Eisler and the Rockefeller Foundation Music Projects
Total Page:16
File Type:pdf, Size:1020Kb
Load more
Recommended publications
-
Nelson A. Rockefeller's Office of Inter
i i i Cramer_Prutsch 6/20/2012 10:47 Page 15 i Nelson A. Rockefeller’s Office of Inter-American Affairs and the Quest for Pan-American Unity: An Introductory Essay Gisela Cramer and Ursula Prutsch This volume is concerned with a United States war agency that was estab- lished in August 1940 as the Office for Coordination of Commercial and Cul- tural Relations Between the American Republics (OCCCRBAR), but came to be better known as the Office of the Coordinator of Inter-American Af- fairs (OCIAA) or Office of Inter-American Affairs (OIAA). The OIAA, as we will refer to it for the sake of brevity, was the product of intense security concerns. By mid-1940, Nazi Germany had occupied vast areas of continental Europe and now seemed poised to crush the last remnants of Allied resistance. Though the future course of the war was impossible to foresee, U.S. policy makers feared that Nazi Germany’s vastly enhanced power would have pro- found repercussions well beyond the confines of the Old Continent and not least in Latin America. To many observers in the United States, Latin Amer- ica seemed ripe for a political, cultural and economic penetration, or even invasion, by Nazi Germany. Few observers in the United States trusted in the steadfastness of Latin American governments when it came to resisting the lures of Nazi Germany and its fascist allies. Democracy had not taken root in most of the countries south of the Rio Grande, and while knowl- edgeable analysts distinguished between Latin-style authoritarianism and the newer brands of European totalitarianism, they still viewed them as being rather compatible in practical policy terms. -
The Place of NORC in the Development of Survey Research in the U.S.1
FINAL The Place of NORC in the Development of Survey Research in the U.S.1 Norman M. Bradburn and James A. Davis NORC at the University of Chicago What we now think of as public opinion research, based on the new technology of sample surveys, came into being in the 1930s, notably through the work of George Gallup, Elmo Roper and Archibald Crossley. Harry H. Field, an ex-pat Englishman, who in 1935 had worked for Gallup in Young and Rubicam’s research department, and later formed his own People’s Research Corporation to conduct sample surveys, worried that the results of these new sample surveys, which were mostly reported in newspapers, would be distorted or comprised by the political bias of the sponsors. He believed that a non-profit public opinion research organization that would conduct research in the public interest was needed to protect democracy from the potentially politically biasing effects of the media. It would not do market research or even forecast elections. It would offer its national sample and field staff, on a cost basis, to nonprofit organizations and to university social scientists. It would also conduct methodological experiments to improve the art and science of public opinion measurement. With this idea in mind, he set out in 1941 to found such an organization. The fruit of his efforts was the National Opinion Research Center, now NORC at the University of Chicago. Establishing such a center was not easy. Harry Field, however, had the strong support of the leaders in the world of survey research such as Gallup, Roper and Crossley. -
Final Report of the Rockefeller Foundation Bellagio Center Convening: October 21–23, 2015
FINAL REPORT OF THE ROCKEFELLER FOUNDATION BELLAGIO CENTER CONVENING: OCTOBer 21–23, 2015 SUPPORTED BY FRONT COVER, FRONTISPIECE, PAGE 17, AND BACK COVER. Survivors in Guinea, Liberia, and Sierra Leone continue to face stigma, trauma, and long-term effects of the virus (AP Photo). II EFFECTIVE PUBLIC HEALTH COMMUNICATION IN AN INTERCONNECTED WORLD CONTENTS 2 Introduction – Setting the Scene: 30 Expert Insights: Key Areas Public Health Communication in an of Need and Opportunity Interconnected World 31 i. Barriers to Building Trust 4 Objectives of this Project in Public Health Communications 6 About KYNE and Ebola Deeply 36 ii. Collecting and Scaling Best Practices 7 Acknowledgments 