Contents
Academic literature on the topic 'State Treasurer's Office'
Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles
Consult the lists of relevant articles, books, theses, conference reports, and other scholarly sources on the topic 'State Treasurer's Office.'
Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.
You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.
Journal articles on the topic "State Treasurer's Office"
1
Handayani, Nur, and Maratus Zahro. "POTRET PEMOTONGAN DAN PEMUNGUTAN PAJAK OLEH BENDAHARA DANA BANTUAN OPERASIONAL SEKOLAH (BOS)." Wahana Riset Akuntansi 9, no. 1 (April 30, 2021): 62. http://dx.doi.org/10.24036/wra.v9i1.111962.
Full textAbstract:
This study aims to examine the implementation of tax deductions and collection by the Treasurer of Bantuan Operasional Sekolah (BOS). The research data analysis used a descriptive qualitative approach. The research objects were SD Negeri Banyuajuh 3 Kamal Bangkalan Madura and SMK Kesehatan Yannas Husada Bangkalan. Data collection techniques used unstructured interviews, observation and documentation. The results showed that the implementation of witholding tax and levy carried out by the treasurer at SD Negeri Banyuajuh 3 Kamal Bangkalan Madura and SMK Kesehatan Yannas Husada Bangkalan was still not optimal and some were not in accordance with the applicable taxation regulations. The results show that there are five (5) things that can make the treasurer make the mismatch, namely: first, the high incomprehension of the treasurer about tariffs, the basis for imposition and obligations related to taxation. Second, the lack of training attended by BOS fund treasurers. Third, the rapid change in taxation rules. Fourth, lack of socialization from related parties (such as the Tax Service Office, Education and Culture Office). Fifth, the high level of activity apart from taking care of BOS funds from the BOS fund treasurer. This mismatch automatically causes the tax, which is generally the state revenue that is relied on the most to become less than optimal. This is because there are still funds that should go to the state treasury. Keywords: Treasurer; BOS Funds; Deductions; Collections; Taxes
2
Angga Permana, Kemas Welly. "EFEKTIVITAS PROSES PEMBUATAN LAPORAN PERTANGGUNG JAWABAN BENDAHARA PENGELUARAN DENGAN SILABI." Jurnal AkunStie (JAS) 6, no. 2 (December 16, 2020): 102–10. http://dx.doi.org/10.32767/jas.v6i2.1143.
Full textAbstract:
This study aims to determine the process of making a treasurer accountability report at the BPKP Representative Office of South Sumatra Province. The research design used is associative quantitative. With indicators in accordance with Law Number 17 of 2003 concerning State Finances Article 35 paragraph (2); Regulation of the Minister of Finance Number 190 / PMK.05 / 2012 concerning the Position and Responsibility of the Treasurer; and Regulation of the Director General of Treasury Number 03 / PB / 2014 article 3 paragraph 7 states that all revenues and expenditures as referred to in Article 30 paragraph 1 shall be made with the SILABI application. The results showed that, the LPJ treasurer-making process was in accordance with the guidelines for the money it managed. At the BPKP Representative Office for the Province of South Sumatra, they only appoint an Expenditure Treasurer, to manage finances based on the Budget Activity Plan (RKA). Experience, certification, workload and welfare attached to the Expenditure Treasurer are in accordance with regulations. Application of the Agency Treasury Report System (SILABI) updated version 19.0.5. dated 20 May 2019, available and easy to download, use friendly, and there are instructions for use. Thus, the making of the Accountability Report (LPJ) of the spending treasurer is in accordance with statutory regulations, efficient, economical, effective and transparent to report.
3
Bustaman, Bustaman, Erlisa Amalia, and Jalaluddin Jalaluddin. "A Performance Analysis of Village Fund Management: A Case Study in Lut Tawar District – Indonesia." Journal of Accounting Research, Organization and Economics 1, no. 2 (September 30, 2018): 112–21. http://dx.doi.org/10.24815/jaroe.v1i2.11675.
