text:
/ ETFs
What is an Expense Ratio and What Does It Mean for You?
Knowing a fund's expense ratio can help you save money and find better mutual funds, and ETF's, with some good research
Brian O'Connell
If you want to know how mutual funds and exchange-traded funds pass on their costs to investors, then get to know expense ratios.
These "under the radar" expenses are deducted from fund investors' returns, and should be acknowledged and understood by investors who want to know the total cost of doing business with a mutual fund or ETF firm. That "cost of doing business" is a fund's management expense ratio -- one of the most overlooked (by investors, anyway) costs on the investment landscape.
Expense Ratios Defined
The fund management expense ratio is the annual fee that funds or ETFs charge their shareholders to cover the fund's yearly expenses -- it doesn't include any trading fees or brokerage costs incurred.
Expense ratios are the method fund companies use to calculate the costs of operating their mutual funds and ETFs. They're what Wall Street refers to as "back office" expenses - fund companies's costs for things like trade execution, portfolio management expenses and marketing and distribution, among other operational costs.
Investors see a fund's expense ratio expressed in percentage terms, not in cash terms. For example, in 2017, actively-managed mutual fund expense ratios stood at 0.78 percent, down from 0.82 percent in 2016, according to the Investment Company Institute.
That 0.78 percent equates to $78 for every $10,000 invested by a fund. A similar study from Morningstar shows an 0.52 percent average expense ratio when open-ended mutual funds and RTF are placed in one category.
The annual expense ratio is formulated by a simple accounting calculus: divide a fund's operational expenses by its average net assets. By and large, if fund assets are growing faster than costs, fund shareholders will benefit from a lower expense ratio percentage.
These costs aren't as obvious to a fund's investors as fees and commissions, which, again, are not included in the expense ratio calculus. That said, expense ratio costs have just as much impact as fund management fees to your investment portfolio bottom line.
Annual Gross Expense Ratio Vs. Annual Net Expense Ratio
Basically, there are two expense ratio models - annual gross expense ratio and annual net expense ratio.
Here's a snapshot of both, defining them and explaining their differences:
Annual Gross Expense Ratio
A mutual fund's or ETF's annual gross expense ratio is the percentage paid to the fund from assets accumulated from participating shareholders. The gross expense ratio factors in myriad costs associated with operating a fund, including the following:
Fund board of directors
Custodial costs
Legal costs
Shareholder reporting expenses
Dividends and interest-related charges on borrowed shares.
Transfer agency costs
Gross expense ratios on mutual funds and ETFs do not include fund sales charges or any brokerage costs. You can find a fund's gross expense ratios in its annual report or on the fund's website.
Annual Net Expense Ratio
This ratio, also known as the "audited ratio," is defined as the percentage of assets a mutual fund or ETF paid for fund management costs and fund operating expenses, and includes all of the above costs related to a fund's annual gross expense ratio, minus the dividends and interest on borrowed securities
The key differences between the two expense ratios can be summed up this way:
--- The gross annual expense ratio is the percentage of fund assets used to operate the fund before any fee waivers or reimbursements.
--- The net expense ratio is what fund shareholders pay to be invested in the fund after fee waivers or reimbursements.
Prospectus Gross Expense Ratios Vs. Prospectus Net Expense Ratios
Mutual fund and ETF investors concerned about the operational costs of their funds and what that means to them should also understand prospectus gross expense ratio and prospectus net expense ratio.
Prospectus gross expense ratio
The gross expense ratio is defined as the percentage of a mutual fund's or ETF's assets as management fees and operational expenses, but it does not include sales charges and brokerage expenses.
Prospectus net expense ratio
This ratio reflects the percentage of mutual fund or ETF assets steered toward a fund's operating expenses and fund management fees. It's basically a list of fund expenses, minus brokerage costs and sales charges, and is calculated into the fund's net asset value (NAV.) Like a gross expense ratio, the prospectus net expense ratio is defined in a fund's prospectus.
The key difference here is that net expense ratios are deducted from the share price after waivers and reimbursements (i.e., discounts and fee waivers smaller funds use to attract more shareholders.) In other words, the next expense ratio represents the actual payment a shareholder must make as a percentage of fund assets under management.
What is a Typical Expense Ratio Outcome?
Fund investors can and should shop around for the best deal they can get for mutual fund and ETF expense ratios. (ETF.com does a good, user-friendly job of breaking down and comparing fund expense ratios.)
Make no mistake, keeping a sharp eye on fund expenses can save you big money on your portfolio investments. Take a mutual fund that charges a 2% annual fee. If the fund earns 10% on its returns, that's great. But you've also lost 20% of the profit via high fund expense fees.
While you'll want to keep your fund expense ratio down as much as possible, expect to see most expense ratios landing in the 0.5%-to-0.75% for actively managed mutual funds, and around 0.25% for exchange-traded funds, which historically offer lower fees, costs and expense ratios than traditional mutual funds.
By and large, any fund expense ratio over 1% should be considered high on the expense scale and thus deserves more scrutiny from cost-minded investors.
It's also worth noting that fund expense ratios vary from one fund category to another, and from one fund investment strategy to another. Foreign funds, for example, cost more to operate as research and staffing needs can add to a fund's operational costs. Conversely, a benchmark ETF, like one that simply tracks the S&P 500 stock index, is essentially on auto-pilot once it's set up, and thus would have a lower expense ratio.
Here's a list of average fund ratios, by common fund categories, listed in the ICI study:
Common stock mutual funds = 0.63% fund expense ratio.
Hybrid mutual fund expense ratios = 0.74% fund expense ratio.
Bond mutual fund expense ratios = 0.51% fund expense ratio.
Money market fund expense ratios = 0.18% fund expense ratio.
Target date fund expense ratios = 0.51%
Equity index fund (ETF) expense ratios = 0.09%
Fund expense ratios on different sub-types of investment categories should also be reviewed. For example, large company mutual funds often have expense ratios of around 1.25% - on the high side of the fund expense equation. But you can get many of the same stocks in an S&P 500 index fund, and pay about 0.15% in expense fees.
Start your research on fund expense ratios in a fund's prospectus, or on data-heavy financial fund rating sites like Morningstar. You can also get fund and ETF fee advice from TheStreet.com. Just plug in a fund's name or fund trading symbol and you'll get a look at its expense breakdown.
With expense ratios generally in decline over the past few years, there's really no good reason to pay more than 1% for a fund expense ratio -- especially as so many ETF expenses have dropped below 0.20%.
Bond FundsDividendsETFsMoney Market FundsFundsIndex FundsInvestingInvesting basicsMutual Funds
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Agra, located in Uttar Pradesh of India is the home to one of the wonders of the world. Apart from the monument of love, the poetry on Marble the Tajmahal, Agra showcases a number of Mughal masterpieces for tourists. Destinations within and around the city are capable of making you spellbound. With it's glorious past Agra has lots more to offer a sensitive art lover besides the mystic and splendors of the poetic Taj.
Travel to Agra India, the city of splendid architectural heart of ancient India and see the mesmerizing artistic grandeur of Taj Mahal. This epic monument on marble is located on the bank of the Yamuna River in Agra India. Its architectural elegance has inspired poets and art lovers throughout the world.
Agra was the capital of the Mughal Emperor Shah Jahan, whose reign is considered as the golden period of medieval Indian history. His love for his beautiful Queen Mumtaz Mahal was the driving force behind the creation of this supreme form of architecture. After Mumtaz Mahal passed away in 1631, Shah Jahan created a mausoleum that is now known as a symbol of eternal love. Along with the Taj Mahal in its entire splendor on tours to Agra with Agra Hub and view many more grand Mughal monuments on tours to Agra India with Agra Hub.
Visit Agra and be a witness to the architectural and cultural hegemony for which India is famous for world wide.


