MITCHELLVILLE, Iowa -- When traveling in winter storms, you never know how things can turn for the worse in a short amount of time.
At the Interstate 80 rest stop westbound at Mitchellville, crews were working to keep drifts from taking over the doorways.
Right around noon, a young man came into the rest stop building to ask if the attendants had a shovel or any tools. His car was stuck on the on ramp to the interstate. He was blocking any car traffic from leaving.
A rest stop attendant took his snow blower out to see if the drift could be moved to allow the car to pass. A plastic snow shovel was used to try to dig the tires of the car free.
This caused a problem for cars that wanted to leave but had to turn back.
Then, Doug Korslund and his daughter, Julianne, arrived on the scene carrying a large corn shovel, just like those found on many Iowa farms.
After a while of digging, Doug Korslund hopped behind the wheel and was able to get the car backed out of the drift, and the couple were soon on their way again.
Doug Korslund said he requires his daughter to also carry a shovel in her car.
Doug Korslund came from Chicago, but he carries a big, old corn shovel, as he hasn't forgotten his Iowa roots. He grew up on a farm near Eagle Grove.


A nine-time GRAMMY® nominee, Dave Koz has charted nine No. 1 albums on Billboard's Current Contemporary Jazz Album chart, including 2015's Collaborations: 25th Anniversary Collection (Concord Records), which features some of his most memorable creative partnerships – including duets with such artists as Stevie Nicks, Rod Stewart, Michael McDonald, Barry Manilow and Luther Vandross – and features three new tracks. Koz is currently opening for Manilow on his One Last Time! tour of the U.S. and U.K. For more information, visit http://davekoz.com.
In his three-and-a-half decade career, David Sanborn has released 25 albums – including eight Gold and one Platinum – and won six GRAMMY Awards. Sanborn has often been credited for reintroducing the saxophone to pop/rock music, thru his work with David Bowie, Stevie Wonder, The Rolling Stones, The Eagles, James Taylor, and Eric Clapton, to name but a few. His latest solo album, 2015's Time and the River (Sony Masterworks), marks his first collaboration with bassist and producer Marcus Miller in over 15 years and includes a groove-oriented collection of originals and covers. For more information, visit http://www.davidsanborn.com.


text:
require 'test_helper'

class PublishingApiPresenters::WorkingGroupTest < ActiveSupport::TestCase
  test 'presents a valid placeholder "working_group" content item' do
    group = create(:policy_group,
      name: "Government Digital Service"
    )

    expected_hash = {
      content_id: group.content_id,
      publishing_app: "whitehall",
      rendering_app: "whitehall-frontend",
      format: "placeholder_working_group",
      title: "Government Digital Service",
      locale: "en",
      update_type: "major",
      routes: [
        {
          path: '/government/groups/government-digital-service',
          type: 'exact'
        }
      ],
      public_updated_at: group.updated_at,
    }

    presenter = PublishingApiPresenters::WorkingGroup.new(group)

    assert_equal expected_hash, presenter.as_json
    assert_valid_against_schema(presenter.as_json, 'placeholder')
  end
end

redpajama_set_name: RedPajamaGithub


text:
<?xml version="1.0" encoding="utf-8"?>
<menu xmlns:android="http://schemas.android.com/apk/res/android"
    xmlns:app="http://schemas.android.com/apk/res-auto">
    <item android:id="@+id/action_delete"
        android:title="Delete Source"
        android:icon="@drawable/ic_action_delete"
        android:orderInCategory="0"
        app:showAsAction="always" />
</menu>


BeInSync does four particular tasks--synchronizing, sharing, providing remote data access, and backing up--and it does them very well. There's no confusing of these tasks, each of which appears as a giant button in the cleanly designed interface. If you opt for the smaller 'Launch BeInSync' button, you get a more sophisticated interface, but with the same four buttons at the top.
BeInSync handles file and folder syncing a little differently than other sync products I tried in that its sync function does not actually store your files on its servers (for that feature, you'd use the backup button); it simply syncs files between computers that are online.
BeInSync is also the only application I tested that doesn't hand over both copies of a file in the event of a version conflict. An icon by the item in Explorer and in the BeInSync application alerts you to a conflict; but unless you are using BeInSync's remote-access feature, you won't be able to compare the versions without going to the other computers.
On the plus side, BeInSync has the best file-sharing features of any app I tested. Unlike the others, which make you type in the e-mail addresses of people you want to share files with, BeInSync lets you import and authorize all your Outlook, Outlook Express, and Windows Live Messenger contacts. SugarSync has a similar feature, but it lets you share only photos. Furthermore, in BeInSync you can give people read-only access (Viewer), full access (Participant), or full access plus account control (Administrator) rights; Live Mesh has options along the same lines.
One of BeInSync's most potent--and frightening--features is called Access. Simply by enabling this feature, and by keeping the installed version of BeInSync running, you make every drive, folder, and file on your entire computer available via a Web browser to anyone who has your BeInSync user name and password, and who is also running BeInSync. And you can't limit this control by using the Share feature exclusively, since sharing works only if the Access feature is enabled. This function strikes me as powerful to a degree that most security-minded users would find unnerving. It's undeniably convenient, though, and it's much easier to set up and use than a home network.
BeInSync's pricing is comparable to SugarSync's: An individual user paying $100 for one year receives 50GB of online storage from BeInSync, but a little more (60GB) from SugarSync. With its multiple features and easy-to-use design, BeInSync is worth the extra money. But the inability to store backups on BeInSync servers, along with the service's poor attention to version conflicts, made me think twice. If the company addresses those areas, BeInSync could become an excellent business tool for managing your data.
A professional level tool, but lack of online storage means you have access to files only on connected systems.


Many Disney World fans believe that the Polynesian Resort is the best Disney World Resort available on WDW property. And a lot of that is due to the overall atmosphere and decor of the resort—a wonderfully-themed Hawaiian oasis stationed in Orlando, Florida.
But the food at this resort is also worth nothing, as well. And today, I'm going to review the Kona Cafe, which can be found at the Polynesian. Find out if this is a restaurant worth stop by at, and even see how well Kona compares to the Ohana restaurant, as well.
I have to be honest about this one. When you first get to Kona Cafe, you're most likely going to be disappointed by it's charm. Or shall I say lack of charm.
If you've stayed at The Polynesian or eaten at Ohana before, you're probably expecting Hawaiian shirts, tiki men, and an overall tropical feeling. This is missing at Kona Cafe.
What you will find is an open concept restaurant complete with bright colored walls and carpet, a scarce amount of Polynesian decor on the wall, and a sushi bar. Overall it looks like a mediocre hotel restaurant that is going to serve you food that you're most likely going to forget about the next day.
To top it off, it happens to be right next to Ohana, making the competition fierce and everywhere you go pretty dang loud. But don't let that deter you from going here. You go to Kona for the food after all, not necessarily the atmosphere.
I think this is the reason many people consider it to be a hidden gem, however, I do know that the wait to get in is getting increasingly longer everyday! So be sure to make a reservation.
But I'm getting ahead of myself. Let's first do a Kona Cafe breakfast review.
Kona Cafe starts serving breakfast at 7:30 am and it ends at 11:15 am, making for a shorter breakfast period than Ohana. And there's a good chance that when you go to check in for breakfast, you are going to find large crowds of people wandering around, waiting for their Ohana reservation, so don't necessarily expect a quiet relaxed morning.
In fact, if you're not a morning person, drink some coffee before you arrive. You'll need the energy. If you hold off though, you can get yourself a cup of Kona Coffee, a coffee brewed in Hawaii. They've also got a mimosa flight and a Wasabi Bloody Mary if you're looking for something a little bit stronger.
The food makes up for it all. If you've been to Hawaii before, I think you will be pleasantly surprised at the fact that Disney made an effort to serve truly Hawaiian foods all day long.
At breakfast, you will find things such as Loco Moco (a dish made of hamburger, rice, gravy, and eggs), pancakes with pineapple sauce and macadamia nut butter, and tonga toast—aka cinnamon sugar coated and banana stuffed french toast.
Even just typing this out has me hungry.
I've heard the tonga toast is the hottest item on the menu and from the looks of it, with good reason. The best part about it is that everything seems to be reasonably priced (for Disney, at least) with the most expensive thing (the tonga toast) being about $16 (although prices are of course always subject to change).
Let's now discuss Kona Cafe's Lunch and Dinner. options.
While walking around the Polynesian, we got hit by the hunger bug and tried to quickly determine where we wanted to eat. We wanted good food that wasn't quick service, and as much as we loved Trader Sam's, we had been there one too many times and needed a change.
So, I pulled up the app on my phone, found a reservation for twenty minutes later (I got lucky) and we made our way over for lunch. When we got there, the restaurant was pretty empty, which truth be told is a blessing that I definitely didn't expect.
It's probably why we were able to get a reservation so easily. It only had to have been around 2 in the afternoon, so we must've missed the lunch rush. We were seated right away and began browsing the menu. We decided to start the meal out with the sticky wings, much like the ones served at Ohana's dinner.
I loved them at Ohana and I loved them here too. Somehow, despite the fact that it is the same hotel, the wings at both restaurants are different. Now, you can never go wrong with wings and I'd highly recommend them at both Kona and Ohana.
As for the main meal, a friend and I decided to order two different things and split it, this way we could try more than one thing. I got the chicken plate and he decided to get the strip loin plate.
These were mouth watering good. We made the right choice, and I'd highly recommend both options.
Last but not least, you have to end with dessert. The friend that I was visiting with had been before and recommended the chocolate fondue and I couldn't turn it down. I'm a sucker for anything covered in chocolate. Especially cookies and fruit!
It can be a bit pricey though, with the chicken being roughly $23 and the steak being about $34. So if you're looking for something a little cheaper for lunch but don't want to miss out on these options, find a quick service spot, maybe Trader Sam's, and come here for dinner.
The lunch and dinner menu are almost identical, so you won't be missing out no matter what time of day you stop by. Here'a a quick Disney tip though: much like Ohana, if you decide to visit Kona for dinner, if you can time it right, you can find yourself ending the night while watching the fireworks over the lake. It's a truly magical experience that I recommend to everyone. And as mentioned earlier, if you are using a Disney dining plan, most are accepted here so it's really a win win for everybody.
I like to review the best items on the menu so that if you're having trouble deciding what to get, you'll have a starting point and options to consider! So if you're visiting Kona Cafe and you're not sure what to order, take a look at one of these items (no order). You can also find the full menu here.
Okay, I told you guys I'd get to this part. I always recommend booking reservations for Disney dining however Kona is a little different. Do I still recommend a reservation? Absolutely. In fact, I'm not sure I've ever tried to go to a Disney restaurant without one just to be safe. However, Kona is a bit easier than a lot of other restaurants. Now, it has been awhile since I last visited but as I mentioned earlier, we were able to grab a reservation and get a table all under 20 minutes when there. You are able to book reservations months in advance and if this is something you're interested in trying with Kona, I say go for it. It doesn't hurt to book out in advance however, if you're already at Disney and wandering around and decide it'd be a good spot to dine, check out the app or site and see if there are any openings. There's a good chance you'll be able to find something.
I think at one point Kona was in fact a hidden gem however it is gaining the popularity it deserves. From the outside it might not look like much but once you're seated and scouring the menu, you are quickly going to fall in love. With it's Polynesian influences, you will find yourself feeling like you're sitting on the beach in Hawaii, ready to take a dip in the ocean. If you read other blogs or things like Yelp, you'll find that most people agree. So what are you waiting for? Take the plunge and make that reservation. You won't regret it.


