Ideas For Online Business – Is It Legit?

We receive almost daily a lot of offers selling ideas for online business and products helping Internet businesses to become more effective and grow faster. The advance of technology gives us the possibility to build systems that can work without requiring our presence. We just program the tasks the system has to perform and it does the job.

It is not about get-rich-quick schemes and marketers selling dreams to desperate people. Probably any newbie pays at least once the price of believing that Internet business could be easy money business.

After realizing that these schemes are simply making-rich-quick only their sellers, most people seriously interested in starting an online business are evaluating more cautiously any offer promising to speed-up things in online business.

As I stated at the beginning of this article, there are systems that work. It is not only possible, but also advisable to automate our online businesses.

However, here is a very important thing to understand for all people willing to make it online: any system is meant to help us to accomplish our tasks more efficiently. But, before acquiring a system to help us, we need to know exactly what for this system will be. What are we going to put in this system?

If you don’t have a business yet, you don’t need to buy such a system. The problem isn’t if the system is legit or not. What you need to clarify is how this system could help you in your business. So, that means you should have a clear idea on what you are doing, what is your business proposal – which solution are you selling and to whom? Does this system make what you are already doing in your business? Or does it make any other tasks which would be useful for you to do to communicate or deliver better your solution to your target customers?

These are the right questions you need to answer before deciding to buy or not to buy an automating system. Buying something that you don’t need for the moment is a waste of resources. It will stay somewhere stocked in your computer and you maybe will go to buy another one thinking that the new one will finally help you to make it.

When you know which your business goal is and when you follow a clear business plan, you know very well to evaluate any offer. And you’ll know immediately if it is legit or not.

Booming: Television News Channels in India

News programmes have suddenly become hot property and are vying for attention with other popular programmes telecast in different channels. All major television broadcasters are including at least one news channel to their bouquet. The biggest headache for launching a satellite channel is programme software for round the clock. In this juncture, newsgathering is a major task for the 24-hour news channels. To cater this task, the emerging electronic channels have always made an attempt to cover all the incidents irrespective of position, location and time. These channels not only revolutionized the concept of news on Indian television but also changed the news formats. Before 1990s, Doordarshan had monopolized newscast on Indian television and also turned the news programs into a dowdy exercise. Now the private channels made the news an essential commodity like food, cloth and shelter. The strong point of all today’s news bulletins is their topicality, objectivity, glossy editing and high-quality visuals. News has traveled a long way from the DD era. From Local events to International events, breaking news to news analysis, television soap to page3 news, every happening comes under purview of news. In this article, we have covered some significant changes in news broadcasting in India before and after the Gulf War.

Indian Television – Flash Back

Television in India is undergoing significant changes in the current liberalized environment. To understand these changes, one needs to have some brief idea of the road covered by the television channels so far. The journey started as an experimental basis with a financial grant from UNESCO in 15th September 1959. The makeshift studio at Akashvani Bhavan in New Delhi was chosen for location of the experiment. The experiment started with one-hour program, broadcast twice a week, on community health, citizen rights, education and traffic sense etc. As far as news is concerned, it was launched exactly six years after the inception of television broadcasting. Daily one-hour program with a news bulletin was served to the Indian viewers. But one major drawback of television was that you could not enjoy the original colour of the objects because of black and white transmission. First multi-color programme was the Prime Minister’s address to the nation from Red Fort in Delhi on India’s 35th Independence Day. In the same day, DD National channel was launched. The aim of launching the National channel is nurturing national integration, and inculcating a sense of pride in Indians. Indian viewers also enjoyed the colored version of the Asian Games hosted by New Delhi in their drawing room. The coverage of major events and different occasions lend a big hand behind the infiltration of television signals to the nook and corners of the subcontinent. Indian Government had taken all possible steps to expand the television broadcasting demographically and geographically. In 1983 television signals were available to just 28% of the population, this had doubled by the end of 1985 and by 1990 over 90% of the population had access to television signals. In 1984, DD Metro channel was added to provide an exclusive entertainment for the urban viewers. In the beginning, this channel was confined to metropolitan cities.

As a public broadcaster, Doordarshan presented the news in naturalized manner. All controversial issues were pushed under the carpet. The ruling government had a strong hold on the television broadcasting. Doordarshan news bulletins were unable to provide the international news to the national viewers. Objectivity had been the first casualty as news was invariably slanted to suit the party in power. The news was liberated from the confines of the DD newsroom and gained in objectivity and credibility when New Delhi Television (NDTV) produced ‘The World This Week’ in 1988. Everyone was waiting for the Friday night to watch ‘The World This Week’. This was the only India-based programme, which looked out at the rest of the world. The World This Week was the best current affairs programme on the international scenario and carried good stuff of news, which the regular DD news was failed to carry out. This program is ranked as one of the country’s finest and most popular television shows. In 1989, NDTV produces India’s first live televised coverage of the country’s general elections. The critical and commercial success of the coverage sets a new standard for Indian television. After the Gulf War the media panorama has changed forever.

Golf War – The Catalyst

Post-1990 satellite television in India has become transnational in nature. It coincided with the entry of multinational companies in the Indian markets under the Government policy of privatization. International satellite television was introduced in India by CNN through its coverage of the Gulf War in 1991. In August 1991, Richard Li launched Star Plus, the first satellite channel beamed the signal to Indian subcontinent. Subhash Chandra’s Zee TV appeared in October 1992. It is India’s first privately owned Hindi channel to cater the interest of Indian viewers. This ignition followed by Sony and a little later by domestic channels such as Eenadu, Asianet and Sun TV. Entertainment programs had begun to occupy center stage in the organization’s programming strategies and advertising had come to be main source of funding. Doordarshan’s earlier mandate to aid in the process of social and economic development had clearly been diluted. Doordarshan had faced a stiff competition in news and public affairs programming with international channels like BBC and CNN. Doordarshan planned to sell some slots for news programme under sponsored category. In February 1995, NDTV becomes the country’s first private producer of the national news ‘News Tonight’, which aired on the country’s government-owned Doordarshan set a new landmark for Indian television because of its on-the-spot reporting with pertinent visuals. In the same year, TV Today Network occupied a 20 minutes slot in DD Metro channel and aired a Hindi and current affairs programme ‘Aaj Tak’. This programme became popular for its comprehensive coverage and unique style presentation by Late S. P. Singh. Still we remembered the sign-up message “Ye Thi Khabar Aaj Tak, Intizar. Kijiye Kal Tak”. Large number of viewers across India had been watching Aaj Tak as a daily habit because of its innovative style of news presentation. Besides that Nalini Singh’s five-minute fast paced, condensed daily news capsule Ankhon Dekhi, TV Today Network’s Business Aaj Tak and Newstrack was aired on the Metro channel of Doordarshan. This is the period when satellite channels concentrated on entertainment programmes for their respective channels. Doordarshan was still ruled the most wanted area ‘news’.

Major Players

Doordarshan’s monopoly was broken in 1992, when private television channels infiltrated into the Indian boundaries and entertain the viewers as much as possible. In the beginning of 1990s, the private channels offered only entertainment programmes. The entertainment programs include family drama, comedy serials, children programmes, cartoons, movies, talk shows, recipe shows, musical concerts, non-fiction programmes etc. Private entertainment channels added some infortainment programmes to their Fixed Point Charts (FPC). Keeping the demand of infotainment programmes in mind, the media houses started to produce news magazines, entertainment magazines and news programmes for different channels. India’s premier business and consumer news broadcaster and a leading media content provider, Television Eighteen India Limited (TV18) started India’s first ever entertainment magazine ‘The India Show’ on Star Plus in 1993. This emerging media powerhouse provided prime time television content to almost all leading satellite channels in India including BBC, Star Plus, Sony Entertainment Television, Zee, MTV and Discovery. After The India Show, TV18 produced a weekly business news program India Business Report for BBC World. Indian viewers had very limited options (like public service broadcaster Doordarshan, BBC and CNN) for watching the television news. For televised news, the viewers had to watch Dordarshan and some international news channels like BBC or CNN. In this race to provide more news, more information, Zee Television jumped into the battlefield by launching the news channel Zee News in 1995. This News and current affairs channel revolutionized the way news was delivered to the viewers. Since its inception Zee News has endeavoured to be the fastest to provide news, working towards a single goal of Sabse Pahle (Always First). The other round-the-clock news channel, the Murdoch-owned Star TV beamed its exclusively 24-hour news channels, Star News in 1998. Star made a contract of five year with Prannoy Roy-owned NDTV (New Delhi Television Company) to provide news content for this news channel.

The untiring exhaustive coverage of the Kargil war between India and Pakistan gained more publicity and attracted more viewers towards the electronic channel. This televised conflict also sets a news benchmark for wartime journalism. During the Kargil war, common citizens witnessed how their brave Jawans fought despite in hostile conditions and watched the war front live by the exclusively news channels, Star-TV and Zee-News. The live coverage of the battlefield helped to create a euphoria of patriotism among the Indian masses, which later facilitated into collecting huge funds for the welfare of the families of Kargil martyrs. Every news programme draws the attention of large number of viewers but Kargil war attracts private broadcasters to invest more money in the broadcasting business by launching a news channel. In November 1999, TV18 entered into a 49:51 joint venture with CNBC Asia to launch CNBC India. TV18 is the sole program provider to CNBC India, and produces 12 hours of local content per day on this 24-hour satellite channel.

After the huge success of news programme ‘Aaj Tak’, TV Today group launched a 24-hour Hindi news channel with the same name ‘Aaj Tak’, in December 2000, which covers India with insight, courage and plenty of local flavour. Within 11 months of its launch, Aaj Tak emerged as India’s number one news channel and was awarded Best News Channel award from Indian Television Academy Awards. Some mega events apart from regular interesting items (such as Kandhahar hijack, September 11 attacks, Afghanistan war, attack on Parliament, Iraq war, Godhra carnage and riots) have driven up the viewership. As time passed, NDTV’s five years contract with Star group for outsourcing of news and related programming expired on March 2003. With the expiry NDTV forayed into broadcasting business by simultaneously launching two 24-hour news channels; NDTV 24X7 – English news channel and NDTV India – Hindi news channel, which targets the Indian diaspora across the world. News crazy Indians received more news at faster speed from different channels. Any unusual happening can be caught by the television camera anywhere form Rastrapati Bhawan to bedroom. The power of TV journalism was become more visible by the major sting operations like Operation West End and Shakti Kapoor Case. This style of investigative journalism has brought about a change in the way we look at news, amidst new notions of editorial freedom. The world’s largest family ‘Sahara India Parivar’ launched a 24-hour national Hindi news channel, Sahara Samay, in March 28, 2003. It is the first ever city-centric satellite news channels covering 31 cities in India with their own city news bulletins. Keeping the demand of news in mind, the Union cabinet approved the proposal to convert the DD Metro to DD news in a meeting held on 3 October 2003. Consequent to these decisions, DD-News channel was launched on 3 November 2003. You might have noticed that the news channels are language specific. But DD’s news channel contains the round the clock news bulletins in Hindi/ English are also telecast twice a day on the National Network of DD National.

‘Aap Ki Adalat’ fame Rajat Sharma, Sohaib Ilyasi, the man behind the highly successful ‘India’s Most Wanted’ and Taun Tejpal, editor-in-chief of Tehelka roped together and launched a free-to-air Hindi news and current affairs channel India TV on May 20, 2004. Indian viewers had more expectations from this channel. The much-awaited news channel hopes to set itself apart from the existing ones by setting new benchmarks of responsible journalism. Speaking on the occasion of the launch, Rajat Sharma, chairman, India TV, said, “We aim to change the way broadcast news reporting is being conducted in the country. India TV will set new benchmarks by maintaining international standards of responsible and credible news reporting. We will stay away from graphic depictions of violence and sensationalism of news. We will uphold the viewer’s right to correct information and their right to truth and verity. India TV is not just a news channel, it is a movement.” NDTV as a pioneer in Indian television news, set to create a fresh revolution in high-quality business news with the launch of NDTV Profit. NDTV launched this 24-hour business channel on January 17th, 2005.

There is no saturation point in launching of news channel, just booming like sky as the limit. Entertainment channel to infotainment channel, infotainment channel to news channel, news channels to business channel and Business channel to lots more. Now the satellite channels become more topicality with international standard. When we are talking about topicality, CNBC TV18, the only business channel, continues to be the medium of choice for India’s decision makers, affluent audiences across the country since 1999. It has set the pace for the growth in number of television channels by launching a 24-hour consumer channel in Hindi called ‘ Awaaz’. This news channel focusses on empowering consumers on decision-making related to investment, saving and spending. All the programmes are catering to consumers across different walks of life, which included personal finance; variety of markets including commodity, stocks, savings etc.; small businesses; education & career guidance; and verticals like health, shopping etc.

Another news channel was finally launched into the already cluttered news space in Indian television. Jagran TV Pvt Limited’s news channel, Channel 7 up-linked to the air on 27 March 2005. The channel has been set up to cater to the vast Hindi-speaking audiences, already being targeted by a slew of news channels. Channel 7 developed every programme with a bid to cater to all types of audiences and not just pre-dominantly male audiences who get attracted towards news channels.

Regional Leaders

To cater the interest among the Indians, Doordarshan televises programmes in Hindi and associate Official languages. It has launched a number of Regional Language Satellite Channels (DD – 4 to DD – 11 and DD – 13) and telecast programmes in Assamese, Bengali, Gujarati, Malayalam, Marathi, Kannada, Telugu, Kashmiri, Oriya and Tamil. The Regional channels relayed by all terrestrial transmitters in the state and additional programmes in the Regional Language in prime time and non-prime time available only through cable operators. The Doordarshan regional satellite channels telecast major news programme with some entertainment programmes.

If you think about the private regional channels, they have followed the path of the Big brother (i.e Doordarshan). They are neither completely entertainment channel nor exclusively news channel. They are following the middle path and claiming themselves an infotainment channels. The private channels televise through the state dominant languages. Rising advertising revenues and increasing numbers of viewers have provided the impetus for many big players to enter into the business. Some regional media leaders like ETV, Sun TV, Asianet have a strong grip over the regional market. Some major players tried their luck in different states. Zee television has three regional channels; Zee Marathi, Zee Punjabi and Zee Bangla. Star Network entered into Tamilnadu by launching Star Vijay, one of the most popular entertainment channels in India broadcasting in Tamil. Besides that ETV Network is a part of the well-established Ramoji Group, has created 12 dedicated infotainment regional channels. ETV network is the source of rich entertainment of eight different languages. Those are: Telugu, Bangla, Marathi, Kannada, Oriya, Gujarati, Urdu; and Hindi to viewers in Uttar Pradesh, Rajasthan, Bihar and Madhya Pradesh. Every ETV Network channel focuses exclusively on its audience’s unique cultural identity, its aspirations and its distinct socio-political character. Let us think about the south Indian language Telugu, there are around twelve satellite channels are roaming around the sky with different taste and different flavour. These channels include three news channels, one song-based channels and rest are infotainment channels. When we confine ourselves into news, three channels (ETV2, TV 9 and Teja News) exclusively devoted to news programmes.

Sahara India Pariwar is proud to have five news channels as the bouquet of Sahara Samay. These channels are: Sahara Samay NCR, Sahara Samay Mumbai, Sahara Samay Bihar & Jharkhand, Sahara Samay Madhya Pradesh & Chattisgarh, and Sahara Samay Uttar Pradesh & Uttranchal. Sahara Samay has already managed to gain a loyal audience in India through a bouquet of National & Regional News Channels since its launch. These channels are youthful and vibrant channels targeting students and women, besides that hardcore news stuff. The regional news channels covers the entire spectrum of genre with specific programs on lifestyle, fashion, food, shopping, health and fitness, sports, education, career and city issues, besides giving user-friendly information on traffic updates, city events, train and air timings, etc. Now national news channels cannot confine its boundary to national level. They cannot ignore the regional news because of the stiff competition form the regional cannels. Regional news channels are entering into the competition with a strong will power and also with an aim to portrait regional issues in national and international level.

Conclusion

Now the television industry becomes more specific. In this competitive market, channels are targeting specific viewers. News channels attract more viewers beyond their target by producing interactive and interesting programmes. Every channel needs to do an extensive research on different concepts and different themes to attract more viewers and in the same time more advertisers. After all, advertisements are the bread and butter for the channels. With increased consumer preference for news programmes, television news channels have grown faster than other niche channels. News channels are booming just like sky as the limit. Those days are not far away, when we will get satellite news channel for every major city in India. Staying in abroad, we can update ourselves about all the happening of our hometown. Now news is not restricted to political happenings. It will be extended its limit to every unwanted and hided corners of the society. At last we can reach in the conclusion that anything, which is strange or disgusting, is news. There are no rigid rules, which defines news.

