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The Godfather's Solution
Jane Chastain	Presidential Race	 September 28, 2011 3 Minutes
Introducing Herman Cain, the GOP presidential candidate who just won the Florida straw poll by a landside, as the former CEO of GodFather's Pizza is an insult.
Don't get me wrong. It is remarkable that the son of a chauffeur and domestic worker could become the chairman and CEO of one of the nation's most successful fast food franchises. However, there is so much more to this man's resume. Simply brushing off Cain as an anomaly or a pizza king is belittling.
It's tantamount to introducing Mitt Romney as the former CEO of Bain Capitol, Newt Gingrich as a history teacher or Jon Huntsman as a trade representative. These men put in a number of years at the aforementioned jobs. However, these jobs do not define them. Introductions of this sort would ignore their later and greater accomplishments. So it is with Herman Cain.
That said, there is something in Cain's Godfather experience that bears further scrutiny.
Mr. Cain, a former Pillsbury vice president, was sent by the company to the pizza chain to try to salvage the franchise. He rejected the idea of what amounted to an economic stimulus from the parent company – dumping more money into marketing. Instead, he spent two months analyzing the franchise. Then, he began to rebuild it from the ground up.
Godfather's had tried to become everything pizza. It had developed a Pizza Hut knock-off, a Little Caesar's knock-off, a Domino's knock-off plus the original Godfather's speciality pizzas, all with a variety of crusts. The kitchen was a nightmare. The employees were always playing catch-up. There was a lot of waste and the results were — like our government — less than satisfying.
Herman Cain cut the menu down to size and went back to the basics. He simplified the kitchen and put the emphasis on doing the kind of pizzas that originally put Godfather's on the map. Fewer choices, just THE BEST. He also retrained and energized the employees. The rest is history.
In just 14 short months, Mr. Cain turned the chain around. Then he put together a group of investors to buy the franchise from Pillsbury, remaining at its helm. It was a win-win for everyone. Cain went on to become CEO of the National Restaurant Association, representing an industry that is this nation's largest private sector employer. He later served as director and then chairman of the Federal Reserve Bank of Kansas City.
The government needs Herman Cain's Godfather's solution. We have tried to be all things to all people. It doesn't work. We are sinking further and further into dept and no one is happy. If the United States were a business, it would be a failing business.
We are experiencing hard times and we need a proven businessman who isn't afraid to make the hard decisions. We need to go back to the basics: a land where the federal government's job is limited to the duties clearly defined in the Constitution; a land where you are free to farm and grow what you wish or start a business free of government red tape and intervention; a land where everyone has an equal opportunity to succeed, not one in which the government picks winners and losers.
Presently. there are two proven businessmen in the race. Mitt Romney will not admit that government-run healthcare — from the state or the federal government — is a bad idea. Furthermore, he has a set of ever changing positions on the issues that seem to reflect the latest public opinion polls.
The other businessman is not just a pizza king. Herman Cain has a solid background and knows his way around Washington and the world. He was not a child of privilege nor of government set asides or handouts. He never asked or expected special favors. He came up the hard way and he earned every dime he ever made. He is plain spoken and not given to complicated solutions or political correctness.
That's what the voters see in Herman Cain and they like what they see.
It's true. Herman Cain has never been elected to public office. No matter.
In 1952, we elected a revered military leader with no political experience, Dwight D. Eisenhower, to be our 34th president. He turned out to be one of our best presidents. Ike assembled a group of exceptional people to be in his administration. He knew how to gather information, analysis it and make decisions.
That is Herman Cain's forte. Yes, we need someone who knows how to run a profitable business and Florida Republicans believe, if given a chance, Cain can make this a profitable nation. They believe in the Godfather's solution.
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6 thoughts on "The Godfather's Solution"
Mark in Idaho says:
I like Herman Cain but am concerned about his monetary policy ideas. As a former Chairman of the federal Reserve Bank of Kansas City, will he continue with the disastrous monetary policy that the Fed Reserve is continually pushing?
Jane, Can you get us some more information about his monetary policy ideas.
Most interesting column, Jane. I'm sure that Mr. Cain has had to overcome a lot of obsticles to accomplish what he has. Washington will not mean a decrease in obsticles, but he seems up to the task.
Though I do think that he is "just a pizza guy" and I think that Ron Reagan was "just a movie actor."
OMG (Obama must go)
L C Stevenson says:
Usually I agree with you; but this time I have some reservations. Herman Cain's background is impressive. He is articulate. He appears conservative and forthright. His answers are consistent. He promises a lot( as Obama did) He says what we want to hear. His relationship with the Federal Reserve Bank worries me.
You don't get that position unless your politics agrees with the CFR and the Trilateral Commission.
Are we being set up?
The more I see and hear Mr. Cain the more I like this man. Yes, we need a man who understands business and is not afraid to speak up. I see his passion and he makes sense!!! What an idea. He admitted his lack of international affairs in the deeper sense but added that is where he would seek knowledgeable advisors. We cannot be all things to all men. I trust Cain to pick good people to be at his side.
Jane Chastain says:
Who better to reform the Federal Reserve than someone who has seen the inside.
Ellen Shaw says:
Excellent synopsis of the businessman. Thanks Jane. I appreciate the gathering of your information. Haven't seen any of this elsewhere. I won't hold his chairmanship of the Kansas Federal Reserve Bank against him but would like to look into it. Perhaps you can give us some insight on this concern?


When is the Public Housing Authority required to suspend the minimum rent requirement for families who are paying minimum rent?
the hardship is one listed in the Public Housing Authority's written policies.
Other circumstances determined by the Public Housing Authority or HUD.
Does the Public Housing Authority have to suspend the family's minimum rent requirement the day the family makes the request?
If a family requests a financial hardship exemption, the responsible entity must suspend the minimum rent requirement beginning the month following the family's request for a hardship exemption. The suspension must continue until the PHA determines whether there is a qualifying financial hardship, and whether such hardship is temporary or long-term.
What happens if the family requests a hardship exemption?
The PHA must suspend the minimum rent requirement beginning the month AFTER the family requests the hardship exemption.
This suspension continues until the PHA decides whether the hardship qualifies as a financial hardship and whether your hardship is temporary or long-term.
The Public Housing Authority must promptly decide if your hardship qualifies as a financial hardship and whether your hardship is temporary or long-term.
If a family requests a financial hardship exemption, the responsible entity must suspend the minimum rent requirement beginning the month AFTER the family's request for a hardship exemption until the PHA decides whether your hardship qualifies as a financial hardship, and whether such hardship is temporary or long term.
The Section 8 Programmust promptly decide if your hardship qualifies as a financial hardship and whether your hardship is temporary or long-term.
If the Section 8 Program decides that your situation DOES QUALIFY for a financial hardship, and the financial hardship is TEMPORARY, the PHA must not impose the minimum rent during the 90–day period beginning the month AFTER the date of the family's request for the hardship exemption.
At the end of the 90–day suspension period, the PHA must reinstate the minimum rent from the beginning of the suspension. The family must be offered a reasonable repayment agreement, on terms and conditions established by the responsible entity, for the amount of back rent owed by the family.
If the Public Housing Authority decides that your situation DOES NOT QUALIFY for a financial hardship, the Public Housing Authority must reinstate the minimum rent from the beginning of the suspension of the minimum rent. This includes any back rent you owe from the beginning of the suspension. The family must pay the back rent on the terms and conditions established by the PHA.
What about long-term financial hardships?
If the PHA determines the hardship QUALIFIES as a financial hardship and IS LONG TERM, the PHA must exempt the family from the minimum rent requirements for as long as the hardship continues.
The hardship exemption starts at the beginning of the month AFTER the family's request for a hardship exemption until the end of the hardship.
The financial hardship exemption only applies to payment of the minimum rent.
Am I entitled to a grievance hearing if the request for a hardship exemption is denied?
If a public housing family requests a hearing under the PHA grievance procedure, to review the PHA's determination denying or limiting the family's claim to a financial hardship exemption, the family is not required to pay any escrow deposit in order to obtain a grievance hearing.