Old hand: Arun Nanda plans to give up all executive positions in the group from 1 April while remaining chairman of Mahindra Holidays.
Mumbai: It was supposed to be an innocuous briefing on a new business proposal, recalls Arun Nanda, chairman of Mahindra Holidays and Resorts India Ltd, of a meeting in the mid-1990s that he had with Anand Mahindra, vice-chairman of Mahindra and Mahindra Ltd.
The agenda was to evaluate the concept of timeshare—a form of ownership or right to use a property, typically a holiday resort—as a potential new business opportunity to diversify the group's interests from manufacturing tractors and utility vehicles.
Nanda took along to the meeting a bunch of clippings to make his case for a business that, in those days, made news for all the wrong reasons, such as dubious promoters and fly-by-night operators. What swayed Mahindra into green-lighting the proposal was that no newspaper questioned the concept of timeshare as a business, per se.
Incorporated on 20 September 1996, Mahindra Holidays received an infusion of Rs18 crore from the group to start its business. The venture turned out to be a rare multi-bagger; Mahindra Holidays, which raised Rs180 crore in a June initial public offering (IPO) that saw demand for 10 times the stock on offer, now commands a market value of around Rs3,000 crore.
The company's flagship Club Mahindra Holidays brand has a customer base of at least 100,000 members and around two dozen resorts in India and abroad, offering holiday activities ranging from indoor games to adventure sports, water sports, camping and treks.
For the group, timeshare was the second attempt at entering the hospitality sector. A 50:50 joint venture with Accor SA, Europe's largest hotel company today, had proved to be short-lived.
In hindsight, the decision to end the venture with Accor and cut losses was a prudent move, says Nanda, a Mahindra veteran of 36 years, who joined as an accountant in the management trainee cadre and plans to give up all executive positions in the group effective 1 April while remaining chairman of Mahindra Holidays and Resorts.
"The hotel business is a very capital-intensive business and it's not easy to become the No. 1 player in the segment, as the capital requirement is very high," Nanda said in an interview from his fifth floor office in the red brick headquarters of the Mahindra group, a signature building in Mumbai's Worli area.
In the conventional hotel business, the promoter would need to invest for six-seven years before reaping any returns. "It takes years to make a profit, two-three years to build the business; whereas in this business, you sell timeshares today and give the right to use 12 months later. Hence, financially, the timeshare business model requires low capital," Nanda says.
Analysts agree that the business model works, obviating the need for timeshare companies to borrow.
"As Mahindra Holidays charges membership fees upfront, it helps the company build resorts without resorting to borrowed capital," Manav Vijay, an analyst at Edelweiss Securities Ltd, said in a report dated 12 October. "Securitization of membership fees gives the company access to lump-sum money. As the company retains the title of the property, it provides holiday resorts services over a period of time to members." The Indian timeshare industry has posted a compounded annual growth rate of 15% since 1998, and growth is expected to accelerate, said the same report.
The timeshare concept was viewed with suspicion in the 1990s when it first took off in India. Because enlisting more and more new members is what helps the business expand, some thought it was akin to a Ponzi scheme—a business that pays returns to investors from their own money or money paid by later participants than from actual profit.
Many fly-by-night operators entered the business and vanished with the money of customers or folded up, tarnishing its reputation further.
"Most of the problems started because there was temptation in the business to take money out," says Nanda. "If you have multiple businesses and cash comes upfront, there's a temptation" to divert funds. Some timeshare companies tried projects such as golf courses and got into trouble, Nanda added.
When he approved the venture, Mahindra's only directive, recalls Nanda, was to get the right person to head the business.
Nanda hired Ramesh Ramanathan, managing director of Sterling Resorts Ltd, to lead the new initiative, and incorporated the company about nine months after Ramanathan came in.
The initial five years were tough, says Nanda. It took time to attract members.
As the venture became successful, two of the top three Indian hotel chains eyed the timeshare business, but backed out when they realized the high entry barriers, says Nanda, without naming the chains.
Running a hotel chain is vastly different from operating a timeshare business. It requires time and effort to gain a catchment of around 100,000 members, crucial for the success of the business. To attract members, a timeshare operator needs to build a chain of resorts and hire staff to service the resorts.
"We created destinations," Nanda says. "Munnar (in Kerala), for instance, was not known, except for Tata Tea Ltd's tea gardens. When we went to Munnar, the land price was 2-5% of the present real estate rates."
Mahindra also took a conscious decision not to ape the Western model, which offers customers a fixed-time, fixed-location holiday destination, and little else by way of service.
"They give you the key and nobody comes to change the bedsheet. You will find no service, no restaurants; even if you want to use the swimming pool, you use your own card key to open the door to the swimming pool," says Nanda.
He attributes the success of Mahindra Holidays to the "creative marketing mind" of Ramanathan and his own "little knowledge" of finance.
Club Mahindra customers pay between Rs1.5 lakh and Rs7.67 lakh as a 25-year fee, the amount depending on the size of the holiday accommodation—from studio flats to two-bedroom apartments— and the season.
The business model seems to be working. Edelweiss' Vijay says: "The company gains as it gets the membership fee upfront and uses the money to create resorts. We expect the company to generate free cash flow of Rs500 crore" over 2010-12.
In the quarter ended September, Mahindra Holidays posted a net profit rise of 38% to Rs28.07 crore from a year earlier on revenue of Rs119.95 crore.
Mahindra gets a lot of its business—almost 45% of it— on referrals from existing members, says Ramanathan, managing director of Mahindra Holidays.
"We have spent a lot of time understanding the holiday habits of people and what they expect from a holiday, and we designed products accordingly and didn't ape the Western one," says Ramanathan.
For Mahindra Holidays, only 60% of the income accrues from new member subscriptions, with the rest coming from annual fees, interest income, and services such as food and extra-curricular activities offered to customers, he says.
To be sure, scaling the business and funding the purchase of new properties is only possible by enlisting new members.
"We believe that the company is ill-equipped to handle any significant increase in its eligible customer base, even on planned expansion," analysts Pritesh Chheda and Sachin Bobade of Emkay Share and Stock Brokers Ltd wrote in a 23 June research note before the company's IPO.
Customers have their share of complaints. Harish J., a Bangalore-based doctor who opted for a premium membership in 2006 paying Rs3.5 lakh, says that while he is satisfied with the service standards and the packages offered, he is upset about the wait involved in getting a confirmed booking.
"When you pay such a large amount upfront, you don't want to wait for 45 days to two months to confirm the bookings," he says. The company has been slow in adding rooms in proportion to the increase in the number of members, according to the doctor.
Mahindra Holidays also risks upsetting loyal members if it chases new customers without adding to its resorts.
Debashish Roy, a Chandigarh-based senior executive at Blue Star Ltd, has been a member since 2003. Roy, who paid up to Rs2 lakh, has been to most of the resorts in India and abroad that are offered as part of the package and doesn't mind revisiting them. He, however, says: "Though they have added quite a few new destinations since I took the membership, with a growing number of members they need to add more as getting reservations is difficult."
Mahindra is moving to address the complaint. The proceeds of the June IPO will be used to finance the expansion of five of its resorts at Ashtamudi in Kerala, Coorg in Karnataka, Ooty in Tamil Nadu, Tungi in Maharashtra and Theog in Himachal Pradesh and building new ones in addition to funding general corporate expenses.
Mahindra Holidays plans to further optimize its assets by adding holiday plans that cater to teenagers and the youth segment that has been tentatively called Gypsy, offering tented accommodation close to its resort properties, and one called Harmony for senior citizens.
Nanda says the company is still fine-tuning the new offerings.
Asked by when Mahindra Holidays would get its next lot of 100,000 customers, Nanda has an evasive counter-question. How long did Infosys Technologies Ltd take to reach $2 billion in revenue after getting to the first $1 billion, he asks.
Infosys, India's second largest software services firm, founded in 1981, took 23 years to reach $1 billion in revenue. It took just two years to double revenue to $2 billion.