Full textAbstract:
AbstractObjective – This study aims to analyze the performance of village governments in managing financial resources of the budget year 2016 in Lut Tawar District, Central Aceh Regency, according to the Indonesian Minister of Home Affairs Regulation (or PERMENDAGRI) No. 113, 2014. Design/methodology – This research is a descriptive research with a qualitative approach is a type of research where the researcher describes or deeply analyzes the result of a research about an object and then adds it with sources which already existed in the research object. The data was gathered through number of interviews and document analysis. Results – The result of the research shows that the performance of the village government in managing fund allocation in Lut Tawar Sub-district at the planning stage has been running well. The implementation stage has been completed where all the programs and activities are executed in accordance with the plan. The administrative stage has been done well by the treasurers and every month the treasurers have accounted for every acceptance and expenditure to the village headmen. In the reporting stage, the delay in submitting accountability report is caused by some negligence by the party from the village government. At the accountability stage, the accountability reports were reported as well as evaluated with the village government community and transparent to the community for every use of village funds in the form of information posted on the information boards in the office of the village headmen and billboards installed in front of the village headman office.
4
Juliani, Henny. "Pertanggungjawaban Pejabat Pemerintahan Sebagai Akibat Penyalahgunaan Wewenang Yang Menimbulkan Kerugian Negara." Administrative Law and Governance Journal 3, no. 1 (March 3, 2020): 54–70. http://dx.doi.org/10.14710/alj.v3i1.54-70.
Full textAbstract:
This research is aimed to find out legal basis of Government Officer responsibility as consequence of authority abused that cause state financial lost. This research used normative juridical method by using analytical descritive approach. This research found out that Government Officers (including treasurers, non treasurer public servants, or other officers), could be penalized to fine if there is mal-administration in their decission or actions that cause state financial lost. The fine will become personal responisbility if there is abuse of power. Otherwise, state financial lost will be compesate to government institutions as official responsibilitynif there is not any abuse of power. Government officers who defined to compensate government financial lost can be penalized with administrative penalty and/or criminal penalty. Criminal penalty will not release compensation obligation. Abstrak Penelitian ini bertujuan untuk mengetahui pertanggungjawaban Pejabat Pemerintahan sebagai akibat penyalahgunaan wewenang yang menimbulkan kerugian keuangan negara berdasarkan peraturan perundang-undangan. Metoda penelitian yang digunakan adalah yuridis normatif dengan spesifikasi penelitian deskriptif analitis. Dari hasil penelitian dapat diketahui bahwa Pejabat Pemerintahan (termasuk di dalamnya bendahara, pegawai negeri bukan bendahara, atau pejabat lain), dapat dikenai tuntutan ganti kerugian negara/daerah jika Keputusan dan/atau Tindakan yang ditetapkan dan/atau dilakukan terdapat kesalahan administratif yang menimbulkan kerugian keuangan negara. Pengembalian kerugian negara dibebankan kepada Pejabat Pemerintahan sebagai tanggung jawab pribadi apabila ada unsur penyalahgunaan wewenang. Sedangkan pengembalian kerugian negara dibebankan kepada Badan Pemerintahan sebagai tanggung jawab jabatan apabila terjadi bukan karena adanya unsur penyalahgunaan wewenang. Oleh karena itu Pejabat Pemerintahan yang telah ditetapkan untuk mengganti kerugian negara/daerah dapat dikenai sanksi administratif dan/atau sanksi pidana. Putusan pidana tidak membebaskan dari tuntutan ganti rugi.
5
Anggraini, Dading Murni. "Analysis of Education Financing Management (Multi Case in SMPN 1 and SMPN 3 Pringgabaya)." International Journal of Multicultural and Multireligious Understanding 5, no. 6 (July 18, 2019): 206. http://dx.doi.org/10.18415/ijmmu.v5i6.923.
Full textAbstract:
The purpose of this study was to describe the management of education funding at SMPN 1 and SMPN 3 Pringgabaya, starting from the planning stage, the implementation phase, to the evaluation phase of education funding. The approach used in this study was a qualitative approach with the type of multi-case location at SMPN 1 and SMPN 3 Pringgabaya. Sources of data in this study are informants, documents, and physical devices. Data collection techniques using interview, observation, and documentation techniques. Data analysis techniques using data reduction, data presentation, and data verification. Check the validity of the data by triangulation which includes triangulation of sources and methods. The results of data analysis show that 1) the planning phase of education funding at SMPN 1 and SMPN 3 Pringgabaya is carried out through a continuous meeting mechanism. Meeting.This is carried out at the beginning of each year attended by principals, treasurers, teacher boards, and school committees. This meeting aims to form a drafting team of RKAS and determine the amount of allocation for each type of expenditure. Furthermore, the RKAS drafting team identified the source of the school revenue budget, identified the school budget plan, consulted the RKAS with the school committee. Furthermore, the RKAS was ratified and signed by the Principal, Treasurer and Committee, and also requested approval from the Head of the East Lombok District National Education Office, which was the BOS Management Team. The design of the RKAS refers to the technical instructions for using BOS funds. 2) the implementation phase of funding, SMPN 1 and SMPN 3 Pringgabaya refer to the RKAS that has been approved by the principal and the school committee. Flow of entry and exit of funds is handled by the treasurer who has been appointed by the principal starting from withdrawing funds and carrying out bookkeeping related to transactions financed using BOS funds. 3) the evaluation phase of education funding at SMPN 1 and SMPN 3 Pringgabaya is carried out by internal and external parties. Internal evaluation of school finance is carried out by the principal through an examination of the monthly financial statements and assets and facilities owned by the school. By looking at the report the principal will find out how much income is earned and expenditure spent in one month. External evaluations are carried out by the school committee and the government. School committees can check school finances through general cash books or financial reports that have been made by the school. Every quarter the school sends a report format for the use of online boss funds to the East Lombok district education office to be examined and at the end of each school year it is required to account for any funds spent during a budget year to be thoroughly examined at any time.