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What Is a Dog Steeplechase?
By: Jeff Katz
Apple Tree House/Lifesize/Getty Images
4H Dog Agility Class Lessons
Throughout the United States, Canada, Great Britain and many other parts of the world, dog agility is a popular and exciting spectator sport. Incredible canines and their skillful handlers compete in a wide range of activities, such as hurdling, weaving and jumping. One of the most challenging events featured in dog agility competitions is the steeplechase.
Dog agility regulatory organizations, such as the U.S. Dog Agility Association and the Agility Association of Canada, have created specific rules and structures for all dog agility events, including steeplechase. Canine competitors who qualify as "top jumpers" are permitted to participate in steeplechase. The top jumpers, accordingly, are divided into four distinct height categories, allowing them to compete in the steeplechase event against similarly sized dogs. These height categories are 12, 16, 22 and 26 inches.
As the All Dog Sports Club and the United Kennel Club make very clear, steeplechase is all about speed and agility. A complicated obstacle course is presented to each canine competitor, and dogs must get through this course as quickly and cleanly as possible. There are tires to maneuver, tunnels and chutes to run through, A-frames to climb and weave poles to traverse.
Steeplechase demands speed, but points are deducted for "faults," such as knocking down a hurdle pole or bypassing an A-frame. All faults are added to the overall performance time, meaning a dog who gets through the course the fastest may still wind up behind a dog who is slightly slower but completed the course more cleanly. Still, the speedier the dog, the more likely the chance of success.
Any dog owner or handler interested in steeplechase needs to be familiar with the rules and regulations established by the organization supervising the competition. In addition to national all-breed organizations such as the USDAA, AAC and UKA, there are organizations that supervise competitions for specific canine groups, such as the United Kennel Club of Kalamazoo, Mich., which oversees licensed terrier races and publishes specific guidelines regarding eligible breeds, judging procedures and race content.
United States Dog Agility Association: Dog Agility
UK Agility: Rules and Regulations 2013
Say Yes Dog Training: AAC Nationals Steeplechase
Jeff Katz has been a professional librarian, educator, historian, writer and editor for almost 20 years. He holds a Master of Library Science degree from the University of British Columbia and a BA degree in Classical Studies from Hunter College of the City University of New York.

redpajama_set_name: RedPajamaCommonCrawl


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Karen E. Richards Memorial Scholarship
The Karen E. Richards Memorial Scholarship was created to honor her contribution as an occupational therapist for the Snohomish School District where she worked with students with special needs. The intent is to financially support students who are interested in pursuing a career in occupational therapy (OT), physical therapy (PT) or nursing with a preference for occupational therapy or physical therapy.
Karen graduated from Michigan State University in 1971 where she was a member of the Kappa Alpha Theta sorority and majored in psychology. She worked in human resources for Allstate Insurance Company for a number of years in California. In 1982, she moved to Snohomish where she lived for 34 years. After moving to Snohomish, she decided to pursue a degree in occupational therapy at the University of Washington. Upon graduation, she worked as an occupational therapist in the Snohomish School District for 10 years and then 3 other school districts over the next 5 years completing a 15 year career before she retired in 2010. She was a dedicated professional serving the students with special needs and always put their needs first.
She was a dedicated mother and an active volunteer in the Snohomish Community. Her volunteer commitments included work in her children's classrooms, teaching Sunday School and working at the Snohomish Community Kitchen. She was also a member of the Busy Bee Quilt Guild and a member of the Project Linus organization which made quilts for children. She felt that one should try to give back to the communities in which they live and she did that with her own time and commitments. She lived her life as a reflection of her values and the things that were important to her even as she endured a 19 month struggle with ovarian cancer.
She would be proud to know that students were following in her foot steps and pursuing a career in occupational therapy, physical therapy or nursing. The scholarship created to honor her contribution to the Snohomish School District will provide financial support to a selected student as they begin their college career.


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23.0°, Light Snow
SCHOOL SHAKEUP: Bright moved from Reid, King out as AD, Shaffer leaving Fink
By Dan Miller danmiller@pressandjournal.com
Despite an online petition with nearly 470 signatures and opposition expressed by a number of residents, Middletown Area School Board voted 9-0 on Monday to approve transferring Earl Bright from …
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Earl Bright IV, Jeremy King and Tom Shaffer
Renee Buck addresses Middletown Area School Board during the board's meeting on June 13.
staff photo by dan miller
Reid Elementary parent and Middletown resident Chris Templeton speaks to the school board during its June 13 meeting regarding the proposed transfer of Principal Earl Bright IV from Reid to head up the district's new in-house alternative education program.
Lori Suski
Posted Wednesday, June 21, 2017 3:18 pm
Despite an online petition with nearly 470 signatures and opposition expressed by a number of residents, Middletown Area School Board voted 9-0 on Monday to approve transferring Earl Bright from principal of Reid Elementary School to a position as principal to lead the school district's new in-house Alternative Education program.
The board by the same 9-0 vote June 19 also approved transferring Jeremy King from his position as athletic director/assistant high school principal to a position as a business education teacher at the high school, effective Aug. 14.
King said he sought the transfer, despite it resulting in a pay cut from his salary as athletic director/assistant principal. King was making $75,100 in that position as of 2013. His current salary was not immediately available.
King in taking the business education teacher job will be paid $67,935, a salary based on the school district's current contract with the teachers' association.
The news of the district looking to transfer King did not lead to anywhere near the vocal outcry that followed from news of the intent to move Bright, the popular principal at Reid for the past 16 years.
Instead, several residents praised the job that King has done as athletic director. The closest comment to opposing the move came from Richard Swartz, a former Middletown school board member, who on June 13 called the decision to transfer King "a head scratcher," given the almost unprecedented success of Blue Raider athletic teams in 2016-17.
The board also by 9-0 vote approved transferring Thomas Shaffer from his position as principal of Fink Elementary School to a position as a language arts teacher at Middletown Area Middle School.
Shaffer will replace Georgina Hamer, who retired at the end of the 2016-17 school year, and he will be paid $77,280. The transfer is effective Aug. 14.
Shaffer will be replaced as Fink principal by Marie Drazenovich, who is now assistant principal at Fink. Drazenovich will be paid $98,161.58 as principal.
After the board meeting, Superintendent Lori Suski said that the district soon will be advertising for a new principal to replace Bright at Reid, and a new athletic director/assistant principal to replace King.
The school board does not normally meet in July. However, a special board meeting could be held in July if necessary to ensure that both positions are filled in time for the 2017-18 school year, Suski said.
Pleas from residents
Before the board's vote on the personnel moves, Middletown resident Renee Buck — who started the online petition seeking to retain Bright at Reid — again addressed the school board with the same impassioned plea.
"The way you are going about this is not only wrong, it is not the right thing to do. Before you vote, ask yourselves, is this the right thing to do? Is there an ulterior motive? Do I simply play follow the leader tonight? We are asking you to do the right thing and vote no to this move," Buck said.
She also left no doubt as to how board members' votes on whether to retain Bright would dictate her own vote for school board candidates in the general election later this year.
"I voted for each and every one of you to be elected into these positions to do the right thing for our children. Your vote tonight will certainly determine my vote in November. I can promise you that if you vote yes today, I certainly will not make the same mistake and vote for you in November."
Buck was followed by another Middletown resident, Dan Valley, who asked that the board delay acting on Bright and the others.
"I honestly, honestly feel that the personal changes are most assuredly not the will of your constituents," he said. "At the very least, put this vote off a little while longer, do some research, and truly, truly get a feel for the will of your constituency."
A few minutes later, the board proceeded to approve all of the personnel moves, without comment or discussion from board President Linda Mehaffie or from any of the other eight board members who were present for the votes.
Instead, Mehaffie and the other board members have left the comments to district Solicitor Jeffrey Litts and Suski.
No tax increase
Bright's proposed move apparently is directly related to preventing a tax increase for the district.
The new in-house alternative education program already has been incorporated into the district's 2017-18 budget, which was approved Monday.
Bringing alternative education in house will save an estimated $180,000 and was credited during the June 13 meeting by district Chief Financial Officer David Franklin as being "by far the biggest contributor" to the school district avoiding a tax increase for the third straight year.
The board in May had been looking at a 1.23 percent increase in the real estate tax that would have cost an additional $27.15 for a resident with property assessed at $100,000, but the tax increase has been eliminated.
Suski responds
In an email the afternoon of Friday, June 16, MASD Superintendent Lori Suski said Bright, King and Shaffer all had agreed to the job changes.
"Each employee was treated fairly and respectfully and is fully cognizant of the reasons for the proposed changes. The district realizes that people may not understand why changes are sometimes necessary because the reasons behind them are not always explainable in a public forum. We recognize that this can be very frustrating; however, out of respect for our employees, the district cannot and will not elaborate publicly on personnel matters. To do so would violate employees' privacy rights."
The proposed changes are not part of an administrative restructuring, and the moves are not tied together, she said.
In regard to the Alternative Education program, she said: "Bringing these students back to Middletown as opposed to placement in private alternative education settings in either Shiremanstown or Carlisle affords students the opportunity to work their way back into the regular education environment, even for a period or two per day, which is ultimately the goal. All students have the right to be educated in the least restrictive environment whenever possible."
Bright was approached for the job, she said, because he knows the district and its students well.
"It is important that the person who takes on this role can build positive relationships with students and parents and can 'hit the ground running' from the start. Mr. Bright is skilled in managing disruptive student behavior. He relates well with students and parents, has a strong but caring demeanor, and an affinity for adventure-based activities which is an important component of a successful alternative education program. He has worked with the high school wrestling program the past two years and has demonstrated that he can build positive relationships with secondary students and not just elementary students. Students respect him. He is the best person on our administrative team to take on this new challenge and will play an instrumental role in making the program successful for our at-risk students."
Shaffer told the Press & Journal in an email that he would have no comment regarding his transfer from Fink Elementary.
Bright did not respond to requests for comment left by phone and email.
Residents frustrated
Word of the changes started spreading on Wednesday, June 7, when Reid parents received an email from Bright informing them of the upcoming move.
By the time of the board's public agenda-setting meeting of June 13, the board found itself dealing with a firestorm of opposition to the move involving Bright, fueled by Facebook.
About 15 people attended the board's June 13 meeting that was held to set the agenda for the board's June 19 action meeting.
Buck and several others who spoke seemed as frustrated over the board and the administration's lack of providing answers over the proposed moves, as over the moves themselves.
The board's answer to those concerns was to provide a written statement that was read by Litts at the start of the June 13 meeting.
"The district does not make it a practice of discussing the details of personnel matters with the public. Those discussions are best left between the district and individual employees," Litts said. "Moreover, common courtesy and reasonable expectations of confidentiality dictate that personnel matters be kept private until such time as the school board is required to take action for any approval."
Litts went on to say that the district felt "compelled" to respond "to some of the social media posts that have been recently made about district personnel matters being brought before this school board. Unfortunately, some of those social media postings have contained factual inaccuracies, half-truths and unfortunately in some cases outright lies."
However, Litts provided no examples to illustrate the alleged Facebook falsehoods.
Buck in her comments following the statement read by Litts noted that the district itself "did not put anything out to the parents" regarding Bright leaving.
"What this did was leave us as parents holding the bag trying to find the words to explain to our children why their beloved principal would not be back," Buck said. "We struggled for words because we as parents ourselves were not given any explanation from the district."
Communication questioned
Several other parents who spoke found the move and the district's lack of communication equally perplexing.
"If I'm looking at you kind of crookedly, it's because I don't understand" the reasons behind transferring Bright, said Reid parent Chris Templeton of Middletown.
Swartz, the former school board member, said he was hesitant to speak out on the issue "because I know the tough decisions you make."
But the moves of Bright and King in particular seemed so incomprehensible that Swartz felt he had to get out of his chair in the high school auditorium.
"I'm kind of dumbfounded by what is being contemplated here," Swartz said. "I can't fathom why a guy like Earl Bright would be taken out of a building if he doesn't want to be."
"Jeremy King resurrected this athletic program at this school. I'm sure he's not perfect, but I was here when they got rid of a very good athletic director and we went through a period when things weren't so good," Swartz continued. "Jeremy King started communicating with the Blue and Gold club. He started bringing us requests again and we started being able to use money that is donated to the club to help students of the school district. He came up with the idea for the Blue and Gold gala. The teams this year had unprecedented success, at least for decades."
"That's a head-scratcher as well," Swartz said of removing King from the AD position. "I've been impressed by the work he has done, and it's hard to fathom how he's better going to serve this school district teaching business."
Lower Swatara influence?
Dawn Knull, a Middletown borough councilor whose son had attended Reid — although Knull was not speaking as a councilor — questioned whether Middletown residents are adequately being represented by the board, which is now dominated by members from Lower Swatara Township — three of whom were not elected but have been appointed to the board over the past year.
"Everybody who is sitting up here except for one is from Lower Swatara. Does everybody know the Middletown residents, the Middletown kids? Do you know their home life, do you know about them?" Knull asked. "You are sitting up here making a decision that's going to affect Middletown residents and Middletown students. What would you say if this was happening at Kunkel (elementary) in Lower Swatara? Would you be up in arms like these parents? Probably."
As far as an answer, Mehaffie again deferred to Litts, the solicitor, who defended the district's recommendation that Bright lead alternative education.
"He (Bright) is going to be working with…some of the toughest kids in this district," Litts said, including those "with mental health issues, kids that have had brushes with the juvenile justice system, and kids that have had difficulty transitioning to a traditional classroom setting."
"Earl has agreed to step up and take on a leadership role in that program," Litts added. "Many of the things that were reflected in the public comments, those same skills are going to be used with some of these most vulnerable students to ensure they succeed educationally, and that's something that Earl agreed to do."
Suski and the board for months have been discussing the district creating its own in-house alternative education program, to replace the current practice of Middletown sending its own students to outside agencies for alternative education services.
What is the skill in a 'skill game'? It's akin to Tic-Tac-Toe, Simon Says