On November 14, 2018, Pan American Silver and Tahoe Resources Inc. announced that they had entered into a definitive agreement for Pan American to acquire all of the outstanding shares of Tahoe pursuant to a plan of arrangement.
Under the plan of arrangement (the "Arrangement") among Pan American Silver Corp. ("Pan American"), Tahoe Resources Inc. ("Tahoe") and 0799714 B.C. Ltd. that was effective at 12:01 a.m. (Pacific Time) on February 22, 2019 (the "Effective Time"), shareholders of Tahoe were entitled to receive, among other consideration, one contingent value right ("CVR") for each common share of Tahoe held immediately prior to the Effective Time.
Pan American estimates the fair market value of each CVR was CAD$0.28 at the Effective Time. This estimate of fair market value is not binding upon third parties, including tax authorities.


Theo Barry Born is a Research Associate to NPI, offering support and expertise on research projects. In his previous role as Research Analyst at NPI, Theo conducted research and analysis using quantitative and qualitative methods. He has contributed to core NPI reports including London's Poverty Profile for Trust for London, and the Monitoring Poverty and Social Exclusion series for the Joseph Rowntree Foundation. He has also conducted research into local government finance and services, and has led NPI's research on the localisation of Council Tax Support. Since September 2016, Theo has been taking the MRes Geography at Queen Mary University of London, prior to commencing an ESRC-funded PhD in Geography. The research, involving ethnographic fieldwork, will focus on housing, precarity and urban marginality in East London. Theo holds a BA Philosophy, Politics and Economics (University of Oxford) and received a distinction in the MSc Middle East Politics (School of Oriental and African Studies). His interests include cities, housing, inequality, and social movements.
Sustainable local government finance and liveable local areas: Can we survive to 2020?
Cut both ways: why are supply and demand for legal aid both falling?