38 iii. Managing Social Media 10 The High Stakes for Mass Public Engagement of Communication Failures 41 iv. Improving the Impact of Mainstream Media Coverage 12 How Communication Can Help or Hinder a Response 44 Developing Tools and Technology 13 i. Case Study – Ebola in West Africa: 45 i. Advanced Technology Platforms BBC Media Action 47 ii. Internet Forums and Websites 18 ii. Case Study – Managing SARS in Singapore 48 iii. Research and Knowledge Management Systems 25 iii. Case Study – Legionnaires’ Disease in New York City: The New York 50 Communications City Office of Emergency and Public Health Governance Preparedness and Response 51 i. Effective Leadership Communication 52 ii. The Role of National and Regional Governments 54 iii. Inclusive Communication at the Community Level 56 Shaping Effective Community Engagement 57 i. Conscious Community Engagement 58 ii. Communicating with Communities (CwC) 60 iii. Enhanced Partnerships with Local Media 64 Conclusion and Recommendations 67 Key Recommendations INTRODUCTION Search and rescue operations underway in Port-au-Prince on January 15, 2010 (Photo by IFRC/Eric Quintero via Flickr). -
Democracy & Philanthropy
DEMOCRACY & PHILANTHROPY The Rockefeller Foundation and the American Experiment the rockefeller foundation centennial series democracy & philanthropy the rockefeller foundation and the american experiment By Eric John Abrahamson Sam Hurst Barbara Shubinski Innovation for the Next 100 Years Rockefeller Foundation Centennial Series 2 Chapter _: Democracy & Philanthropy 3 4 Chapter _: Democracy & Philanthropy 5 6 Chapter _: Democracy & Philanthropy 7 8 Chapter _: Democracy & Philanthropy 9 Preface from Dr. Judith Rodin 14 Foreword – Justice Sandra Day O'Connor 18 1 The Charter Fight 24 11 Government by Experts 52 111 Philanthropy at War 90 © 2013 by Rockefeller Foundation have been deemed to be owned by 1v The Arts, the Humanities, The Rockefeller Foundation Centennial Series the Rockefeller Foundation unless we and National Identity 112 Foreword copyright Justice Sandra Books published in the Rockefeller were able to determine otherwise. Day O’Connor Foundation Centennial Series provide Specific permission has been granted All rights reserved. case studies for people around the by the copyright holder to use the v Foundations Under Fire 144 world who are working “to promote the following works: well-being of humankind.” Three books Top: Rockefeller Archive Center Equal Opportunity for All 174 Bottom: John Foxx. Getty Images. highlight lessons learned in the fields Ruthie Abel: 8-9, 110-111 v1 of agriculture, health, and philanthropy. Art Resource: 26 Three others explore the Foundation’s Book design by Pentagram. The Johns Hopkins Bloomberg School of v11 Democracy and Design work in Africa, Thailand, and the United Public Health: 57 States. For more information about Democracy & Philanthropy: Department of Special Collections in America's Cities 210 the Rockefeller Foundation Centennial and University Archives, Marquette The Rockefeller Foundation and initiatives, visit http://centennial. -
John D. Rockefeller (1839-1937) Topic Guide for Chronicling America (
John D. Rockefeller (1839-1937) Topic Guide for Chronicling America (http://chroniclingamerica.loc.gov) Introduction John D. Rockefeller was an oil industry tycoon and philanthropist who lived in Cleveland, Ohio. Born in New York in 1839, he moved with his family to northeast Ohio in 1853. At age sixteen, he began his involvement with the business world as an assistant bookkeeper for a produce commission business. He soon began his own produce commission company before joining the oil refinery industry in 1863. He established Standard Oil of Ohio in 1870, and this is where he made most of his wealth. By 1878, the company controlled 90% of all U.S. oil refineries (it was declared a trust by the U.S government in 1911). In addition to his business interests, Rockefeller regularly donated a portion of his income to charities supporting education and public health. Rockefeller died in 1937 and is buried in Lake View Cemetery in Cleveland. He is widely recognized as the wealthiest American of all time. Important Dates . July 8, 1839: John Davison Rockefeller is born in Richford, New York. 1853: The Rockefeller family moves to Strongsville, a suburb of Cleveland, Ohio. 1863: Rockefeller and business partner Maurice B. Clark build an oil refinery in “The Flats” area of Cleveland. 1864: Rockefeller marries Laura Celestia “Cettie” Spelman. January 10, 1870: Standard Oil of Ohio is formed and grows rapidly over the next decade, eventually forming a monopoly. 1903: Rockefeller’s General Education Board is founded. 1911: U.S. Supreme Court declares that Standard Oil Company of New Jersey is a trust, and it is broken into subsidiaries. -