I recently went to Costa Rica, made some music, made some friends, and ate the absolute best natural foods that this earth has to offer! Had great fun! I recently started making music with an old friend who has some great things to say. This short video is the beginning of what happened out there in the Caribbean.


This website is great for music composition, but allows you to hear and see the instruments being played and to see different capabilities of each instrument.
This is the resources page on the MENC: National Assosication for Music Education website. You can look up resources by general subject (ie, band, orchestra, choir, general music) and then look at more specific articles.
This website provides an overview of content area reading as a discipline, as well as outlines some of the problems that students have with a text while reading. It also provides multiple strategies and activities that the teacher can use to overcome and adapt to the student's struggles. The website breaks down into all sorts of different topics, from career building to parent interaction to writing skills. It also provides numerous, grade associated teaching tips for creating an entire classroom excited and motivated to read. This week's tip is to create a team of tech savvy students. The website is free and updated constantly, and is maintained by McGraw-Hill, a notable textbook publisher, which ensures that the information found will be correct and relevant. The site also provides videos, guides for lesson plans, subject-specific resources, and a wealth of other information.
This is a website that gives you a wide array of useful American history information. It contains a digital history textbook, sample lesson plans, a timeline containing events, primary documents, and a multimedia area that contains, among other things, videos and e-lectures. This website contains a lot of information for someone teaching an american history class.
This website is somewhat useful because it provides several different ways to approach content area literacy. There are several different areas that provide helpful ways to take notes and how to pick out crucial information from lectures. This website also has an entire section devoted to online research which is very important for students to be proficient in knowing how to find valuable information online since it is how most information is found for research in modern classrooms.
United Streaming is a program that is a part of Discovery Education that allows teachers to develop resources and instructional materials for the classroom. It was introduced to me by my cooperating teacher at Waynedale. The girl I co-teach with and I have found it to be very useful. Hopefully you will too!
I have not gotten a chance to explore all the content available on these websites, but what I have currently found is a wealth of teaching strategies, curriculum aides/guides, activities and strategies that improve content literacy, as well as a number of links that provide help on how to get students excited and motivated to learn about history and the social sciences. There are a vast array of teacher resources compiled here, hope you enjoy!
This website has two portions that are helpful to foreign language teachers. First, it links to EDSITEment, which provides potential lesson plans and a list of websites with descriptions of the types of resources or cultural information they provide. Additionally, the main website provides a link to a listing of summer professional development workshops, some of which include Building Competency in Foreign Language Instruction and Effective Strategies in the Spanish Language Classroom. With each workshop described, the presenters Power Point Presentation or notes are linked so that they can be viewed by those just visiting the website.
I just happened to stumble across this website, which offers "animated lessons" for German - animated, meaning in PowerPoint form. Usually I am pretty critical of certain lessons about pronunciation, because many of the classes that I have either been a part of or have seen do not emphasize correct pronunciation, or they allow some "americanizations" of the sounds. The PowerPoint that I viewed (titled Alphabet) introduced the pronunciations of the language - in ALL forms! It is really quite thorough! I would highly recommend this site, because they are obviously concerned with accuracy and teaching subjects in depth (as opposed to providing few and/or examples). You can also download the PowerPoints to use in your own class!
Just looking through these slide shows could help anyone learn German - they make it that clear! Enjoy!
This website provides articles, project ideas, discussions, galleries, and a blog that are helpful in the classroom. It is described as a "collaborative art space for students and teachers." While it contains helpful resources for teachers, it would also be interesting for students to explore sections of the site on their own.
Out of all the websites that I looked at this one was by far one of the coolest! I haven't gone through all the links it offers but the ones I have looked at are both age appropriate for high school students and really fun. This site consists of a compilation of various sites that could be of help in any ELA classroom (depending on the unit and age group.) One of my favorite sites was <http://www.slanguage.com/>. This particular site looks at how various people talk all around the world. I could see using this in my classroom when talking about vernacular or dialects of various cultural groups. However, there are many more to be found on this page!
This site has some good resources for teachers, such as lessons, and activities. It also has a number of outside links to additional math related websites that are quite useful.
This site provides good ideas for lesson plans and activities that can be adapted and used in a variety of classrooms.