Elusive Lines is a fashion brand creating stylish, graphic t-shirts. The objective of this project was to design an online shop and develop a theme for the Big Cartel e-commerce platform.
The requirements for the project were to design clean and minimalistic layouts adhering to company guidelines with the incorporation of appealing typography. The website had to feature an eye-catching, animated intro.
From the very beginning my approach was to design 'as little as possible', removing every element that was not essential and leaving space for the content to speak. I wanted every single page of the project to be visually stimulating and contain some hidden beauty to be discovered by the viewer, even in places where it is not expected. The newsletter sign-up page reveals one of the wonderful images designed by Argir Ziovsky, who also participated in the design process; this is the sort of visual 'surprise' I wanted to be integral to the project.


text:
Wed Jan 15 2020
European and global news distribution.
Jefferson State Bank Renews Compliance and Information Security Training from Banker's Academy
Jefferson State Bank has recently renewed its contract with Edcomm Banker's Academy for Compliance and Information Security training.
[USPRwire, Tue Jun 01 2010] Jefferson State Bank has recently renewed its contract with Edcomm Banker's Academy for an additional year of Compliance and Information Security training. The Bank will go on to use Edcomm Banker's Academy's Learning Management System (LMS), Learning Link®, for hosting and maintenance of these comprehensive training programs.
Focus on Compliance, from Edcomm Banker's Academy, is a computer-based, distance-learning program that covers: Bank Secrecy Act (BSA), Anti Money Laundering (AML), USA PATRIOT Act, OFAC, Privacy, Reg P, Gramm-Leach-Bliley Act, Right to Financial Privacy, Sarbanes-Oxley (SOX), Reg CC & Check 21, Reg D, Reg E, Reg Z, Truth in Lending, FCRA, FACT Act, HMDA, CRA and Bank Bribery, among others.
Focus on Information Security, teaches all aspects of information security with specific emphasis on protecting customer and employee information from identity theft, social engineering, phishing, fraud and spam scams, complying with the privacy laws and regulations that require due diligence such as the GLBA, Reg P and FACT Act, and following proper security policies and procedures for strong passwords, Internet and email usage and physical security.
Testing, tracking, administration, reports and certification are easily accomplished through Learning Link®, Edcomm Banker's Academy's full-featured LMS, which has an open architecture that builds on industry-standard SCORM and AICC compliance and offers a wide variety of customizable, real-time reports available both onscreen and in CSV formats for download and integration into any HR system. Learning Link's servers have been issued a SAS-70 attesting to the quality of their security, business continuity and performance.
For more information about programs like this, or to find out how The Edcomm Group Banker's Academy can customize any training program, log onto www.bankersacademy.com or call +1.212.631.9400.
Established in 1946, Jefferson Bank continues to provide convenient personalized service at its 10 branches in Texas and maintains assets exceeding $682 million.
The Edcomm Group Banker's Academy is a 23-year-old multimedia education and communication consulting firm specializing in the development of creative business solutions that improve productivity, customer service and market share - providing bottom-line results. The Edcomm Group Banker's Academy has had the privilege of assisting many distinguished clients with business solutions in the form of eLearning programs, online bank training and classroom instruction, multimedia production and online and print based documentation. Edcomm Banker's Academy offers many off-the-shelf and customized courses such as Teller Training, Compliance Training and Systems Training specifically designed for Banks, Credit Unions and Money Services Businesses (MSBs).
The Edcomm Group Banker's Academy (www.bankersacademy.com) is headquartered in New York City with locations and representation throughout the world.
Dr. Linda Eagle
Edcomm Banker's Academy
21 Penn Plaza, Suite 1010
Tel:+212.631.9400
linda.eagle@edcomm.com
http;//www.bankersacademy.com
Company: Edcomm Banker's Academy
Contact Name: Dr. Linda Eagle
Contact Email: linda.eagle@edcomm.com
Contact Phone: +212.631.9400
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redpajama_set_name: RedPajamaCommonCrawl


text:
package org.apache.flink.configuration;

import org.apache.flink.annotation.Internal;

import static org.apache.flink.configuration.ConfigOptions.key;

/**
 * Internal options used during deployment.
 */
@Internal
public class DeploymentOptionsInternal {

	public static final ConfigOption<String> CONF_DIR =
			key("$internal.deployment.config-dir")
					.stringType()
					.noDefaultValue()
					.withDescription("**DO NOT USE** The path to the configuration directory.");