Source:

[http://www.audiovisualcat.net/publicationsing/Q14india.pdf]

http://www.equitymaster.com/research-it/ipo/ndtv.asp

http://www.mouthshut.com/index.php?url=#&image=http://www.mouthshut.com/imagefiles/logo-ms.gif

http://www.screenindia.com/jul25/tele2.htm

http://www.indianembassy.org/indiainfo

http://www.india-today.com/itgroup/

[http://www.studio-systems.com/broadfeatures/JFMA98/NDTV/63.htm]

[http://www.ndtvtravels.com/aboutus.asp]

[http://cnbc-tv18.moneycontrol.com/cnbctv18/about_tv18.php]

[http://www.time.com/time/asia/magazine/article/0],13673,501030818-474534,00.html

[http://www.chennaionline.com/musicnew/Channels/05indiatv.asp]

http://www.prdomain.com/companies/s/sahara_india_pariwar/news_releases/200303mar/pr_sahara_india_nr_20030326.htm

[http://www.scatmag.com/tamreach_sept05.pdf]

[http://www.agencyfaqs.com/media/media_newslets/Media/4899.html].

http://www.iht.com/articles/2005/06/26/business/indianews27.php

The Effects of Bureaucracy in the Life of a Clerk in Benito Perez Galdos’ Miau

The writer probes on the effects of bureaucracy in the life of a clerk, Don Ramon Villaamil, in Benito Perez Galdos’ Miau which was written and published in 1888. It is anchored on the sociological theories of Max Weber’s concept and functions of bureaucracy (Gerth and Mills, 1961) and its disintegrating effect on the main character and its repercussions in the multi-dimensional life of the protagonist. In understanding further the novel, the student writer uses Hippolyte Taine’s three-pronged approach to the contextual study of a work of art, based on the aspects of what he called race, geographical and social milieu, and historical moment (wikipedia.com).

Hence, to fully understand the bureaucracy mirrored in the novel, the writer traces first the historical, political and biographical life of the author and Spain in the nineteenth century. How all these artefacts affected the writer to record vignettes of hard truths in the society is remarkably interesting to investigate.

The Spanish novelist and dramatist Benito Pérez Galdós (1843-1920) is best known for his masterly treatment of the vast panorama of Spanish society in a series of historical and contemporary novels.

Benito Pérez Galdós was born on May 10, 1843, in Las Palmas, Canary Islands. Due to a rigid upbringing he developed into a shy, quick-witted boy, interested in music, drama, and painting. He learned English from an American woman whose illegitimate daughter, Sisita, was his first cousin and childhood love. One of Galdós’s most enduring remembrances concerned his affection for Sisita and the brusque intervention of his mother, who sent him away to Madrid in 1862 to study law.

In Madrid, Galdós felt irresistibly drawn to the turmoil of city life and soon abandoned his university courses for cafés, opera, theater, and long strolls through the streets. Intent upon understanding all classes and types of Spanish society, he frequented outlying districts, open-air markets, taverns, and tenement houses. By 1865 he had begun newspaper work. His articles on parliamentary sessions in Las Cortes made that newspaper famous.

Although Galdós was a perspicacious journalist, his ultimate aim was to give Spaniards not only a coherent picture of their daily lives but also a vision of a new Spain, reborn spiritually, culturally, and economically. He believed the novel best suited this purpose. In 1867 Galdós went to Paris, rediscovered the novels of Honoré de Balzac, and once back in Spain finished his first novel, La sombra (1870), and began a second, La Fontana de ore (1867-1868).

Henceforth, except for his advocacy of liberal politics, Galdós lived immersed in literary activity. He wrote almost a hundred novels and plays, which may be classified into three groups. The first group includes his 46 Episodios nacionales, historical novels beginning with Trafalgar (1873) and ending with Canovás (1912). They retell in story form stirring episodes of 19th-century Spanish history and embody Galdós’s conviction that the key to Spain’s present and future betterment resides in a critical examination of the past.

The second group includes Galdós’s realistic social novels, which divide into two subgroups. The first comprises the Novelas de la primera época (1867-1878). Among them are Doña Perfecta (1876) and Gloria (1876-1877), which boldly depict Spain’s provincial hypocrisy and religious fanaticism. The second is made up of the 24 Novelas españolas contemporáneas, (1880-1915), which mark the maturity of Galdós’s art. In such works as La de Bringas (1884), his four-volume masterpiece Fortunata y Jacinta (1886-1887), and Misericordia (1897), Galdós harmonized his passion for reform with the art of creating the illusion of reality. While treating many problems of Spanish life, he did not sacrifice character freedom to any social or moral teaching. Today, as then, his novels offer a compelling imagen de la vida.

The third group is made up of Galdós’s plays. After writing novels for 20 years, Galdós turned to the theater. In 1891 he recast his novel Realidad into dialogue, staging it successfully the following year. He produced 22 plays, of which La loca de la casa (1893) and El abuelo (1904) are considered his best. The premiere of Electra (1901) unleashed a storm of controversy, earning Galdós the hatred of Spain’s clergy and conservative class. Galdós was an authentic revolutionary of the Spanish theater. Reacting against José Echegaray’s outmoded romantic melodrama, he confronted audiences with a frank portrayal of social conflicts. His plays anticipated the innovations of modern Spanish drama.

In 1897 Galdós was elected to the Spanish Academy, and by 1912 he had become totally blind. Beset by financial difficulties, he continued to write, although his health was failing. He died on Jan. 4, 1920, in Madrid.

From the Galdos’ biography, facts which are reflected in the novel Miau are his beautiful and vivid description of Madrid, the streets, the plazas, the churches, the house and even the places of entertainment such as the parks and theatres or opera houses that his women characters Senora Pura, Abelarda and Milagros Villaamil are fond of frequenting to show their social status. Likewise, the insolent and abusive Victor Cadalso has a semblance with that of radical and revolting views of Galdos.

What is striking in the novel is the inclusion of many historical allusions and daily government bureaucratic system which affected our protagonist in the novel and the domino effect to his family. The history of nineteenth century Spain is sometimes considered by other writers as the century of madness due to the gross effects of bourgeoisie capitalism, political unrest, rise and fall of one government to another and constant civil war within Spain and her colonies in the Philippines and Cuba.

It is noteworthy to look at the tumultuous history of Spain during the nineteenth that will reflect also the divisive, despotic and unpeaceful milieu which our protagonist experienced at the hands of the selfish bureaucrats.

In 1866, a revolt led by Juan Prim was suppressed, but it was becoming increasingly clear that the people of Spain were upset with Isabella’s approach to governance. In 1868, the Glorious Revolution broke out when the progresista generals Francisco Serrano and Juan Prim revolted against her, and defeated her moderado generals at the Battle of Alcolea. Isabella was driven into exile in Paris.

Revolution and anarchy broke out in Spain in the two years that followed; it was only in 1870 that the Cortes declared that Spain would have a king again. As it turned out, this decision played an important role in European and world history, for a German prince’s candidacy to the Spanish throne and French opposition to him served as the immediate motive for the Franco-Prussian War. Amadeus of Savoy was selected, and he was duly crowned King of Spain early the following year.

Amadeus – a liberal who swore by the liberal constitution the Cortes promulgated – was faced immediately with the incredible task of bringing the disparate political ideologies of Spain to one table. He was plagued by internecine strife, not merely between Spaniards but within Spanish parties.

Following the Hidalgo affair, Amadeus famously declared the people of Spain to be ungovernable, and fled the country. In his absence, a government of radicals and Republicans was formed that declared Spain a republic.

The republic was immediately under siege from all quarters – the Carlists were the most immediate threat, launching a violent insurrection after their poor showing in the 1872 elections. There were calls for socialist revolution from the International Workingmen’s Association, revolts and unrest in the autonomous regions of Navarre and Catalonia, and pressure from the Roman Catholic Church against the fledgling republic.

Although the former queen, Isabella II was still alive, she recognized that she was too divisive as a leader, and abdicated in 1870 in favor of her son, Alfonso, who was duly crowned Alfonso XII of Spain. After the tumult of the First Spanish Republic, Spaniards were willing to accept a return to stability under Bourbon rule. The Republican armies in Spain – which were resisting a Carlist insurrection – pronounced their allegiance to Alfonso in the winter of 1874-1875, led by Brigadier General Martinez Campos. The Republic was dissolved and Antonio Canovas del Castillo, a trusted advisor to the king, was named Prime Minister on New Year’s Eve, 1874. The Carlist insurrection was put down vigorously by the new king, who took an active role in the war and rapidly gained the support of most of his countrymen.

A system of turnos was established in Spain in which the liberals, led by Práxedes Mateo Sagasta and the conservatives, led by Antonio Canovas del Castillo, alternated in control of the government. A modicum of stability and economic progress was restored to Spain during Alfonso XII’s rule. His death in 1885, followed by the assassination of Canovas del Castillo in 1897, destabilized the government.

Cuba rebelled against Spain in the Ten Years’ War beginning in 1868, resulting in the abolition of slavery in Spain’s colonies in the New World. American interests in the island, coupled with concerns for the people of Cuba, aggravated relations between the two countries. The explosion of the USS Maine launched the Spanish-American War in 1898, in which Spain fared disastrously. Cuba gained its independence and Spain lost its remaining New World colony, Puerto Rico, which together with Guam and the Philippines it ceded to the United States for 20 million dollars. In 1899, Spain sold its remaining Pacific islands-the Northern Mariana Islands, Caroline Islands and Palau-to Germany and Spanish colonial possessions were reduced to Spanish Morocco, Spanish Sahara and Spanish Guinea, all in Africa.

The “disaster” of 1898 created the Generation of ’98, a group of statesmen and intellectuals who demanded change from the new government. Anarchist and fascist movements were on the rise in Spain in the early twentieth century. A revolt in 1909 in Catalonia was bloodily suppressed.

Spain’s neutrality in World War I allowed it to become a supplier of material for both sides to its great advantage, prompting an economic boom in Spain. The outbreak of Spanish influenza in Spain and elsewhere, along with a major economic slowdown in the post-war period, hit Spain particularly hard, and the country went into debt. A major worker’s strike was suppressed in 1919.

Mistreatment of the Moorish population in Spanish Morocco led to an uprising and the loss of this North African possession except for the enclaves of Ceuta and Melilla in 1921. (See Abd el-Krim, Annual). In order to avoid accountability, King Alfonso XIII decided to support the dictatorship of General Miguel Primo de Rivera, ending the period of constitutional monarchy in Spain.

In joint action with France, the Moroccan territory was recovered (1925-1927), but in 1930 bankruptcy and massive unpopularity left the king no option but to force Primo de Rivera to resign. Disgusted with the king’s involvement in his dictatorship, the urban population voted for republican parties in the municipal elections of April 1931. The king fled the country without abdicating and a republic was established.

Though the novel ends with the suicide of Villaamil, his will for Spain for better administration and other advocacies are written as M.I.A.U. that stands for Morality, Income Tax, Additional Duties and Unification of the debt (Cohen, 1963: 145). It summarizes his personal wish for the total moral reformation of the government official and rank and file workers; instituting payment of personal income tax by workers; additional tariffs for the products of foreign traders and paying the national debt by consolidating all the provincial needs and paying them only once a year.

To analyze the sociological concept of bureaucracy in the novel, the student writer uses the Weberian Model which concepts are summarized thus: The last century saw the perfection of the bureaucracy — a form of organization that has been enormously successful and is the result of thousands of years of trial and error evolution. Max Weber outlined the key characteristics of a bureaucracy:

  1. specification of jobs with detailed rights, obligations, responsibilities, scope of authority
  2. system of supervision and subordination
  3. unity of command
  4. extensive use of written documents
  5. training in job requirements and skills
  6. application of consistent and complete rules (company manual)
  7. assign work and hire personnel based on competence and experience

In Miau, principles seem obvious and commonplace. However, they are all inventions — the government offices did not always have these features rather the opposite.

The narrator of the novel, third person omniscient sees bureaucracies as inefficient, slow and generally bad. When don Ramon Villaamil was following up his possible reinstatement, he was totally disappointed to hear false promises that he will get back the position. For Villaamil was already in his retirement when he became a “cesante” or “suspendido” The sudden change in the government suspended all workers which are not their allies, based on favoritism. There would have been no problem had he served for two more months. He can live with his pension to sustain the pretentious and spendthrift lifestyle of his wife Dona Pura, his daughter Abelarda and his sister-in-law who all love to go to the opera house even if they were already begging because Villaamil was already penniless. In Weber’s time, they were seen as marvellously efficient machines that reliably accomplished their goals. And in fact, bureaucracies did become enormously successful, easily outcompeting other organization forms such as family businesses and adhocracies. They also did much to introduce concepts of fairness and equality of opportunity into society, having a profound effect on the social structure of nations.

However, bureaucracies are better for some tasks than others. In particular, bureaucracies are not obviously good in the Spanish government. Officials abuse their authorities. Worst, unqualified officials or even clerks were promoted not on the merits of their work but with the great persons they know in the ministry. There are many instances in the novel when this immoral promotion was practiced…

Then that thankless wretch, that ungrateful scoundrel, who was a clerk in Office when I was Financial Inspector, fourth class, that shameless rogue Who by sheer audacity has got himself promoted over my head and become No less than a governor, that man has the indelicacy to hand me two and a half Pesetas (Cohen, 1963: 15)

He was already asking for assistance from his former clerks when he was suspended. And he concluded in saying that there’s nothing left in the world but selfishness and ingratitude. He added another clerk who was promoted and got increase every year..

“Take that clodhopper Montes, for example, who owes his career to me, Because I proposed his promotion in the central Auditory. Do you know He doesn’t even greet me in the street? He gives himself such airs that not Even the minister…And he’s going ahead all the time. They have just raised him t to fourteen thousand. He gets a rise every year. Nothing stops him. That’s what You gain by flattering and crawling. He does not understand the least thing About administration. All he can do is talk about shooting with the director And about the dogs…”

Almost finding fault because of his misery, Don Villaamil could not do anything but to ask favour to their friends to follow up possible vacant post where he can work again. This was one of the weaknesses of Weberian Model of bureaucracy, he thought that the bureaucracy in his country, Germany, and her flourishing industry can be likened to all other organizations. Weber concluded that all these new large-scale organizations were similar. Each was a bureaucracy. Obviously, Villaamil regarded bureaucracyas a dirty word, suggesting red tape, inefficiency, and officiousness. Bureaucracies can develop these features, especially if authority is highly centralized. The final result for his possible reinstatement which he patiently waited would have to come from one high office down to the provincial office. The red tape was indeed vicious that tremendously affected Villaamil. That of hatred to bureaucrats, the hypocrite clerks, the unworthy workers and the injustice of the government when he said to Victor, his son-in-law:

“Yes, yes. There’s no beating you for bare-faced effrontery. Because you’ve got no shame'(livid with fury and swallowing his Bitterness) ‘you get everything you want. The world is at your feet Promotion at all costs, and devil take the hindmost!” (Cohen, 1963: 73)

With all the bitterness, Villaamil said that he would bear his misfortunes patiently and it never occurred to him that the government will not give his post back again.

Weber’s purpose, however, was to define the essential features of new organizations and to indicate why these organizations worked so much better than traditional ones. Let us examine the features that Weber found in bureaucracies.

Above all, Weber emphasized that bureaucratic organizations were an attempt to subdue human affairs to the rule of reason-to make it possible to conduct the business of the organization “according to calculable rules.” For people who developed modern organizations, the purpose was to find rational solutions to the new problems of size Weber saw bureaucracy as the rational product of social engineering, just as the machines of the Industrial Revolution were the rational products of mechanical engineering. He wrote:

The decisive reason for the advance of bureaucratic organization has always been its purely technical superiority over any former organization. The fully developed bureaucratic mechanism compares with other organizations exactly as does the machine with non-mechanical modes of production( Coser, 1969)

For Weber the term bureaucracy was inseparable from the term rationality. And we may speak of his concept as a “rational bureaucracy” But what were the features developed to make bureaucracies rational? Namely, they are: (1) functional specialization (2) clear lines of hierarchical authority, (3) expert training of managers, and (4) decision making based on rules and tactics developed to guarantee consistent and effective pursuit of organizational goals.