One person has been injured following an ammonia leak at a Canterbury processing plant.
Fire and Emergency NZ was called to the Synlait site, which was evacuated, at Dunsandel, north of Ashburton, about 10am today.
The leak has since been isolated.
Fire and Emergency relieving shift manager John Ditmer says two people were treated by medical staff following the leak.
He confirmed fire crews left the scene at 12.30pm and cordons had been removed.
A damage valve during routine maintenance is believed to have activated the ammonia detection system, triggering the plant evacuation.
A Synlait spokesperson confirmed one employee was taken to hospital as a precaution.
Six fire crews from Dunsandel, Rakaia, Burnham, Leeston and Wigram were at the scene.


We are three cuban programmers that once in Cuba dreamed about how to create tools for people around the world. We are in United States now and we are doing a lot of programming. This web site is going to be the place to put all our tools that we developed in our free time.
Our first product is HUD Tenant. It can be found in Google Market Place(Google Play) or in Apple Store. It is an utility for calculating the tenant rent for people in Public Housing or Section 8 programs. This version is based on simple questions but we expect to improve it until it does a good guess based on only these simple questions. This version is not rounding perfectly as it supposed to do so you may find a difference(+/- 1 dollar) with the Housing Authorities calculations. We think that 99 cents is a fair price for this application that can help you calculate your rent(approximately) before or after doing your re-certifications.
We had also created an app for helping IBOs or just general people to know if Amway could help them to create a better future for their life.
Amway Utils is a tool for understanding better how you can get benefit from associating with Amway Corp. It will give you several simulators to understand how discounts can work for you, how the store partnership can benefit you. How much money you will get from selling an specific product and how many people you will need to find and training in your organization to be at 25%, to be an Emerald and to be a Diamond. It will also give a calculation so you can be sure that if you persist on this business is very likely that you will succeed.
An app for entering/saving and comparing your ideas and ow much revenue you are expecting to get once you implement them. The variables are Market population/Market Population Percentage you expect to cover, Initial Cost, Monthly Cost, Monthly Sales, Subscription Fee. All this parameters get combined to give you the profits you can expect from the development of your idea. This give you the ability of disregard some of the ideas that at glance seems to be fascinated but will give you poor revenue.
The 7 Habits of Highly Effective People is a remarkable book that changed my live. This app is tribute to Stephen R. Covey who contributed to change lives by applying the principles described on the book. With this app you will have a summary of the habits near you, at your finger tips, in your phone or your tablet. We hope it can help you to succeed in live according to your principles and goals.
We were able to publish this app in Google Play but unfortunately Apple did not receive this type of application for being similar to a book.
An app to have the teachings of this book close to us to remind us what to do to succeed financially.
The Richest Man in Babylon app is a summary of the teachings inside the extraordinary book by George S. Clason. It includes the 7 rules for fattening your wallet and the 5 rules of gold. So you will always have at your finger tips this important rules from becoming a richer person every day. The tool will also provide you the ability to simulate how you could accumulate 1 M dollars if you use the rules the book describe, for example, it will allow you to know how many years would take you to become millionaire based on you income, your monthly saving. Playing with the tool you will discover that it is more important the ability of investing your money than how much are you saving monthly.


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redpajama_set_name: RedPajamaGithub