won the 2008 Italian Cup with Scandone Avellino...won the 2009 FIBA Euro Challenge with Virtus Bologna.
Italian Coach of the Year (2008).
Assistant Coach Italian National Team (1996-01)…Coach Italian U-16 National Team (1996-99).


text:
Michael Wayne Philips Sr.
Obituaries |
November 18, 1945~March 25, 2018
Michael Wayne Philips passed away peacefully after a short illness surrounded by his loving wife Annette and other family members on March 25, 2018.
He was born November 18, 1945, in Fort Bragg, California, to William G. Philips and Velma Gething.
He graduated from Laytonville High School in California and served in the US Army in Vietnam. After his tour of duty he settled in Gardnerville Nevada where he worked at the Lakeside Lumber Company as a millwright.
He later worked for and retired from the Nevada Division of Forestry before starting his own business, Philips Environmental, a tree service, as a certified arborist. Afterwards he worked as head of maintenance at his sister Lynne Cauley's property management company.
Mike was known for his easy laugh, warm embrace, solid advice and an occasional mischievous side. A hard worker, Mike was both knowledgeable and creative. He had the rare gift of being able to fix anything. He was tough and he valued toughness, but his kindness and love of family was legendary.
He was a patient teacher of all the skills and passions he had acquired over the years, and he never stopped learning. He enjoyed working on old cars and hotrods, hunting, fishing and camping – especially on his family's mountainside property outside of Elko.
Mike was active in the Carson Valley 20/30 Club and served on the Gardnerville town council for a number of years.
Mike is mourned by his mother, Velma, wife Annette and son Colin; son Mike (Amanda) Philips of Gardnerville, NV; daughter Jamie Lehman of Reno, as well as many siblings, grandchildren, family and friends. Services will be announced at a later date.
James Clarence Hammer
Kenneth Dakin
Gary Lynn Wood
Catherine McLane Rahbeck
Record Courier E-Edition

redpajama_set_name: RedPajamaCommonCrawl


text:
Q: drracket function call: expected a function after the open parenthesis, but received 14 hey I am really frustrated with my code. Ive been trying to implement a code that filters through a list of structs and filters out any struct that has not the same id as another struct.
I unfortunately don't know what to do anymore. The only error message I always get is:
function call: expected a function after the open parenthesis, but received 14
Here is my code:
(define (make-filter lst trlst)

  (filter (lambda(x) (equal? (route-section-id lst) (traffic-jam-section-id x))) trlst))

(define it
  (list
   (make-traffic-jam 14 7)
   (make-traffic-jam 14 7 )
   (make-traffic-jam 14 7)))
(define some-items
  (list
   (make-route-section (14 "highway" 18 19))))

(check-expect (make-filter (some-items) (it))0)

A: Scheme (and most Lisps) assume that a symbol immediately following a left parenthesis refers to a function to be executed. The error message tells you that the interpreter found a number in that position rather than the name of a function.
In your code, the procedure some-items has an expression (14 "highway" 18 19) with a number where a function name is expected. That is the source of the error.
If the function make-route-section expects four individual arguments, just remove the parentheses around the offending expression. If make-route-section is expecting a list of arguments, use (list 14 "highway" 18 19). In this case, list is the name of a function that builds and returns a list.

redpajama_set_name: RedPajamaStackExchange


Control your entire smart home including locks, lights, thermostat, and more with the sound of your voice.
Combine voice control for your smart home with music, sports scores, traffic & weather reports, and more.
Fills the room with immersive, omnidirectional audio.
Alexa can hear you from across the room and respond, even while music is playing.
Quickly responds to questions and commands.
Play music from your favorite web-based music service, or use Bluetooth to stream your own music straight from your mobile device.
Amazon Echo gives you hands-free control over your home using only your voice. Even if you're playing music or standing across the room, when you say a command or ask a question, Echo's far-field voice recognition and seven-piece microphone array hears you through the din.
You don't have time to waste, and neither does Echo. Its quick reflexes and speedy responses ensure you'll get recipe conversions without putting down a measuring cup, adjust the thermostat without leaving the room, or close the garage door without pressing a button.
Because it integrates into Vivint Smart Home Cloud, Echo gives you voice control over every aspect of your smart home system. Welcome bedtime by setting the thermostat, locking the doors, and turning off the lights, while you wind down—all with nothing but your voice.
There's no need to compromise on sound quality with Echo, even in such a small package. Using its 360-degree omnidirectional audio hardware, Echo plays your favorite music, reads you an audiobook, or answers your questions with crisp balance and crystal clarity.
Echo isn't just a great way to control your home: it's also a helpful, versatile personal assistant. Hosting a dinner party? Ask Alexa to turn on your favorite playlist, look up recipes, check the weather, and even unlock the front door for your guests.
Smart Home Pros are a qualified, licensed, and expertly trained installation team that will connect Echo to your Vivint Smart Home system. You have enough to worry about: we'll handle the technical stuff and get your Echo up and running just the way you want it.


Welcome to the Money Coach Resources section, a curated list of the tools and websites I strongly recommend for managing your finances.
Many of the resources listed here are crucial to my coaching clients and have helped them achieve enormous success in personal finance.
Before digging into the awesome resources I know and trust, please read an important disclosure.
Up to now, your rent payments have had NO impact on your credit score. RentReporters decided it was time to change that. They report your on-time rent payments to the credit bureau – which will increase your score.
CardRatings.com is a for-profit organization devoted to educating consumers about credit cards. They are devoted to being the leading source of objective credit card rating information and comprehensive card data. They also offer consumer reviews of cards written by consumers throughout the country.
Acorns is a micro-investing app that allows you to invest your spare change with every purchase you make. Every dollar you invest is automatically diversified across 7,000 stocks and bonds to help improve your return while reducing risk. Over 1 million people are already using Acorns.
AnnualCreditReport.com is the official site to get your free annual credit reports. This right is guaranteed by Federal law. Don't be fooled by look-alike sites. Federal law requires each of the three nationwide consumer credit reporting companies – Equifax, Experian and TransUnion – to give you a free credit report every 12 months if you ask for it. They also make it easy to accomplish many credit-related tasks right from your computer. Get yours today!
Credit Sesame is a fast-growing credit and loan management platform that is changing the way consumers apply for and manage their credit. As a strong consumer advocate, Credit Sesame provides consumers the free tools they need to reach their financial goals. Since launching in 2010, they've helped millions of consumers find better financial products and do more with their credit score.
Mile IQ remembers your drives so you don't have to. Fifty-five million U.S. workers can deduct or expense the miles they drive. If you're one of them, you want MileIQ along for the ride. Automatic drive detection makes it easy to capture every mile you drive. Say goodbye to the headache of manually logging every trip.


text:
Documents filtered by: Recipient="President of Congress"
sorted by: relevance
From John Adams to the President of Congress, 31 May 1781
To the President of Congress
Amsterdam, 31 May 1781. RC in John Thaxter's hand PCC, No. 84, III, f. 181–182. printed: Wharton, ed., Dipl. Corr. Amer. Rev. description begins Francis Wharton, ed., The Revolutionary Diplomatic Correspondence of the United States, Washington, 1889; 6 vols. description ends , 4:461.
John Adams provided an English translation of a memorial presented to the States General on 28 April by the Danish envoy, Mestral de Saint Saphorin. The diplomat called on the Dutch government to evacuate the Volta River forts of Creve Coeur and Good Hope and thereby end its encroachment on the Danish establishment along the African coast in present day Ghana.
RC in John Thaxter's hand (PCC, No. 84, III, f. 181–182). printed: (Wharton, ed., Dipl. Corr. Amer. Rev. description begins Francis Wharton, ed., The Revolutionary Diplomatic Correspondence of the United States, Washington, 1889; 6 vols. description ends , 4:461.)
President of Congress
Huntington, Samuel
"From John Adams to the President of Congress, 31 May 1781," Founders Online, National Archives, accessed September 29, 2019, https://founders.archives.gov/documents/Adams/06-11-02-0255. [Original source: The Adams Papers, Papers of John Adams, vol. 11, January–September 1781, ed. Gregg L. Lint, Richard Alan Ryerson, Anne Decker Cecere, Celeste Walker, Jennifer Shea, and C. James Taylor. Cambridge, MA: Harvard University Press, 2003, p. 344.]