K-12 NATIONAL TESTING ACTION PROGRAM (NTAP) Connecting Schools with the Nation’S Leading Testing Companies to Safely Reopen TABLE of CONTENTS
K-12 NATIONAL TESTING ACTION PROGRAM (NTAP) Connecting schools with the nation’s leading testing companies to safely reopen TABLE OF CONTENTS Introduction and current K-12 landscape 7 Successful programs: testing works to keep schools safer 12 K-12 National Testing Action Program: overview 24 K-12 National Testing Action Program: logistics 39 Appendix and references 53 2 CONTEXT The K-12 National Testing Action Program (NTAP) is a plan to provide free Covid-19 testing for K-12 public schools to enable safe in-person learning Situation Complication Question Answer • Due to Covid-19, a • Teachers, students and • How do we safely and 1. Implementation of full majority of US K-12 communities may fear the spread sustainably re-open the safety and mitigation public schools are of Covid-19 in schools nation’s K-12 public activities operating remotely or in • Schools are not fully equipped to schools as quickly as hybrid learning 2. Prioritized vaccination provide necessary mitigation possible? for teachers and staff • Online learning is not an measures including testing • How do we make testing 3. Weekly testing for adequate replacement • While testing capacity exists, labs free, easy and widely for in-person school and students, teachers and do not have a clear signal on how available for schools? staff is creating large to make capacity readily education and available to schools socialization gaps • The value of testing is getting lost amid the focus on vaccination 3 K-12 NATIONAL TESTING ACTION PROGRAM (NTAP) SUMMARY (1 OF 2) The school changes -
Tackling the Dual Economic and Public Health Crises Caused by COVID-19 in Baltimore Early Lessons from the Baltimore Health Corps Pilot
Tackling the Dual Economic and Public Health Crises Caused by COVID-19 in Baltimore Early Lessons from the Baltimore Health Corps Pilot Embargoed until 12:01am EDT, Tuesday, April 21, 2020June 2021 TACKLING THE DUAL ECONOMIC AND PUBLIC HEALTH CRISES CAUSED BY COVID-19 IN BALTIMORE I This report is based on research funded Authors by a consortium of donors Dylan H. Roby, Ph.D. All views expressed are solely those of the authors Neil J. Sehgal, Ph.D., M.P.H. Elle Pope, M.P.H. Melvin Seale, M.A., D.HSc Suggested citation: Roby DH, Sehgal NJ, Evan Starr, Ph.D. Pope E, Seale M, Starr E. 2021. Tackling the Dual Economic and Public Health Crises Caused by COVID- Department of Health Policy and Management 19 in Baltimore: Early Lessons from the Baltimore Health Systems and Policy Research Lab Health Corps Pilot. Prepared for the Baltimore City University of Maryland School of Public Health Health Department by the University of Maryland healthpolicy.umd.edu Health Systems and Policy Research Lab. University of Maryland School of Public Health TACKLING THE DUAL ECONOMIC AND PUBLIC HEALTH CRISES CAUSED BY COVID-19 IN BALTIMORE 1 Table of Contents Acknowledgment 3 Preface 4 Acronyms and Abbreviations 6 Executive Objectives and Early Findings 9 Summary Conclusions and Recommendations 11 Background BHC's theory of change 15 Evidence Base Supporting the BHC Pilot Model 17 Local Context 19 Creation of the BHC 20 Objectives Identifying Partners for Key Functional Roles 23 and Activities Organizational Structure 26 Early Objective 1 – Workforce Development -
Accelerating National Genomic Surveillance
