a public call for tenders and the selection of the best solutions submitted to the competition. The best work, according to the Jury of the Visual Identity Design Competition of the Dubrovnik-Neretva County Tourist Board, was the work entitled EMBLEM of the author team Prospekt from Rijeka (Nikola Šubić, Martina Vasilj and Mile Kušić). After an agreement with the Dubrovnik-Neretva County Tourist Board, the author’s team finalized the awarded work and made several proposals for selection.In relation to the awarded work, only the name / name “Dubrovnik & AROUND” was changed and replaced with “Dubrovnik Riviera / Dubrovnik Riviera”. The sign has not been changed and remains in the original solution of the author team.The selected visual identity is based on a systematic solution derived from the recognition of the leading features of the County, in which the perception of tourists and citizens overlaps. These leading features are then associated with, as the authors say, “icons”, ie symbols that are common to the City of Dubrovnik and the entire County: the sun, walls, ships and boats, agricultural products, islands and the sea / water. Each of these “icons” is accompanied by a grapheme – a simple linear form – which develops the graphic language of the roof sign solution and its mutations in applications for certain areas of the County, but also for all other applications such as cultural institutions or theme parks. “The system of graphemes is sufficiently understandable and visually coherent, and it is especially interesting how different stories are told, told in a very concise visual and symbolic language. This aspect of the project provides an opportunity for further elaboration. The solution is graphically reduced enough to be easily applicable in various formats and contexts, while maintaining readability and recognizability. ” stand out from the Dubrovnik-Neretva County Tourist Board.