text:
John Werner Kluge (1914-2010)
Through a series of savvy investment moves that drew on his uncanny ability to predict market demands and take calculated risks, John W. Kluge rose to the top of the U.S. media industry. He was one of the first to advocate a multimedia approach to marketing, and offered advertisers a variety of potential outlets to reach consumers. He transformed the Metropolitan Broadcasting Corp., which consisted of two floundering television stations and two radio stations, into Metromedia, Inc., which became the largest independent television business in the United States during the height of the major broadcast networks' power in the 1960s and 1970s.
Author » Caitlin Cieslik-Miskimen, University of Wisconsin-Madison	Published: June 08, 2011 Updated: February 09, 2015
Business Beginnings
Building the Metromedia Business Empire
Moving into the Cellular Industry
Social Status and Philanthropy
Late Life and Business Activities
One of John Werner Kluge's (born September 21, 1914 in Chemnitz, Germany; died September 8, 2010 in Charlottesville, VA) favorite stories involved the time he got caught gambling while a student at Columbia University and was well known for his on-campus card games. One day, however, he found himself in the office of the dean, who threatened to revoke his scholarship. The apologetic Kluge promised the dean would "never catch" him gambling again. At this point, Kluge would set up his punch line—"I didn't say I wouldn't gamble again, I said he'd never catch me again."[1] Known for his initiative, drive and determination, Kluge enjoyed taking risks, especially in business, and shunned the idea of a sure thing or a safe investment. He became one of the most successful media executives in the mid-twentieth century.
Through a series of savvy investment moves that drew on his uncanny ability to predict market demands and take calculated risks, John W. Kluge rose to the top of the U.S. media industry. He was one of the first to advocate a multimedia approach to marketing, and offered advertisers a variety of potential outlets to reach consumers. He transformed the Metropolitan Broadcasting Corp., which consisted of two floundering television stations and two radio stations, into Metromedia, Inc., which became the largest independent television business in the United States during the height of the major broadcast networks' power in the 1960s and 1970s.[2] At its peak, Metromedia, Inc., represented a series of profitable and diverse media entities. It "leapfrogged" through the industry to acquire holdings that included outdoor advertising, direct mail, independent television and radio stations, and popular entertainment entities such as the Ice Capades and Harlem Globetrotters, among others.[3] Kluge's goal was to create an empire that leveraged different media platforms to better communicate marketing messages.
Kluge's business strategy emphasized the pursuit of promising new technologies while keeping operating margins low. He continually sold off underperforming properties, and looked for opportunities to expand into sectors competitors neglected, whether it was independent broadcast stations or wireless opportunities abroad. Under his stewardship, Metromedia stock became a darling of Wall Street. As the market outlook for independent television operations dimmed, he took his company private through a leveraged buyout in 1984. Most notably he sold Metromedia's eleven television stations to Rupert Murdoch for approximately $2 billion in 1986, which made Kluge a billionaire.[4] Active in business well into his eighties, Kluge never lost his appetite to broker deals and forge ahead. He "savored" the challenge of commercializing new technologies.[5] Nascent markets or ignored industry segments intrigued Kluge the most—they typically offered little competition, and gave Kluge the chance to establish a beachhead in an industry before the heavyweights moved in. He followed that strategy in broadcasting and cellular telephones, and somewhat less successfully through ventures into laser disc technology and music recording.
Yet, the man with the "Midas touch" who topped Forbes' list of wealthiest Americans from 1989 to 1991 was also one of its most private. The reserved and reticent Kluge shunned publicity and was reluctant to give interviews during his lifetime. He remains "one of the least known but most powerful moguls in modern television industry," according to broadcast scholar Douglas Gomery, due in part to the amount of attention given to other television executives such as David Sarnoff and William Paley.[6] Broadcast histories tend to underestimate the market impact of Kluge's independent stations, and Metromedia's diverse holdings and corporate reinventions have complicated its story and made it difficult to gauge its influence. Even contemporary news coverage found it challenging to discuss Kluge's motivations, due to the lack of access to the company. A 1982 Barron's profile of Metromedia tried to pinpoint the root of Kluge's success and had to rely on interviews with other company executives, colleagues, industry sources, competitors, Wall Street, and publicly available material to shed light on Kluge and Metromedia.[7] Privacy was key to business operations, according to Kluge.[8] He disapproved of self-promoting executives who embraced the limelight, and was content to let his business accomplishments speak for themselves "without a lot of fanfare."[9] That level of secrecy let Kluge zig when the market zagged—a tendency that served him well ever since his arrival in the United States as an eight-year-old in 1922.
Born September 21, 1914, in the manufacturing city of Chemnitz, Germany, Johannes Kluge grew up in a tenement house with his mother and grandmother. His father died in World War I before he was born, and his mother worked six days a week as a typist to support the family. An only child, Kluge often challenged the other neighborhood boys to games of marbles in a nearby park, where he demonstrated his proclivity for risk taking. He played for keeps, and claimed to have won more than two thousand marbles from the other children. Eventually, he noted, they stopped playing with him.[10] When the family moved to Schönau, a different district of Chemnitz, Kluge's mother met Oswald Leitert, a German-born widower visiting from Detroit. Leitert was an American citizen, and promised to move Kluge and his mother Gertrud to the United States after they wed. When the family arrived in New York harbor on September 15, 1922,[11] Kluge recalled the crowds of immigrants lined up on the deck of the USS George Washington, waving at the Statue of Liberty. As for many immigrants, the statue became a "symbol of freedom" for Kluge, and he maintained a "soft spot" for the Statue of Liberty throughout his life.[12] The family stayed at the Taft Hotel in the heart of New York City, where the bright lights and sounds of the city enchanted Kluge. He made up his mind to return to New York one day.
Kluge's stepfather ran a painting and contracting business in Detroit, and at first the family lived in the city. Eventually, they moved to a small farm in Redford, Michigan, on the outskirts of Detroit, where Kluge soon began to demonstrate his entrepreneurial prowess. He sold apples from his family's fruit trees alongside his uncle, delivered newspapers, and washed windows. He set up a lawn cutting and snow shoveling business, and trained neighborhood boys to work for him so he could increase profits.[13]
Kluge realized early on that education would be the key to advancement in the United States. When he arrived, he did not speak any English, and attended a local Lutheran school where his schoolmates dubbed him "Hans the Hun." He began carrying around an English-German Webster's dictionary everywhere he went for ten years—"to school, to church, back home"—determined to learn English and speak it without an accent.[14] After Kluge finished eighth grade, his stepfather encouraged him to leave school and enter the family business. Kluge refused, and later referred to it as one of the first big risks he took. He convinced his stepfather to allow him to attend one year of high school, and, after earning high marks, asked to finish. When his stepfather forbid him to do so, Kluge left home without knowing where he would sleep. He was "never afraid of making a decision, regardless of the consequences," he said. Kluge knew that working for his stepfather in Detroit meant that he would remain a "second-class citizen," with little chance to make his own mark.[15] Education provided Kluge with a pathway to achievement, and he set out on his own.
One day, while washing a car for Garcia Gray DaRatt, a former teacher, Kluge revealed he had nowhere to live. She immediately took him in, and DaRatt would become one of the most influential people in Kluge's life. Kluge noted that he "became an adult" between the ages of fourteen and eighteen, due in part to the high standards DaRatt set. She wanted to ensure Kluge would attend school beyond high school, and encouraged him to expand his worldview. She taught Kluge about table manners and the nuances of American culture. Visitors to the house included prominent businessmen and judges, and their conversations provided Kluge with the "sign posts" that would shape his business philosophy. "Living with Mrs. DaRatt, little by little I formed a conclusion that I wanted to be somebody but not on the basis of cheating or fooling people," Kluge later said. "I've always been more interested in substance than perception. If the substance is right, I feel that everything is right."[16] He became an honors graduate of his high school and attended Detroit City College, later renamed Wayne State University. After one year, he transferred to Columbia University, which offered him a full scholarship plus living expenses.
Throughout his lifetime, Kluge's upbringing provided him with a tremendous amount of motivation, although he admitted he never felt "rooted in a place."[17] Rather, he was rooted in ideas, many of which he learned while under Garcia Gray DaRatt's tutelage. Kluge often spoke of his mentor with much affection. In 1938, Kluge placed second in a Detroit Times contest, and used part of his $2,000 to buy DaRatt a car.[18] In an April 29, 1938, Detroit Evening Times piece published on the contest winners, Kluge praised her for her role in helping Kluge achieve an education and encouraging him in his business ventures.
Kluge's tenure at Columbia provided glimpses of his entrepreneurial drive and an affinity for deal making. He earned extra money by running a shoe, garment, and stationary business; he served as a meal pricer for a university dining hall; and provided private secretarial service for the son of the president of China. He even "flirted with the idea" of moving to China after graduation to start a competition to the East India Company, using his classmates' personal contacts and business connections, but the war between China and Japan in 1937 put that idea on hold.[19] He graduated with a degree in economics, and took a job for the Otten Brothers Company—a paper company—on the promise that he would work without a salary and receive compensation for only his expenses. As part of the deal, the company promised him a one-third interest in the business if he doubled sales. Kluge hit his target.
After his service in World War II as an army intelligence officer, he sold his interest in the company and used his earnings to fund a number of business ventures, including the purchase of a radio station. Along with a partner, he bought WGAY in Silver Spring, Maryland, in 1946 for $15,000 (roughly $179,000 in 2013), after reading a Wall Street Journal article about the radio industry. The November 1945 piece, he claimed, noted the relatively low start up costs of a radio station compared to television, which was projected to cost an investor close to $340,000 (roughly $4.4 million in 2013). The Wall Street Journal article also expected strong consumer interest in radio to continue, since wartime materials shortages slowed television manufacturing, and anticipated radio would remain the dominant mass medium for advertisers.[20] Kluge promised to attract advertisers to the station if his business partner would manage the station. Within one year, they had the television station up and running, and were the subject of a profile in the Saturday Evening Post. One of the station's more popular advertising promotions was with Qantas Airlines, which offered listeners a one-way ticket to Australia for their mother-in-law as a prize.[21]
The radio station was not Kluge's only business enterprise in the late 1940s—he concurrently ran a Boston-based food brokerage called the New England Fritos Corporation. The distribution company introduced Fritos and Cheetos to towns from Maine to New York, and worked to place the products in supermarkets throughout the region. Eventually, Kluge moved the brokerage to Washington, D.C., and added new product lines, including those of Standard Brands and Simon and Schuster. He focused less on placing the goods in "small mom-and-pop stores" and instead invested his energy in soliciting the business of the chains he thought would "make it" in the long term, such as Stop 'N' Shop and First National.[22] The experience marketing goods gave him insight into the advertising industry, as well as perspective into the challenges of selling consumer products in a rapidly changing communications environment. His success made him "in demand as a consultant in design, advertising and distribution to several leading marketers," and he relied on that experience when he created Metromedia.
The creation of Metromedia, Inc. and its rise as a major media empire in the 1960s and 1970s best reflected Kluge's core business strategy. Kluge adhered to the mantra of "make money and minimize taxes" [23] and "buy and build."[24] He would sell underperforming properties in favor of those with greater profit potential, and pursued new technologies and market sectors that his competitors neglected. In the occasional interview, he described himself as a "businessman on the prowl for a good opportunity," and stressed his love of constructing a good business deal.[25] He loathed what he called the "self-important corporation types cut out of the same cookie cutter" who adhered to safe investments and shunned new technologies.[26] Harkening back to his Columbia University days, Kluge always viewed himself as a bit of a gambler—albeit one who regularly read the Wall Street Journal and followed market reports. Discussing their business strategy in the late 1990s, his longtime business partner Stuart Subotnick noted that they had "never gone where the herd goes. By the time the herd shows up, it's too expensive."[27] Kluge liked to venture out on his own, and, as he started compiling the building blocks for Metromedia in the late 1940s, the herd had largely left the radio business.