Weber noted additional features of rational bureaucracies that are simple extensions of the four just outlined, To ensure expert management, appointment and promotion are based on merit rather than favoritism, and those appointed treat their positions as full-time, primary careers.

Quite the reverse in the novel, while Villaamil is the most upright, honest, brilliant and obedient to the government, that he even worked in the Philippines when he was still new in the civil service at the age of twenty four but has to return to the mainland because he was suffering from dysentery. In complete contrast, his son-in-law, who married his favourite daughter Luisa, was always promoted even if had questionable transactions in the government. All the allegations against him were dismissed because of his charm and connection. According to the office gossip He is the favourite of the aunt of a high in the government, in short, the woman has a great influence in the government. It is called the petticoat influence. Without the influential woman going to the office, Victor, as a secret lover of the matron, secured his promotion despite his alleged plunder and malversation of government funds.

Similarly, even other officials where Villaamil was working, all the unquestionable officials with their integrity and capacity were easily promoted, while the honest men like him are suspended.

To ensure order in decision making, bureaucracy is conducted primarily through written rules records, and communications. This is vividly described in the novel several times. Rank and file and officials as well are always on their desks for their business transactions, hence, creating the red tape. But, when the officials are out, expectedly, the office workers are not at all working. They are seen talking, eating and even jesting each other. One time when Villaamil visited the office, he saw that the office workers were just talking during office hours. The lame Guillen would even draw caricatures that even Villaamil was satirically attacked with a disgusting description of his poverty. But when Pandora, his friend, the official, arrives the office, hypocritically, workers return to work.

Weber’s idea of functional specialization applies both to persons within an organization and to relations between larger units or divisions of the organization. In the government of Villaamil, work was broken down into many special tasks, and employees were assigned to one or a few such tasks, including the tasks involved in coordinating the work of others. (Such coordination is called administration or management.) Weber argued that such specialization is essential to a rational bureaucracy and that the specific boundaries separating one functional division from another must be fixed by explicit rules, regulations, and procedures. Villaamil never saw it when he was already suspended. But things seemed right when he was still in the post. His honest and contented attitude in work would only allow him to work and work without giving himself in rumour-mongering. As a matter of fact, Villaamil’s proposal with an acronym of MIAU, according to him, was painstakingly conceptualized and studied for ten years. But not for other characters. They were his complete opposite.

For Weber it was self-evident that coordinating the divisions of large organizations requires clear lines of authority organized in a hierarchy. That means there are clear “levels of graded authority.” All employees in the organization must know who their boss is, and each person should always respect the chain of command; that is, people should give orders only to their own subordinates and receive orders only through their own immediate superior In this way, the people at the top can be sure that directives arrive where they are meant to go and know where responsibilities lie. This idea in the novel was tainted with favouritism or nepotism. Their focus is directed to the official and not on their work, hence their patronage for them otherwise, they will not be promoted and will not get a raise in the salary. Victor did this several times by rubbing elbows with the officials by flattering them, or by hooking rich and influential women with his handsome looks.

Furthermore, hierarchical authority is required in bureaucracies so that highly trained experts can he properly used as managers. Rational bureaucracies can be operated, Weber argued, only by deploying managers at all levels that have been selected and trained for their specific jobs. Persons ticketed for top positions in bureaucracies are often rotated through many divisions of an organization to gain firsthand experience of the many problems that their future subordinates must face. Ironically, all this bureaucratic models that Weber conceptualized were not dutifully practiced by all the characters except by Villaamil himself and perhaps Pantoja and the young Cucurbita.

Finally, Weber stressed that rational bureaucracies must be managed in accordance with carefully developed rules and principles that can be learned and applied and that transactions and decisions must be recorded so that rules can he reviewed. Only with such rules and principles can the activities of hundreds of managers at different levels in the organization be predicted and coordinated. If we cannot predict what others will do, then we cannot count on them.

Weber’s concepts of bureaucracy are rational and functional but in reality and in practice, are all idealistic. The people in the system were taught to be machine that would do as they were told. The novel Miau just showed the complete opposite. Because they are all human in the bureaucracy, they are all susceptible to human weaknesses, frailties and disdain for rules.

And with all the irony of bureaucratic system in the novel, our protagonist was totally affected by “the inhuman machine-like character of this bureaucracy”(Soileau, 2006). The effects can be gleaned on economic, physical, psychological, moral and spiritual aftermath that affected and destroyed Señor Ramon De Villaamil.

First is economic. When Villaamil was suspended, he became more conscious of the lack of food to eat on the table, if not the absence of it. It resulted further to humiliating himself by begging to his former clerks and friends in the government. His suspension in the government meant the absence of salary, the absence of money. His only joy, his grandson Luis, was a young witness to his suffering. Meanwhile, his insensitive and hypocrite wife, Dona Pura, would make a way to find food on the table just for the day. According to Villaamil, she loved beautiful things that would make them look rich, beautiful curtains, beautiful study room, that Villaamil’s salary on the first day of the month is already spent on the day it is received. With this economic downfall, his daughter Abelarda and sister-in-law Milagros, together with his wife, called the three Miaus, for they resemble the face of a cat, or pussy-faced, according to Luis’ classmates, would still find time to watch at the theatre socializing with the true rich.

Second is physical. Many of Villaamil’s former colleagues noticed his age, his emaciated face and the sadness he emanated whenever he would visit the office. The suspension totally lost his appetite, aside from the fact there was really nothing to eat, has made his body thin. That according to Dona Pura, he must be smart and elegant if he wanted to get back his post. N the end of the novel, his weak body would always stumble on the rocks of the mountains, on the edges of the table in his house and could not even last to carry his grandson Luis. This terrible effect was felt by his unsuspecting body.

Third is psychological. In the dizzying maze of bureaucracy, his impatience for the reinstatement, his economic and physical crises, indeed, pushed him to psychological abnormality. Many times, he would blame to an unseen evil force, that he suspected, might be behind the reason why he was not reinstated. Several occasions would prove that he would dwell on pessimism and negativism: “Don’t come to me with optimism and tricks. I tell you again and again that I will never get back to work. I have no hope, none.”; likewise he said They won’t give me my job back until the afternoon of the day of judgment.”; Villaamil sank more and more into his pessimism, reaching the extreme of saying ‘We’ll see the sun come up in the west before you’ll see me go back to work.'”; “I didn’t have any illusions and that’s not the way”, said don Ramon, raising his hands almost to the ceiling, “I never had any hope. I never believed that they would give me my job and I will never believe it.”; and, God doesn’t help anyone but the crooks. Do you think I expect anything from the Ministry or from God? Everyone is the same… above and below farces, favoritism.'”. All these he uttered to others but mostly to himself (interior monologue). Since he had no more face to his outside world, even his inside world in the family, he totally lost all control to survive and live.

His lack of moral turpitude on what is good and right interspersed with his personal spiritual connection to God was totally lost in the last two chapters in the novel. It may have been a wry humor in the story but bites one in the conscience when the old, suspended, mad Villaamil was running away from the family and Mendizabal, his neighbour, who were searching for him. He was enjoying, like a child, the hide-and-seek that meant to save him from his final death.

But, it seems that, there is a Dostoyevskian belief in Villaamil that madness is a path to divine inspiration (Cohen, 1963:5). In his majestic figure in the cliff, like Jesus when he was tempted by the devil to throw himself to the depth, he found strength in his new freedom. He was totally detached from reality. He even made a motto for his death which was: “A foul death to the whole universe” ( which in Spanish the initials are MIAU-“Muerte. Infamante.Al Universo”). He enjoyed the idea of not thinking for money anymore; that he would free himself from the pretentious, hypocrite and materialistic Miaus and passed them onto Ponce, the future husband of Abelarda who inherited a great sum from an uncle who just died, that he would not care for the post anymore for better is to be with God. He comforted himself by looking and talking to the birds. Those birds were surviving without to worry on what they would eat and so would he.

And with that false belief if not wrong notion of spirituality (as Luis told him about the apparition that God would get his grandfather) he shot himself… and the shot echoed in the solitude of that dark and deserted place. Villaamil gave a terrible leap, his head plunged into the shifting earth, and he rolled straight down into the gulf. He retained the consciousness only for enough time to say: “well… it did…”

In conclusion, our protagonist, who may also be considered a tragic character, in the maze of bureaucracy where it has favored the people on the basis of favoritism, nepotism, “petticoat influence”, closeness, patronage of the officials, abuse can be seen, if not felt, by Villaamil, his family and his grandson. Villaamil must have been promoted based on his merits, qualifications, honesty and integrity on his work. This abuse, which led to his suspension, affected him economically, physically, psychologically, morally and spiritually and brutally put himself to death.

Bibliography

Cohen, J. M.(tr). (1966). Miau. Baltimore: Penguin Books Ltd.

Coser, Lewis A. and Bernard Rosenberg (eds). Sociological Theory: A Book of Readings.

London: The Macmillan Company.

Gerth, H. H. and C. Wright Mills. (1961). From Max Weber: essays in Sociology.

New York: Oxford University Press.

Soileau, Clany. (2006). Money and Tragedy in the Nineteenth Century Novels.

Louisiana: http://www.galdos.com.

http://www.galdos.com

http://www.wikipedia.com

World War I – The Threat to Survival

While travelling on a train to the West, Leon Tucker spoke to a Jew about Israel. The Jew said he was perfectly satisfied in the United States. His home was there, his business was there, and his family had become established there. He was not interested in Jerusalem of the building of the nation of Israel.

“Stretch out your right hand,” Tucker said. The Jew held out his right hand and Tucker looked at it. Then he said, “Stick out your tongue, please.”

“Are you trying to make a fool of me?” the Jew asked.

“No,” Tucker replied, “but I would like to see your tongue.” The Jew stuck out his tongue.

Tucker looked at it and quoted from Psalm 137:5, 6: “If I forget thee, O Jerusalem, let my right hand forget her cunning. If I do not remember thee, let my tongue cleave to the roof of my mouth; if I prefer not Jerusalem above my chief joy.”

The Jew bowed his head and with tears said, “I have never been so rebuked in my life.”

The Young Idealists

The years following the founding of Zionism demonstrated that many Jews had indeed forgotten Jerusalem. Having become comfortable, especially in the West, most Jews preferred to stay in the nations to which they had wandered.

Just before the turn of the century, however, there was a wave of Jewish immigrants to Palestine. Moved by Herzl’s book and his eloquence, a number of young idealists came as pioneers to the land of Abraham, Isaac, and Jacob.

Many of these new arrivals were students. The education they were to receive in their chosen land was to be a difficult one. Palestine was under the control of Turkey, a nation hostile to Jews. The land was denuded of forests and most of it had returned to desert. Ancient terraces that had once protected the soil of Israel had long been destroyed, and erosion had conquered much of the area. The vital partnership of soil and farmer, so needed for agricultural success, had been broken for centuries and conditions were deplorable.

Mark Twain, who visited Palestine in 1867, described it as:

…a desolate country whose soil is rich enough, but is given over wholly to weeds — a silent mournful expanse. …A desolation is here that not even imagination can grace with the pomp of life and action…. We never saw a human being on the whole route…. There was hardly a tree or a shrub anywhere. Even the olive and the cactus, those fast friends of a worthless soil, had almost deserted the country.

Even as late as 1913, the report of the Palestine Royal Commission quotes an eyewitness account of the Maritime Plain as follows:

The road leading from Gaza to the north was only a summer track suitable for transport by camels and carts. …No orange groves, orchards or vineyards were to be seen until one reached Yabna village…. Not in a single village in all this area was water used for irrigation…. Houses were all of mud. No windows were anywhere to be seen…. The ploughs used were of wood…. The yields were very poor…. The sanitary conditions in the village were horrible. Schools did not exist…. The rate of infant mortality was very high…. The western part, towards the sea, was almost a desert…. The villages in this area were few and thinly populated. Many ruins of villages were scattered over the area, as owing to the prevalence of malaria; many villages were deserted by their inhabitants.

But this hostile land would be tamed. The desert would yet blossom as the rose.

As the years passed, trained people would arrive — scientific farmers, irrigation experts, builders of factories and cities, educators, and thinkers. These immigrants of diverse abilities and interests would in the next three- quarters of a century bring the dead land to life a gain. But what a task lay before them!

By 1914 there were about 100,000 Jews in Palestine, mostly in the area of Jerusalem. Though Herzl was no longer living, his dream was beginning to materialize. Foundations were being laid. Preparations were being made for the birth of a nation. Then World War I broke out.

Caught in the Middle

World conflict was especially unwanted by the Jews. Being small in number and finding themselves caught in the middle of strategic territory held by Turkey and desired by Great Britain, many Jews feared the worst — death of their nation before its birth, the abortion of Israel, the destruction of Zionism.

Turkey’s alliance with Germany threatened disaster to Jews in Palestine. Work had to be halted on the homeland. Jews with citizenship in any of the Allied nations were deported. Some Jews were forced to accept Turkish citizenship. Dozens were executed, accused of spying for the Allies.

Another problem for Jews in World War I was a division of loyalties. Jews fought on both sides of the conflict, and with equal patriotism. Unlike World War II, when Germany was an enemy of all Jewish people and thus unified them, World War I offered no such clear-cut decision. Jews in Germany were generally loyal to that land and served with devotion.

War Does Not Take God by Surprise

Although World War I brought great difficulties to the Jews and made the development of their homeland precarious, there were some important positive results from that tragic conflict.

Students of the Bible understand that all events work out God’s great plan. Even war does not take God by surprise. The working out of His program is not affected by the violence of man: “Surely the wrath of man shall praise thee: the remainder of wrath shalt thou restrain” (Ps. 76:10).

The first positive spin-off from World War I was the issuing of what is known as the Balfour Declaration. Eager to involve the Jews on the side of the Allies and being especially concerned about their strategic location near the Suez Canal, British foreign secretary Arthur James Balfour, on November 2, 1917, sent the following declaration to Lord Rothschild expressing British sympathy with the cause of Zionism:

His Majesty’s Government views with favour the establishment in Palestine of a national home for the Jewish people, and will use their best endeavours to facilitate the achievement of this object, it being clearly understood that nothing shall be done which may prejudice the civil and religious rights of existing non-Jewish communities in Palestine or the rights and political status enjoyed by Jews in any other country.

British support for the establishment of the State of Israel was now on paper and declared to the world. If the aim of that move was to gain Jewish participation in the war, it was successful. The publication of the Balfour Declaration produced Jewish volunteers for service from Great Britain and other nations, especially the United States. It appeared now that instead of destroying Zionism, as had been feared, World War I would actually play an important role in establishing the Jews in their land.

Freedom for Jerusalem!

The second important development in the wartime drama was the arrival there of British General Allenby. The conquest of Jerusalem became one of his first objectives, and the success of his effort is well known.

The Balfour Declaration had been issued on November 2, 1917. One month later, General Allenby freed Jerusalem from the Turks. On December 9, 1917, Allenby’s forces liberated Jerusalem without firing a shot. When the Turks had discovered that a general was on the way whose name was Allenby (to them “Allah Bey” — the Prophet of God), they had taken this to mean God was against them and they evacuated the city. It is also said that seeing airplanes in battle for the first time panicked the Turks because they were aware of Isaiah’s promise of Jerusalem’s deliverance: “As birds flying, so will the LORD of hosts defend Jerusalem; defending also he will deliver it; and passing over he will preserve it” (Isaiah 31:5).

Whatever the reasons, Jerusalem was free and the Jews rejoiced. And what a great occasion that victory must have been for General Allenby! He later told how as a boy as he knelt to say his evening prayers he had been taught by his mother to pray: “And 0, Lord, we would not forget thine ancient people, Israel. Hasten the day when Israel shall again be Thy people and shall be restored to Thy favour and to their land.” At a reception given for him in London, Allenby said, “I never knew that God would give me the privilege of helping to answer my own childhood prayers.”

Statehood for Israel

A third benefit resulting from World War I was the public and official appreciation given to Dr. Chaim Weizmann, a Jew, for his contribution to the war effort of the Allies. Weizmann, who was born in Russia in 1874, studied chemistry in Germany and then taught at universities in Switzerland and England. During World War I he devised an improved method of making acetone, which is used in making explosives. This discovery may actually have affected the outcome of the war.