Accelerating National Genomic Surveillance Unfortunately, right now, the United States and most Foreword of the rest of the world are in no better position to stop a variant from going global today than they were before the pandemic started. Currently, only a handful One secret weapon has helped beat every disease of countries have analyzed more than 5 percent of outbreak over the last century; but it is not masks their Covid-19 cases. In the United States, most local- or social distancing, lockdowns, or even vaccines. ities are sequencing less than 1 percent of cumulative Instead it is data. Data tells us which masks work, cases. What little genomic data we are collecting, how far is far enough to socially distance, whether is not being analyzed or shared fast enough to help lockdowns are necessary or even working, and who public health authorities and scientists make informed is immune. In all, data is what moves us from a pan- decisions about relaxing precautions or adapting ic-driven response to a science-driven one, telling us vaccines and treatments. how to fight back and which tools are best. This report—based on a recent convening of scien- Too often, however, the world learns to value data tists, lab administrators, public health officials, and too late and at too high of a cost. When I oversaw the entrepreneurs—provides a blueprint for dramatically U.S. response to the West African Ebola crisis, we expanding genomic surveillance in the United States. began with incomplete data and did not gain ground By amplifying warning signals and sharing information until we could better understand the basics: who was and best practices, the system presented here could positive and where? As Covid-19 swept the world one save countless lives and billions of dollars by help- year ago, many countries, including the United States, ing to forestall new variant-driven surges. -
The Politics of Nelson Rockfeller´S Office of Inter-American Affair in Brazil During World War Ii
Passagens. Revista Internacional de História Política e Cultura Jurídica, Rio de Janeiro: vol. 2 no.4, maio-agosto 2010, p. 181-216. AMERICANIZATION OF BRAZIL OR A PRAGMATIC WARTIME ALLIANCE? THE POLITICS OF NELSON ROCKFELLER´S OFFICE OF INTER-AMERICAN AFFAIR IN BRAZIL DURING WORLD WAR II AMERICANIZAÇÃO DO BRASIL OU ALIANÇA PRAGMÁTICA EM TEMPOS DE GUERRA? A POLÍTICA DO OFFICE OF INTER-AMERICAN AFFAIRS DE NELSON ROCKFELLER NO BRASIL DURANTE A II GUERRA MUNDIAL AMERICANIZACIÓN DE BRASIL O ALLIANZA PRAGMÁTICA EN TIEMPOS DE GUERRA? LA POLÍTICA DEL OFFICE OF INTER-AMERICAN AFFAIRS DE NELSON ROCKFELLER EN BRASIL DURANTE LA SEGUNDA GUERRA MUNDIAL AMÉRICANISATION DU BRÉSIL OU ENGAGEMENT PRAGMATIQUE EN TEMPS DU GUERRE? LA POLITIQUE DE L’ OFFICE OF INTER-AMERICAN AFFAIRS DE NELSON ROCKFELLER AU BRÉSIL PENDANT LA SECONDE GUERRE MONDIALE Ursula Prutsch ABSTRACT This article considers firstly the wide range of activities spearheaded by the Office of Inter-American Affairs (OIAA) in Brazil and the significance of this wartime institution. The OIAA was created in 1940 and headed by Nelson A. Rockefeller to combat Axis inroads into the South of the Western Hemisphere and deepen U.S. influence in the region. Toward this end it was engaged in a variety of spheres, including finance, commerce, and manufacturing industry, communications and mass media, culture and education. Its politics in Brazil, the most important hemispheric partner moreover, serves to illustrate the intertwining of economy, politics, and culture in United States foreign policy, especially towards Latin America. Secondly, the article will also show that the Brazilian government – rather than being a passive recipient of dictums from Washington – worked hard to appropriate the OIAA’s agenda to the demands of its 181 own interests in the ongoing nation-building process. -
The Rockefellers: a Model for Family Stewardship