}

redpajama_set_name: RedPajamaGithub


text:
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Region: AFR Formats: ZIP
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text:
Wooden Propeller Forum > Wooden Propeller Identification > "Early" Wooden Propellers
Props and pitch: Used on an aircraft type different to the drawing specifications
Hello Pierre-Michel,
It seems that Scout D were fitted with 80HP Le Rhone but some were intended to be fitted with 100 HP monosoupape. Does it exist a picture of WW1 era showing a Scout D with this 100 HP engine?
Yes, I think there is enough evidence (documentary and photographic) to be sure that the Bristol Scout D was operated with the 100 hp Gnome Monosoupape B.2 engine during WW1.
Jack Bruce's Windsock Datafile 44 says:
The 100-hp Gnome Monosoupape was fitted to some of the later Scouts D delivered to the RNAS. This engine had a full-circular cowling with a large frontal opening and, on its starboard side, a peculiar bulge to improve exhaust outflow.
The 'peculiar bulge' in the cowling (also described as a gumboil) is a distinctive feature, and shown in several photographs, including one I have when the Mono engine itself is clearly seen.
The Bristol Scout D that I am researching is described as having a 100 H.P. Mono[saupape] Gnome engine, No. 5812, in the RNAS weekly operations report for that period.
The RNAS serials book by Sturtivant and Page lists the contract for that batch of aircraft, and notes that it was ordered with 110 hp Clerget but delivered with 100 hp Gnome Monosoupape.
To have an answer about your question, you need to know:
- which engine is used and what is its max torque regime AND its max power regime AND its highest possible regime,
- what was the standard approved pitch used.
The first question: I think we can be sure it was the 100 hp Gnome Monosoupape engine. According to Wikipedia -
Power output: 86 kW (115 hp) at 1,300 rpm (Maximum power)
Compression ratio: 4.85:1
Unfortunately, Jack Bruce's Datafile doesn't give performance data for the Bristol Scout D with the Mono engine. But he does have the following, not sure if it helps:
Weight and performance
Bristol Scout D
Engine: 110-hp Clerget
Weight fully loaded: 1,442 lb
Max. speed (mph)
- ground level 107.3
- 3,000ft 109
- 10,000ft 100 (est.)
The second question: The standard approved pitch used was 1800. That is based on drawing number P3012, as given in Bob Gardner's book. A possibility is that the source data is incorrect. I'm not sure why (but then I know nothing about this subject!) a Bristol Scout and a Sopwith Pup fitted with the same engine would require such different pitches.
When I look up the Bristol Scout D in Bob's book for the Mono and other engines, I see the following pitches:
Bristol Scout D with 110 hp Le Rhone - P2710
Bristol Scout D with 100 hp Gnome Monosoupape - P1800
Bristol Scout D with 110 hp Gnome - pitch not listed
Bristol Scout D with 80 hp L Rhone - P2400
Bristol Scout with 80 hp Clerget - P3300
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pmdec
I have quite not to very approximative knowledge about English aircraft and have to refer to some credible documentation. The joined pic is from Flight, 1958-1, p0697 PDF. Does it seem right?
Are we talking about the Scout n°8976?
Anyway, there is a measure which can give some information: the central hole diameter and the thickness of the hub of your prop. The "80HP" and the "100HP" Gnome had not the same metallic hub. I have to search about the Le Rhône 80 and 110.
BTW, it would be pleasant for forumers if you post some pics of the markings!
Specs.jpg (58.4 KB, 2 views)
Last edited by pmdec; 04-28-2019 at 03:23 PM.
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PM, I'm writing an article, and don't want to post too much specific detail because Google will spoil the surprise!
I am trying to connect an aircraft (RNAS Bristol Scout D with 100 hp Gnome Monosoupape engine) with a prop in a museum.
All the evidence links the two, except that the hub data on the prop shows P2640, whereas the published information in Bob's book (based on drawing numbers) shows that the Bristol Scout D prop as P1800.
This is the only discrepancy in the argument I'm trying to build.
So far, it seems you think P1800 is unlikely for a 100 hp Mono engine? (For me, I'm also not sure why there would be such a difference between the Bristol Scout and the Pup with the same engine.)
The joined pic is from Flight, 1958-1, p0697 PDF. Does it seem right?
Yes, but unfortunately, that table doesn't include the Bristol Scout D with 100 hp Mono engine. Only a relatively small number (8951-9000 and perhaps a handful more) were ordered by the Admiralty in this configuration for the RNAS.
The prop is in a museum. I took a number of photos but unfortunately did not measure the thickness of the hub. Also the central hole is covered over by a plaque!
Attached is a good image of Bristol Scout D N5393 with 100 Mono engine and distinctive gumboil on the cowling.
Also attached is my photo of the hub in the museum.
N5393.jpg (19.9 KB, 3 views)
IMG_0449.jpg (96.6 KB, 2 views)
Also the central hole is covered over by a plaque! It seems that the plaque bolt had marks of (un)screwing... It would be the easier way to have, perhaps, an answer...
[boring writing ON]
About pitch, "in general". Airscrews are exactly what means their name: a screw for air! At the rotating speed they are used (around 1000 km/h or 600 mph at the tips of the blades), the air is as hard as wood for a screw. There is very little "slip" or "skid" (I don't know the right word): the "skidding" of a good airscrew is no more than 10% at max or cruising speed (depends of usage). For a very good one, 6%, even 5% can be reached. But, sometimes, you need to have more skidding to prevent the engine running to high, using a "too high" pitch and wide blades: you will never reach the max speed.
So, the maths are very simple:
- the pitch marked on the hub is the geometric pitch: It is the distance the airscrew would travel forward when it turn 360° if it was not "skidding". Say, for example, a prop with 1800 millimeters pitch (quite all English propellers of the WW1 era are marked using millimeters, for the diameter and for the pitch).
- For each complete rotation of the prop, the plane travel forward about 0.9 x pitch, say ~0.9 x 1800 mm = ~1620 mm with 10% "skidding".
- With a Gnome monosoupape engine running at 1300 rpm, each minute the propeller attached to the engine made 1300 rotations.
- So, each minute the propeller travels forward 1300 x 1620 mm = 2,106,000 mm = 2106 meters = 2.106 kilometers = ~ 1.31 mile.
- Each hour, the propeller, and the aircraft!, travels 60 x 2.106 km = 126 km. It is flying at 126 km/h. Or 78 mph.
It is impossible without running the engine faster to exceed that speed at level flight. You can't screw the prop in the air more that the pitch for each rotation. And if you run a Gnome past, say, 1400 rpm, I think it will be destroyed.
And don't forget that Gnome monosoupape did not have any air intake command: there is no carburator. The only way to slow the engine is to cut the magnetos (or some of them on some engines) and/or close the gazoline line. So, if you fit a too low pitch prop on the engine, it will exceed its max rotation speed.
With 2640 mm pitch, the prop you show could reach 185 km/h (115 mph) at 1300 rpm.
It could be a prop for a 9N monosoupape, used on Sopwith Camel. It is strange it has neither serial number nor aircraft indicated.
[boring OFF (I hope!)]
The "multiple" pitches Bob Gardner shows in his books for "Monosoupape" could be for different monosoupapes engines, because there was the 7 cylinders ("A"), and at least 3 engines with 9 cylinders : 9B, 9N and 9R... I don't know if it is linked to or it is by chance, but the 7A had in France a "type A" metallic hub (60 mm central hole and around 100 mm thick) and the 9B a "type B" metallic hub (70 mm central hole, around 140 mm thick). But there could be exceptions... and in England it was perhaps different!