The prime minister of England credited Weizmann with saving the British army because of his work in providing explosives. When Great Britain tried to reward Weizmann for his work, he said, “There is nothing I want for myself, but there is something I would like you to do for my people.” Weizmann requested the establishment in Palestine of a national homeland. It was generally thought that his work had a great deal to do with bringing about the Balfour Declaration. Weizmann later became the first president of the State of Israel.

Following the war, the newly formed League of Nations approved the providing of a national homeland for the Jews as outlined by the Balfour Resolution. President Woodrow Wilson proposed that the land of Palestine be under a British mandate as a temporary arrangement, the ultimate aim being emancipation and independence of that area. The proposal was adopted and the Jews rejoiced.

All seemed ready now for the fulfilling of the words of the Hebrew prophets concerning the return of the Jewish people to their land:

For thus saith the Lord God; Behold, I, even I, will both search my sheep, and seek them out. As a shepherd seeketh out his flock in the day that he is among his sheep that are scattered; so will I seek out my sheep, and w ill deliver them out of all places where they have been scattered in the cloudy and dark day. And I will bring them out from the people, and gather them from the countries, and will bring them to their own land, and feed them upon the mountains of Israel by the rivers, and in all the inhabited places of the country. I will feed them in a good pasture, and upon the high mountains of Israel shall their fold be: there shall they lie in a good fold, and in a fat pasture shall they feed upon the mountains of Israel. I will feed my flock, and I will cause them to lie down, saith the Lord God (Ezekiel 34:11 — 15).

But the battle was far from won. Difficult days were ahead for the Jews. The British mandate in Palestine did not turn out as the Zionists had hoped. Disappointment lingered. The vision of hundreds of thousands of Jews pouring into Palestine would have to wait another generation for fulfillment. Frustrating quotas allowing only small numbers of Jewish immigrants plagued the planners of this new nation. The struggle continued.

But What of the Arabs?

Hoping to keep peace with the Arabs, the British placed ridiculously small immigration quotas on the Jews. In 1930, a Royal Commission of Inquiry under agricultural and settlement expert Sir John Hope Simpson concluded that only 20,000 more settlers could be admitted to the land without forcing the Arabs out. At that time there were approximately 850,000 Arabs and 170,000 Jews living there. Simpson could not foresee that in the years to come millions would occupy the area, enjoying a far higher standard of living then he observed in 1930.

To support their restrictions of Jewish immigration, the British issued a series of “white papers” that supposedly gave good reasons for their action. The most shocking of the policies set forth in these official documents was the declaration that within a specified time a majority vote of the Arabs could halt all Jewish immigration. Of the final of these infamous papers, Winston Churchill said:

There is much in this white paper which is alien to the spirit of the Balfour Declaration, but I will not trouble about that. I will select the one point upon which there is plainly a breach and repudiation of the Balfour Declaration, the decision that Jewish immigration can be stopped in five years time by an Arab majority. This is a plain breach of a solemn obligation.

Others joined Churchill in protesting the injustice, but the British continued their restrictive action throughout their mandate. It would take another global war to finally build Jewish resolution sufficient to break down the barriers that made it illegal for them to reenter the land.

Winning the War but Losing the Peace

Hindsight declares that in World War I the Allies won the war but lost the peace. One of the reasons for this tragedy was the bitterness born in a young Austrian corporal in the German army named Adolf Hitler.

Angered at the humiliation brought to his people by the Treaty of Versailles that ended World War I and bitter about society in general, Hitler set out to get revenge. He found a sympathetic following among many of the veterans of the defeated German army and later, in the economic chaos that befell Germany, among a good portion of the population. His ultimate political success, making him dictator of Germany, became one of the most regrettable developments of the twentieth century.

Though volumes have been written attempting to analyze the troubled mind of Adolf Hitler, his hatred of the Jews found expression in such inhuman policies and practices that they can only be attributed to satanic influence.

Taking the reins of the German government, he would embark on a binge of bloodshed that would victimize all nations. But none would suffer as the Jews. Six million of the children of Israel would die at the hands of Hitler and his henchmen. The world would never be the same again, and Jews everywhere would be determined to settle for nothing less than a land of their own — the land of their fathers.

Falling In Love Or Having an Affair At Your Workplace

The first time I heard of the no-romance policy at a workplace, I was confused. I thought to myself, what kind of employer would not encourage their employees to love each other and foster lasting relationships and what employer would judge or restrict the most powerful emotion of human nature.

But as I grew older, I realized that it is much better to work in a place with no office romance as the drama that follows when one is in love is almost uncontrollable.

Love is the only thing that can turn an animal into a coward, the emotion that stands out and cannot be hidden no matter what you try.

An emotion that cannot be controlled and has no boundaries what so ever. Love can be granted as a reward and one can invite it – but it almost impossible to turn it off.

Love cannot be bought-all other things pertaining sexual encounters with whips, fingers, mouths are all for sale- but the one thing that cannot be bought no matter what, is true love.

The wonderfully acted movie – ‘Indecent Proposal‘ is a good example of what love can and cannot do.

Love can motivate people to enormous journeys and push them to see things they had previously thought were impossible. That feeling one gets when they are around someone they feel totally comfortable with cannot be compared to any material gift. The sweating, the speechlessness the shakes are all involuntary.

Love is the one emotion that can make one go crazy and without it one can simply wither away and die.

On the other hand, love can confuse one into a state of no comprehensive understanding and it is because of how powerful this feeling is that love in itself has started wars all over the world.

Now, when you get this in the work place and the relationship does not end up in a solid marriage it can really disrupt work flow and performance. It will be very hard to keep the relationship under the radar as it is obvious when two people have feelings for each other.

It gets trickier when the two handling the office romance are good employees- the organization might be looking at losing two good workers.

Understanding that company policy of not having affairs is only put in place to protect the company’s integrity and maintain a nice working environment.

One can have discreet sexual encounters, but make sure that they remain just that- discreet. And if you like someone else and cannot live with the lie- say sorry and look for ways to start something else or move on.

Mixing love, business and work is not a good recipe and it can get really messy. Some people might take advantage of the feeling and take it to another bad level by trying to use one for monetary gain or slander.

Love and office romance contribute to a huge percentage of the number of sexual harassment law suits that have been recorded by the Equal Employment Opportunity Commission in America and to curb this, most organizations and companies are strict on the no romance policy in the workplace.

Should it get to the part where you absolutely cannot live without your colleague than lay out some rules between the two of you that you will keep in the closet for as long as you work there.

See each other way past office hours; do not have the same time schedules, be as discreet as possible, unless of course you plan on getting married.

Remember office gossip gets juicier once people know that some individuals are carrying out a romance and it can get out of hand when employees sit at lunch time to discuss other employees.

It is bad for business and is very bad for employee morale. According to ITV.com, “what is love” was the most searched phrase in Google in 2012-and if this is true, then it just goes to show how many are confused from love itself.

I know I am completely scared of it – so if you do not mind being called a robot at work, but do your job well – then keep off the office romance. You would rather keep off the drama, than invite it. I call that self-preservation.

The Life of an Event Planner – Dealing With Difficult Clients

Clients are the lifeblood of any business and in a perfect world, they are pleasant, kind and respectful people but in the real world, some are often “challenging”, a euphemistic word for the acronym PITA (“Pain in the A$$”)!!

A very good friend of mine, also an event planner, bought me a gift to set on my desk, a little pottery jar that said “Ashes of Problem Clients”. In less than ten seconds after receiving it, the ashes of several clients came to mind and I became inspired to write about my experience as an event planner.

I have been in the hospitality business for thirty-nine years; twenty-five of which have been in event planning. After I planned my first event, I was hooked. I loved the creative aspect of planning a function, the excitement of meeting people from all over the world, working without outside vendors and entertainers, and arranging corporate dinners, receptions, themed productions and social functions.

Obviously the ultimate goal of an event planner is to exceed, or at the very least, meet the client’s expectations by helping them to create a successful event and a memorable experience, and in addition to client satisfaction, you hope for repeat business or a referral for future business.

When clients act controlling and try to micro-manage the situation, I honestly do try to see their point of view no matter how unreasonable the demand or how irrational the request. I like to give the benefit of the doubt while trying to convince myself some clients have no idea how complicated they are making things but I also take into consideration that perhaps they are nervous or fearful because this is the first event they have tried to plan, although not many clients will admit that, or maybe their boss is pressuring them to make the event spectacular while threatening them with losing their job, time off, a bonus or a raise.

As an event planner, we’ve all experienced client horror stories and dealing with difficult and demanding clients comes with the territory but often times so does a migraine and an upset stomach; loss of sleep, non-productive stress and large quantities of aspirin and antacids, and for me, a few glasses of wine or a couple shots of Patron, after the event of course!

During the planning stages of an event, some clients will ask you what you think and then interrupt you as you start to answer, some try to involve you in a plethora of plots and plans and undermining schemes, and some expect you to be able to make your room or the venue bigger or smaller depending upon their requirements. After the details have been finalized and the contract has been signed, many times clients still try to make last minute changes. Some arrive shortly before the doors are to open and expect you to be able to rearrange the set up or add items to the menu, and some don’t understand that if more guests show than what was originally contracted for, why they have to pay for them. I had a client who guaranteed 200 people for a reception but in fact over 300 showed. My client was confused as to why she had to pay the overage since “there was plenty of food and plenty of booze on the bar”.

An event planner wears many hats. Depending on the client, some expect you to be a psychologist, a referee, a babysitter or a negotiator while others have little respect for your expertise or what works best in your venue even though you’ve produced thousands of events. They are critical of everything, and think we as event planners are being unreasonable and uncompromising if they don’t get what they want. They snub your ideas and suggestions yet when they get complimented from the boss or one of their guests, of course it was totally their idea.

Don’t misunderstand, I have had some wonderful clients over the years but I actually believe I have learned more from the challenging personality types such as the perfectionists, the nit-pickers, and the egotists to name a few.

High-Maintenance Clients

I have a client whom I have been working with for years. I should be used to her selective hearing, her frequent outbursts and her drama queen antics but when she calls and texts me after hours or on the weekends several months before her event to ask something like, “Do you think the sun is going to be an issue in May before 5:00 PM, it gets exhausting. She e-mails me incessantly with “Urgent!!!” in the subject line. She schedules appointments, then cancels, reschedules or shows up late. During the meeting, a good portion of it is spent talking or texting her assistant, her mother or her dog groomer. She comes up with ideas, finalizes them and then changes her mind. She must have the tiniest bladder on the planet because she’s always sprinting to the bathroom or outside for “a little air” or a cigarette or three. No wonder she has to go to the bathroom every ten minutes; she needs her coffee or tea or water continually replenished, and sometimes even a “turkey club on whole wheat with light mayo” or a “grilled chicken Caesar salad with fat-free dressing on the side”. She loves the little pampering we “provide”; we are so “accommodating”. This client owns her own company and it is quite successful. She likes to host a client appreciation party each year yet she never has “much” in her budget and she expects little extras to be included at no additional charge. Once she asked if I would “throw in” the bar, not hard liquor, just beer and wine as if the cost of beer and wine was no big deal. I gave her the following analogy that I thought she could relate to, “Let’s say I’m in Bloomingdales and I see a beautiful dress that I simply must have. I ask the sales person if she could ‘throw in’ some shoes to match”. She processed that for a few seconds and said, “Ohhhh, I see your point” but I wonder if she did because later she asked me to “throw in” the dessert. The only thing I wanted to “throw” was her, right out the window.

The Attention-Seeking Client

I have an attention-seeker client who works for a party planning company. Whenever he has an audience, he likes to take the opportunity to berate the staff with his rants and barrage of expletives. For this particular event, he wanted floor length tablecloths but unfortunately my linen vendor only had two sizes of linens; one that was too short and one that was too long. My mangers and I opted for the shorter cloth because the longer cloths had so much extra fabric that we anticipated them becoming a liability with guests tripping and falling into each other. When my client walked into the room for the final walk-through, two hours late mind you, and saw the short cloths, he said, “I am coming unglued”. He ripped one cloth off a table as the staff stood paralyzed with their eyes and mouths wide open while everything they had just set on the table tumbled to the floor. He turned to me with blazing eyes and I swear I saw little pitchforks in the center. He raised his voice so high it could have broken glass as he screamed, “This is your fault Madame! If you were going to change to a shorter cloth, you should have called me for my permission”. I did and he would have known that had he answered his phone or bothered to check his voice mail. Any seasoned event planner knows that the key is to try and diffuse a hostile situation before it spirals out of control. I tried explaining my thought process hoping he would agree but he put up his hand in a dismissive manner and waived it at me and yelled, “Silence”. I assured him that I could have the linen changed out and the tables reset in less than thirty minutes. “I don’t have time for this”, he said even though we had five hours until the event. He plopped down into the nearest chair and yelled, “Someone bring me a bottled water, a glass of ice and lime on the side”.

It’s times like this when I wish I owned the place so I could finally say those two little words that I so often think inside my head. No, not those two words but these two words: “Get out!” Obviously you cannot change someone else’s behavior but I did make it clear to him that while I would do everything within my power to make him happy, what I would not do was allow him to continue to speak to me, or the staff, in a rude and disrespectful manner. After the event, my client informed me that his client was thrilled, “Darling, you did a fabulous job and I’m so sorry I was a bit testy! Please forgive me. Your staff must think I’m a pain in the neck”. Not the body part I was thinking of!

The Know-It-All Client

Know-it all clients are often arrogant, opinionated and believe they know it all simply because they have either planned their sister’s bridal shower, their parent’s 50th anniversary or their child’s first birthday party. They become self-proclaimed experts. I had a bride who scheduled an appointment with me to discuss having her wedding reception at the restaurant. She arrived with her maid-of-honor, who incidentally planned her own wedding after she watched “The Wedding Planner” so “JLo” did all the talking and of course she knew absolutely everything. She knew where she could get a “bigger, more delicious cake” for the same price I quoted, “cheaper flowers” and a “less expensive” Deejay. She talked over me, interrupted me and treated me as if this was the first wedding I had ever planned. The icing on the proverbial wedding cake so to speak was when she assumed they could bring in their own food and beverages. She was shocked when I explained that if they wanted the reception at the restaurant, we would be providing all the food and beverages. I often think about that bride and wonder how her reception turned out. The maid-of-honor thought either her backyard or the church hall was much more “suitable, not to mention cheaper” since they could bring in their own “food and stuff”!

Client-Come-Lately

I have a travel agent/event planner who booked a group from Europe for a sit down dinner from 8:00 PM – 11:00 PM. The first two hours was scheduled for the dinner and the last hour a variety of entertainers were to perform various singing, dancing and magic acts. At 8:45 PM, the client and her guests were nowhere to be found. I called her hotel, her cell and the bus company who was transporting them from the hotel to the restaurant. My client did not answer the phone in her room or her cell and the bus company told me they brought the group back from their tour “hours ago”. Even though my Chef and Manager on Duty were panicking, believing they might not show, I knew at some point the group would make their way to the restaurant because we had been paid in full and the entertainment company had received a hefty deposit. Shortly after 10:00 PM, the guests arrived. When I asked my client about the delay, she said she tried phoning me around 5:00 PM but she “just couldn’t get through”. Apparently her clients did not want to eat at 8:00 PM as she contracted; they were used to eating later. I explained to my client that she would be charged for three extra hours of labor since she was two hours late and the party would need to be extended until 1:00 AM. The entertainment director told her he too would have additional charges. She became hysterical. She had not budgeted for extra labor charges and it wasn’t her fault if she couldn’t get through to me, it was her mobile phone. I explained that even if she had been able to get through, changing the start time three hours prior to the contractual start of the party was not acceptable and if she wanted the dinner and the show to go on, she would have to agree to the additional labor charges. I also reminded her that these types of situations were outlined in the Conditions of the Contract but some clients do not read the fine print before they sign on the dotted line. Even though she has since booked three more events with me, during her tantrum, she vowed never to book at my venue again due to my “unwillingness to compromise”.

Another client booked a small two-hour reception. I created a menu, sent her a contract it, she signed it and paid a deposit. On the day of the event, my floor manager told me the function was going to be a “piece of cake” and insisted I take the night off. An hour after the reception was supposed to start, that same manger called me at home to say my client was a “no call/no show”. He pulled the contract and my client signed for that date and time. He was not able to reach him on his cell but left a message. I too called and left a message. Three hours later my client called and said, “Please don’t tell me I booked the party for tonight?” He actually wanted it for the next day. I was able to accommodate him since we had no other functions booked however, when I explained that he would have to pay for the labor that had been scheduled and the food that had already been prepped for the wrong night, he became indignant. He said since it was his mistake, the extra charges would have to come out of his pocket, that he was going to be “in a whole lot of trouble” and he didn’t “appreciate the fact that I was imposing these charges on him since it was an honest mistake”. I told him that while I sympathized with his predicament, if I didn’t get compensation, I was going to be “in a whole lot of trouble”. Even though I agreed to split the difference, he still was not happy and refused to speak to me the next night at his event.