6
Riyadi, Agung. "ANALISIS PENERAPAN PENGELOLAAN KEUANGAN BADAN LAYANAN UMUM(PK-BLU) POLITEKNIK KESEHATAN KEMENKES BENGKULU." JURNAL MEDIA KESEHATAN 9, no. 1 (November 15, 2018): 45–55. http://dx.doi.org/10.33088/jmk.v9i1.299.
Full textAbstract:
fter two years of implementing the financial management of BLU, there is still themanager of the department / study program who do not understand the flexibility of financialmanagement that offers efficiency and productivity, have not seen the role of the supervisoryboard (a god) to the financial coaching BLU. Value turnover was still below the minimumrequirement, Operational Cooperation is still very minimal, opinions BLU is still small (under15 billion) and the remuneration of the BLU can not be granted to managers and employeesBLU officials. The purpose of this study was to determine the application overview ManagedHealth Polytechnic BLU MoH Bengkulu. This research was conducted with qualitative. Theunit of analysis of research data is Poltekkes MoH Bengkulu. The subject of research is theDirector, Pudir, Kasubbag Adum, Kaur Finance, kaur and Staff Officer, Treasurer BLU,Treasurer non-tax revenues, financial reporting staff, Ka. Planning Unit, Kajur/Sekjur,department managers, lecturers and students of each department / study program. Thesampling technique purposive sampling, namely the determination of the sample based oncertain criteria and based on the consideration of researchers. The results showed that 1) Theperception of the BLU is different - different. 2) Budget planning is already using the RBA asthe budget plan. 3) Source BLU reception from the state budget in the form of pure Rupiahand non-tax revenues came from students and other funding sources. 4) Has had threeaccounts that have been approved by theMinistry of finance. 5) The financial statements BLUconsist of the balance sheet, budget realization reports, activity reports, cash flow statementand notes to the financial statements and there are no clear technical guidelines on financialreporting BLU. 6) Have been prepared BLU performance accountability report. 7) Neverbefore have a budget deficit, and is still running a budget surplus. 8) Dewas still held byofficials not yet fully substitute god that can run all functions of a god .. 9) Monitoring offinancial management BLU implemented by SPI, Itjend, and the Office of PublicAccountants. 10) The remuneration system BLU yet fully implemented, the implementationof remun still follow the pattern of the ministries / agencies.
7
Riyadi, Agung. "ANALISIS PENERAPAN PENGELOLAAN KEUANGAN BADAN LAYANAN UMUM(PK-BLU) POLITEKNIK KESEHATAN KEMENKES BENGKULU." JURNAL MEDIA KESEHATAN 9, no. 1 (November 15, 2018): 45–55. http://dx.doi.org/10.33088/jmk.v9i1.299.