Kluge's radio and television holdings formed the heart of Metromedia for more than two decades. In 1959, he purchased a controlling interest from Paramount Pictures in Metropolitan Broadcasting, which at the time consisted of two television stations—WNEW in New York and WTTG in Washington, D.C.—and two radio stations. It contained the remnants of the failed DuMont Network, a broadcasting subsidiary of the Allen B. DuMont Laboratories that was spun off as an independent operation in 1946. As one of the first commercial broadcast networks in the United States, the DuMont Network floundered as television grew in popularity, and lost substantial market share to rival networks NBC, CBS, and ABC. The deck was seemingly stacked against DuMont from the beginning; although the company had an edge as a manufacturer of television sets, it did not have a radio network from which to pull talent easily. Consequently, it faced higher costs for operating broadcast stations and producing content—issues that the other networks did not have to navigate. Additionally, DuMont depended on ultrahigh frequency (UHF) panels as a result of the Federal Communications Commission (FCC) reliance on the UHF channels to provide third channels in many markets. Because not as many televisions offered UHF channels, advertisers flocked to very high frequency (VHF) channels, which were typically assigned to NBC and CBS. DuMont submitted various plans to the FCC that favored network competition and created four networks on the same frequency, according to the broadcast historian James Baughman. But the FCC was worried the plan would leave rural residents with no television service, and its 1952 allocation plan "handicapped" DuMont.[28] By 1956, DuMont ceased broadcasting.
According to Kluge, DuMont's biggest problem as a network was that Allen DuMont was not a great marketer, and had no experience running a consumer-focused company. When Kluge assumed leadership as chief executive officer in 1959, his goal was to change the company's operations entirely.[29] Despite its unprofitability, Kluge believed Metropolitan Broadcasting could be a "vehicle for developing a new concept in the field of communications."[30] In its first full year of operations, Metropolitan Broadcasting did a gross volume of approximately $5.6 million, was "highly unprofitable" and lost nearly $1 million.[31] In its first two years with Kluge at the helm, the company aggressively expanded, committed over $34 million to buying new, more profitable properties, and notably shunned purchasing the more expensive network affiliates. Kluge focused on independent stations, snapping up stations in major cities at relatively good prices. It added nine radio and television stations in "rapid succession," including WIP-AM-FM in Philadelphia; KOVR (TV) in Stockton-Sacramento, CA; WTVH (TV) in Peoria, IL; WTVP (TV) in Decatur, IL; the KMBC stations in Kansas City; and the Worldwide Broadcasting System. Additionally, it acquired the Foster & Kleiser outdoor advertising company for $14 million, which marked its first foray outside broadcasting.[32]
As Kluge continued to build his media combine, he needed to move away from the "limiting" name of Metropolitan Broadcasting. In 1960, he changed the company to the more "descriptive" Metromedia. "The 'metro' came from our belief that the American marketing system would concentrate its efforts more and more in major metropolitan markets," he said in his 1973 address to the Newcomen Society, an organization dedicated to the study of science and technology. "The 'media' came from our conviction that, in order to effectively communicate with its consumers, American business requires a multi-media approach."[33]
From the beginning, Kluge's corporate philosophy contained several principles that guided Metromedia's growth and built on his previous entrepreneurial experiences. First, Kluge cultivated a high-grade management team. The effort to improve management quality and depth cut across all levels, corporate and divisional, with the goal of maintaining continuity. Kluge told the trade magazine Broadcasting that "growth is an enabling factor in attracting the best people, and the best people are essential to the organization. There's nothing worse than having a ceiling on top of young, creative people."[34] He believed that his employees did not work for him, but rather with him, and created a variety of incentives to foster an environment that provided room for advancement, including stock options. As a result, Metromedia experienced minimal turnover, which created a sense of stability that attracted attention from Wall Street and pleased its stockholders. Many of the company's key executives were long-time employees.[35]
Kluge also developed quality facilities, although he proudly ran Metromedia on a "tight budget." He located Metromedia's headquarters in Secaucus, New Jersey, across the river from New York where rents were lower, and he policed company expense reports. Kluge enjoyed telling an anecdote about a contest he ran to keep costs low— once calling an executive in Kansas City to let him know that he won that month's prize for the highest phone bill. After that, phone bills went down companywide, Kluge claimed. Metromedia was lean because it had to be—the company "would go broke otherwise."[36] Indeed, under Kluge's stewardship, Metromedia "made millions with relatively small audiences, because costs of operation were so low."[37] When, in 1989, he made the top of Forbes' list of the richest people in the United States, Forbes dubbed him the "cheapskate billionaire."
Finally, Kluge operated with the strong conviction that Metromedia was in the "process of building a major force in the field of American marketing communications."[38] By 1960, the "media combine" grossed more than $40 million (roughly $315 million in 2013) and announced revenue expectations of more than $100 million by 1965 (roughly $738 million in 2013), due in part to Kluge's quick efforts to differentiate its holdings and his eagerness to acquire more profitable entities.[39] Kluge adhered to a liberaldefinition of "communications," and focused on the industry in all its forms. In addition to outdoor advertising, he moved Metromedia into the music business, and its music publishing and recording division contributed to the company's rebound in 1970 after a disappointing 1969, when profits hit a seven-year low. By the early 1970s, Metromedia also had an interest in bus advertising in a number of cities, along with a television programming production subsidiary and a direct mailing operation. The company also purchased the Ice Capades and its subsidiary, Mount Wilson Skyline Park in Los Angeles, as well as Playbill Magazine, in order to offer a diverse set of media platforms to potential advertisers. Kluge called the marketing of goods an "obstacle course," and, through research and knowledge of the changing media landscape, as well as access, his company was there to help the "people who are running the course."[40]During an address to the Newcomen Society in New York in 1973, Kluge called Metromedia an "important part of the American marketing system." At the time, the company was active in four of the six major media classifications which businesses used to target consumers—broadcasting, out-of-the home media, publishing and mail marketing, and entertainment—and owned television stations in major markets. Not everything Kluge acquired was a success; notably, his 1965 purchase of Diplomat magazine was a black spot on his otherwise golden business record. Metromedia was not alone in its efforts to diversify in the 1960s; other broadcast companies added new revenue streams in response to the FCC's cap on the number of television stations any one company could own.[41] Yet, despite Metromedia's various business interests, the broadcast stations remained at the core of its business.
Metromedia pursued the purchase of independent stations due in part to their relatively low operating costs, but also because Kluge anticipated advertising expenditures would increase dramatically as televisions rose in popularity. Television rapidly became the United States' dominant mass medium. By the end of the 1950s, just twelve years after its introduction, nearly 90 percent of American homes had television sets.[42] The networks would not be able to keep up with demand, Kluge reasoned, which put independent stations in a position to absorb the overflow. Additionally, as the three networks grew stronger and stronger, they would raise their advertising rates, which would "give independent stations an umbrella."[43] His bet worked. In 1972, Metromedia revenues totaled $182 million and profits hit $12.5 million (more than $1 billion and $69.6 million respectively in 2013).[44] Metromedia's television stations were responsible for the majority of profits, and the "big payoff" for the company came in 1976, when overall broadcast advertising expenditures grew about 27 percent and Metromedia's broadcast earnings almost doubled. In 1981, the TV stations, together with fourteen radio stations, generated 70 percent of Metromedia's profits. [45] At the same time, Kluge identified another means by which to boost the market value of Metromedia's stations by increasing its viewership numbers. A "wealth of top-notch" television shows were up for syndication, including "M*A*S*H," "All in the Family" and "The Mary Tyler Moore Show."[46] At the time, independents were able to keep operating costs relatively low because they did not, for the most part, produce their own programming, and instead relied on a formula of syndicated network TV shows, low-budget movies, and the occasional program produced in-house. Metromedia, for example, made several of its own shows, including the original "Jeopardy!" and specials with Jacques Cousteau.
Kluge developed a formula of local and national shows, and had the "right vision at the right time" in the broadcast industry, according to the communications scholar Walter Podrazik.[47] He used Metromedia's advertising profits to buy the syndication rights for shows as they came on the market, and the independents picked up market share because of better programming. They also counterprogrammed, and would beat network nightly news broadcasts by one hour, airing news at 10 p.m. instead of 11 p.m.. Metromedia stations aired ballet performances, tennis, movies, and other programs designed to draw viewers away from the major networks.[48]
The period from 1974 to 1982 marked a strong run for shareholders. Revenue increased to $462 million from $188 million, and profits climbed from $1.02 to $14.38 per share. Wall Street analysts, shareholders and business journalists alike gave much of the credit to Kluge. Barron's called him a "genius" that possessed a "superb knack for managing cash flow and minimizing taxes."[49] He "wrote the book" on communications empire building, gushed the trade publication Broadcasting & Cable.[50] His ability to anticipate broadcast market movements made him a "visionary," said the Los Angeles Times.[51] Yet, despite Metromedia's success, Kluge continued to operate out of view and gave little indication publicly as to what his next moves would be. He kept no public relations officers on his payroll, the New York Times noted, because they were a distraction. "I think a great deal of publicity becomes an obstacle," he told the Times in a rare interview. "I'd love to be in the woodwork all my life. I enjoy it when I know who the other people are and they don't know who I am."[52]
So as cable began to siphon away viewers from the three networks and independents, Kluge quietly realized Metromedia needed to rethink its approach and undergo a reinvention. New technologies had always intrigued him, and he saw a unique opportunity in the emerging paging and cellular phone industries. He attempted to gain a foothold in the wireless marketplace by selling off the pieces of the Metromedia empire that either were underperforming or did not offer much future revenue potential, and exchanging those for more lucrative properties. At the time, Metromedia's stock was declining, and Kluge was "ready for something new."[53] In 1984, Kluge led a $1.1 billion leveraged buyout in order to take the company private because he was unhappy with its valuation on Wall Street and craved the freedom of making business decisions without having to think in terms of stock price. He bought the company for roughly $40 per share, and, over the course of the next two years, sold off its parts for a total of about $4.5 billion. According to Kluge, that was "the biggest risk" he ever took, as he had to borrow $1.3 billion personally in order to facilitate the buyout.[54] He sold Metromedia TV to Rupert Murdoch in 1986 for approximately $2 billion, in a deal that the Wall Street Journal described as "secretive, imaginative and for not a penny less" than what Kluge wanted.[55] He had moved quickly, and brokered the deal with Murdoch and his investment team only weeks after he began hunting for buyers.
The move put Kluge near the top of Forbes' richest 400 Americans, and gave Murdoch the foundation for the Fox Network. Kluge then parlayed his new cellular and paging interest into greater profits, and held the list's top spot from 1989 to 1991. His ability to anticipate changes within the broadcast landscape impressed observers the most—he knew when to get into the industry and when to get out, noted Podrazik. His predilection for risk-taking paid off more times than it did not, and his market intuition seemed to be unparalleled. Kluge beat many of his competitors to the cellular industry, and his willingness to reinvent himself and pursue new acquisitions demonstrated a flexibility that made him stand out from his peers.
Throughout the 1980s and 1990s, Kluge managed to avoid the "cookie cutter" corporate executive label he eschewed from the beginning. Just as he was getting out of the broadcasting business, he began purchasing a series of cellular networks in large American cities and reinvented himself as a "cellular industry pioneer."[56] His new company, Metromedia Co., snapped up networks in Chicago, New York, Baltimore, Washington, D.C., and Philadelphia, among other areas, and started acquiring paging services and long-distance telephone carriers. Kluge's status as an early mover in cellular service paid off handsomely. He sold part of his cellular business to Southwestern Bell Corp. in 1986 for $1.2 billion (equivalent to more than $2.5 billion in 2013), and unloaded Metromedia's Philadelphia network to Comcast several years later for $1.1 billion. He continued to look for his next investment opportunity, and showed no signs of slowing down. He told the Wall Street Journal that he was in no rush to spend the substantial pile of cash Metromedia accumulated by unloading its properties in the 1980s: "We don't feel any compunction to be in a hurry." Metromedia was conducting a "comprehensive study" of all its opportunities available, with special interest to developing markets for telephone and broadcasting services in Europe and Asia. Kluge relished the chance to reinvent himself. New investments and acquisitions made life "interesting," he said. [57] A quiet retirement away from the boardroom did not.