The Narcissist

The only thing worse than a rude and obnoxious client is another rude and obnoxious client! There is a certain breed of clients who think they are your only clients. They have little or no respect for your time. They think you are supposed to be available 24/7 and that you have unlimited resources at your disposal. A client set up a site inspection with me at 8:00 AM on a Monday. She confirmed the date and time twice after setting it up, the last of which was on my first Sunday off in one month. Fifteen minutes before she was due to arrive, she called and said, “Hi, I’m in a taxi driving right by your place. I’m switching plans”. Apparently she broke a nail and the manicurist at the salon in the hotel she was staying at was not in on Mondays so she was headed to another salon at another hotel for the repair. “So I can’t get to you until 2:00 PM because I have other places to site, and then a lunch so I’m moving you to 3:00 PM”. I apologized and explained that I had a site inspection with another client at that time and asked if she could wait until 4:00 PM. She told me that I was causing her a “real inconvenience”, that if I could not accommodate her at 4:00 PM, she would be forced to book elsewhere since she couldn’t possibly book with me sight unseen. She called me the following year asking if I remembered her. Really? She requested a site inspection and proceeded to tell me how displeased she was with her last party and how difficult the catering manager had been. She asked that I check availability but unfortunately and sadly and hip-hip hooray, I was already booked on the day that she needed. As she slammed the phone down, I heard her say, “Whatever”! I never like to turn down a piece of business but I am certain that if she calls me again, “third time’s a charm” will not be the case for her!

The Egotist

I have had many memorable clients by one of my ‘favorites” was the client of a local party planner her scheduled a final walk-through two days prior to the event. Even though I had met with this client twice before, she could not seem to remember my name. She said, “You must think me terrible but I have forgotten your name”, and this was our second meeting and we had been talking for nearly thirty minutes. Hello?! It’s not like my name is Scheherazade. It’s Kate, a very short, one-syllable 4-letter word. But knowing my name didn’t make a difference, she still insisted on directing her questions and her little underhanded comments to the party planner, referring to me as “her” and “she”; that is, when she bothered to acknowledge that I was actually in the room. “I hate to be a pest”, she said, “But do you think she can remove those extra ropes and stanchions if we don’t need them? And why are there so many extra tables and chairs in the room, this isn’t how I want the room set”. I reminded her that her event was not for two days and the room was set for an event that evening.

After she changed the start time, the color of the linens, the placement for her speaker and the buffet, for the third time, she got up with a jolt, ran to the middle of the room and stood there with her eyes closed, one hand on her head and the other on her stomach as if she were channeling Frank Lloyd Wright. After a few seconds, she exclaimed, “No, no, no this room is all wrong, this is not what I envisioned”. Apparently she just wasn’t “feeling the room”. In fact, what she was feeling was “frustrated” and “claustrophobic”. She swung around and opened her eyes wide and glared into mine and said, “What about you ‘Kathy’, aren’t you feeling frustrated and claustrophobic?” Yes, I thought, but not from the room! In a matter of seconds we went from the original set up of round tables to rectangle tables because after all, “rectangle tables are much more conducive to a dining atmosphere” whereas the rounds seemed “banquety” to her and that’s not what she “envisioned”. Her “vision” and her “goal” were to have the room “feel comfortable, relaxed and spread out” and oh how she wished the room was bigger but she “supposed there was nothing that could be done about that”. Mean while the room seats 250 people and her guarantee was for 100. I sat quietly taking deep breaths and wishing my life away, wishing for it to be two days later at 10:00 PM which would mark the end of her event. As she got up to leave, she put her hand on my arm and baby-talked, “I hope you don’t think I am too much of an ass pain” and giggled and snorted uncontrollably. Oh, I thought to myself, that’s not what I’m thinking at all! Then she said to the party planner, “Can you tell Ka-Ka-Ka Katie to make sure the carpet is vacuumed”.

So it’s the day of the event and standing outside the door is “Cruella Deville” in all her glory. I cannot put into writing the thoughts and fantasies that started running rampant through my mind; it just wouldn’t be lady-like. I looked at the banquet captain and said, “It’s show time. Your worst nightmare is about to walk through the door. If you need me, I’ll be at the bar”!

Winning at the Proposal Game

Bids, Tenders and Proposals

Submitting bids and tenders is a great way to grow and expand your business and is a great way for a small company to become a much larger company. It can be frustrating and costly to bid, this work taking you away from other business activities. However, winning a bid gives you access to a new customer and other project opportunities. You also have to consider as to whether you have the financial standing and moral fortitude to undertake large projects so choose your opportunities with great care. Smaller projects can help your company grow efficiently and profitably with less drama and anguish. Here are a few pointers to remember when producing tenders.

1. Work in partnership on larger tenders, spreading the risk, costs and work required with a similar company, but also the profit.

2. Make sure that what you bid on you can actually provide at the price that you bid on.

3. Be on time with your submission – if you miss the cut off date and time you will not be evaluated.

4. Ask and review the questions if you are unsure. Questions asked are a great way to understand what other bidders are struggling with as well.

5. Similarly attend the briefings.

6. Read the RFP and PQQ numerous times, particularly the guidance notes, the must haves and the evaluation criteria. This gives you a wealth of knowledge about what is required and what will score you good points.

7. Keep to the word count and guidance on what to produce. If it says no attachments for example they will not evaluate these so keep this information in the main body of the tender. This includes CVs/Resumes.

8. Research: Look at sample tenders on the internet and try and find out who your target company deal with currently.

9. Understand your target company and what kind of objectives and visions you have. Prove in your tender that you understand the company.

10. Understand who you may be competing against and try and find your USP that will put you above them.

11. Do not use jargon without explaining it first.

12. Do not lie on your proposal in order to win – it will come back to haunt you if they find out or you win a bid you cannot produce.

13. Many companies are risk adverse so ensure they understand how you are mitigating risk.

14. Mention your company name at least once in each question- just to remind the weary evaluator who you are. Be positive about what you CAN provide. No modesty allowed in proposals.

15. Make your target company excited about working with your company whilst also giving them confidence that you can provide a winning solution.

16. Do not mention competitor names or make any reference to them, but make sure that you appear better than them in your proposal.

17. Use consistent branding and great presentation throughout your proposal, particularly if it is written by more than one person.

18. Ensure all the attachments have your company name, copyrights and bidding reference on them and obviously if you refer to an attachment, make sure they are actually submitted.

19. Ensure that your costing model is accurate and makes you a profit. Winning because you have a low priced bid is no good if you are tied to a non profit making proposal for the next few years.

20. Lastly quality check to ensure you have answered all the questions correctly, spelt and grammar checked and have not missed out any requirements.

21. Always ask for feedback on your proposal, even if you lose.

22. If you are asked to a presentation, do not assume you have won, they often ask several. Prepare to give the best presentation of your solution that you can.

23. Keep bidding, it’s a numbers game, the more you tender the more chance you have of winning, particularly as you get better and quicker and bidding.

A Review of Governance In Uganda: How Do We Move From Here?

Uganda’s political parties are important platforms for generating ideas from ordinary citizens and developing programs to mitigate them, through advocacy, legislative, legal, economic, and political means. They all matter in championing good governance in Uganda. However, for successful operations, exhibition of internal good governance practices is key. Leaders of political parties are servants of the members and citizens at large. Any shortfall in how best they have resolved to serve members and Ugandans implies collapse of the covenant that binds them with the people the look to serve. Of course, the consequences are severe and leaders of political parties pay heavily, either in a short run or long run.

The country has evolved to a level, where stakeholders in development take parallel paths, unwilling to compromise, and insensitive of the wishes of the people they lead.‎ This is not a new phenomena. The difference between the actions then and now are boldness and lack of remorse like gods of life, who control whatever consequences that comes with their actions.

The country has come a long way to where it is now. The country was found without strong control systems to guide leadership. The country was at stake, without direction‎, and a known future. At that time the country was experiencing the worst levels of economic and political crises in the history, largely self-propagated by elites of the day. This was a period of time stretching from Amin era (1971 to 1979), shortly after his fall (1979 to 1980), and in the early 1980s. From the same elites, more organised ones, enforcement of order and peace in a Uganda was done, which majority citizens yearned for, celebrate, took pride in, and worked hard to support for the country to prosper. The country has since 1986 been run on bases of ideological sanity, discipline of men and women in the forces, and elective offices, where citizens contest for the highest offices in the land, and elect leaders of their choice, only until concerns about increased foreign interests in governance distorted trust in countries own products of the struggle -democratic governance and rule of law. Otherwise, the country was liberated from lawlessness, political decay, and collapsed economy, to one of the fast developing economies it will in the region. This changed as priorities changed to invest in security more as ‘basis of good governance’ rather than in improving the quality of life of Ugandans as best measure of stability. However, looking back from where the country was in the 1980s to, moreso, around 2011, a lot of pride was felt by majority of Ugandans, appreciative of the instrumental leadership of the National Resistance Movement and Army. Even leaders across the political spectrum were proud and found a great foundation to build on towards a greater Uganda.

The National Resistance Movement leadership is undisputed at offering the most impacting leadership on country’s development since independence. However, time has come for us to reflect on ourselves as leaders and determine how much effort and influence on citizens we still having in terms of reducing inequalities, alleviating poverty, eliminating corruption, and saving collapsing business‎ of indigenous Ugandans, and recovering weak institutions of government. Also, we need to ask ourselves as leaders if, individually, there is any value added for our respective roles in the last 10 years, or if new values and leaders can be found to accelerate growth and development of the country. And, if not, what succession plan do we have in place for peaceful transition from less effective leaders to more visionary and results-centered one?

At the moment, we see a change of mandate from a pro-people to a cluster of groups of ‘governments’ that are constantly conflicting and stalling development programmes and service delivery, or simply determined to undermine central government’s efforts to operate effectively all-together. The atmosphere has not only hindered work and development, but given rise to worst forms of corruption in terms of nepotism, siphoning of public funds, and bribery to gain office or favour, yet these elements are almost unstoppable. The government of the day turns out to be toxic and an enemy of democracy. This means that political parties and alternative leadership will be no more in Uganda. As a consequence, this erodes same achievements Ugandans died for and labored to gain for over 40 years.

Still, it is Ugandans with keys to save the country from the sharp downturn and pending destruction of the very beautiful country – Uganda. The future of the country is taking the path of its predecessors -Uganda Peoples’ Congress and Democratic Party, which at their peak, lost democratic values and took a crashing dive into the ground. This will potentially mark the demise of the ruling party, which its leaders are reluctant to see. Fortunately, the ball is still in hands of the same leaders, who sacrificed tens of thousands of lives to dethrone ideologically corrupt governments, have all resources at their disposal to ensure that the worst does not happen to the governing political party, our people, and achievements from the same mistakes of oldest political parties and their leaders. Every election should be able to each us one or two things, especially understanding the wishes of the people and humility in service.

The country must confront new challenges with new solutions and drivers of the change Ugandans want to see. We can not afford rely on old ideas and rhetoric that have proved worthless in the previous 2 decades. It is impossible and experience has showed this dilemma. We have to own up the dilemma and take responsibility over where we want our political parties and country to be. We cannot keep resisting good change, good proposals, and cries of Ugandans dying from preventable diseases, poverty, and starvation, simply because they painfully remind political parties and leaders about how miserably they failed. At the end of the day, it is the people of Uganda, who always suffer because of corruption, election violence, poverty, inequalities, and marginalisation. We need to reform our political parties, return them to members and reflect wishes of citizens, whose membership and vote justifies their existence. We need to identify mistakes and consistently replace actors responsible. Above all, we may have to reconsider the 10 point programme and implement it without deviation. It is still a solid programme, which does not require alterations and challenging to implement. It was well intentioned and purposed, born out of consensus between patriotic Ugandans. The historical challenges since independence were taken care of by the same document -the 10 point programme. Indeed, reconsidering implementation of same document is direct remedy of current socioeconomic and political issues the country is facing. It will reduce tensions within political parties and among Ugandans. We do not have to look any further than his document. The agenda that came after it have proved worthless to Ugandans.

Also, it is important that we look beyond ourselves when discussing matters of national concern. The cries of the ordinary citizens are what should concern us most. The greatest mistake today is the use personal interests to influence national policies instead of participatory democracy and civic roles and actions put together. If we continue taking a parallel line with the people, the citizens of this beautiful country, we risk throwing it into the undesirable past, where leadership and grievances are met by violence and deaths. Surely, this is not what we need to see happen, well-knowing what they mean to us as leaders and the people we claim to lead.

We need to ‎address urgently the greed and violent attitudes mong ourselves. This politics of elimination is unsustainable as much as the consequences to such barbaric tendencies. After all, the life of the human terminators of life too comes to an end, either through revenge or natural death.

Therefore, it is pertinent for leaders and political parties to open up to the inevitable change that keep knocking on our doors: changing greed and violent attitudes, restoration of the rule of law, responsive leadership, and work towards transparent elections and accountable leadership. It is the wish of all Ugandans that political parties and leaders offer the much-needed change that nearly 1 million people died in vain for, a pro-people leadership, an accountable leadership, a leadership by consensus, guided by a citizen’s constitution, and a leadership that protects rather than kill or steal from Ugandans.

The Commuter Airlines of Long Island MacArthur Airport

Introduction:

Although commuter airline operations, conducted by a variety of almost-exclusively turboprop aircraft that accommodated between 19 and 50 passengers,augmented Long Island MacArthur Airport’s six-and-a-half decade scheduled service history, they were integral to its development as a regional airfield, providing both origin-and-destination and connecting, major-carrier aligned, two-letter code share links to many northeast cities with equipment optimized for sector length, demand, capacity, frequency, and cost.

These services can be subdivided into “Initial Service,” “Area-Airport Shuttles,” “Northeast Commuter Service,” “Code-Share Hub Feed,” and “Last Commuter Carrier Operation” categories.

Initial Service:

Initial, scheduled service, inaugurated shortly after the airport’s 5,000-square-foot, rectangular-shaped terminal was completed, entailed a tri-city route system, connecting Long Island with Boston, Newark, and Washington, and operated in 1959 by Gateway Airlines with de Havilland DH.104 Dove and DH.114 Heron aircraft.

The former, a conventional low-wing monoplane with a 57-foot span and two de Havilland Gipsy Queen 70 Mk 3 six-cylinder, air-cooled, in-line piston engines rated at 400 hp, was designed to meet the Brabazon Committee’s Type VB specifications for a post-war mini- or commuter-airliners, but nevertheless incorporated several “large aircraft” advancements, including all-metal Redux bonding construction, geared and supercharged powerplants, braking propellers, power operated trailing edge flaps, and a tricycle undercarriage configuration.

Resembling it, its DH.114 Heron successor, seating between 14 and 17 in an 8.6-foot longer cabin, was powered by four 250-hp Gipsy Queen 30 Mk 2 piston engines and had a 13,500-pound gross weight, whose lift was facilitated by a 71.6-foot wingspan. It first flew in prototype form on May 10, 1950.

Inauspicious and short-lived, the Gateway Airlines flights, only lasting eight months, nevertheless served as the aerial threshold to Long Island MacArthur’s future northeast commuter operations.

Area-Airport Shuttles:

While Gateway’s Newark service paved the way to other, similar area-airport shuttles, it demonstrated that if Long Island MacArthur could not offer further-afield service on its own, it could provide quick-hop connections to other, more established New York airports that could.

One such attempt, although a little longer in duration, occurred between 1979 and 1980 with Nitlyn Airways, whose Piper PA-31-350 Navajo Chieftains tried to feed TWA’s flights at JFK.

Intended as a successor to the company’s PA-23-250 twin piston private and executive Aztec, the Navajo had a 34.6-foot length and 40.8-foot span. Powered by two 425-hp Lycoming TIGO-541-E1A six-cylinder, horizontally opposed engines, it had a 7,800-pound gross weight and 1,285-mile range, and could be configured with various standard, commuter, and business seating arrangements for up to eight, who boarded by means of an aft, left air stair door.