Full textAbstract:
fter two years of implementing the financial management of BLU, there is still themanager of the department / study program who do not understand the flexibility of financialmanagement that offers efficiency and productivity, have not seen the role of the supervisoryboard (a god) to the financial coaching BLU. Value turnover was still below the minimumrequirement, Operational Cooperation is still very minimal, opinions BLU is still small (under15 billion) and the remuneration of the BLU can not be granted to managers and employeesBLU officials. The purpose of this study was to determine the application overview ManagedHealth Polytechnic BLU MoH Bengkulu. This research was conducted with qualitative. Theunit of analysis of research data is Poltekkes MoH Bengkulu. The subject of research is theDirector, Pudir, Kasubbag Adum, Kaur Finance, kaur and Staff Officer, Treasurer BLU,Treasurer non-tax revenues, financial reporting staff, Ka. Planning Unit, Kajur/Sekjur,department managers, lecturers and students of each department / study program. Thesampling technique purposive sampling, namely the determination of the sample based oncertain criteria and based on the consideration of researchers. The results showed that 1) Theperception of the BLU is different - different. 2) Budget planning is already using the RBA asthe budget plan. 3) Source BLU reception from the state budget in the form of pure Rupiahand non-tax revenues came from students and other funding sources. 4) Has had threeaccounts that have been approved by theMinistry of finance. 5) The financial statements BLUconsist of the balance sheet, budget realization reports, activity reports, cash flow statementand notes to the financial statements and there are no clear technical guidelines on financialreporting BLU. 6) Have been prepared BLU performance accountability report. 7) Neverbefore have a budget deficit, and is still running a budget surplus. 8) Dewas still held byofficials not yet fully substitute god that can run all functions of a god .. 9) Monitoring offinancial management BLU implemented by SPI, Itjend, and the Office of PublicAccountants. 10) The remuneration system BLU yet fully implemented, the implementationof remun still follow the pattern of the ministries / agencies.
8
Browning, Keith A. "Sir (Basil) John Mason CB. 18 August 1923 — 6 January 2015." Biographical Memoirs of Fellows of the Royal Society 62 (December 16, 2015): 359–80. http://dx.doi.org/10.1098/rsbm.2015.0028.
Full textAbstract:
Sir John Mason will be remembered for establishing cloud microphysics as a coherent discipline and for building the Meteorological Office into a leading centre of excellence on the international stage. A charismatic man, he possessed scientific vision, enthusiasm and an inspiring style of lecturing and advocacy that enabled him to recruit good scientists and raise the funds needed to achieve these ends, although his manifest self-belief and forthright manner upset some. He was highly influential within international institutions such as the World Meteorological Organization and nationally as president of many scientific bodies and Senior Vice-President and Treasurer of the Royal Society from 1976 to 1986.
9
Rosini, Nanik Ida. "TINJAUAN TEORITIS WEWENANG DPR DALAM PENETAPAN DAN PENGAWASAN APBN BERDASARKAN PASAL 23 UNDANG-UNDANG DASAR NEGARA REPUBLIK INDONESIA TAHUN 1945." Jurnal Surya Kencana Satu : Dinamika Masalah Hukum dan Keadilan 6, no. 2 (April 10, 2017): 59. http://dx.doi.org/10.32493/jdmhkdmhk.v6i2.335.
Full textAbstract:
The purpose of this research is to know and understand the source of authority of the House of Representatives (DPR) in setting the state budget and to know and understand whether the authority of the House of Representatives (DPR) as a legislative institution in accordance with the Constitution of the Republic of Indonesia in 1945 in the establishment and supervision Budget relating to financial managemen. this is normative Reaserch Method, which uses materials such law; legislation as primary law; legal theories, research, writing (the work) of the legal scholars and other written legal documents that are relevant to the object of research and other written documents relevan.Dalam order to realize good governance in the running state government, since a few years ago have been implemented Government Financial Management reform. Research shows first, the reform: getting a strong legal basis with the enactment of Law No. 17 Year 2003 on State Finance, Law No. 1 of 2004 on State Treasury and Law No. 15 of 2004 on Management and Financial Responsibility State, second, organize the separation of functions of state financial management officer consisting of: the Minister of Finance as the Manager of Finance and the State General Treasurer, while the leadership of the Ministry / Agency as Budget User. Keywords: Authority, Supervision Budget, State Financial Management Officer
10
Ziober, Aleksandra. "Lithuanian aspirations for an equality with the Crown in the 17th century. An attempt to systematize." Open Political Science 2, no. 1 (December 31, 2019): 181–87. http://dx.doi.org/10.1515/openps-2019-0017.