But there was more to John Kluge than his role as a media tycoon and risk-taking deal maker. He collected Australian aboriginal art and filled his estates in Charlottesville, Virginia, and in the Scottish Highlands with antiques, but was most known for his philanthropic gifts, primarily to educational institutions. His $60 million donation to Columbia University in 1993 (roughly equivalent to $96.7 million in 2013) represented the largest single gift the university had received. Kluge indicated that the funds were to be used for minority scholarships, and were designed to attract minority candidates who might have otherwise attended other universities. Recalling his own experience at Columbia University in the 1930s and the financial hardships he faced, Kluge hoped the gift would have a broader impact than having his name grace a building or a monument. "I'd rather do something for human minds than for a monument," he told the New York Times after the gift was announced. "It's been offered to me time and time again, not only at Columbia but at other colleges, but I'm not interested in having my name on a building. … I think the need is there. In my small way, I'm addressing that need."[58] He viewed his experience at Columbia as a defining moment in his life, and wanted to provide that opportunity to others. Kluge previously donated $50 million to the university; when the two gifts were combined, the $110 million total was only second at the time to a $125 million gift to Louisiana State University from Claude B. Pennington.
New York society embraced Kluge, who, along with his third wife Patricia Maureen Rose (he had been married previously to Theodora Thomson Townsend, then Yolanda Galardo Zucco), frequently attracted the attention of the city's society columnists. It was quite an achievement for John and Patricia, a former model who was part English, part Iraqi and about four decades her husband's junior. Their ability to ascend the city's social ranks was due in part to their willingness to play by the unwritten rules and standards that determined who was an elite member, and who was merely a wealthy New Yorker. The main rule was to be charitable—"you can't leave your money in the bank," New York Times society columnist Sharon Churcher wrote. "You must be willing to plunge it into entertaining and charity parties."[59] For Churcher, the Kluges were role models. They held fundraising parties, and, in addition to gifts to educational institutions, frequently gave to other causes as well, such as the American Foundation for Aids Research (AmFAR). Patricia became known for her "lavish parties," although a "small scandal" erupted in 1985. Patricia was the chairwoman of a charity ball in Palm Beach attended by the Prince and Princess of Wales. A few days prior, the British press disclosed the existence of a naked photo of Mrs. Kluge. The couple ended up traveling abroad the night of the ball.[60] In 1990, the couple divorced, citing "irreconcilable differences." True to form, the divorce was quiet, private and done in "impeccable taste."[61] John Kluge later got remarried—for a fourth time—to Maria Tussi Kuttner, who, like him, was also German born.
In 2000, on occasion of the two-hundred-year anniversary of the Library of Congress, John Kluge gave $60 million to establish an in-house center for academic research.[62] Today the John W. Kluge Center is a renowned institution that has, for over a decade, brought together scholars from around the world "to stimulate and energize one another, to distill wisdom from the Library's rich resources, and to interact with policymakers and the public."[63]
Kluge spent the 1990s looking for new business challenges and deals to broker. Now head of Metromedia International Group, he oversaw a business with diverse assets, including Orion Pictures and the lawn products company Snapper. But the company's communications division remained the "crown jewel" in Kluge's empire, although Metromedia was a "bantam in a world of communications heavyweights," with fewer than 200,000 customers for its "grab bag of services," which ranged from wireless cable TV and telephone to paging. By then age eighty-two, Kluge began his "most ambitious enterprise" in the late 1990s, which involved the construction of wireless cable television and telephone networks in Eastern Europe, Russia, the Baltic states and China, where Metromedia partnered with a Chinese phone company called Golden Cellular. Kluge's strategy rested on a "beguiling simple premise"—he would beat the competition to these "embryonic markets" and establish solid footing before market leaders like AT&T entered. [64] Kluge's wireless strategy reflected his initial approach to entering the broadcast industry. Competition crowded the U.S. market, which raised the barrier to entry and increased operational costs as well. By focusing his efforts on undeveloped markets with a low barrier to entry—first independent broadcast stations and then neglected global cellular markets—Kluge believed he could win a substantial customer base.
But cracks started appearing in Kluge's empire as the decade wore on. Metromedia's joint venture with Golden Cellular in China was beset by misunderstandings between the two companies, and in Russia, Metromedia had to battle the perception that foreign companies failed to deliver on promises. The greater problem, however, was Metromedia's image on Wall Street. What investors had once seen as an empire and a bustling media combine was now a "hodgepodge" of seemingly unrelated businesses and a maze of different interests.[65] Beginning in 2000, numerous activist shareholders began pressuring Metromedia International Group to break up, and complained that the company's story was "unclear" to Wall Street, which had led to substantial decreases in the stock price. They blamed the management team, including Kluge, for losing track of Metromedia's communications focus.[66] Dissident shareholders also publicized their plans to thwart any attempt to take the company private. They feared history would repeat itself, and that Kluge would buy the company's depressed stocks and sell Metromedia International's assets at a mark up.
Then, just two years later, Metromedia Fiber, a telecommunications company, filed for bankruptcy after it had failed to win enough customers for its high-speed internet service in urban areas. The New York Times dubbed it a "rare setback" for Kluge.[67] Metromedia Fiber operated in a corner of the broadband once seen as attractive because of its "complexity and relative lack of competitors," but as service outpaced demand, it became a "casualty of the telecom meltdown." Several other companies in the sector filed for bankruptcy in the same year.[68] Kluge's private holdings, which included the Ponderosa Steakhouse chain and interest in Orion Pictures, also floundered. Despite these missteps, Kluge remained committed to the principles that guided him from the start—searching for new technologies, taking calculated risks, and never being content to play it safe. When he died in September 2010 at age ninety-five, he was remembered for his love of brokering a deal. His creation of Metromedia was dubbed a "triumph of financial structuring," and most likely one of his proudest accomplishments.[69]
John Kluge had an innate ability to predict what consumers would want or need next—whether it was bringing Fritos and Cheetos to New England in the 1950s, or snapping up independent TV stations and syndicating the rights to reruns of M*A*S*H and the Mary Tyler Moore Show. His ability to anticipate market changes and identify emerging communications opportunities distinguished him from other businessmen of his era, and led his contemporaries to describe him as "perpetually driven to devise new challenges and then to surmount them."[70] Not beholden to one, fixed image of a corporate executive, he pursued investments in industries as varied as broadcasting, laser disc technology, chain restaurants and steak houses, professional soccer, cellular phones and high-speed internet connections. When introducing Kluge as a speaker to the Newcomen Society in New York in 1973, David Mahoney described him as having the "enviable reputation as one of the outstandingly successful innovators" in the field of communications and technology. Kluge's life and career followed one of the favored historical narratives about American business—"that a man with energy and vision can continually transform himself and his circumstances through his individual effort, and propel himself to the front rank of leadership."[71]
Kluge also made sure he never forgot his roots, and worked to ensure others were provided with the same opportunities as he was. Being somebody, according to Kluge, was not necessarily about creating a personal empire or a $1 billion valuation—it was about personal achievement. At the time of Kluge's death on September 7, 2010, his gift to Columbia University supported approximately two hundred Kluge scholars at any given time.[72] The college recognized his generosity, along with his own accomplishments, with an honorary doctorate in 1988. Kluge liked to remind others that he arrived at Columbia University with $15, and left with several thousand dollars upon graduation. At the 1937 commencement, the university displayed headstones for each graduate with a humorous quote that best captured their time on campus. Kluge's read: "I'm wiser. I sold my body for fertilizer."[73]
[1] John Kluge, Jr., John Kluge Stories (New York: Columbia University Press, 2009) 57. John Kluge, Jr., developed the book based on conversations with his father and stories told to him as a child.
[2] Douglas Gomery, "John W. Kluge: Media Mogul," The Museum of Broadcast Communication (accessed October 2, 2014).
[3] Robert A. Rosenblatt, "Metromedia Gets Its Message Across: More Growth Ahead," Los Angeles Times, February 19, 1971.
[4] This sum would be equivalent to roughly $4.2 billion in 2013. Unless otherwise noted, all 2013 figures calculated with the help of MeasuringWorth (accessed October 21, 2014)
[5] Marilyn Berger, "John W. Kluge, Metromedia's Founder and a Major Philanthropist, Dies at 95," New York Times, September 9, 2010.
[6] Gomery.
[7] Rhonda Brammer, "Great Show: But Past May Not Be Prologue at Metromedia," Barron's National Business and Financial Weekly, August 9, 1982.
[8] "John Kluge," The Times (London), September 10, 2010.
[9] Kluge, Stories, 21.
[11] Cf. Passenger Lists of Vessels Arriving at New York, New York, 1820-1897. Microfilm Publication M237, 675 rolls. Records of the U.S. Customs Service, Record Group 36. National Archives at Washington, D.C. Online at http://www.ancestry.com (accessed October 21, 2014).
[18] This sum would be equivalent to roughly $33,000 in 2013.
[19] Mark Landler, "Rich, 82 and Starting Over," New York Times, January 5, 1997.
[20] Joseph M. Guilfoyle, "Television Slow-Up: You Won't Get a New Set for a Year or More," Wall Street Journal, November 29, 1945.
[21] Kluge, Stories, 97.
[23] Berger, "John W. Kluge."
[24] "The making of a massive media combine," Broadcasting 60, 42.
[25] Landler, "Rich."
[28] James Baughman, Same Time, Same Station: Creating American Television, 1948 – 1961, Baltimore: The Johns Hopkins University Press, 2007, 213.
[29] Kluge, Stories, 102.
[30] John Kluge, The Metromedia Story (New York: Newcomen Society in America, 1974) 9.
[31] Ibid. These figures are roughly equivalent to $44.7 million and nearly $8 million in 2013.
[33] Kluge, Metromedia Story, 9.
[35] Bill Abrams, "Metromedia's Kluge's Moves Made Him Wealthy," Wall Street Journal, May 8, 1985.
[37] Gomery.
[38] Kluge, Metromedia Story, 13.
[40] Joseph Kaselow, "Kluge Theory: Showmanship is Fine – When it Pays Off," New York Herald Tribune, March 26, 1961.
[41] "CBS' Purchase of Yankees Stirs A Storm, Points Up Diversification of Broadcasters," Wall Street Journal, August 17, 1964.
[42] Baughman, 2.
[44] Kluge, Metromedia Story, 9. These figures are roughly equivalent to $1 billion and nearly $70 million in 2013.
[45] Brammer, "Great Show."
[47] Michele McDonald, "The TV Force of John Kluge Focus: He plugged into the medium's rise, then profited at the dawn of cell phones," Investor's Business Daily, January 20, 2011.
[50] "The indomitable John Kluge," Broadcasting & Cable, February 5, 1996, 90.
[51] Patrice Apodaca, "America's Richest Man Backs Chatsworth Laser Disc Company," Los Angeles Times, June 17, 1990.
[55] Abrams, "Metromedia's Kluge's Moves."
[56] John Keller, "Comcast Agrees to Buy Metromedia's Cellular Operations in $1.1 Billion Deal," Wall Street Journal, May 8, 1991.
[57] Johnnie L. Roberts, "John Kluge, 72, Vows 'No Deck Chair' As He Readies Plans for a New Career," Wall Street Journal, January 22, 1987.
[58] Maria Newman, "John Kluge Gives Columbia $60 Million to Aid Minorities," New York Times, April 20, 1993.
[59] Sharon Churcher, "The Status Game," New York Times, April 8, 1990.
[61] Georgia Dullea, "A Billionaire Couple's Divorce, in Impeccable Taste," New York Times, April 29, 1990.
[62] Cf History of the John W. Kluge Center, Library of Congress (accessed October 21, 2014).
[63] http://www.loc.gov/loc/kluge/ (accessed October 21, 2014).
[66] Mark Cecil, "Will Metromedia 'Snap' Out of It?" Mergers & Acquisitions Report, June 12, 2000, 4.
[67] Simon Romero, "Metromedia Fiber Files for Bankruptcy," New York Times, May 21, 2002.
[68] Christine Nuzum, "Telecommunications: Metromedia Fiber Files for Protection From Its Creditors,"Wall Street Journal, May 21, 2002.
[72] Lisa Palladino, "John W. Kluge, '37, Dies at 95; Columbia's Leading Benefactor," Columbia College Today, November/December 2010 (accessed September 15, 2014).
"John Werner Kluge." (2019) In Immigrant Entrepreneurship, Retrieved July 16, 2019, from Immigrant Entrepreneurship: http://www.immigrantentrepreneurship.org/entry.php?rec=78
Cieslik-Miskimen, Caitlin. "John Werner Kluge." In Immigrant Entrepreneurship: German-American Business Biographies, 1720 to the Present, vol. 5, edited by R. Daniel Wadhwani. German Historical Institute. Last modified February 09, 2015. http://www.immigrantentrepreneurship.org/entry.php?rec=78
"John Werner Kluge," Immigrant Entrepreneurship, 2019, Immigrant Entrepreneurship. 16 Jul 2019 <http://www.immigrantentrepreneurship.org/entry.php?rec=78>
John W. Kluge, May 1973
Philanthropy and Social Advocacy