Much later in MacArthur’s history, another carrier, enjoying greater longevity and success, linked the Long Island airfield with Newark International Airport. In this case, the airline was Brit, which operated under a Continental Express code-share agreement for the purpose of feeding Continental’s mainline flights and the equipment encompassed the very modern ATR-42-300.

This design, which has yet to be usurped by a more advanced turboprop in 2020, remains one of the two premier regional airliners.

Following the latest intra-European cooperation trend, the French Aerospatiale and Italian Aeritalia aerospace firms elected to collaborate on a regional airliner that combined design elements of their respective, once-independent AS-35 and AIT-230 proposals.

Redesignated ATR-42-the letters representing the French “Avions de Transport Regional” and “Aerei di Trasporto Regionale” and the number reflecting the average seating capacity-the high-wing, twin-turboprop, not-quite-t-tail with its main undercarriage bogies retracting into fuselage underside blisters, was powered by two 1,800-shp Pratt and Whitney Canada PW120 engines when it first flew as the ATR-42-200 on August 16, 1984. The production version, the ATR-42-300, featured uprated, 2,000-shp powerplants.

Of modern airliner design, it accommodated up to 49 four-abreast passengers with a central aisle, overhead storage compartments, a flat ceiling, a galley, and a lavatory.

Granted its French and Italian airworthiness certificate in September of 1985 after final assembly in Toulouse, France, it entered scheduled service four months later on December 9 with Air Littoral. With a 37,300-pound maximum takeoff weight, it had a 265-knot maximum speed at a 25,000-foot service ceiling.

Northeast Commuter Service:

Although Gateway Airlines was the first to provide northeast commuter service from the then-fledgling airport in Islip, many carriers followed in the ensuing decades-this time from the new oval passenger terminal that replaced the original rectangular one.

One of the early ones was Pilgrim Airlines, which operated two nonstops to Albany, one to Groton/New London, two to New Haven, and a single frequency to Washington-National, principally with de Havilland of Canada DHC-6 Twin Otter aircraft.

Incorporating the rugged simplicity of its predecessor, the single-engine DHC-3 Otter, designed for remote, unprepared field operations often in the bush, it retained its basic high wing configuration and many of its wing and fuselage components, but introduced double the number of powerplants. Featuring a greater, 51.9-foot overall length to facilitate the installation of up to 20 seats divided by an aisle, a 65-foot span with double-slotted trailing edge flaps, and a redesigned nose and tail, it still employed the Otter’s fixed, tricycle undercarriage and short takeoff and landing (STOL) capability.

Powered by two 652-shp Pratt and Whitney Canada PT6A-27 engines, it first flew on May 20, 1965. Its three versions included the DHC-6-200 with a longer nose for increased baggage space, and the DHC-6-300, which had a 210-mph maximum speed and 12,500-pound gross weight.

Other than the Fokker F.27 Friendship, the DHC-6 Twin Otter became Pilgrim’s workhorse, making the 20-minute hop across Long Island Sound from Islip to New Haven. On the December 1, 1985 cover of its system timetable, it advertised, “New nonstops to Washington and New Haven.”

Connecticut competition from NewAir, which was originally designated New Haven Airways, offered identical service. Based at Tweed New Haven Airport, it advertised itself as “Connecticut’s Airline Connection,” but utilized low-wing, equally-sized Embraer EMB-110 Bandeirante commuter aircraft.

Named after the Brazilians who explored and colonized the western portion of the country in the 17th century, the conventional design, with two three-bladed turboprops and a retractable tricycle undercarriage, accommodated between 15 and 18 passengers. It was the first South American commercial aircraft to have been ordered by European and US carriers.

Originally sporting circular passenger windows and powered by PT6A-20 engines, it entailed a three-prototype certification program, each aircraft respectively first taking to the air on October 28, 1968, October 19, 1969, and June 26, 1970. Although initially designated the C-95 when launch-ordered by the Brazilian Air Force (for 60 of the type), the EMB-110 was certified two years later on August 9.

Powered by PT6A-27 engines, production aircraft featured square passenger windows, a 50.3-foot wingspan, a forward, left air stair door, and redesigned nacelles so that the main undercarriage units could be fully enclosed in the retracted position.

Designated EMB-110C and accommodating 15, the type entered scheduled service with Transbrasil on April 16, 1973 and it was integral in filling its and VASP’s feederline needs.

Six rows of three-abreast seats with an offset aisle and 12,345-pound gross weights characterized the third level/commuter EMB-110P version, while the longer fuselage EMB-110P2, first ordered by French commuter carrier Air Littoral, was powered by uprated, 750-shp PT6A-34s and offered seating for 21.

According to NewAir’s September 1, 1983 timetable, it served the eight destinations of Baltimore, Islip, New Haven, New London, Newark, New York-La Guardia, Philadelphia, and Washington-National. From Long Island MacArthur itself, it offered two daily departures to Baltimore, two to New Haven, and one to New London.

Air service was also offered to neighboring state Rhode Island by Newport State Airport based National Air. “All flights are operated with 22-passenger CASA C-212-200 aircraft, providing National Air’s passengers with widebody, stand-up headroom comfort,” it advertized. “In-flight service (beverage only) is provided on all flights by courteous flight attendants.”

Designed by Construcciones Aeronautics SA (CASA) as a multi-role transport for the Spanish Air Force, the high-wing, dual-engine, fixed tricycle undercarriage design sported porthole-shaped passenger windows, a dorsal fin, and a rear loading ramp that led to the uninterrupted, box-shaped cabin. Its civil application was nevertheless considered from design inception.

Intended as a replacement for the Spanish Air Force’s now antiquated Junkers Ju.52/3ms, Douglas DC-3s, and CASA 207 Azors, it was powered by two 776-shp Garrett AiResearch TPE331 turboprops. Two prototypes, first flying on March 26 and October 23 of 1971, preceded the first production example, which took to the sky a year later on November 17.

In military guise, it was operated as a paratrooper, an air ambulance, a freighter, a crew trainer, and a photo surveyor, while its commercial counterpart, the C-212C, accommodated 19 passengers.

The C-212-200, with a 44.9-foot overall length, 62.4-foot wingspan, 900-shp Garrett AiResearch TPE331-10-501C engines, a 219-mph cruise speed, a 28,000-foot service ceiling, and a 16,093-pound gross weight, had a 470-mile range with its maximum fuel.

By the end of 1981, 292 civil and military Aviocars had been in operation in 27 countries.

From Islip, National Air operated three daily departures to Newport to the east with continuing service to Providence and Boston and three to New York-JFK in the west. Philadelphia was the only other destination in its minuscule route system at this time. Passenger check-in, like that of NewAir, took place at the Pilgrim Airlines ticket counter.

Another New England-served state from Islip was Vermont by appropriately named Air Vermont.

Based in Morrisville and established in 1981, it served 13 northeast cities,according to its October 1, 1983 timetable: Albany, Berlin (New Hampshire), Boston, Burlington, Hartford, Long Island, Nantucket, Newport (Vermont), New York-JFK, Portland, Washington-National, Wilkes-Barre/Scranton, and Worcester. It also used the now-crowded Pilgrim Airlines facilities.

Its fleet consisted of Piper PA-31-350 Navajo Chieftains and Beech C99s.

The latter, perhaps its “flagship,” was a development of the Queen Air business/executive aircraft, whose capacity was insufficient for commuter routes. Subjected to a fuselage stretch in 1965, which gave it a new, 44.7-foot overall length, it was now able to accommodate 15 passengers arranged in single seats on either side of a central aisle. It featured an aft, left air stair door.

Powered by two 715-shp Pratt and Whitney Canada PT6A-27 engines, yet resembling its Queen Air predecessor with its low wing, conventional tail, and retractable tricycle undercarriage, it received its FAA type approval on May 2, 1968. With a 10,900-pound gross weight and 283-mph maximum cruise speed, it had between a 530- and 838-mile range, depending upon payload-to-fuel ratios.

Commuter Airlines of Chicago inaugurated it into service. Although 164 B99s and B99As were produced, the C99, with a 44-cubic-foot eternal, under-fuselage pannier, provided a needed addition to the otherwise standard forward and aft baggage compartments. The latter, which marked the resumption of the type’s production in 1979, had uprated, 715-shp PT6A-36 engines and a 285-knot maximum speed at 8,000 feet. It first flew on June 20 of the following year.

National Air offered three daily nonstops to Newport with the aircraft departing at 0935, 1345, and 1850. All continued on to Albany and Burlington.

There were several other commuter carriers, which, like actors, both periodically and temporarily appeared on the MacArthur stage to collect passengers and transport them to northeastern destinations with an eye toward making a profit. Many did not.

Albany-based Mall Airways, for instance, in existence between 1973 and 1989, served 18 destinations in Connecticut, New Jersey, New York, Pennsylvania, Rhode Island, and Virginia, along with operating trans-border sectors to Ontario and Quebec in Canada, although hardly all from Islip. A heavy New York state route concentration had it touch down in Albany, Binghamton, Buffalo, Elmira, Islip, Ithaca, New York-La Guardia, Rochester, Syracuse, and White Plains with a fleet of Piper Navajo Chieftains, Beech King Air 90s, B99s, and B1900Cs.

The latter, a stretched version of the Super King Air (which in high-density commuter configuration could carry 13), retained the same low wing mounting and t-tail, but its longer, 25.3-foot cabin, with a 425 cubic-foot volume, accommodated 19 with a central aisle. Intended for multiple-stop commuter routes, it was powered by two wing-mounted Pratt and Whitney Canada 1,100-shp PT6A-65B engines and could operate from grass and unprepared fields. First flying on September 3, 1982, it was certified the following year on November 22.

The more capacious B1900D, only the second 19-seater to offer standup headroom after the British Aerospace Jetstream 31, introduced a higher ceiling, greater internal volume, more powerful engines, modified propellers, winglets, a larger tail, and an electronic flight instrument system (EFIS) cockpit.

Another New York State-based, Long Island MacArthur operator, reflected by its very name, was Empire Airlines and it flew, at least initially, B1900C-resembling equipment-in this case, the Swearingen Metro.

Founded in 1976 by Paul Quackenbush, it inaugurated service from Utica/Rome’s Oneida Country Airport, often to small cities that had been abandoned by Allegheny Airlines, and eventually touched down in the ten states of Connecticut, Maryland, Massachusetts, Michigan, New Jersey, New York, Ohio, Rhode Island, Vermont, and Virginia, and the two Canadian provinces of Ontario and Quebec.

Mirroring the now Allegheny absorbed route system of Mohawk Airlines, the “Empire State” carrier served Albany, Binghamton, Buffalo, Elmira, Islip, Ithaca, New York-JFK, New York-La Guardia, Niagara Falls, Rochester, Syracuse, White Plains, and Utica/Roma.

Although it operated 13 Fokker F.28-4000 Fellowship pure-jets between 1980 and 1986, six Metro IIs formed the backbone of its earlier turboprop fleet.

Itself a stretch of the six- to eight-passenger Swearingen Merlin IIIA executive aircraft, it introduced a longer fuselage, increasing its length to 59.4 feet from the Merlin’s 42.2 for accommodation of up to 22, but retained its engines, wing, and tail surfaces. Designed by Ed Swearingen for commuter operations, it first flew on June 11, 1970, designated SA-226TC.

Swearingen itself became a subsidiary of Fairchild Industries in November of 1971, resulting in the type’s San Antonio, Texas, final assembly.

Air Wisconsin became the first major customer.

The upgraded Metro II, powered by 940-shp Garrett AiResearch TPE331-3U-303G engines and introduced in 1971, replaced the original oval passenger windows with square ones, had a 43.3-foot wingspan, a 12,500-pound gross weight, and could cruise at 294 mph.

Empire operated three daily Metro flights to its Syracuse hub, departing at 0905, 1525, and 1830 and facilitating connections to Albany, Binghamton, Elmira, Ithaca, Montreal, Rochester, and Utica/Rome. According to its April 1, 1985 system timetable, “Flights 1 through 99 are operated with 85-passenger Fokker F.28 jets. Flights 100 through 999 are operated with 19-passenger Swearingen Metro II jetprops.”

After Empire was acquired by Piedmont Airlines in 1985, its Syracuse hub joined Piedmont’s own-that is, those in Baltimore, Charlotte, and Dayton.

Northeast carriers often made their imprints on the Long Island air field, fleeting though they were. Late to the scene, Windsor Locks, Connecticut-based Shuttle America, a low-fare, de Havilland of Canada DHC-8-300 operator, inaugurated service between Hartford and Buffalo, but soon touched down in Albany, Boston (in Hanscom Field), Greensboro, Islip (as of November 13, 1998), New York-La Guardia, Norfolk, Trenton, and Wilmington with its half-dozen aircraft.

Boston became the battleground for several independent commuter airlines. One of the largest carriers to connect Long Island with it was Ransome Airlines.

Founded by J. Dawson Ransome in 1967 and based at Northeast Philadelphia Airport, it commenced service that March with 11-passenger Beechcraft 18s, progressively expanding into a significantly sized regional carrier with a northeast route system. It operated both independently and aligned with major airlines for two-letter code-share feed, specifically as Allegheny Commuter, the Delta Connection, and finally Pan Am Express. It operated for 28 years.

Two aircraft were integral to its expansion.

The first of these was the Nord 262. Initially envisioned as a development of the dual-engine MH-260 Broussard, which had first flown on July 29, 1960 and which subsequently became the responsibility of state-owned Nord Aviation, it was modified with a pressurized, circular fuselage to permit three-abreast seating for 24, first flying in prototype form as the redesignated Nord 262 two years later on December 24, then powered by two 1,080-shp Bastan VIB2 turboprops. Three pre-production and a single production example, visibly distinguishable by its dorsal fin, ultimately partook of the flight test program.

Sporting a 63.3-foot length, a 71-foot span of its high wing, and a retractable tricycle undercarriage, it had a 23,370-pound gross weight and could cruise at up to 233 mph.

Lake Central Airlines, US launch customer with an order for 12, inaugurated the type into service in May of 1965, and the aircraft was transferred to Allegheny three years later upon Lake Central’s acquisition. They were subsequently operated by the Allegheny Commuter consortium.

Because its French powerplants hindered further US sales, it was retrofitted with five-bladed, 1,180-shp Pratt and Whitney Canada PT6A-45As and updated systems, and redesignated the Mohawk M-298 to reflect the FAR 298 airworthiness regulations that governed its operation.

First flying on January 7, 1975, it entered service two years later with Allegheny Commuter, of which Ransome was a member.

The other major type in its fleet, perhaps then considered the “granddaddy” of the early commuter turboprops, was the de Havilland of Canada DHC-7.

Resembling, in overall configuration, the DHC-6 Twin Otter, it featured an 80.8-foot overall length; a high, straight wing with a 93-foot span; four 1,120-shp PT6A-50 turboprop engines; a sizeable dorsal fin; a t-tail; a retractable tricycle undercarriage; and accommodation of 54 four-abreast passengers in a wide-look cabin with a galley and a lavatory.

Intended for short takeoff and landing operations from fields as short as 2,000 feet-and, in fact, was able to operate from the runway stubs at Washington National Airport without requiring a specific landing slot-it generated high lift by means of the five-bladed, slow-turning propellers, that bathed the airfoils’ upper surface and eliminated the need for leading edge devices. Aside from reducing external and internal cabin noise levels, it facilitated steep, controlled approaches.

Construction of two prototypes, preceded by Canadian government financial backing, commenced in 1972, and they first flew three years later on March 27 and June 26. The first production version, intended for launch customer Rocky Mountain airways, first took to the sky on May 30, 1977.

With an 11,350-pound payload and a 44,000-pound maximum takeoff weight, it had ranges between 840 and 1,335 miles, the latter with its full fuel uplift.

Ransome came as close as any other airline to establishing a mini-commuter carrier hub at Long Island MacArthur Airport with 23 daily M-298 and DHC-7-100 weekday nonstops, including three to Baltimore, six to Boston, two to Hartford, one to Newark, six to Philadelphia, and five to Providence.

In its October 31, 1982 system timetable, it proclaimed, “Rely on Ransome Airlines, American’s most experienced regional airline.”

Another, albeit much smaller, commuter carrier that provided Boston service was Precision Airlines. Based at Springfield State Airport in Springfield, Vermont, it operated Dornier Do-228-200s.