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Apple CEO Tim Cook addresses how the company has been affected by coronavirus
By Georgina Torbet March 1, 2020
In an interview posted on Fox Business, Apple CEO Tim Cook has addressed the outbreak of coronavirus, officially called Covid-19, and how it has affected Apple's business for the year.
Cook began by addressing the human impact of the outbreak, and the important role health professionals are playing in combating and treating the disease. Then he went on to quell concerns over the issues the outbreak has caused to Apple's business. Apple previously announced that it is unlikely to meet its second-quarter revenue forecast for this year due to having to stop production in China and having to close its retail stores there.
Last month, Apple also took steps to mitigate the impact of the outbreak on its businesses including sourcing alternate supplies and adjusting to the delayed restart of Chinese businesses after the Lunar New Year.
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Cook assured people that the company was getting back on track, however. "In terms of our business, here's what we're saying to give you a flavor for what's happening on the ground — we had closed stores, all of our stores," he said. "Now we've reopened the vast majority of them. And so we were able to put the necessary conditions in place to reopen the store. We've reopened the vast majority of them, over 80%."
As well as reopening retail stores, the company is beginning to reopen its production factories as well. "When you look at the parts that are done in China, we have reopened factories," Cook said. "So the factories were able to work through the conditions to reopen. They're reopening. They're also en-ramp. And so I think of this as sort of the third phase of getting back to normal."
He was also confident that the outbreak would not affect Apple in the long term and that the company would be able to recover from these short term issues. "Things are going pretty much like we thought they would go there in terms of bringing things back," Cook said. "And so it will take some time, but by and large I think this is a temporary condition, not a long term kind of thing. You know, Apple is fundamentally strong, so that's how I see it."
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The Pan Am Series – Part XXII: The Boeing 747
Pan American Goes "Top of the World" With the 747
"Would you build it if I bought it?"
"Would you buy it if I built it?"
As legend has it, these were the utterances between Juan Trippe of Pan American and Bill Allen of Boeing while fishing from the Wild Goose in Puget Sound one summer's day. By the end of their outing, there was, according to Bob Gandt in Skygods – The Fall of Pan Am, a verbal commitment to build an aircraft what in Trippe's mind would be a "stopgap airplane" top fill the void between the first generation jets – the Boeing 707 and the DC-8 – and the yet-to-be-built Supersonic Transport, the SST.
Pan American had been enjoying unprecedented growth during the decade of the 1960s, with traffic, according to R.E.G. Davies in Pan Am – An Airline and Its Aircraft, increasing an average of about 15% per year. Business was booming and it was time to move forward. What was the next step? In Robert Daley's An American Saga, the next step could have been the Supersonic Transport. At the time, the British and French were planning the Concorde. In the US, there were also plans for an SST, but the costs were beyond what the government could afford. Because of that, President Kennedy was put into a position as to whether to back the US project or not, and before he could decide, asked the then head of the Federal Aviation Administration, Najeeb Halaby (who would later become Pan Am's Chairman) to ask Juan Trippe not to buy the foreign Concorde. Trippe, however, was aware that Kennedy was wavering and decided to force the President's hand. He traveled to England and France in May 1963 and , according to Marylin Bender and Selig Altschul in The Chosen Instrument, "took an option on eight planes. . . [and] became the first airline other than Air France and B.O.A.C. to order a supersonic airliner". This did not go over well with the President.
Shortly thereafter, however, President Kennedy "gave the signal for a commercial supersonic program to proceed and Trippe signed up for fifteen [Boeing] S.S.T.s."
Unfortunately, the SST would not become operational for another ten years, and something needed to be done with the anticipated increase in airline travel. What would that be? According to Ron Davies, "Trippe had always been bolder than his contemporaries in going for larger aircraft; indeed he seemed to have followed a policy of ordering types which were typically twice the size of the previous generation. * * * [and] [t]he only way to increase capacity, apart from adding frequencies – another method of coping with increased demand, but which was practically impossible, because of airport and airway congestion – was to increase the aircraft size." And that resulted in what Bob Gandt referred to as the "Everyman Airplane": "The first jets had made world travel available to Everyman, not just the rich and elite. Now they had to build an airplane to satisfy the new yearning to travel – an Everyman airplane." Thus lay the seeds for the Boeing 747.
By cajoling Bill Allen into such a project, according to Davies, "Juan Trippe went for broke." To Bender and Altschul, it was a "spectacular gamble". For Bill Allen of Boeing, according to Gandt, "[i]t would be the perfect swan song if he could step down knowing that he had launched the world's mightiest ship of the sky. It would secure Boeing's future well into the century. Or it could ruin Boeing". The same fate faced Juan Trippe, according to Bender and Altschul, "by placing his company, its employees and its shareholders at enormous risk. If he judged correctly and was lucky to boot, Pan Am's leadership would be maintained. If he was wrong or fate was cruel, the airline might well go bankrupt."
On 22 December 1965, Juan Trippe and Bill Allen signed a Letter of Intent for the Boeing 747. On 13 April 1966, Pan American formally ordered twenty-five airplanes. But before the April agreement, a huge obstacle arose: On 30 March, President Johnson invited the Business Council to a dinner. Both Juan Trippe and Bill Allen were in attendance. During the dinner Johnson pleaded for austerity due to economic problems caused by the war in Southeast Asia. This jolted both Trippe and Allen, whose 747 project was not exactly austere. Was the project in jeopardy? After the dinner, Trippe, who had previously no success in having a personal meeting with Johnson, approached him to press his case. Johnson asked Trippe if anyone knew about the project and Trippe said "no, except for Bill Allen". Johnson then asked Trippe to be at the White House the next day "to see someone". The next day Trippe was taken to the Pentagon to discuss the project with the Secretary of Defense Robert McNamara. At the time, another large capacity aircraft, known as the C-5A, was being developed for the Pentagon by Lockheed. McNamara pressed Trippe on the possibility of his waiting for a commercial version of the C-5A. Trippe argued his case for the 747 noting the impracticability of creating a commercial version of the C-5A. McNamara agreed and brought Trippe back to the White House where Johnson ordered that they "work it out". Both Trippe and Allen hammered it out with the White House and the Pentagon, and then went for approval from their respective Boards of Directors. With Johnson's approval, the Pan Am directors were convinced. So convinced, that an option for an additional ten planes was authorized for incorporation into the contract, thus making it, according to Bender and Altschul, "the largest single order for a single aircraft model in the history of commercial aviation".
Retired Pan American Captain John Marshall, who flew for the airline for years, wrote about the development of the Boeing 747 in an article that appeared in Airways Magazine. Below are excerpts from that article:
"Pan Am's Juan Trippe was a visionary executive who dreamed in only one dimension: big. Pan Am was the launch customer for the first successful jet transport, the Boeing 707, and it was Trippe who saw the need for an even larger airplane to keep up with the burgeoning growth in air traffic in the early '70s. In the mid-60's, when the 707 was still a novelty in the world's skies, Trippe took his ideas to Boeing's Bill Allen. He and Allen were alumni of the old school, both of them men of courage and daring, and after many long and sometimes contentious meetings between Pan Am's planners and Boeing's engineers, the decision was made to go ahead with the giant aircraft.
"It was a tremendous gamble. The 747 would embrace new design and technology that up to then had only existed in the dreams of engineers. The technical hurdles that had to be cleared were enormous. The new airplane would carry up to 500 passengers; one of the early questions was, how do you evacuate 500 people from an airplane in just 90 seconds? The FAA, approached by Boeing to relax its 90-second evacuation criteria, dug in its heels and remained firm. 90 seconds was the limit, or the airplane would not be certified. Engineers wrestled for days with the problem, and eventually redesigned the interior of the cabin to include not just one center aisle, but two, running the entire length of the airplane, with cross-aisles at each of the four main entry doors (there was an additional over-wing escape exit). The doors were redesigned to permit egress of a staggered two-abreast.
"Perhaps the biggest obstacle to the aircraft's designers was that of the engines. While Pratt & Whitney was working on the prototype of the huge JT-9D engine, it had yet to be tested, and it was far from certain that it would be ready in time to mate with the 747. Boeing had bitter memories of the B-29 bomber and its star-crossed marriage with the Wright Cyclone engines, which had a nasty habit of catching fire and burning off the wing. The giant JT-9D engine would be the first jet engine mated to an airframe that had not earned its stripes on the wing of a military airplane. It was an enormous gamble.
"The initial design specifications of the new airplane had the takeoff gross weight pegged at 550,000 pounds. As the 747 design grew and matured, it put on weight, the bane of every aeronautical engineer. A massive effort was directed at slimming-down the airplane, and eventually an all-up weight of 710,000 pounds became the final design target. Four engines, each producing 41,000 pounds of thrust, would be required to get the 747 airborne, and as the airframe design came closer to being finalized, Pratt was way behind the power curve. Engine development and production proceeded so slowly that the entire project threatened to sink under its own weight. At one point there were so many engine-less airframes sitting on the ramp at the Everett production facility that their cost exceeded the net worth of the Boeing company.
"The early JT-9D-3 engines that powered the early model 747s were fraught with problems; they suffered from frequent compressor stalls, and would overtemp at the drop of a hat. It quickly became a procedure that once the engines were running, while the airplane was on the ground at least one of the three cockpit crewmembers had to constantly monitor the engine temperatures for overheat. Even the first scheduled passenger flight of the giant airplane was delayed several hours because of engine problems, severe enough to force an ignominious change to a backup aircraft. The sheer weight of the engine and nacelle resulted in a new, heretofore unknown phenomenon, the "ovalizing" of the engine itself. Its weight was literally pulling the engine out of round. One of Boeing's engineers put the situation into cleverly-phrased perspective. "We have an unround situation," he said.
"Engineers devised a unique, space-age solution. It required that the largest amount of weight be placed in the smallest package, in the cowling of the engine itself. The result was the use of one of the densest metals known, spent uranium, which was embedded in the engine cowl. It solved the problem
"Trippe envisioned the 747 as a bridge aircraft which would carry the airlines through the adolescent years of the jet age until the supersonic transports, or SSTs, came along. He insisted on the double deck design for the jumbo, with the flight deck perched high above the main level, so that when the airplane had outlived its passenger-carrying days, it could readily be converted into a very economic cargo carrier. The nose cone would swing upward to reveal a nearly 200-foot straight-in main deck, accommodating cargo of a size and weight that would have been unthinkable just a few years earlier.
"Here the visionary pioneer made a major miscalculation. The SST would be personified only by the Anglo-French Concorde, and even then only a few would be built. Esthetic and graceful, it was nearly an economic disaster. Designed when jet fuel was literally pennies per gallon, by the time it had completed what was then the most exhaustive test program ever devised, the oil crisis of the early '70s had made the airplane almost prohibitively expensive to operate. It soon became obvious that there would not be squadrons of supersonic transports gracing the skies, criss-crossing the oceans and continents to the world's capitals, slicing flying times from hours and hours to hours and minutes. The United State's answer to the Angle-French Concorde, Boeing's 2707, was slain by the stroke of a Congressional pen. The B-747 would have to carry the transoceanic burden, at least for the foreseeable future.