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Drugs and alcoholists caught – salzburg.ORF.at
Sugar Mizzy October 25, 2021
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the essential The Toulouse specialist in collecting spatial data buys a company to diversify into onshore wind power. At Toulouse CLS, has just announced the acquisition of Météodyn to add a string to its bow. Already specialized in the collection of spatial data dedicated to the observation and monitoring of the Earth, CLS has acquired […]
Work by photographer Artur Pastor on rural Portugal collected in a book
After having been the subject of a large retrospective exhibition in 2014 in Lisbon, which gave rise to a digital catalog, an initiative of the Francisco Manuel dos Santos Foundation, in partnership with the Lisbon City Council (CML), through the Municipal Archive from Lisbon, gave rise to this co-edition on paper in the field of […]
Russia has completed flight tests of two newest navigation satellites
https://ria.ru/20211025/sputniki-1756152366.html Russia has completed flight tests of two newest navigation satellites Russia has completed flight tests of two newest navigation satellites – RIA Novosti, 10/25/2021 Russia has completed flight tests of two newest navigation satellites Flight tests of two Russian navigation satellites of the new "Glonass-K" in orbit have been completed, the Information Satellite Company […]
Captain Thomas Raffl and Alexander Pallestrang about to make a comeback
© Sports report For EC Red Bull Salzburg, after yesterday's game in Graz in the bet-at-home ICE Hockey League, the next away trip is about to begin the program. Salzburg have to compete in Znojmo tomorrow, Tuesday, for the first time this season. The Red Bulls have seen their first slight relief in the squad […]
Toulouse. She hits and attacks a man with a chain in the city center
Through Thibaut Calatayud Published on Oct 25, 21 at 2:39 PM updated on 25 oct. 21 at 14:43 Toulouse news See my news Follow this media A violent fight broke out at Place Esquirol in downtown Toulouse, Saturday, October 23, 2021. (© Archives / GL / News Toulouse) Troubled evening for the municipal police officers […]
The city of Toulouse will be deprived of its marathon in 2022 and 2023
It is a blow for the regulars of the event as much as for the organizers. While the Toulouse marathon has not taken place since 2019, The city made the decision thatit would not be renewed. The 2022 and 2023 editions will not take place It has been two years since the runners have hung […]
Salzburg striker Okafor "responsible" for recovery – football
Noah Okafor was able to confirm his absolute top form in the top game in the Bundesliga. Although the Swiss could not contribute their own goal in the 4-1 win over SK Sturm (match report >>>) this time he recorded two wonderful aces: First he served Rasmus Kristensen ideally with his heel to make it […]
Covid, a victim in San Marino after almost a month
The Institute for Social Security communicates the update of COVID-19 infections and the progress of the vaccination campaign, in San Marino, recorded in the last week from 18 to 24 October (data updated at midnight yesterday, 24 October 2021). Updated update from COVID-19 The total number of infected people identified since the beginning of the […]
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What became of the top legionnaires? (2) – RB Salzburg, Part 2 of 3 » abseits.at