Full textAbstract:
AbstractThe activity of representatives of the elites of the Grand Duchy of Lithuania, which sought equality with the Crowners, but also the defense of their prerogatives was present from the first days after the signing of the Lublin Union. Analyzing this issue, it should be remembered that the Crown and Lithuania were separated state bodies, which union did not merge into one country, but formed a federal state. They were characterized by a separate treasury, army, offices, judiciary, law, local government institutions, i.e. basically everything that determines the administrative independence of the country. Lithuanians wanted to guarantee the same rights as the Crown nobility had, however, remaining separate. Thus, offices were established having the same prerogatives in the Crown and the Grand Duchy of Lithuania, such as the Grand and Field Hetman, Chancellor and Vice-Chancellors, Treasurer and Grand and Court Marshal, as well as a number of land and town dignities and dignitaries. The first of these were allocated appropriate seats in the senate, behind their crown counterparts, which caused quarrels between Poles and Lithuanians. However, manifestations of activity guaranteeing and “reminding” Poles of Lithuania’s separateness from the Crown were evident throughout the entire existence of the federal Commonwealth.
Books on the topic "State Treasurer's Office"
1
Office, Minnesota Treasurer's. Study and recommendation for transferring the powers, duties and responsibilities of the State Treasurer upon completion of her term of office in January, 2003. St. Paul, Minn: Minnesota State Treasurer, 2000.
Find full text
2
McBride, Lock & Associates. Reviewing the operations of the State Treasurer's office, Fiscal year 1999. [Topeka, Kan.]: Legislative Division of Post Audit, 2000.
Find full text
3
Office, Wyoming State Treasurer's. State of Wyoming, State Treasurer's Office strategic plan, July 1, 2004 through June 30, 2008 (FY2005-FY2008). Wyoming]: State of Wyoming, State Treasuers's Office, 2003.
Find full text
4
Auditor, Nevada Legislature Legislative. Audit report, State of Nevada, Office of State Treasurer, 1999. Carson City, Nevada: The Auditor, 2000.
Find full text
5
Committee, California Legislature Senate Rules. Daniel E. Lungren, Office of State Treasurer: Hearing. Sacramento, CA (State Capitol, Box 942849, Sacramento 94249-0001): Copies from Joint Publications, 1988.
Find full text
6
Auditor, Nevada Legislature Legislative. Audit report, State of Nevada, Office of the State Treasurer, Unclaimed Property Program. Carson City, Nev: Legislative Counsel Bureau, 2010.
Find full text
7
California. Legislature. Senate. Office of Research. Report to the State Senate on the Office of Treasurer. Sacramento, CA (State Capitol, Box 942849, Sacramento 94249-0001): Joint Publications, 1988.
Find full text
8
Treasurer, Washington (State) Office of the State. The O'Brien years, 1965-1989: 24 years as State Treasurer. [Olympia, Wash.?: The Treasurer, 1989.
Find full text
9
South Carolina. General Assembly. Legislative Audit Council. A review of the offices of the Comptroller General and the State Treasurer: Report to the General Assembly. Columbia, SC: Legislative Audit Council, 1997.
Find full text
10
Office, West Virginia Legislature Legislative Auditor's. West Virginia State Treasurer for the period January 12, 1985-January 13, 1997. Charleston, W. Va: Office of the Legislative Auditor, Capitol Building, 1997.
Find full textBook chapters on the topic "State Treasurer's Office"
1
Adkison, Danny M., and Lisa McNair Palmer. "Executive Department." In The Oklahoma State Constitution, 105–22. Oxford University Press, 2020. http://dx.doi.org/10.1093/oso/9780197514818.003.0009.
Full textAbstract:
This chapter addresses Article VI of the Oklahoma constitution, which concerns the executive department. Section 1 provides that “the Executive authority of the state shall be vested in a Governor, Lieutenant Governor, Secretary of State, State Auditor and Inspector, Attorney General, State Treasurer, Superintendent of Public Instruction, Commissioner of Labor, Commissioner of Insurance, and other officers provided by law and this Constitution.” While these executive officers may hold meetings outside the state’s capital, they may not set up branch offices in any place other than Oklahoma City. Section 2 states that “the Supreme Executive power shall be vested in a Governor.” Sections 3 and 4 provides for the eligibility of an individual to certain state offices as well as the terms of office and succession, respectively. The chapter then details the provisions for the qualifications, powers, and duties of each of the executive officers. Article VI also includes the provision for the seal of the state (Section 35), which incorporates images from the Five Civilized Tribes along with the seal of Oklahoma Territory.
2
Collins, Richard B., Dale A. Oesterle, and Lawrence Friedman. "Executive Department." In The Colorado State Constitution, 91–104. Oxford University Press, 2020. http://dx.doi.org/10.1093/oso/9780190907723.003.0004.