That's very interesting and not boring at all, PM. I appreciate it!
I think we can assume this is a British-built Gnome Monosoupape Type B-2. All references in contemporary reports use the designation 100-hp Mono.
For that particular Mono, here is some data gleaned from Google!
Power rating: 75 kW (100 hp) at 1,200 rpm
Source: https://airandspace.si.edu/collectio...-rotary-engine
Source: https://en.wikipedia.org/wiki/Gnome_...ape_9_Type_B-2)
Applying PM's method:
0.9 * 2640 mm (pitch) = 2376 mm (allowing 10% skidding)
100 hp, 1,200 rpm
1200 rpm * 2376 = 2,851,200 mm = 2851.2 metres = 2.8512 km = 1.77165354 miles
60 * 2.8512 km = 171.07 kmh
60 * 1.77165354 miles = 106.23 mph
At maximum power, 115 hp at 1,300 rpm
1300 rpm * 2376 = 3088800 mm = 3088.8 metres = 3.0888 km = 1.91929134 miles
These speeds seem reasonable, but perhaps all I have done is confirm the propeller's hub data! And the manufacturers weren't resorting to Google.
So PM - my question: Is the pitch relevant only to the engine, or to any characteristics of the planes or fuselage?
Why would the drawings show such a difference in pitch between two aircraft using the same engine?
Gnome B2 Section from Instruction book No.2.jpg (88.6 KB, 0 views)
The "multiple" pitches Bob Gardner shows in his books for "Monosoupape" could be for different monosoupapes engines...
Possibly. But Bob's table for Bristol shows 100 hp alongside each Mono prop, suggesting the B-2. My assumption is that "100 hp" was used to distinguish the engine type.
This is from Wikipedia, and I haven't cross-checked.
7 Type A - 80 hp
9 Type B-2 - 100 hp
11 Type C - ?
9 Type N - 150 or 160 hp
Type R - 180 hp
Originally Posted by b3rn
.../... So PM - my question: Is the pitch relevant only to the engine, or to any characteristics of the planes or fuselage? .../...
Yes, the pitch, but also the diameter and the blade width depend of many parameters, but I dont't know how all this was computed in WW1 era, neither in France nor in England.
Since the 20's (and perhaps before) it is known that the propeller efficiency depends of its diameter: larger is the prop, higher the efficiency could be... but the prop tips have to stay away from sound speed*** and from the ground!
Blade width is more difficult: it depends of the choosen profile of the cross-sections. You have to look at NACA history, but I think all about profiles of cross-sections was empirical in WW1 era.
To compute the pitch, propellers manufacturers could use only max power and regime of the engine AND the speed the aircraft is presumed to reach. This last data is very difficult to know by the aircraft manufacturer and was also, I presume, empirical in this era. It depends of the engine power, the weight of the aircraft, its wing area, its running resistance (size and number of struts, ...).
And then, you can also choose between an aircraft which would have a high speed OR a high climb rate. But for speedy aircraft you have to verify that the aircraft could take-off! At low speed, a propeller designed to reach high speed has a pour efficiency: it is why variable pitch propeller are used (pitch can be changed in flight). The low pitch is computed for a maximised efficiency at take-off speed and high pitch computed for max efficiency at cruise speed. The difference between them could be in the order of 10 to 20 degrees for aircraft with a max speed in the order of 200 km/h.
So, yes, there are different propellers for different aircraft using the same engine, even for the same aircraft for different uses: Dave told you could have a "cruise prop" and and a "for performance" one and he is right, but the difference would be low. It why there were adjustable pitch propellers (that is, only on the ground with stopped engine).
*** To compute the true speed of blade tips, forward speed vector has to be added to tangential speed vector. IMHO, if only max speed is considered, this could be ignored until 200 km/h (1000 tangential + 200 forward > ~1020 true speed).
EDIT: Forgot the sound speed limit! The blade tips speed has to be kept subsonic. It is why "modern" props for small aircraft have a smaller size than WW1 ones: engine rotation speed is higher but gears are costly, so on "small" aircraft of nowdays (which have about the same power), the propellers are smaller. And with more efficient shape than during WW1, the prop efficiency is good even with a smaller used air surface.
A recap. Bob's book has drawing numbers, and for the 100 hp Mono-engined Bristol Scout D, a pitch of 1800 is shown in that table. (In comparison, the 100 hp Mono-engined Pup - same drawing - has a pitch of 2640 mm.)
I followed PM's formula for the pitch of 1800 mm, and the maximum speed is 78.5 mph.
That seems too low?
Bob has checked his data and confirmed what's in the book. My guess is human error in the original documents, an early/transition period that was superceded, or it was practice (just not recorded here) to supply the prop specified for the 100 hp Mono Pup for the 100 hp Mono Scout D. I'm going to note the anomaly in my article but assume that the prop in question (P1620) is from the Bristol Scout D.
Here's my working in case I got it wrong:
At maximum power, 115 hp at 1,300 rpm:
1300 rpm * 1620 = 2106000 mm = 2106 metres = 2.106 km = 1.3086077 miles
60 * 2.106 km = 126.36 kmh
60 * 1.3086077 miles = 78.516462 mph
I think you are right. Perhaps there was a typo in "old papers"... Or the pitch measured was not the true one. I don't really know... but maths are a compulsory base!
The joined pic came from a Ratier workshop notebook. It is about test runs for an automatic variable pitch propeller which had only two positions: one for take off, one for max speed at level flight. The "trouble" for racer was to be able to take off with high pitch propeller which could permit high speed. What is of interest for you, IMHO, are the simple maths used:
- "V" is speed in kilometers per hour ("sol" is the French for "ground": those racers flew at low altitude, so there was no need to compensate for air pressure),
- "N" is rotation speed of the engine in rpm,
- "T" is the power delevered by the engine (note that the power at 2400 rpm is very higher than at 2200 rpm).
- "H" is the pitch in meters. H=2m30 à 0m60 means the pitch is 2,30 meters at 0,60 meter from the prop center (those props had not a constant pitch along the blade, but higher near the tip),
- ° and ' are angular degrees and minutes
- gr is another angular unit frequently used by Ratier (400 "grades" = 360 degrees = 1 rotation), I don't know which word is right in English,
- "PF" is for French "Point Fixe" (ground run full throttle).
You can see that 360 x 1000 [speed in meters by hour] / 60 [speed in meters by minute] / 2400 [advance by engine rotation] x 1.10 [10% slip] = 2.75 meters = pitch near the tip (the prop is 1,90 meter long).
This will be the higher speed the plane can do at 2400 rpm with the blades blocked at 31°20'.
But the prop is constructed with best efficiency when the pitch is 2.60 meters at 0.60 meter from prop center, that is 34°35', which gives 410 km/h at 2500 rpm for a plane with a 240HP engine. So they diminished the pitch to use it with the 160 HP engine by 3°15' (from 34°35' to 31°20').
And that 180 x 1000 x 1.1 / (60 x 2200) = 1.50 meter = pitch when the blades are blocked at 21°40' (the automatic system rotates the blades 31°20' - 21°40' = 9°40' after take off).
To be noted : the word "variable pitch" is a poor term, because the blade torsion doesn't change, only the global incidence changes. A true variable pitch propeller would have a variable torsion : This has been tried with blades made of "articulated" sections. Seems it didn't work...
We are far from WW1 props... Sorry for the digression!
1232b_cr_sh_900px_97k.jpg (96.7 KB, 3 views)
hub, pitch