text:
Trautwein leads Vt. at Shrine Bowl game
Aug 6, 2014 | Uncategorized
HANOVER, N.H. — The Granite State high school football players again this year showed their dominance over the all-stars from the Green Mountain State, winning the 61st annual Shrine Maple Sugar Bowl this past Saturday, 42-6.
The game, played at Dartmouth College in Hanover, N.H., features teams of players who have recently graduated from high schools in each state. New Hampshire has won the past 14 games and holds the advantage in the series, 46-13-2.
The Vermont team featured several Middlebury and Otter Valley union high school players.
On offense, MUHS standout Jakob Trautwein played fullback and Sam Messenger played on the line.
Middlebury's contribution to the defense included Joshua Stearns and Sam Usilton at linebacker, and Sam Smith in the backfield. Stearns was also the kicker.
Otter Valley's Mike Winslow contributed at safety.
The Burlington Free Press reported that Trautwein led the Vermont team in rushing with 56 yards.


text:
import { Injectable } from '@angular/core';
import { throwError } from 'rxjs';
import { HttpClient, HttpErrorResponse, HttpHeaders } from "@angular/common/http";

import { environment } from "../../../environments/environment";

@Injectable({
  providedIn: 'root'
})
export class HttpService {
  protected apiURL: string;

  constructor(protected http: HttpClient ) {
    this.apiURL = environment.apiURL + '/api';
  }

  httpOptions = {
    headers: new HttpHeaders({
      'Content-Type': 'application/json',
      'Access-Control-Allow-Origin': '*'
    }),
  }

  httpOptionsFD = {
    headers: new HttpHeaders({
      'Access-Control-Allow-Origin': '*'
    }),
  }

  handleError(error: HttpErrorResponse) {
    let errorMessage;
    if(error.error instanceof ErrorEvent) {
      // Get client-side error
      errorMessage = error.error.message;
    } else {
      // Get server-side error
      errorMessage = error.status === 500 ? 'Something is wrong' :
      error.error.errors
        ? Object.values(error.error.errors)
        : `Error Code: ${error.status}\nMessage: ${error.message}`;
    }
    return throwError(errorMessage);
  }
}


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text:
in: Supporting Characters, Season 3 Characters, Characters,
Appearing in
Benedict Wong
Senior NCA Agent
British-Chinese
Shaun Li is a supporting character in Hated in the Nation. He is portrayed by Benedict Wong.
Physical Appearance []
Li is a British-Chinese man in his late forties, with black hair, large ears and a round pockmarked face. He is always shown wearing a grey business suit. He speaks with a Northern English accent.
Overview []
Shaun is assigned to the Jo Powers case along with Blue Coulson and Karin Parke. Coulson realises that Tusk and Powers were both targeted with a social media hashtag, "#DeathTo". The tweets originating the hashtag had a video called "Game of Consequences" attached which explains that each day, the person that is subject of the most "#DeathTo" tweets will be killed. Clara Meades (Holli Dempsey), who posted a photo where she pretended to urinate on a war memorial, is currently mentioned in the most tweets; the team take her to a safe house. Rasmus attempts to catch the hackers, but fails, and a swarm of ADIs invade the safe house through keyholes, windows and other small gaps. Though Parke and Blue attempt to hide from them with Meades, she is killed by bees entering through an air duct.
Noticing that the ADIs attacked Meades but not herself or Parke, Coulson realises that they use a facial recognition system; Li admits that the ADIs are used for government surveillance. The news begins to report on the #DeathTo hashtag, which is rapidly growing in use. The Chancellor of the Exchequer Tom Pickering (Ben Miles) is the current target. Meanwhile, Parke interviews Tess Wallander (Georgina Rich), a former Granular employee who attempted suicide after receiving online hate, but was saved by her flatmate and work colleague Garrett Scholes (Duncan Pow). Coulson and Li's analysis of the compromised ADIs reveal a digital manifesto written by Scholes, which is about forcing people to face consequences without hiding behind online anonymity. Coulson traces the location where a selfie in the document was taken; the police raid this location, yielding a disk drive. As Rasmus is preparing to use this to deactivate the ADI system, Coulson discovers the drive contains a list of hundreds of thousands of International Mobile Equipment Identity(IMEI) numbers, which can be connected to the owners' details via the government's monitoring system. They realise the list is of those who used the #DeathTo hashtag, and Parke concludes that Scholes' true plan was to use the ADIs to kill these people. However, Li ignores this and activates Rasmus' code; the system appears to be deactivated for a moment, but then the ADIs come back online and we see them target Bahar and Shelton, who had used the hashtag. All 387,036 people on the list are killed by the ADIs.
Quotes []
Season 3 Characters
More Black Mirror Wiki
1 Fifteen Million Merits
2 The National Anthem
3 San Junipero


Today the public sector faces increased scrutiny from legislators and the public and is forced to do more with less, while continuing to offer high quality service delivery to citizens.
This is not limited to South Africa but is a global issue. At a recent Kennedy School of Government executive session held at Harvard University, it was determined: "management is essential for Government agencies seeking to improve outcomes and rebuild public confidence in Government".
One of the key enablers of improving management is the discipline of Performance Management (PM). This enables the public sector to meet the challenges that come with disparate tools, paper-based processes, and legacy IT systems, and ultimately improve service delivery to the public.
Indeed, PM for government promises the bigger picture: the ability to see how relationships, connections and direction integrate with each other. With access to reliable and timely information, better decisions are made, positively impacting on cost and service delivery.
PM is an integrated approach that encompasses measuring and monitoring; reporting and analysis; and planning, budgeting and forecasting. It offers the public sector the opportunity to greatly improve its understanding of its core business, serving the citizens of its country, and enhance its ability to make timely, informed decisions.
As with any other part of business, the starting point of each government department will differ. However, the bottom line is that an incremental approach can be adopted, starting with one PM component and building on from there.
With each element addressed you fortify your foundation and strengthen your decision-making, management and performance.
If you had to do only one thing to improve your department's performance, what would it be? For some, it is tracking how and where the money is spent. For others, it is finding better ways to share processes and delivery capacities across agencies.
Irrespective of the above, PM software enables you to understand the information in order to do that one important thing, and then grow from there.
Leveraging your existing data resources is another relevant starting point. As a public sector entity your data might be locked away in a variety of databases and systems, with no effective way to report against them.
Accessing and integrating this data is a good step, which allows everyone involved to generate their own timely, meaningful reports. With a firm grasp on the "Why" behind performance, you are ready to move forward.
Take advantage of a scorecard, which in turn can drive your performance agenda. Here it is important to monitor the key metrics that map to your organisational strategy. Leverage your existing data resources to deliver this information into a scorecard that shows you status, trends, relationships, and interdependencies and gives you the ability to drill through to the BI layer for more information.
Ensure that you change your budget to a rolling, responsive forecast, which is pertinent in an uncertain economic climate. Think beyond unwieldy spreadsheet-based systems. Use technology to engage all cost and revenue centers in preparing realistic forecasts that take into account your department's strategy.
A rolling forecast will allow you to improve your analysis and view into the future.
In the public sector's efforts to improve citizen service delivery; accurate and current information will go a long way in providing insight into how you are doing, why, and what you should be doing.


text:
HomeNewsMiley Cyrus Covers Metallica's "Nothing Else Matters" at Glastonbury Fest
Miley Cyrus Covers Metallica's "Nothing Else Matters" at Glastonbury Fest
Miley Cyrus played the Glastonbury festival in the U.K. for the first time over the weekend, and amid her hit-packed set, she broke out a surprise cover of Metallica's "Nothing Else Matters." Hear audio of that performance below. Cyrus also played a live rendition of Nine Inch Nails' "Head Like a Hole," a song she first covered for an episode of the TV series Black Mirror, titled "Rachel, Jack and Ashley Too," in which she stars as a fictional pop star Ashley O. In the episode, the NIN classic is retitled "On a Roll" and gets new, upbeat lyrics. Black Mirror series creator Charlie Brooker got Trent Reznor approval to include and rework "Head Like a Hole" for the show. "He wanted to see the script and I got to re-write his lyrics in a chirpy way," Brooker explained. "I'm not the best lyricist in the world — in the first song she's singing: 'I'm stoked on ambition and verve' instead of 'You're gonna get what you deserve.'"
Cyrus' Glastonbury debut meant a lot to the 26-year-old former Hannah Montana star. "In many ways, this show has changed my fucking life drastically: a lot of hard work, a lot of dedication, and a lot of sacrifice," Cyrus told the crowd at one point. Previous to both the Nine Inch Nails and Metallica covers, Cyrus performed another notable rock cover: of Temple of the Dog's "Say Hello 2 Heaven," at January's "I Am the Highway: A Tribute to Chris Cornell" concert at the Forum in Los Angeles.
Hear David Ellefson's Ripping New Solo Song With Former Machine Head, Megadeth Members, More
See Metallica Play Crushing "Spit Out the Bone" in Pro Video
Ted Bundy Biopic Starring Metallica's James Hetfield Coming to Netflix
The only thing weirder than High School Musical's Zac Efron playing Ted Bundy? How about Metallica's James Hetfield playing the highway patrolman who first arrested him? Both things have come to pass in Extremely Wicked, […]
Metallica are in Europe right now on the latest leg of their epic WorldWired tour, and at a June 13th stop at RheinEnergieStadion in Cologne, Germany, the thrash pioneers broke out new fan favorite "Spit Out […]
See Metallica Play "Here Comes Revenge" in Amsterdam in Pro-Shot Footage
Metallica took their WorldWired tour to Amsterdam, Netherlands, on June 11th, and tore through an epic 18-song set that included fan favorites like "One" and "Creeping Death," lesser-played cuts such as "No Leaf Clover" and […]


phpBB • How to customize text of default phpbb cookie consent?
How to customize text of default phpbb cookie consent?
Hi, under PCA is possible to enable a default cookie consent message, here on top there are a FAQ link (broken) to PHPBB FAQ.
The link to PHP FAQ on top of the page is giving 404 error on PHPbb website.
How the default cookie message can be edited? With file? I need to put custom link to my cookie page.
Re: How to customize text of default phpbb cookie consent?
The FAQ link on phpbb.com/community is NOT broken, but it has no information about editing a cookie consent message because, AFAIK, there is no such message in phpBB. If you wanted to add one, you could edit the registration Terms.
Link broken is on PCA under Cookie page.
And I am asking where cookie bar message can be edited.
Also maybe will be useful add a footer link.
I wonder why so many people type PCA when it is ACP?
oh well, the file to edit is the language file.
only edit what is on the right side and be sure to leave the apostrophes alone.
In my case because read PCA on silver theme on top... is the link I have when access to the admin side.
Great find where I can edit URL and TEXT on the cookie message. Thanks!
What is this link that is 404?
Robert, many (most?) languages place adjectives after the noun, not before, so in Italian it "Panel to Control Administration." Other Romance languages are the same.
thanks, I wonderd it was a language thing. I have a hard time just dealing with english some days.
I assume it is the same problem with PM written as MP so often.
There is a way to also add cookie link on the footer instead to have only cookie bar?