"The introduction of the Boeing 747 represented a quantum leap in air transport technology and design. Twice as big as its predecessor the 707, the Jumbo not only dwarfed anything it might encounter on the world's airport ramps, but provided wonderful grist for anecdotal tales that were told among the airlines that were fortunate to have been at the head of the line to fly her. Untold numbers of photos were snapped of comely stewardesses (still so-called in the early '70s) standing in the cowling of the huge Pratt JT-9 engines, surrounded by the great shroud that enclosed the big fans. "Artist's renderings" was a fanciful term applied to the surrealistic drawings of the new 747 that appeared in promotional material. The airplane was parked at a futuristic terminal, with a jetway conveniently nestled against each of her eight main entry doors. There were piano bars (an innovation that briefly came to pass with at least one jumbo operator) and movie amphitheaters, a Radio City in the sky. Passengers would be able to pass to and fro, as though attending a wonderful, celestial cocktail party.
Pan American's 1967 Annual Report noted that its order for the Boeing 747 "led the airline industry to a new generation of heavy duty transports. . .[and that] new standards of passenger comfort and convenience will be introduced. Simplified ticketing, computerized check-in and automated baggage handling will be provided. Pan Am's 747s will have two aisles and seat 366 passengers." In the 1968 Annual Report, Pan American noted that the "year 1969 will mark the beginning of the second stage of the jet age – the time of the Boeing 747 and other wide-bodied, advance-technology jet transports. Pan Am again is the leader. * * * Pan Am will be the first to put it into service to the major world markets we serve. Pan Am's fleet of thirty-three 747s will be the largest. * * * Pan Am's operating and marketing plans for the 747 program have already been formulated. Ground facilities are also being prepared. The men and women of Pan Am at home and abroad will be ready to put the plane in service".
Development of the Boeing 747 as described above, was not without other challenges affecting performance and costs – the addition of a spiral staircase, for example. Building the massive aircraft also required a larger assembly plant. That was achieved by construction of a new plant at Everett, Washington, near Paine Field. In addition, Pan Am built a maintenance facility and extended the Pan American terminal to accommodate the big jetliners.
The illustrations below were taken from Pan American's 1968 annual report.
The first 747 was delivered on time and was christened by the First Lady Pat Nixon on 15 January 1970. Six days later, on 21 January, the first commercial flight of a wide-body jet, Pan American flight 2, was scheduled for departure at 1900 hours for London. Clipper Young America was assigned the duty. Unfortunately, an overheating engine delayed the departure and also required a substitute aircraft, Clipper Constitution. Never-the-less, at 0152 hours on 22 January, the 747 departed New York and arrived later that morning in London, completing an historic flight, opening the door to new era of commercial airline operations and making the Boeing 747 one of the most recognizable aircraft in the world.
In preparing this article, the following sources were used: John Marshall's article in Airways Magazine, "The Big Jumbo"; The Chosen Instrument by Marylin Bender and Selig Altschul; An American Saga – Juan Trippe and His Pan Am Empire, by Robert Daley; Pan Am – An Airline and Its Aircraft, by Ron Davies; and Skygods – The Fall of Pan Am, by Robert Gandt; and Pan American's 1967 and 1968 annual reports.
On interesting side-note: Pan Am's order for twenty-five 747s and an option for ten more in 1966 was the biggest ever at the time. In November 2013 Emirates airline rewrote all records in civil aviation with an order for 150 Boeing 777X, comprising 35 Boeing 777-8Xs and 115 Boeing 777-9Xs, plus 50 purchase rights; and an additional 50 Airbus A380 aircraft.
For additional information about Pan American World Airways:
The Book Pan American World Airways – Aviation history Through the Words of its People contains 71 stories written by the people of Pan Am who played important roles in many of the important events in Pan Am's history. The book is published by BlueWaterPress.
Preview Pan American World Airways – Aviation History Through the Words of its People
For purchasing information, visit the publisher, BlueWaterPress or Amazon
Also available in a Kindle Edition
For a companion book with a timeline of Pan Am history and images of aircraft, timetables and other memorabilia, see a preview of Pan American World Airways – Images of a Great Airline.
The book is also available directly from the publisher, BlueWaterPress or Amazon.
For further information about the history of Pan American World Airways, visit: Pan Am Historical Foundation
Filed under Airline History, Airlines, Pan Am, Travel Tagged with 747, 747-100, 747-121, Airline, Bill Allen, Bob Gandt, Boeing, Boeing 707, Boeing 747, Boeing 747-100, Boeing 747-121, Chosen Instrument, Concorde, Everyman Airplane, Juan Trippe, jumbo jet, Kennedy Airport, Marylin Bender, PAA, Pan Am, Pan Am Empire, Pan Am Worldport, Pan American, Pan American World Airways, President Johnson, President Kennedy, Robert Daley, Robert McNamara, Ron Davies, Selig Altschul, Skygods, SST, the Boeing company, Wide body aircraft
The Pan Am Series – Part XII: The Boeing 747SP
2 November 2013 14 Comments
The Boeing 747SP and a Record Making Flight
Boeing 747SP (Illustration by Mike Machat in Ron Davies' Pan Am – An Airline and Its Aircraft)
Once the Boeing 747 was a fixture in Pan Am's fleet, the focus in the mid-1970s was toward ultra-long range flights. In the airline's eye was the important and potentially lucrative New York-Tokyo market. What was called for was an aircraft with a range of 7000 miles and capable of carrying approximately 200 passengers in a mixed class configuration. The flight would be about 13-14 hours duration.
Pan Am was convinced there was a demand in the New York-Tokyo market for such an aircraft and persuaded Boeing to produce a shortened version of the 747 with the range for that route. Iran Air was also looking for a high capacity airliner with sufficient range to cover its Tehran-New York route. What resulted was the Boeing 747SP.
Boeing 747SP – Clipper Freedom
The Boeing 747SP is a modified version of the Boeing 747, and was designed for ultra-long-range flights. Compared with its predecessor, the 747-100, the 747SP retains its wide-body four-engine layout, along with its double-deck design, but has a shortened fuselage, larger vertical stabilizer, and simplified trailing edge flaps. The weight saved by the shortened fuselage permitted longer range and increased speed relative to other early 747 configurations. The aircraft was also intended to provide Boeing with a mid-size wide-body airliner to compete with the DC-10 and L-1011. And until the introduction of the Boeing 777-200LR and 747-8, the SP was the first and only Boeing wide-body with a wingspan greater than the length of its fuselage
The SP could accommodate 230 passengers in a 3-class cabin to a maximum of 440 passengers in one class. Originally designated 747SB for "short body", Boeing later changed the production designation to 747SP for "Special Performance", reflecting the aircraft's longer range and faster cruise speed. Pan Am was the launch customer, taking the first delivery, Clipper Freedom, on 5 March 1976.
Captain Sherman Carr, one of the former Pan Am pilots who flew the Boeing 747SP had this to say about the aircraft:
"The plane was originally developed for Pan Am to be able to operate non-stop from the U.S. to Hong Kong and be able to stay aloft for over 15 hours. It was actually a regular 747 with upstairs lounge seating but shortened by about 48 feet to make it lighter and additional fuel tanks for longer range. If it's not loaded with full fuel for extended range flights, the aircraft actually scoots like a hot rod and will outperform any WWII or Korean conflict fighter aircraft and is a lot of fun to fly. It will roll or loop or do most of the maneuvers you see at airshows but of course this is not authorized so no pilot would ever tell you he had done those things."
The 747SP first entered service on Pan Am's New York-Tokyo route on 26 April 1976. It was later used on other long-haul routes, including New York-Dhahran, San Francisco-Hong Kong and Los Angeles-Sydney.
Until the 747-400 entered service in 1989, the SP was the longest-range airliner available. Despite its technical achievements, the SP never sold as well as Boeing hoped. The cost of fuel in the mid-1970s to the early 1980s, the SP's heavy wings, expensive cost, reduced capacity and the increased ranges of forthcoming airliners were some of the many factors that contributed to its low sales. Some of the engineering work on the 747SP, however, was reused with the development of the 747-300 and 747-400 permitting them to fly the same range as the SP with the added bonus of extra seats and cargo capacity.
The aircraft was later acquired by VIP, government and corporate customers. At the end, a total of 45 aircraft were sold. Pan Am took delivery of eleven and disposed of them with the sale of its Pacific Routes to United Airlines.
Boeing 747SP – Clipper Plymouth Rock (John Wegg photo)
While in service for Pan Am, the 747SP made two record-setting round-the-world flights. From 1-3 May 1976 the "Liberty Bell Express" flew around the world from New York with two stops, Delhi and Tokyo. The flight took 46 hours and 26 minutes over 23,137 miles. And from 28-30 October, celebrating Pan Am's 50th Anniversary, "Pan Am Flight 50" flew around the world over both the North and South Pole with stops in London, Cape Town and Auckland. The flight took 54 hours, 7 minutes and 12 seconds and covered 26,706 miles.
Pam Hanlon was Managing Director, Corporate Communications at the time of the flight, and was also editor of the employee newspaper, the "Pan Am Clipper". Below is an excerpt about Pan Am Flight 50 from her essay about her experiences in that position in the book Pan American World Airways – Aviation history Through the Words of its People:
"[T]he most spectacular of all the Pan Am celebrations was a record-setting round-the-world anniversary flight that hurdled both the North and South Poles. "Clipper 50," a Boeing 747SP, carried 172 passengers, including aviation enthusiasts and Pan Am loyalists who paid $3,333 for First Class service and $2,222 for Economy; five employees selected by lottery; official guests, among them Miss Universe and Miss USA; a guitarist; caricaturist; hairdresser; members of the press; and a crew headed by Pan Am's Chief Pilot, Captain Walt Mullikin, and Astrid Seemueller on the flight service side. Clipper 50 (in regular service, the aircraft was Clipper New Horizons, or N533PA) took off from San Francisco, flew over the North Pole to London, then to Capetown, South Africa, and over the South Pole to Auckland, New Zealand, before returning to San Francisco. * * * Reservations for the flight were on a first-come, first-serve basis, and the flight was sold out in less than a week after it was announced, due in large part to extensive media coverage of the dazzling plans. It seems no one was disappointed in the experience. As Clipper 50 taxied to the gate in San Francisco at journey's end, Captain Mullikin asked over the public address system, 'Would you do it again?' His question was met with a resounding cheer of enthusiastic fliers. 'Just say where and when,' one passenger shouted above the rest."
(left to right) Janelle Penny Commissiong, the reigning Miss Universe; Captain Walter H. Mullikin, Vice President and Chief Pilot; Kimberly Louise Tomes, Miss USA.
Pam Hanlon's recollections of her experiences at Pan Am is one of 71 stories in Pan American World Airways – Aviation history Through the Words of its People written by the people of Pan Am who played important roles in many of the important events in Pan Am's history. The book is published by BlueWaterPress.
Also, in the "B747SP Website", retired Pan Am pilot Lee Nelson contributed a great story in "A 747SP Love Affair". This website is dedicated to the 747SP and contains a potuporri of information about the "cutest airplane".
Filed under Airline History, Airlines, Pan Am, Travel Tagged with Aircraft, Airline History, Aviation, aviation history, Aviation records, Boeing, Boeing 747, Boeing 747SP, Boeing Aircraft, Boeing Commercial aircraft, jet aircraft, jumbo jet, miss universe 1977, miss usa 1977, PAA, Pan Am, Pan Am 747, Pan Am 747SP, Pan American World Airways, Pole-to-Pole round-the-world, record making 747SP flights, Round the world flights, wide body jet
Pan Am Series – Part XXXVII: The DC-6B
Pan Am Series – Part XLVIV – Pan Am's 90th Anniversary Book
The Pan Am Series – Part XXIV: The Boeing 377
The Pan Am Series – Part XXIII: Panagra
The Pan Am Series – Part XVII: Death of a Grand Lady
Pan Am Series – Part XLV: The Boeing 707 – 2
Pan Am Series – Part XLIV: The Boeing 707 – 1
Aviation Regulation – History and Practice – Part 5
Aviation Law Conference – 29 September 2015 – Washington, DC
Pan Am Series – Part XLVIII: Skygods
Pan Am Series – Part XLVII: The Douglas DC-3
The Pan Am Series – Part XIX: Clipper Maid of the Seas
Pan Am Series – Part XLVI: The Last Clipper
Aviation Law Conference: Legal Aspects of Aircraft Mishaps and Disasters
Rocio Baunsgard on The Pan Am Series – Part…
John Reina on The Pan Am Series – Part…
alex kroushinsky on Pan Am Series – Part XLI…
Come Fly With Us… on Pan Am Series – Part XLI…
Lizzi Tremayne on Pan Am Series – Part XXX…
Pan Am Website