Full textAbstract:
This chapter looks at Article IV of the Colorado Constitution, which defines the executive department. By providing for the separate election of the secretary of state, treasurer, and attorney general, Section 1 seems to divide executive branch authority. In practice, this tension has mattered only when the attorney general and governor belonged to different political parties, and the attorney general asserted a legal position opposed by the governor. Section 1 imposes term limits on the state’s elective executives. Section 11 gives the governor the usual veto power followed by Section 12, giving the special power of the line-item veto over appropriations bills. Section 13 has complex provisions for succession if the governor’s office becomes vacant during a term.
3
Keller, Morton, and Phyllis Keller. "Governing." In Making Harvard Modern. Oxford University Press, 2001. http://dx.doi.org/10.1093/oso/9780195144574.003.0023.
Full textAbstract:
As soon as he became president, Bok set out to modernize Harvard’s central administration. His first move, recruiting a core of professional administrators, met with universal approval. In principle the administration simply provided services: financial, legal, health, information technology, food, real estate, personnel, development, government relations. But in practice this meant replacing Conant’s and Pusey’s low-keyed central “holding company” with a much more assertive, take-charge body of managers. As the number and agendas of the new bureaucrats grew, so did the tension between the faculty and the administration, between the more centralized direction of the University’s affairs and the venerable each-tub-on-its-own-bottom Harvard tradition. When Bok took office, the Harvard Corporation consisted of two recently elected academics, Charles Slichter of Illinois and John Morton Blum of Yale; two lawyers, Bostonian senior fellow Hooks Burr and Hugh Calkins of Cleveland; Socony-Mobil executive Albert Nickerson of New York; and Harvard’s treasurer, State Street banker George Bennett. By the time he left in 1991, all of them were gone, replaced by a heterogeneous mix ranging from Boston-New York businessmen (Gillette CEO Colman Mockler, Time publisher Andrew Heiskell, venture capitalist Robert G. Stone, Jr.) to Henry Rosovsky, the Corporation’s first Jewish fellow and its first Harvard faculty member since 1852, and Washington lawyer Judith Richards Hope, the first female fellow. Brahmin Boston had no representative on the Corporation that Bok bequeathed to his successor. During this time, too, three new treasurers came in quick succession: George Putnam, another State Street banker; Roderick MacDougall, a Bank of New England executive; and Ronald Daniel, a former partner in the conspicuously non-Old Boston consulting firm of McKinsey and Company. Across the board, old boys gave way to non-Brahmin newcomers. As both Harvard and its bureaucracy grew, the Corporation became more detached from the mundane realities of University governance. Streaming in from points south and west, the fellows met every two weeks on Monday mornings for a heavy schedule of reports, discussions, and meetings with the president and his chief administrative officers.
4
Wurster, Charles F. "Sue the Bastards on Long Island: The Power of an Idea." In DDT Wars. Oxford University Press, 2015. http://dx.doi.org/10.1093/oso/9780190219413.003.0007.
Full textAbstract:
During the fall of 1965, a small group of people living on central Long Island, New York, with interests and concerns about a variety of environmental issues had begun to meet monthly in each other’s living rooms. Attendance of 25 to 30 included scientists from Brookhaven National Laboratory and the State University of New York at Stony Brook, in addition to various conservationists and a few high school students. The group called itself by the noneuphonious name of Brookhaven Town Natural Resources Committee, which quickly became BTNRC for obvious reasons. BTNRC was fascinating and enjoyable, but hardly an organization. There was no office, staff, money, bylaws, elected officers, or any of the other ingredients usually present in an organization. It was just a group of people who met occasionally to foster environmental protection policies by our local governments, and we all had other daytime jobs. We discussed various environmental issues—pollution from duck farms, dredging of wetlands, sewage pollution, DDT use on local marshes, dump sites, groundwater protection, wildlife and habitat preservation, and so forth. Meetings usually ended with one-person committees assigned to go do something during the weeks that followed, typically writing a letter to a congressman, a local politician, or a local newspaper. There was no treasury or treasurer, so occasionally we tossed a dollar or two into the middle of the room so that Myra Gelband, one of Art Cooley’s dedicated high school students, could send postcards to announce the next meeting. Attendance was excellent because meetings were fun with good company, good humor, and coffee and donuts at the end. The only feature of this nonorganization was that we had a letterhead printed to give the impression that there was, in fact, such an organization. We needed a bit of puffery to appear greater than we were, for otherwise we feared nobody would listen to us. Everyone seemed to like each other and got along well. An enjoyable social mix is surely a motivational factor that helps explain which groups continue and grow, and which ones stagnate.