The Zimbabwean government, which set up a $25 million fund for local technology startups, announced yesterday that it's now accepting applications to the fund.
If you are an ICT innovator, send your descriptive business proposal, together with your financial projections and budget for consideration to: innovationdrive@potraz.gov.zw for consideration by 30 May 2017.
The ICT Innovation Drive is designed to promote ICT entrepreneurship as a desirable career path.
We haven't yet received information on what constitutes a tech startup in the class of "unique ICT innovations" and at what stage the startup needs to be? Idea stage, with some traction, scaling beyond Zimbabwe etc…?
We also don't have information yet on whether this is open to Zimbabweans anywhere, or Zimbabweans in Zimbabwe, or anyone (regardless of nationality) running a tech startup in Zimbabwe.
We're sure the criteria and terms & conditions are there somewhere so we'll work to have it up here as soon as possible.
Zimbabwe government's $25m ICT Innovation fund. A tech startup boom on the horizon?
Naturally you need the backing of a big chef. Remember the $5 000 loans we all applied and never heard back only to hear certain youths, from certain families having their applications approved. Less than a decade later can anyone tell me of a business that was approved that's doing well. Just one case study.
Welcome to elections time. Potraz is an outfit of Zanu and is now playing its part. This is a waste of public money, yes our money we are being taxed to sponsor ministers's children luxury life.
Its unfortunate that the majority of youth will not have access to this fund, otherwise l would ask every youth to get the money and still follow your heart when voting. Its a shame that Potraz is talking tech, trying to impress the youth, but it doesnt have anything to show for it.
It is still plundering the USF money and there is nothing on the ground to show for it.
If Mandiwanzira is thinking that we will thank him for this, then we are not going to. Its not his money, its not goverment money either. Its our money Chinamasa is squizing from us everyday.
More like, give me idea, I will reject your application, share the idea with my people, then grant them funds.
It could be, but remember, you stand to lose nothing. Ideas are cheap and not as unique as people make them out to be. For every "unique" idea out there, at least a thousand people have probably thought about it, but only a handful have acted on it. Be part of that handful.
The deadline is way way too close, 30 May ?
Why are they not providing these basic details? Some of us may end up wasting time when we aren't even eligible.


Category: No Steps Tours. Tags: guided sydney art tours, guided sydney opera tours, half day sydney sightseeing tours, half day sydney tours, opera house tours sydney, opera tours sydney, sydney opera tours, sydney sightseeing by wheelchair accessible bus, sydney tours, wheelchair accessible sydney tours.
Discover Sydney's Iconic Art Scene on a private and exclusive accessible tour which includes a tour of the World Heritage Listed Sydney Opera House – with no steps.
Should your interest be in the design of the Opera House itself, meet with the former Design Integrity Manager at Sydney Opera House to learn the real story of the design and build of this World heritage listed building.
• Visit Australia's most iconic building, the Sydney Opera House. Highlights include behind the scenes tour, and fascinating stories on the history of this world heritage listed building with your exclusive experienced guide.
A unique feature of this Sydney Opera Tour is that there are no steps to climb – the Sydney Opera House is accessible for the less mobile including wheelchair users.
• Not only will you visit the Sydney Opera House, but you also have the opportunity to meet Marie Claire, a colourful and vibrant character who arrived in Australia as a young opera singer and fell in love with Sydney so stayed. Marie Claire accompanies you on this Sydney opera tour.
Marie Claire was the French language and diction coach for Opera Australia for many years and recently received an award for her services to the arts. She has travelled all over the world to work with the greatest opera singers as well as watched Australian opera grow to become a world class company. Marie Claire will share her amazing stories with you.
Meet with the former Design Integrity Manager at Sydney Opera House to learn the real story of the design and build of this World heritage listed building.
Booking is easy ! All arrangements can be made online. Simply enter number of people.
Want to know how a wheelchair user enjoyed her experience of the Sydney Opera secrets tour? Read more .
Should you wish to be collected and returned to your hotel, a minibus fitted with electronic wheelchair hoist is available. Family, carers, friends are welcome. Carer no charge.
Contact us for transfer service.
Have a larger, or smaller, group ? No problem. Contact us for a tailored quote .
Popular with discerning travellers and catering especially to those who prefer tours with less physical activity, the NoSteps tours provides a relaxed and informed experience of Sydney's cultural and art scene.
We hope you find this accessible Sydney opera tour of interest.


Decorated with good taste, this spacious and bright 350 m2 two story Villa Rinnekaltio was built in Autumn 2017 with a walking distance of only 500m to the services of the Ruka Village. The design and luxuriously equipped villa will even meet the expectations of a demanding vacationer. The villa is also suitable for people with mobility disabilities and you can even find a lift inside. From the windows on the second floor you can see as far as it is possible with a human eye.
The villa is in two floors with beds for 10 people in five separate en-suite bedrooms. You can also get two extra beds and a travel cot for a baby (incl. mattress and protective sheet, no bedding and linen).
The rent includes the hand and bath towels, bed sheets and bathrobes.The final cleaning is also included in the rent.
A fully equipped kitchen, with a fridge and freezer, wine cabinet, microwave, dishwasher, ceramic electronic stove, coffeemaker, kettle, toaster and cutlery for 14 people.
Utility room in two parts with laundry machine and dryer, iron and cleaning equipment and also a high chair.
A big bright lounge and dining room, with a dining table for 12 people and a fireplace.
TV room, with access to a big glazed balcony that is the width of the whole building.
3 en-suite bedrooms with double beds (160cm) and TV's. You can separate the beds into two single beds in two of the rooms.
A big lobby with plenty of hanging space for clothes.
On the balcony there is a barbecue (in the summer) and couches.
2 en-suite bedrooms with TV's and double beds (160 cm). You can separate the beds into two single beds if you want.
Electronically heated sauna with a window and shower room with two showers.
Lounge/dressing room with a fireplace, including a mini kitchen and a toilet.
Outdoor jacuzzi with a glazed terrace.
There is also a garage that fits two cars with electronic sockets for car heaters, snowmobile storage and a locked outdoor storage, where you can find facilities to take care of your skis. There is also WiFi in the villa, airconditioner/heater and a vacuum cleaner. You can also order a white board, a big screen and a video projector for movies or presentations. The rent includes the firewood. If you want to bring pets, contact us and we can negotiate this.
ARE YOU INTERESTED IN RENTING VILLA Rinnekaltio?


The primary focus of Modern Doors for Sale is to provide the most high end custom door manufacturers and millworks in the United States with the best door blanks made in the USA.
Modern Doors for Sale uses a proprietary patented core material with patent pending composite materials to create the highest precision, fully insulated door blank that is lightweight, high strength and can be guaranteed warp-free – including full structure – for 50 years.
Thanks to the support of our non-warp modern door team, we are able to provide industry professionals with warp free modern doors of any size (even extremely large, up to 50 ft.) in any style (large oversized door,sliding door, pivot door, carriage door), stile and rail door), thickness or flat surface material (door skin) and fully guarantee each modern door against warping for 50 years.
Our architectural modern doors are created individually to the architectural specifications of the architect and designed to meet or exceed the performance expectations of the architects and designers behind the project. Other modern doors (unless they use our patented door core) – especially large modern doors – are not warranted for warping or structure, though some may include a courtesy 1 year guarantee.
The best modern door companies – as well as high end door manufacturers and millworks – who serve the most meticulous architects, designers and end users create their high performance doors with this patented material inside.
Some modern doors reach the upper price ranges and are being sold for over $50,000.00. Some examples include extreme applications, like a 21 ft. tall exterior metal modern door and a 10 ft. x 12 ft. modern door with built in man door.
Our high end warp free modern door could be applied to any application or style of door regardless of size, achieving the same high performance standards and full 50 year guarantee.
How do we make the best modern door?
We start with patented Sing Core as the heart and soul (modern door substrate material) of each modern door. It is the only Eco-friendly lightweight, high strength modern door substrate that can be guaranteed not to warp for 50 years.
If high precision is a concern for your project, Modern Doors for Sale doors have the highest precision, especially for large, oversized doors. Our modern door core has the highest tolerance (+/- .007 in.) compared to other technologies including metal fabrication and welding (which also compromises the modern door's precision).
How to tell if you're getting the best modern door?
Is the door you're purchasing guaranteed to maintain full structural integrity and remain warp free for 50 years?
All doors warp due to the laws of physics, but if you want the best modern door shouldn't you get one that will stay straight and true that is guaranteed for 50 years to be warp free? Even high-end custom modern door manufacturers will not guarantee their modern wood doors not to warp if they are over 5 ft. wide unless they are using our patented technology.
Consult your trusted architect, designer, custom door manufacturer or high end millwork and request they provide you with the best non warp modern door guaranteed for 50 years.