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This is the Statt Mann, Baby. It's time to Scatt a Little Bit… Sunday morning on ESPN's excellent Outside the Lines program there was a stat that said participation in little league football programs is down up to 30 percent in the last five years. It said mothers don't like what they're hearing about concussions…
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The Freakin' Grid


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Die Villa Pereira (auch: Schloss Altenberg) im Nordosten der niederösterreichischen Ortschaft Wördern (Gemeinde St. Andrä-Wördern, Greifensteiner Straße Nr. 156) ist ein in den Jahren 1846 bis 1849 errichtetes frühhistoristisches Bauwerk mit byzantinischen Formen.

Das zweigeschossige Bauwerk hat einen nahezu quadratischen Grundriss und besteht aus gestaffelt angeordneten, kubischen Bauelementen. Der Mittelrisalit ist dreigeschossig und bergfriedartig mit Ecktürmchen ausgeführt.

Die Villa in Hanglage oberhalb der Donauauen wurde von dem Architekten Ludwig Förster unter Mitwirkung von Theophil von Hansen entworfen. Bauherr war der Inhaber der Herrschaft Königstetten und Bankier Louis Freiherr von Pereira-Arnstein (1803–1858), Sohn der Wiener Salonnière Henriette von Pereira-Arnstein und Enkel der Fanny von Arnstein.

Literatur
 W. Kitlitschka: Historismus und Jugendstil in Niederösterreich, St. Pölten 1984
 Bundesdenkmalamt (Hg.): Dehio-Handbuch. Die Kunstdenkmäler Österreichs. Niederösterreich, südlich der Donau, Teil 2, Seite 2745f. Verlag Berger, Horn/Wien 2003, ISBN 3-85028-365-8

Weblinks

Pereira
Baudenkmal (Niederösterreich)
Erbaut in den 1840er Jahren
St. Andrä-Wördern
Bauwerk des Historismus in Niederösterreich
Neobyzantinisches Bauwerk
Bauwerk im Mostviertel