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package org.apache.felix.http.samples.filter;

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US avalanche deaths have climbed steeply since 1990 as new gear has become available for backcountry travel. Until then, avalanches rarely claimed more than a handful of lives each season in records going back to 1950. The deaths of the past weekend bring the total avalanche deaths this year to 24.


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Home/Sports/Juventus V Lazio Match Preview and Scouting-Juvefc.com – Soccer Sports
Juventus V Lazio Match Preview and Scouting-Juvefc.com – Soccer Sports
woodycoolidgeMarch 5, 2021
Perhaps it was a product of the situation, but Spezia's game plan was almost perfect because it was tiring to attack in the first half but didn't create a dangerous chance. Bianconeri Thanks to the chivalry away from the bench, he jumped and pulled away. It was certainly a frustrating season for Juventus, but at least six straight wins at home and significant success in 2021. An important future slope will take place at the stadium.
Just as some fires seem to have been extinguished, when Alvaro Morata returned and Juan Cuadrado returned here, Rodrigo Bentancur tested positive for COVID and Matthijs de Ligt. · Even worse news pops up from the clinic as Rigto suffers a small calf injury. The Dutch problem doesn't seem to be that serious, but it further increases absenteeism behind. Alex Sandro as a centre-back, unlike Verona's match, worked in past contests, but for the talented front line, this is a big question mark. Merih Demiral bounced off a poor display compared to Verona, but again he has to deal with fast-paced strikers and is best suited to match physical strikers and toes.
It seems unlikely that the coach will trust Radu Dragousin here. The problem is not to nod young people with simpler equipment, as there is a risk of burning them if they make mistakes in a more important conflict. The same applies to Nicolo Faziolo. Nicolo Faziolo would have benefited if he had a more established option, but now he has to throw him into the fire.
The problem behind seems to be short-term, but Bentancur is clearly ready to miss multiple matches, and if the midfield was already fighting him, it could now look very ugly. There is sex. Adrien Rabiot, Weston McKennie, and Aaron Ramsey aren't really ball handlers, they're quick passers-by, so early build-ups and common possessions will be a big hit. Coaching staff and athletes need to find other compensation methods.
With Morata back, there are still some restrictions, but it may be a good time to move Dejan Kulusevski a few meters back in the role originally envisioned for him and make the lineup more aggressive. not. It worked tremendously while needing more punches against low-level opponents last week, but Ramsey isn't really physically reliable, so while Bentancur and Arthur are out. I think you can see more in. It was pretty wild, but returning to the team's early season version isn't terrible, so it might turn out to be a coincidence. At least it was more interesting than the recent fuss and the results were similar.
The coach didn't mention him in the presser, but Juan Cuadrado is the player most likely to start among the players who have recently missed time, Leonardo Bonucci is about 55 years old and Matthijs de Ligt. Riguto is likely to escape. Most of the lineup options depend on fitness. Cuadrado leaves Federico Bernardeschi, who wasn't the hero of the previous game, if he's in good shape, and Bonucci nods to Sandro if he's allowed to start. Morata could be off the bench as the Porto match comes in a hurry.
Expected lineup:
3-4-1-2 Szczesny; Danilo, Demiral, Sandro; Chiesa, McKennie, Ravio, Bernardeschi; Ramsey; Kulusevski, Ronaldo.
Injured player:
Bentancur (COVID), Dybala (knee), Arthur (lower leg), Chiellini (calf).
Paused player:
Frabotta.
Lazio has qualified for the Champions League, but so far this season has been a bit hot and cold. They finally turned the corner and seemed to rediscover their best self when they managed to win six games in a row in January, but the defeat in the clash with Intel and the blow by the Bavarian hands gave them momentum. It stopped in Munich. They took the lead in Bologna last week, but took a break in the final round as they were planning to play Turin.
They weren't as consistent as last season and faced the scudetto head-on before the pandemic, but given their top contributor's technique, playmaking ability, and effectiveness, it's a problem in every match. Not many sides have the same amount of firepower as Ciro Immobile, Sergei Milinkovic Savic, Luis Alberto and Joaquin Correa.
Golden boot recipients have recently removed strong stretches before falling into a bit of a slump. The Serbian power is a stable quartet, and he is arguably the most complete and keeps things organized throughout the season. He also tends to grow up in crunch matches. Luis Alberto is great on his best day, but he encountered a pair of debilitating physical problems that adversely affected his shape. He wasn't the same assist machine as last season, but he has had a lot of success.
Corea has started a quiet and injured season, but he has become stronger in the last two months and is one of the most slippery players in the league. Felipe Caicedo hasn't scored for a while due to a persistent injury, but he could be an incredible supersub and did damage very late in the first leg.
They manipulate to attack enemies and unleash devastating counters as they regain the ball, but the defensive phase has not withstood and such a strategy must always work. The long absence of Luiz Felipe and the injury of Stefano Radu removed the two starters from the equation, and the alternatives Wesley Hoedt, Patrick and Mateo Musacchio were unreliable and prone to failure. Their flagship Francesco Acerbi can only close so many holes.
As Manuel Lazzari deals with calf injuries, they are also unmanned on the sides. They will probably rely more on the energetic Adam Marušic, but their coaches also put Senad Lulić, Mohamed Salim and Jean-Daniel Akpa Akpro on their wings to backline him. I tried to put it. That would be a pretty strange choice.
Simone Inzaghi was on the high and could have been a big turning point in the campaign, so he tackled the intermatch head-on, but although the performance was good, he allowed three goals. He's probably not as bold as this. In other crunch games, he defeated Atalanta, Rome and Naples fairly well, but lost to Milan in a fierce battle.
3-5-2 Reina; Patrick, Hoot, Aservi; Marusic, Milinkovic-Savic, Leiva, Alberto, Lulić; Correa, immovable.
Felipe (ankle), Radu (groin).
– Soccer Sports
Juventus V Lazio Match Preview and Scouting-Juvefc.com
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Department of Posts, India had released Tamil Nadu Postal Circle Recruitment notification for filling up 310 vacancy of Postman & Mail Guard. Now Department of pots, India is going to conduct Written Examination to recruit the candidate for Postman & Guard vacancy. Here is a news for those candidate who searching for TN Postal Circle Admit Card 2016. Admit card will be upload soon on official website. Candidate may download admit card by enter registration number & date of birth. Candidate may also check download link of admit card that is available here.
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The Pentagon's chief weapons buyer sees no aircraft in development anywhere today that would be "seriously competitive" against the Lockheed Martin F-35 in combat.
The fifth-generation multirole fighter has been in development for 14 years and the B-model has only just achieved operational status with the US Marine Corps, but the US military appears confident that it is still introducing a cutting-edge weapon system capable of outclassing modern, supermanoeuvrable Russian and Chinese aircraft like the Sukhoi T-50 (PAK FA) that were largely designed to counter the F-35 and F-22.
Speaking after the unveiling of Norway's first F-35A in Fort Worth, Texas, Kendall and F-35 programme executive officer Lt Gen Christopher Bogdan expressed confidence in the aircraft's projected capabilities once it completes development in 2019.
Bogdan was responding to a question about whether the F-35 could hold its own against the latest Russian jets, particularly the T-50 that will reportedly enter service in 2016 in a limited capacity.
"We don't expect any airplane that's currently in development to be seriously competitive with this airplane," Kendall adds.
Norway's first F-35A aircraft was unveiled 22 September.
The comments come amid concerns about the jet's manoeuvrability after it was outpaced during air force flight trials against a Lockheed F-16 earlier this year. Meanwhile, Russia and China have been hard at work on their own next-generation combat jets, particularly the Sukhoi Su-35 "4++ generation fighter" as well as the fifth-generation Russian T-50 and Chinese Chengdu J-20 and Shenyang J-31.
Bodgan again took aim at those claims, saying the F-35 "can pull 9gs and can turn almost equal to our modern fighters" despite not being "uniquely designed" as a highly agile, dogfighting aircraft.
The programme chief insists the aircraft is designed for long-range kills, and can spot a potential combatant long before coming into visual range. "That dogfight is going to end very, very quickly," he says.
Bogdan and Kendall's confidence in the F-35 was seconded by Royal Norwegian Air Force chief of staff Maj Gen Per Egil Rygg, who is relying on the JSF to replace an aging fleet of F-16s. Norway is procuring 52 aircraft and expects to be fully operational by 2025 with initial operational capability in 2019.
Speaking to Flightglobal on the sidelines of the rollout, Rygg said Russia is going to need to think more carefully about pigging Norway's airspace once the F-35 is on patrol.