Very loosely based upon the Do-28D-2 Skyservant, a 12-passenger utility airplane, it equally sported a high-mounted “TNT Tragfluegels neuer Technologie” or “new technology wing,” consisting of a Dornier A-5 airfoil section with swept tips.

Powered by two 715-shp Garrett AiResearch TPE331-5 engines, it had a 54.3-foot length and a 55.7-foot span. Retracting its undercarriage main bogies into under-fuselage fairings, it had a 12,570-pound gross weight, 268-mph maximum cruising speed at 10,000 feet, and 715-mile, full-payload range.

Its two versions, the 15-passenger Do-228-100 and the 19-passenger Do-228-200, respectively first flew on March 28 and May 9, 1981.

According to Precision’s November 15, 1983 timetable, it offered three daily nonstops to Philadelphia and three to Boston from Islip, the latter continuing to Manchester, New Hampshire.

Another Boston service provider was Business Express Airlines.

Founded in 1982 as Atlantic Air, but stressing its business-oriented route system in its subsequently changed name, it expanded by acquiring some of the carriers that had independently served Islip, including Pilgrim Airlines in 1986 (which itself had already taken over NewAir); Mall Airways in 1989, which gave it access to the Canadian cities of Montreal, Toronto, and Ottawa; and Brockway Air, also in 1989, which provisioned it with a fleet of B1900Cs and Saab 340s. The latter became its MacArthur (and northeast) workhorse.

As the first collaborative US-European design, it was jointly produced by Fairchild Corporation’s Swearingen subsidiary, which already had commuter airliner experience, and Swedish manufacturer Saab AB, which did not, traditionally having focused on the military sector, such as with its JAS-39 Gripen mufti-role combat design.

Turning its attention to a commercial application for the first time, Saab began design studies for a 30-passenger commuter turboprop. Because of the scope of the project, which would have been the largest industrial venture in Sweden, it sought a risk sharing partner, which, in the event, appeared as Fairchild. It would produce the wings, engine nacelles, and tail, while Saab itself would manufacture the fuselage and fin, and assume 75 percent of the program’s development, systems integration, and certification aspects.

Designated SF-340 (for “Saab-Fairchild”), the resultant aircraft, an aerodynamically clean, low-wing monoplane with a high aspect ratio airfoil and large-span single-slotted flaps, two 1,870-shp General Electric CT79B engines, and a retractable tricycle undercarriage, accommodated 34 passengers at a 30-inch seat pitch with an offset aisle, enclosed overhead storage compartments, a galley, a lavatory, and a forward, left air stair.

Featuring a 64.9-foot length and a 70.4-foot span, the aircraft had a 7,500-pound payload and 29,000-pound maximum takeoff weight capability. Typical initial block hour fuel consumption was 1,015 pounds out of the 5,690-pound total.

Redesignated Saab 340 after Fairchild withdrew from the program, with 40 airframes having been built, Saab became the sole manufacturer of it.

The Saab 340B, succeeding the basic 340A, introduced more powerful engines, an increased horizontal stabilizer span, higher weights, and greater range. The 340B Plus offered active noise and vibration control.

Business Express flew 23 S-340As and 20 S-340Bs. After the carrier was purchased by AMR Eagle Holding Corporation and became American Eagle on December 1, 2000, it continued to operate its half-dozen nonstops from Islip to Boston in the new carrier’s livery, although it ceased to independently exist itself.

As perhaps a smaller reflection of Business Express, CommutAir also offered Long Island-Boston service. Founded in 1989 and eventually serving 22 northeast destinations with 30 19-passenger B1900Ds, it dispatched three weekday departures to Boston, with the balance of its eight flights calling at Albany, Buffalo, Rochester, and Syracuse.

Having operated as a US Airways Express and Continental Connection carrier, it surrendered its Boston frequencies to Colgan Air in time.

Code-Share Hub Feed Service:

Although several airlines inaugurated Islip service as independent operators, such as Ransome, Precision, Business Express, and CommutAir, they ultimately continued under two-letter code share agreements with major airlines from the Delta Connection to Northwest Airlink. Some inceptionally operated in this guise.

One of them was the Allegheny Commmuter consortium. “USAir and Allegheny Commuter-a great team to go with,” the carrier proclaimed in its advertising. “Service to over 120 cities in the US and Canada. All flights C500 through C1999 (listed in its system timetable) are approved by the Civil Aeronautics Board. These flights are operated with Beech 99, de Havilland Twin Otter, de Havilland Dash 7, Nord 262, M-298, Shorts 330, CASA-212, and Swearingen Metro equipment.”

Aside from Ransome, Suburban Airlines was a significant member of the consortium, initially operating Shorts 330 and later Shorts 360 aircraft.

Based upon the early-1960’s Skyvan, the former can trace some of its design elements to it. Characterized by a box-section fuselage for straight-in rear loading, a stubby, high-mounted wing, twin vertical tails, and a fixed tricycle undercarriage, it could carry up to 19 passengers or 4,000 pounds of cargo.

While the longer, sleeker Shorts 330 retained the Skyvan’s outer wing panels, it introduced a new center section, five-bladed PT6A-45 engines that replaced the previous Garrett AiResearch ones, a retractable landing gear, and a 30-seat, three-abreast interior with enclosed overhead storage compartments.

Launched after receiving UK government funding, the initially designated SD3-30 first flew on August 22, 1974 and was ordered by launch customer Command Airways in the US and Time Air in Canada.

The series 200, succeeding the 100, offered a 22,900-pound gross weight attained with more powerful, 1,020-shp PT6A-45R powerplants.

The Shorts 360, the ultimate development of the Skyvan and 330 lineage, had a three-foot forward fuselage plug, increasing its length from 58 to 70.6 feet, a tapered aft section with revised contours, a single vertical tail, enhanced cruise performance, and the addition of two seat rows, increasing capacity from 30 to 36.

First flying on June 1, 1981, it had a 25,700-pound gross weight and 243-mph high-speed cruise capability at 10,000 feet. Suburban Airlines was the launch customer.

Its ten-point route system encompassed Allentown, Binghamton, Buffalo, Lancaster, Long Island, New London/Groton, Newark, New York-JFK, Philadelphia, and Reading. In-flight service consisted of miniature trays of cheddar cheese spread, breadsticks, chips, and a beverage selection from the cart.

Its November 1, 1985 timetable listed four weekday nonstops to Boston and five to Philadelphia from Islip.

Another early-if not the first-commuter-main carrier cooperation was that between Henson and Allegheny Commuter.

Formed in 1961 by Richard A. Henson as Henson Aviation, a fixed base operator in Hagerstown, Maryland, it inaugurated a scheduled route to Washington the following year under the “Hagerstown Commuter” name. Inaugurating two-letter code share service as an Allegheny Commuter carrier five years later, it operated 15-passenger Beech 99s.

Headquartered in Salisbury, Maryland, in 1968, it maintained a tri-point route system, encompassing Philadelphia, Baltimore, and Washington and introduced cabin attendant service with the acquisition of Shorts 330 aircraft, succeeding it with de Havilland of Canada DHC-8-100s.

Resembling its DHC-7 predecessor, but sporting two instead of four powerplants, the 37-passenger Dash 8 was powered by 1,800-shp PW120s and their elongated nacelles provided stowage for the aircraft’s rearward retracting main undercarriage struts. With a 73-foot length and an 84.11-foot wingspan, whose center section was rectangular, but whose outboard sections featured taper and dihedral, it had a 34,500-pound gross weight and 310-mph speed.

Registered C-GDNK, it first flew in prototype form on June 20, 1983 and was delivered to launch customer NorOntair on October 23 of the following year.

Before operating its own DHC-8-100s, Henson, which had been rebranded “Henson, The Piedmont Regional Airline” after Piedmont’s agreement with it, fielded two daily B99s (flights 1710 and 1719) and three daily Shorts 330s (flights 1502, 1528, and 1539) to Piedmont’s Baltimore hub, with connections to Charlottesville, Hagerstown, Newport News, Norfolk, Ocean City, Richmond, Roanoke, Salisbury, Shenandoah Valley, and Washington-National, according to its January 15, 1984 timetable.

Another major carrier-aligned regional, operating aircraft in its major’s livery, using its two-letter code, and partaking of a joint marketing agreement for the purposes of hub feed, was Atlantic Coast, which assumed the profile of United Express.

The agreement, concluded on December 15, 1989, ensured secondary city funneling into United’s Chicago-O’Hare and Washington-Dulles hubs with several commuter aircraft-the Jetstream 31, the Jetstream 41, the DHC-8, and the EMB-120 among them. It was the latter type that it operated into Islip.

Building upon the foundation created by the EMB-110 Bandeirante, the EMB-120, a low-wing, circular-fuselage, t-tail design optimized for 30 three-abreast passengers, was hatched from Empresa Brasileira de Aeronautica S. A.’s Sao Jose dos Campos facility in Sao Paulo. Powered by two 1,800-shp Pratt and Whitney Canada PW118 or -118A engines, it had a maximum, 298-knot speed and a 30,000-foot service ceiling.

Ideal for commuter sectors, it attracted considerable US sales, including 62 from ASA Atlantic Southeast Airlines, 40 from Comair, 70 from SkyWest, 35 from WestAir, and 34 from Texas Air.

Atlantic Coast’s October 31, 1990 timetable stated, “The following carrier has a cooperative agreement with United, offering expanded destinations, coordinated schedules, and the same travel service featured on United. Applicable carrier and United flight range: Atlantic Coast/United Express: Flight numbers UA3570-UA3739.”

Its four daily flights to Washington-Dulles departed at 0645, 1200, 1450, and 1800.

Although not offering much major carrier feed, another code share operator from Long Island MacArthur was Metro Air Northeast, which assumed the identify of TWExpress, dispatching five daily nonstops with Saab 340 aircraft at 0630, 0915, 1250, 1605, and 1825 to Albany with “7000” flight numbers. The first departure, for instance, was TW 7941.

Its December 1, 1990 timetable advertised, “The shortest distance between you and TWA” and “Your commuter connection to TWA.”

Last Commuter Carrier Operation:

Change, the result of market conditions, was the only constant. But as fuel and operational costs increased, the number of daily commuter flights and the mostly northeast cities they served decreased. Consequently, as the airline players disappeared, so, too, did the passengers.

Like a ghost town of commuter operations whose only propeller sounds were those in the minds of the passengers who remembered them, Long Island MacArthur Airport became the stage for a final attempt at restoring them in the guise of Alaska-based PenAir.

Taking advantage of the FAA’s Air Carrier Incentive Plan, which entailed reduced fees to entice new entrants to begin flights in underserved markets, it replaced the Boston service vacated by American Eagle in 2008 by inaugurating two daily Saab 340 departures, at 0840 and 1910, with one-way, $119 introductory fares, citing Islip a logical extension to its three-point route system of Bar Harbor, Presque Isle, and Plattsburgh. Yet logic did not always equal profitability and after a valiant year’s effort, the carrier was left without choice but to discontinue the service due to low load factors.

After the multitude of commuter airlines had opened the passenger floodgates at Long Island MacArthur Airport during a more than five-decade period, PenAir closed them. At the dawn of 2020, there was not a single propeller providing scheduled service to be heard.

Understanding Youth Conflict And Sustainable Initiative Model (Part 2)

NIGER DELTA MILITIA PSYCHOLOGY THE ART OF WAR

In most of the militant camps, there is an ideology of warfare that is preached and accepted by a handful of militant of less than 21% not synonymous with criminality or any form of Negative acts other than for the emancipation of all the communities within the Niger-Delta region. The occidental philosophy is, in life one must be a warrior, and war (either by conspiracy or in collaboration) requires stamina achievable in its entire ramification by all means necessary. As strong as this 21% are, while others (the 52% militant criminal, bunkerers, and collaborators in high places) may find beauty in endless dreams, the latter finds it in all its shapes, figures and colours in reality and persistent struggle for survival and liberation of the several communities being sabotaged by those with Presidential and Federal government immunity.

The truth is underpinning in a relationship between the 52% of the criminals and the conspirators, they have forgotten that their limits can set up predicated ethnic cleansing, set the stage for another civil war. The master strategists have seen the Nigerian problematic economic schematic from mountaintop of several debates, and critical observation of whole government. It is clear, that both side will lose, yet more success is to certain groups, which I may somewhat classify in this book; yet in war, there is no victor. The jigsaw puzzle can be unraveled like the cat; they are aware and looking for the perfect economy of motion and gesture in the way to give their blows the greatest force with the least expenditure of effort. The Militant Groups from all indication are ready to give the insensitive federal government a good fight. They also realize that if they are to fall, they will do so with gallantry and ferocity, and not as cowards.

Although the Amnesty package was a welcome development on the negotiation and conflict resolution process of the federal government and all restive groups in the area; only if the right words are used, and from a standpoint, it is not clear if the government understands the common grounds for reconciliation. For the Amnesty truce to work, the both party must shoulder certain blames, and must take responsibility for atrocity perpetuate on the innocent and to the communities over time. Reasons why Asari Dokubo went haywire on the lukewarmness of the federal government to accept fault, and declare state of emergency on the region for immediate development as compensation for the age-long deprivation, genocide, environmental degradation and injustice; government should call up a genuine sovereign national conference in order to deliberate and reconcile all ethnic, economic and socio-politico bitterness. If this presidency is sincere enough, the gaps between the people of the region, the federal and proposal for development of the area can be closed. Both parties must sue for Peace and tranquility.

In militant camps today, agenda have been compromised things have fallen apart, reasons why the centres could not hold for this long. With Ateke tom, Soboma George, Soboma Johnson and co on my end; with Tom Polo, Henry Okah on the other end, while Asari Dokubo and others yet on another end could grieve the bitter horse wipe. While I may have had first hand information on situation as regard current activities in these camps with my very limited intelligent network, I have concurrently loss the motion and gesture for the actual master plan with the main zones of the intelligent reports. However subtle, it is necessitated by the available and limited resource and manpower. With the right finding, results are as ripe as a drop fruit from the tree top.

In my report, I am aware that these militants (more than 21%) have been exhausted in terms of resources, but not in manpower; still the 52% indulge in all known atrocity in the area, such as kidnapping and vandal have in all ramification both resources and manpower, with their major supports from multinationals corporations who are themselves cronies in this widespread international conspiracy, haven be cut temporary because of fervent observation and monitory of non-governmental agencies. While the 21% recognizes and appreciated their limits, there are things they can never do, talents they will never have, loft goals they will never reach; that hardly bothers them. As ferocious warriors they focus on what they have the strength that they do possess and that which they must use creatively; knowing when to slow down, to renew, to retrench and retreat, they outlaw their opponents. They play for the long-term, because by their establishment and oath, they respect the wishes and aspiration of the people which they represent and fight to death for.

There ware time when their calculation and strategies misfire; what had seem to them during the early years of Kaiama Declaration of 1999, the Ogoni Crisis genocide of 1992, the Ijaw/Itsekeri ethnic crisis of late 1990s, and IYC agitation of 2000 – 07, and other numerous campaign has ignite the beast of conflict across the Niger Delta region in relation fair share of resource control and development, a farce brokered between the region, the multinationals and the government. The Militant groups are aware that not everything can be foreseen, the master-strategist amongst them have known how to pick their battles carefully, along with their ability to know when and how to quit. This honor has preserved them till this day in their engagement militarily of the Federal government. Although there have been clamour of criminality perpetuated by them in the name of militancy and somewhat thwarted emancipation, their funding has been genuine even though Limited and Transparency International attested to this facts with regard to the UNO’s fireman policy.

The 21% may have agreed and concurred with this advocacy of warfare, they have controlled their pride and anger, despite the death toll in several communities within the region by the insensitive action of the joint task force (JTF), and the inhuman Arial bombing that have claimed more than 1,162 lives, displaced more than 2430 people and destroyed properties worth Millions of naira in the just concluded Gbaramatu saga. As servants and puppets of the conspirators both the federal, State/Local government and the JTF have done the dirty work of these blood-thirsty clowns called the bigwigs, or the “Blue Blood”. More to our surprises, almost 80% of the 52% criminals in the Niger-Delta have been infested with the “Share the National Cake syndrome” due to greed and selfish gains, 90% of the 21% have stick to their aims and objectives. They have not allowed anger and pride to overtake their powers of reason and limitedness; they have not fallen into bogus offers and irreparable traps because they certainly knew when to stop.