redpajama_set_name: RedPajamaWikipedia


LJMU presents scholarships for worldwide students. The availability and range of these scholarships can change from 12 months to 12 months so it is vital that you at all times examine the web site for the most up-to-date information. The College also accepts a variety of exterior funding, do you have to be awarded a scholarship or sponsorship from elsewhere.
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Contact Eryk
Business@GoCTC.com
Eryk Haapajoki
Born and raised in the Brainerd Lakes Area, Eryk has a true sense of pride when he talks about his job and community. Eryk is an expert in the fast paced and ever-changing industry of telecommunications, making him a great resource to businesses of all sizes and types.
"CTC continually works to deliver advanced services to our members and that's exciting to me."
Eryk has been in the technology field since 1998. He was the 2018 Brainerd Citizen of the Year and currently serves as President of This One's for Hop and Vice Chair of Smiles For Jake. Both are 501(c)3 organizations that impact people's lives – young and old – every day. He's also the Director of Partnerships for Lakes Jam, an annual music festival. In the past he served on the Board of Directors for Brainerd Community Action, Brainerd Youth Athletic Association and the Brainerd Basketball Association. He has also been involved with the Brainerd Public Schools Foundation, Mid Minnesota Federal Credit Union, Brainerd Jaycees, and the Lakes Area Networking Group.
"CTC has a lot invested in the communities we serve and so do I. I want to make sure we hold ourselves accountable for making sure our customers are taken care of and everyone is happy with our service."
In his spare time he loves the outdoors, live music, camping, and spending time with his beautiful wife and four kids.
Lauren Johnson
In early 2016, Lauren began her career at CTC. She had previously worked in the wireless industry for more than seven years in both business and communications solutions. Prior to that, she was a Sales and Marketing Intern for CTC. Lauren earned her Bachelor's degree in Marketing, from The College of St. Scholastica.
As a CTC Account Executive, Lauren is excited to meet the ever changing needs of consumer and business communication demands, allowing her to learn something new every day. She thoroughly enjoys the opportunity to tailor specific solutions to make lives more efficient and businesses more successful.
Lauren and her husband have two daughters. In her free time, she loves being with her family and friends, golfing, biking, rollerblading, and utilizing the Paul Bunyan Trail to connect herself and her family to different adventures in the Brainerd Lakes area. She also very passionate about interior decorating and making her home "holiday ready!"
"At CTC, each and every employee truly "owns" their position. The amount of passion and enthusiasm that CTC employees have for this company is contagious and it reflects in the way that they treat each other and their members."
Lauren@GoCTC.com
Contact Chad
Chad@GoCTC.com
Chad Larson
Before joining CTC in 1999, Chad graduating from Alexandria Technical College and then worked for Gateway computers. Prior to his current role as Sales Engineer, Chad held positions as a Member Service Technician, Internet Helpdesk, and PC Repair.
As the Sales Engineer, Chad is all about providing solutions to problems. Not only does he work directly with businesses to provide technical support, he analyzes each business in order to find the most effective telecommunications solutions for them; saving them time, money, and frustrations.
Outside of work, Chad enjoys playing guitar and going to concerts. He and his wife like to travel with their dog, Jett, and have fallen in love with fishing in Alaska.
"At CTC I enjoy helping businesses come up with the best solution to fit their needs. It's fun to make a difference in how a business functions and see how much more efficient they can be!"
Kelly Moser
Kelly has been with CTC since 2006 and has lived & worked in the Brainerd Lakes Area for over 44 years. She graduated from Backus High School and has been in the telecommunications industry for 30 years.
Prior to her role as Sales Service Coordinator, Kelly held positions in the industry in Marketing, Repair, and Team Lead. In her current role as Sales Service Coordinator Kelly works closely with the COE, field technicians, sales, and product development to help coordinate and organize our members' transition to our hosted PBX phones, train, advise and assist with their ongoing programming changes and needs.
Kelly and her husband have four children and eight grandchildren. In her free time, she loves spending time with her family, watching her grandchildren grow, playing frisbee golf, biking, reading, and when she finds time scrapbooking. With a son who is an officer in the Air Force, she gets lots of opportunities to travel to the different locations he and his family have been stationed with her favorite being in Alaska.
"I enjoy the professional work environment at CTC, which gives me the opportunity to continue to increase my knowledge of telecommunications and use my talents. I love to train our members on their hosted PBX phones which allows me to meet many of our members in person. I like coming to work because our team is highly talented and creative. Plus we balance it all with a little fun!"
Contact Kelly
Kelly@GoCTC.com
Kevin@GoCTC.com
Kevin Ryan
Kevin grew up in Pequot Lakes, and although only recently returning to the area, considers himself a local. He started with CTC in June of 2022 and is happy to be back in the Brainerd area, close to family and friends.
Kevin received his bachelor's degree in History from Creighton University and his master's degree in Theology from Franciscan University of Steubenville. He spent five years as a middle school and high school teacher before joining CTC. While not necessarily coming from a technical background, his communication skills and desire to learn have helped him fit into his role as a Service Coordinator. Kevin works closely with Kelly Moser, the other Service Coordinator, as well as the COE technicians, helping members transition to the hosted PBX phone system, as well as training and supporting members with any programming needs.
Kevin and his wife have one daughter and another baby on the way. In his free time, Kevin enjoys being outdoors, running, hunting, fishing, and camping, and spending time with his family. Northern Minnesota has a lot to offer, and Kevin is happy to live in such a beautiful place.
"CTC is a great place to be. From the moment I started this job I've felt very supported in working with my team on the HPBX process and programming. I've also been very impressed with how CTC supports its members in offering internet and phone solutions. There's so much to learn with this industry, and it is constantly changing, but our commitment to our members is constant and it gives my job purpose. I consider myself blessed to work here."
Paulette Thoennes
VIP Account Manager
Paulette has been with CTC since 2005 and has lived and worked in the Brainerd Lakes Area for over 27 years. She has been in the telecommunications industry for 15 years working in the areas of Sales and Management.
As an Account Manager, Paulette works closely with all areas of the company and CTC business customers to plan projects, coordinate installations, advise, train, and assist with customer questions.
Paulette and her husband have two adult children. In her free time she loves laughing and spending time with her family and friends, cheering/watching sporting events, reading, golfing, gardening and volunteering.
"I enjoy my coworkers and the professional work environment here at CTC. I have been very fortunate to be involved with the process and procedure development on some major projects throughout the years. I have had the opportunity to meet many CTC customers in person and learn what technology they are requiring. I enjoy helping our customers find a solution to their business needs. The telecommunications industry is ever changing with endless opportunities for growth. There are no two days the same so that keeps me focused."
Paulette@GoCTC.com
Hannah@GoCTC.com
Sales Assurance Coordinator
Hannah began her career at CTC in 2018 as a Residential Account Executive. Now, as the Sales Assurance Coordinator, she provides support to CTC's business members. Whether it be converting a phone system to our Hosted Voice solution or increasing a company's bandwidth, she takes pride in making the process as simple as possible!
Hannah was born and raised in the Brainerd Lakes Area, so she truly understands what it's like to be #LakesProud! Outside of work, Hannah enjoys reading mystery novels, fishing, and more recently… deer hunting! Hannah and her boyfriend have three dogs – Frank, Bill, and Hinckley – who keep their hands full in the best way. They also love attending concerts, spending quality time with family and friends, and going to sports games.
"At CTC, I'm constantly learning new things as technology evolves, which is incredibly exciting to me. In the past few years, we have seen the importance of a reliable, high speed internet connection. It is pretty cool being a part of something that makes our customer's lives and our community better. You also can't beat our team culture. We love to work hard and get things done, but have fun doing it!"
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Godel showed that the connection between proof and truth was shaky. In mathematics and in other formal systems statements can be true but unprovable. Some mathematical propositions might be undecidable, and this demolishes the idea of a closed consistent body of rules, and replaces it with incompleteness.
Chaitin discusses randomness. Something is random if there is no pattern or abbrevaited description. Then there is no algorithm shorter than the thing itself. On this basis, mathematics can be shown to be shot through with randomness.
This has implications beyond mathematics because the laws of physics are mathematical. The laws of physics are seen as algorithms that map input data or initial conditions onto output data or the final state.
The possibility of the universe as a computer is examined. Quantum mechanics imposes a lower limit on the time taken for each step in processing, and the universe has a finite age, so only a finite amount of information can have been processed in the life of the universe. This is suggested to mean that there is a cosmological bound on the fidelity of mathematical laws.
Random or patternless sequences of a given length require the longest programmes. A random sequence of length k requires a programme of length k. These random or patternless sequences comprise the majority of sequences. Such programmes, where the number of bits equals the number of observations are random and useless. The minority of non-random sequences require a programme that is shorter than k. The shorter the programme, the less random the sequence, and the greater the pattern present in the sequence.
This links to information theory. Messages are coded or compressed to eliminate redundant information. Any information source that is not random can be compressed. The definition of randomness is the reverse of information theory.
Chaitin also relates this to the Occam's razor concept in which the simplest theory, or in other words the shortest sequence, is seen as the best theory. Simplicity here meansd not ease of calculation, but the number of arbitrary assumptions that have to be made. A scientific theory is valuable, if it allows one to compress many observations into a few hypotheses.
The minimum quantity of information needed to define a string is equated to the complexity of the string. Most strings of length n have complexity n, and these are random. Only the non-random minority have less complexity. Where a string is random, the programme describing it has has to expand in direct relation to the length of the string.
Although randomness can be measured and defined, a given numprograber cannot be proved to be random. This is seen as being related to Godel's incompleteness theorem.
The fundamental unit of information is the 'bit', and this is defined, and this is defined as the smallest item of indication a choice between two things. In binary notation, one bit is represented by either a '0' or a '1'.
In the 1960's, the Russian mathematician, Solomonoff, represented a scientist's theory as an algorithm predicting future observations, and in the case of competing theories about observations, the model will select the algorithm comprising the fewest bits. This is the same idea as Occam's razor.
Any specified series of digits, such as 123, can be generated by an infinite number of algorithms. However, the bast programme is the smallest one. The smallest programmes are called minimal programmes, and there may be one or many minimal programmes for a given series of digits.
The concept of the minimal programme is closely related to the concept of complexity. The complexity of a series of digits is the number of bits required to get the series of digits as output. There the complexity equals the minimal programme for the series.
It is emphasised that non-random distributions are exceptional. It is easy to show that a series of digits is non-random by finding a programme that is shorter than the series, but will generate the series. To demonstrate that a particular digit is random, it is necessary to demonstrate that there is no small programme for generating it. Chaitin's version of Godel predicts that such proof of randomness cannot be found. Given that quantum mechanics depends on random outcomes this indicates a limitation to axiomatic systems.
Godel had shown that it was not possible in mathematics to have a mechanical system of proofs without the need for human judgement or insight. Before Godel, Hilbert had wanted a formal system with a finite list of axioms or initial assumptions and rules of inference. This is the definition of a formal system. A formal system has an algorithm for testing proofs that will check one-by-one all the theorems of a particular system. The randomness of numbers that are larger than the formal system cannot be proved. This is taken as being related to Godel's incompleteness theorem.
Godel's theorem was based on the Cretan liar paradox, referring to the Cretan who says that 'all Cretans are liars', or alternatively, 'this statement is false, although Godel preferered 'this statement is unprovable'. If the unprovable statement was true, it meant that the formalisation of number theory was incomplete. At the same time, if the statement was provable, it would also be false, and number theory would be inconsistent.
Much of Chaitin's discussion focuses on the concept of algorithmic information theory. He asks how many bits of information of information the smallest programme takes to calculate an individual object. Between two objects there may be mutual information that measures the commonality of the objects. This is regarded as a fundamental concept. Knowing the amount of commonality reduces the amount of information needed to describe the objects. Randomness in a particular object implies the lack of common features with another object.
Chaitin seems to criticise mainstream mathematics for shrugging off the implication of Godel's theorem and the slightly more accessible work of Turing on the halting problem, which essentially dealt with those things that a computer could not do. The view has tended to be that the problem did not apply to normal mathematics, but Chaitin thinks they may be wrong in this respect. His view of algorithmic information theory suggests that randomness and incompleteness may be more pervasive than generally thought.
Chaitin considers that there may be a deeper reason for incompleteness that is linked to physics. Physics contains the notion of entropy or the amount of disorder in a system, which also relates to the arrow of time. The size of a computer programme is a similar concept to the amount of entropy in a system. The idea or programme size relates to the Occam's razor concept of preferring the simplest system. The problem with the concept of the smallest or simplest programme is that one cannot be sure that one has the smallest programme. Such mathematical truth would require an infinite amount of information, while any system of axioms contains only a finite amount of information.


Please NO! Rosie O'Donnell to join America's got talent!
What a way to ruin a show! What exactly does Rosie know about talent, absolutely nothing. Rumor has it that the powers that be at America's Got Talent are in talks to have Rosie replace Sharon Osbourne on AGT. Sharon Osbourne left the show at the end of last season after she had a disagreement with studio bosses over her son Jack, if even.
Can you just image Rosie on the show with her big mouth and crass comments? Hold the phone, it might not be too bad, we might get to see Howard Stern facing off with Rosie and that might make for about 5 seconds of fun.
What say you? Hit the comments and let us know!