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A fairly easy to use open source 2D animation editor. Synfig allows you to create animations, apply filters, shading effects and morphing. There is support for skeletal animation. It is very convenient that the finished material can be rendered later or even on another computer.
4. Cinema 4D
Professional solution for creating 3D objects, animated graphics and realistic renderings. Cinema 4D has a simple interface that is easy to understand even for a beginner. The program supports procedural and polygonal modeling, and also has various batch modules for all occasions, including scene visualization, simulation of object dynamics, character animation, and more.
5. Pencil2D
A minimalistic open-source application for working with simple 2D graphics. Allows you to draw characters on the go and animate them, without complicating the creative process. Easily processes both vector and raster graphics can add effects and filters. It contains useful tips and examples to help novice artists get comfortable.
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6. OpenToonz
Professional software package for drawing two-dimensional animation, which was used to create Futurama , Spirited Away and Bob Sponge. OpenToonz allows you to transfer images from tracing paper, has a large set of tools and effects for drawing, and also boasts a convenient feature of skeletal character animation.
7. TupiTube
A simple tool for creating 2D animation, aimed at an amateur audience and children in particular. The main feature of TupiTube is the easy drawing process, thanks to which you can make a cartoon in just a few simple steps. There is a built-in library of resources and support for exporting finished animation in various formats.
8. Easy GIF Animator
Platforms: Windows.
A popular program that allows you to make simple two-dimensional animations and then save them in GIF, AVI or SWF. Easy GIF Animator lives up to its name. The application has an intuitive interface and a step-by-step setup wizard, which will simplify the work for beginners.
9. Toon Boom Harmony
Full-featured solution for creating animations, in which the entire process from drawing to final production is carried out. Harmony can capture images from the camera, convert two-dimensional objects to 3D and scan storyboards from tracing paper. The application will help to reveal creative potential with the help of a large set of brushes, palettes and special effects. The finished result is easy to save as an animation or transfer to the Unity game engine.
10. Pivot Animator
A very accessible editor to master, whose specialization is simple 2D clips with little stick men. The program allows you to independently construct characters, use sprites, change the background and add various effects. In a word, there is everything you need to create a funny cartoon in the spirit of a series of Stickman games in a few minutes.
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More than 98% of Comcast's Harrisburg market, which includes Lebanon County, has the availability of Gigabit per second Internet speeds.
HARRISBURG, PA – Comcast announced that it is the nation's largest provider of gigabit broadband, with the ultra-fast Xfinity Gigabit Internet and Comcast Business Gigabit services now available to nearly all of the company's 58 million homes and businesses passed in 39 states and the District of Columbia. This availability includes more than 98 percent of Comcast internet serviceable households in the Harrisburg market, which includes Lebanon County.
Xfinity Gigabit Internet service is available to 100 percent of customers in Lebanon County.
Comcast's residential broadband service is powered and controlled by Xfinity xFi, a digital dashboard that personalizes, monitors and manages WiFi connected devices in the home. Consumers now can add xFi Pods, small, easy to install extenders that plug into any electrical outlet, pairs with xFi Wireless Gateways, and help customers create a mesh network that extends coverage to hard-to-reach areas of their home.