The Rockefellers: A Model for Family Stewardship “If the values weren’t lived, the words wouldn’t have had an impact,” David Rockefeller Jr. said. “So I think the family has tried its best to live those values, to whom much is given, much is expected.” The Rockefeller family is one of the oldest and most prominent family dynasties in the US. It is also one of the most discreet. By many measures the family has been incredibly successful. The Rockefeller foundation has celebrated 100 years and the family has stewarded a fortune of over $11Billion. Now entering into its seventh generation, the descendants from the original wealth creator, John Davison Rockefeller (JDR), come together at least twice a year. The family has stayed together and feels like a family. It has done so without the scars of family feuds or lawsuits. The writings, anecdotes and stories of JDR’s life provide many clues as to how such a strong legacy was built. Like all successful families, the legacy comes from clear purpose and a strong set of values. So, how might the purpose and values chapters of the Rockefeller Family Charter read? Using many of JDR’s original ideas, we’ve attempted to piece them together. ‘Singleness of purpose is essential for success in life’, JDR For many successful individuals, philanthropy denotes a level of success, the culmination of a lifetimes work. The idea that once there is enough wealth to share around, it is time to consider how to contribution to something greater. For JDR, it was a core belief long before there was any wealth to speak of. -
RF Annual Report
The Rockefeller Foundation Annual Report *r * w-*"* B* 49 West 4gth Street, New York 2003 The Rockefeller Foundation 318.3 ! PRINTED IN THE UNITED STATES OF AMERICA 2003 The Rockefeller Foundation CONTENTS LETTER OF TRANSMISSION XV FOREWORD BY THE PRESIDENT I DIVISION OF MEDICINE AND PUBLIC HEALTH 19 DIVISION OF NATURAL SCIENCES AND AGRICULTURE III DIVISION OF SOCIAL SCIENCES 209 DIVISION OF HUMANITIES 263 OTHER APPROPRIATIONS 305 FELLOWSHIPS 321 REPORT OF THE TREASURER 355 INDEX 439 2003 The Rockefeller Foundation 2003 The Rockefeller Foundation ILLUSTRATIONS Page Storing grain for studies in genetics and plant breeding at the University of Lund, Sweden iv Electrical charting of the brain at the Burden Neurological Institute, Bristol, England 67 Electrophoresis laboratory in the Biochemical Institute of the University of Uppsala, Sweden 67 The Institute of Genetics, University of Lund, Sweden 68 The new Biochemistry and Virus Laboratory, University of California 123 Using the spectrometer to investigate protein structure at the Brooklyn Polytechnic Institute, New York 124 Sedimentation studies of protein molecules, Yale University 124 The Enzyme Research Institute, University of Wisconsin 143 Cloud chamber at the tower laboratory of the White Mountain Research Station, California 143 Summit of White Mountain Peak, site of a new high altitude laboratory of the White Mountain Research Station 144 A marine expedition from the Scripps Institution of Oceanog- raphy, California H4 Scripps Institution of Oceanography: main buildings and the -
Case 20 the Green Revolution Rockefeller Foundation, 1943 Scott Kohler
Case 20 The Green Revolution Rockefeller Foundation, 1943 Scott Kohler Background. For the last five years, we’ve had more people starving and hungry. But something has happened. Pakistan is self-sufficient in wheat and rice, and India is moving towards it. It wasn’t a red, bloody revolution as predicted. It was a green revolution. Norman Borlaug recalls William Gaud speaking these words at a small meeting in 1968.280 Gaud, who, at the time, administered the United States Agency for International Development (USAID), was describing an almost unbelievable surge in food output then being achieved by a number of Asian nations that had seemed, until very recently, to be on the brink of disaster. The two nations cited by Gaud were especially worrisome. Neither Pakistan, a country of 115 million people, nor India, whose population already exceeded half a billion, had been producing enough food to meet the growing need of its rapidly expanding population. Famine, and its attendant turmoil, seemed inevitable. But Gaud was right. Something had happened. Within a few years, food production in India, Pakistan, and many of their neighbors, would outstrip population growth. The threat of mass starvation would loom less ominously over the land, and Borlaug, an agronomist working for the Rockefeller Foundation, would be a Nobel laureate credited with saving more lives than any person in human history. Despite all appearances, this “green revolution” did not occur overnight. Its roots go back several decades earlier. In 1940, the Vice President-elect, Henry Wallace, traveled to Mexico. He was “appalled” by the conditions there.