So far, fighting economically on both sides have built an angle of momentum. The Federal Government, Amnesty group, Transparency International and stakeholders should think of finding common ground for possible negotiation, thereby creating a perfect balance between what both groups are capable of and the task of economic development of the region. Since it is an internal insurgency network, the military should diverse a way of peaceful negotiation between the militants. Best of all, the perpetuators of this conflict, of which focal point is the multinationals and pillars of oil hegemony, should not shy away from the problem which they out of technical problems caused. Instead, they should establish a proper community relations and conflict management units. Expatriate should be trained in conflict management and community relation so as to equip them with ready knowledge of averting problems developed in communities by virtue of their explorative activities on the one hand, while the powers that be who have established their stronghold on the blood and sweat of innocent Niger Deltans should not be left out. Though the Stick may smoke, yet it will never be burnt. As urgent as possible, the FGN and stakeholders through their various Alternative Dispute Resolution (ADR) networks and departments should provide a better and lasting solution other than the Amnesty package to avert further distress in the region.

THE PSYCHOLOGY OF TRUCE

In our contemporary Nigerian society, we live in a culture that promotes democratic value of being fair to one and all, the importance of fitting to a group, and knowing how to cooperate with other people, and being able to resolve any types of conflict that may arise peacefully without war within or without is what guarantees peace. Let none at this mourning moment be over confidence, the losses at both side is immeasurable, and the federal government and every actor of this drama are incapacitated with economic resources. The innocent citizens, the militants and federal government through its blood-thirsty servants of doom (JTF) cannot be too overconfidence of victory.

By virtue of our national ethos, the actors were necessitate with ignorance and excesses, all the groups have involved in murder and any civilized society, these groups should be sued and tried for war crime. There is no such action as protecting internal and external security can make for the lives of the innocent who have died for the unconstitutional excesses of the government and militant. Whatever the prime motives and agitation, the death toll has ruled out any genuine index of success; neither will it make anyone go far. We should be aware that the pull of emotion is inevitable, to notice it when it is happening, and to compensate for it when there is time.

The result toward peace and conflict management is that, in all its primordial process, which in turn is galvanized in stages, it requires prospective dichotomy of interest that may arose the resource control discourse, the heart of which pervades our Federal uniqueness. Peace is a process, and if we must end conflict and crisis, both religiously motivated and ethnically or socio-politically initiated, negotiation, intervention and identification paradigm should be put into play in our contemporary Nigeria especially in the Niger Delta region, North Central and Middle Belt of Nigeria; the causes of conflicts are deep rooted. Ideally the only solution to averting future recurrence and predominant crisis is through rigorous applications of the peace process paradigm (PPP – P3).

Although scholars of non-violence and clinical mediation have stipulates in their peace process model, that the only stages of identifying the causes of conflict is through Community’s Negotiation and Resolution Engagement (CNRE). Even though it was used before Gandhi, Martin Luther King Jr. and Many others, in my several papers and publication, it is evident that P3 and CNRE when appropriately applied will produce far yielding results in conflict management. The Federal Government of Nigeria (FGN) is pious with several proposals by scholars on peace and conflict management, yet in addition to this, it can make use of numerous academic yet empirical landmarks. While it is impossible to avail ourselves with general situation of a conflict, we end up losing our hold on reality and reflecting on solution. This is certainly because we have not reflected back ward on the root cause of the conflicts or Schism; we have only dwell in daydream of short-term solution.

In other online articles and papers on the P3 and CNRE it was made clear that Africa union (AU) is only playing the gimmick, and consequent on the fact that the initial goals of the AU in its outlined articles is on two major agenda:-

o Promoting Africa’s peace/unity and

o Economic development in its entire ramification.

It is imperative to note that the AU is yet to fulfill its pristine objectives; and it has also failed to copy the progress made by ECOWAS in reaching an Africancentric Peace Process (APP). I therefore wonder if the AU has brokered any peace process so far, since its inception.

RECONSTITUTING VIABLE SUSTANABLE DEVELOPMENT

In the just concluded economic summit in calabar, organized by the south-south governors and the federal government in lieu of looking into some major MDG plans. From the scheme of things, in a paper delivered to the Institute of Conflict resolution and community development; a theme formulate as an approach to curb the rhetoric family with sabotage, by engaging the youths and the economically challenge. It is in this conception that The “Nigerian Youth Initiative forum” was born. Although still in its sketch-board, yet with proper implementations in line with the sustainable development target; any government can sue for peace and development in host communities, both in the Niger-Delta oil and gas sabotaged zones, and the religiously aggrieved people. In my theories as articulated, it will go a long way in answering questions of utmost economic viability. With regard to the master plan, the application of the theory will only see the light of the day if its mission statement is respected.

However, as I advanced in the NYIF mission statement towards corporate implementation and the preliminary interpretation of the 7+2 point Agenda, it is imperative that the Nigerian youth initiative forum (NYIF) if properly galvanized by the right power politics will not only nearly 76% youth converted and motivated crisis, but the sum-total of peace in the region. The NYIF has designed a model for the proper execution of the 7+2 point agenda of the Yar ‘Adua/Jonathan administration in the rural levels. As a non-profit establishment, its goal therefore should be, to collaborate with other donors, such as the NDDC, NAPEEP & state/local government in reaching its maximum goals as entertained in this administration’s mission statement.

This organization is a major citadel in my master plan and efforts to address some of the seven point Agenda which hinders the youth and the general capacity to major players in the economic development of the marginalized Niger-Delta and the religiously troubled Northern Nigeria.

In the NYIF mission statement, I have laid out in clear and concrete terms the NYIF vision of providing opportunities for the youths of Niger-Delta to access economic fortunes through micro-finance, cooperative ventures, business and commercial activities. The mission of the NYIF will be to create the enabling environment and provide the necessary support to a large percentage of the Niger-Delta of our population, especially the youths and women groups, to be engaged in productive economic activities for the good of all. This is in line with stake holder’s drive towards addressing the marginalization and economic, socio-political and psychological disparity over time; both in the insurgent and economically deprived oil rich Niger-Delta.

The following are some of the objectives of the NYIF is properly implemented and given the necessary attention, which is needed in any developing society of today. And these objectives and visions as I have articulated towards the successes of NYIF, and they includes but not limited to:

– The economic emancipation and the empowerment of our youth, women (especially the widow) and the economically challenged groups through skill acquisition for various trades and ventures.

– The establishment of an ICT (information technology centre) to improve the ICT knowledge of rural and urban dwellers, towards accessory opportunities locally and internationally.

– The creation of a business environment and economic culture which will address the absence of entrepreneurial know-how among the youths

– To stimulate the creative imaginations, talent and curiosity of our youth in the pursuit for development and excellence.

– To promote self-reliance, particularly among our youth and women, thereby eliminating idleness with its attendant vices.

– To enhance the socio-economic status of our local people.

Recently, from my intelligent report Niger-Delta states, urban centres, and local governments have been engendered by the resource which has been lavishly kept in the dark for too long, with explosive mobilization of NYIF peace process and the proliferation of sustainable development paradigm. The group or any other groups for that matter must have to come up with articulate models; which should be of economic and political values, and the network coverage area cannot be undermined – it is part of the success stories that state governments and the FGN may adopt in their political card’s scoring techniques. It is based primarily on the premise that the already processed model will for the first time be experimented in line with the rational behind the statistical work ability of the model.

In the pursuit of the above objectives, the NYIF has established a ‘Targeted Economic empowerment and Sustainability framework,’ under which the overall objectives will be realizable. This was created in view of streamlining all activities designed for implementation under the programmer. The targeted economic empowerment and sustainability framework (TEESF) is structured into three operational branch of the NYIF, namely,

Bureau for skills acquisition, Bureau on business development, Bureau for Small and Medium scale; and they have been so named “Bureau” for convenient usage.

BUREAU FOR SKILLS ACQUISITION

The framework for the realization and implementation of the proposed bureau in the social term will be dialogued in the context of the overall NYIF communities’ sustainable development agenda. However this bureau shall be responsible for the training of various categories of unskilled and semi-skilled youths and women for self-employment, as well as retooling and educating them for specific needs of the manpower market.

Studies carried out in this model indicated that business often located or expanded wear cluster (similar business, input supplies, customer base, etc) vertically increase economic growth, this is impossible without overall empowerment process. From previous studies it has shown that a targeted economic development often lead to more effective use of scarce local and community resources. These facts present a targeted approach to local economic growth index, leading to efforts of several potential data/information sources. An economy is composed of all the households and businesses within the community space and their numerous functions, interactions, and change through time, as expressed in the holistic psyche of any existing society, Niger-Delta state inclusive.

In view of this bureau, the group will be able to work/partner with other NGOs to implement the proper sensitization of the frame work within the ambit of the group master plan. There is already a cooked prerequisite model above board, while there is need to also work with government’s existing models is already in place, as group must concurs with the philosophy of the seven point Agenda of the present administration.

BUREAU ON BUSINESS DEVELOPMENT

If sustainable development truly evolved from a specific planning of today and tomorrow in order to meet the required challenges, goals and the benefit of social economic and political awareness. Then with the concretization agenda of the bureau, a balance will be reached between people with various economic states and in all level of the society in the utilization of the amenities and scarce resources. From previous studies it was discovered that such dimension centers on the ecological and cultural trends of the people. For any development to be called sustainable it must contain the perspective transformation of the general solution of Ecology, culture and local natures; this is incomplete without the participation of all stakeholders in the process.

In practice, the bureau will sever as the storehouse for business ideas. It will offer guidance and consultancy services for business development. In essence, this bureau will teach our women and youths the arts of starting and succeeding in business.

BUREAU ON SMALL AND MEDIUM ENTERPRISES

The Niger-Delta labour market is at the moment undergoing a shift towards a pattern that reflects a more contingent employment economy. Vocational rehabilitation service providers are gradually reconsidering their current practices and strategies which are in tune with emerging trends. Consequently, most global economies of today are marked by an interrelated environmental and developmental crisis in their overall economic trends, as such; Niger-Delta states government, philanthropist and stakeholders should articulate models to deal with community issues. Some of these crises are rooted in the structural dynamics of an economic model which is centered on profit rather than the promotion of the welfare of communities.

In line with the above enumerated discourse, the bureau will provide a platform for accessing capital to promising business and commercial initiatives to establish small and medium scale ventures. It is envisaged however that micro finance banks, committees on loans (philanthropy), corporate civic responsibility by multi-national companies and private/corporate/NGO bodies shall play a crucial role in the realization of the objectives of the NYIF as they shall be confronted for partnership. Various models of developments are particularly manifested in local content to considerably alleviate poverty; this is also a condition for the NYIF’S community development paradigms.

POVERTY STRICKEN DYNAMICS

Due to the long periods of marginalization in the derivation formula, the states of Niger Delta are comprises of civil servants, and medium scale enterprises in scarce levels and location of business. The situation has developed over time without solution to community ills, such as community people oriented policies and programs. The better part of the work of the various bureaus that has been structured by the Executive of the NYIF in line with the Niger Delta Agenda (NDA) is to curb poverty, illiteracy and social ignorance. In the past, the above is resultant and often led to destructive consequences, poverty, diseases, and deforestation. Akwa-Ibom, Rivers, and Cross-River states are a reflection of the aforesaid consequences, as seen in the use of citizens are house boys and girls and other forms of economic deprivation of its citizens.

At the moment, there is a great disparity in wealth, which must be balanced at all cost through sustainable development in various local governments and communities across the states of the country, of which emergency situation on the Niger-Delta region, the core western and eastern (Erosion driven) and the north central of Nigeria, should urgently be put into consideration. So far, the social, cultural, political and economic injustice as a result of corruption of public offices office holders, politically elected representatives, is eating deep into the viable sustainable development pattern especially in the deprived and aggrieved Niger-Delta State, which has indeed forced her youth to idleness and militancy.

By comparison, more than 62% of the funds allocated to the state are consumed by 38% of the population, vis-à-vis while 62% of local environmental degradation is created by the same 38%, at which point the power and resources is also increasing the concentration of wealth within richest 38%, which amounts to a handful of civil servants and public offer holders. The recurrent imbalances also give rise to the Niger-Delta communities. Two communities in Akwa-Ibom was used by the group, is a case study for the realization of the models already developed so far.

On partnership with both states, local governments, etc in private individuals, NGOs, multi-national/indigenous companies etc in carryout these land able model. We intend to commence by introduce by establishing an economic empowerment programme immediately, which shall flag-off a series of skills sensitization workshops, semi-skilled and economically challenge youths across the approval by donor bodies and agencies, mainly of artisans, primary and secondary school leavers and the physically challenged, whose creativity and productive potentials to be harnessed and upgraded. Likewise, the refugees from Somali etc. that litters the streets of major towns across the regions will not be left out.

DEVELOPMENT CYCLE

The NYIF on sustainable development has with in the time frame developed a characterized effect of emergency procedural effect of developing the Niger-Delta region and timed youths and women respectively, the specialized process can delay the creation of a community economic development plan.

With the evolving of the NYIF into the scheme of things, a structured analysis is necessary for communities to realize their useful economic potentials. Such analysis is useful for examining the economic make up of area and how those areas respond to internal and extends trends. Community development is reliant on competent internal leaders in the accomplishment of set objectives and how it can minimize obstacles poised by external bureaucratic agencies. The NYIF is ready to engage community leaders, heads and chiefs in the overall actualization of our set goals. We are also aware of the facts that effective and articulate leadership structure will encourage community members to identify with recurrent local sustainable development agenda, and hence take necessary steps in ameliorating their situation. NYIF through its bureau help in training youth in certain leadership courses bodies, NGOs, multinational companies etc in community leadership structure.

Therefore through this orientation and leadership training exercise, an economic analysis of Niger-Delta communities, coupled with strategies development plants providing the framework to combat common local issues such as are enshrined in the orbit of the community development framework (CDF).

DEVELOPMENTS STAGES

As a bid to answer some of the militating economic issues, the group in future partnership with NGOs, government bodies have, with clear hopes underscore some of the vital steps to be followed in solving the ills of sustainable development.

SUSTAINABLE CONTINUTY

With the urgency to transform the youth of the Niger-delta communities under the aegis of The National Youth Initiative Forum (NYIF) – a youth enterprenurerial organization, through it ideologies has suggested the need for groups to make initial decision in revamping our national federal pledges, so as to secure the nation’s hero’s past. Among the agenda is to build a community strategy and help to galvanize the awareness necessary for youth centered sustainable growth. At this point, the communities will have to decide if benefits of such process are worth the effort before implementation. NGOs, as well as NAPEP could be contracted to partner in their advisory and technical capacity of the project.

ENGAGEMENT RULE MODEL

Plans are not if a handful of individuals are involved. Broad community support is critical, and wider the range of participation, the greater the talent pool available. Such may, plus or minus involve the public sector group- civil society, private sector representation, volunteer organization etc, should be encouraged to participate. Such models, was first introduced in macrocosm by the group through the sharing of eye-glasses area of Akwa-Ibom, an LGA in the Niger Delta region.

PROVISION OF INCENTIVE TO PARTICIPATING YOUTH AND WOMEN

Participation in any event either for personal or collective development is of consideration, people tends to participate in event that more rewarding, both in principal and in practice than those of little significant which are usually long-term Kurt lumen (1980). In support of this view, the government and NYIF through a committee should also approve the payment of stipends to all participations during the training exercise.

This will cause ten major trends which includes.

– Create increased participation in the exercise by youths and women across the region thereby reducing to it’s barest minimum, idleness, youth militancy, prostitution and empowerment initiatives.

– Help launder the success stories across the nation and globally, thereby increasing investment and economic development of the regions by indigenous and non-indigenous investors.

– It enhances peace and unity in the region.

– It will enhance rural-urban transformation and lead, to successive urban decoration.

– It creates and generates even distribution of wealth and the use of scarce resources.

– It boosts the entrepreneurial viability of the youths and women towards self-reliance and independence.

– It helps in the building up of new cultural and ecological development, as perception of participants towards marginalization, conflicts, militancy, deprivation would have be reduce to the lowest degeneration of the word. Youth and women beneficiary at the end of the day, haven successfully graduated from the institute, will be equipped with vast entrepreneurial skills, sent-off grants and the use of micro-finance loans will enable them engage in meaning employment.

– It reduces government work load and enhances the number of fax payers, hence a booming economy as everybody will be a co-participant in the government of the day.

– It reduces poverty as well as creates wealth and self-reliance.

– It boosts the overall standard of living.

– On successful completion of the training programme, participants will be assisted with take -off grants and would be encouraged to access loans form selected state micro-finances.

Exit mobile version