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Month: June 2018

Five New Area Superintendents Appointed to the San Diego Schools

Posted on June 26, 2018 in Uncategorized

In June 2006, Superintendent Carl Cohn appointed five new area superintendents for the San Diego Schools.

Each new area superintendent will be an advocate for the schools under them, as well as the communities for these schools. They will be empowered to ensure that the San Diego Schools have a fully enriched and competitive curriculum that recognizes the importance of the educational basics, as well as the nearly forgotten art, music and physical education programs. They will be responsible for expanding in their partnerships between parents, the community, businesses and higher education. Each student is to be ensured as smooth a transition as possible for students and parents, especially in the early years.

These five appointments complete key staffing of top leadership positions in the San Diego Schools. Each of the five areas within the schools in San Diego will include up to 25 elementary schools and their nearby middle schools.

The new area one superintendent is Carol Barry. She earned an MA inn school administration from Azusa Pacific University and a BA in liberal studies from San Diego State University. Before her appointment, Barry served as acting assistant superintendent for the San Diego. Previously, she was the principal at several San Diego Schools.

The area two superintendent is Dr. Hye Jung (Chelsea) Kang-Smith. Kang-Smith holds an Ed.D. from the University of Southern California, MS in education from California State University Fullerton, and her BS in biology from the University of California Irvine. Kang-Smith came to the San Diego Schools in 2005, where she first served as principal in Anaheim Union High School District and most recently as assistant superintendent.

Dr. Richard Cansdale is the area three superintendent. He holds an Ed.D. in educational leadership from the United States International University, an Ed.S. from Point Loma Nazarene University, an MA in education of exceptional children from San Francisco University, and a BA in elementary education from the University of Nevada at Reno. Previously, Cansdale was the principal at Cherokee Point Elementary School in the San Diego Schools.

The area four superintendent is Vincent Matthews, who was a 2006 fellow of the Broad Superintendent’s Academy. He earned an MA in educational administration and a BA in elementary education from San Francisco State University. Before his appointment, Matthews was an educator in residence for the NewSchools Venture Fund in San Francisco. Prior to that, he was an advisor to 35 charter schools that serves approximately 9,000 low-income students.

Dr. Delfino Aleman, Jr. is the area five superintendent. He holds a Ph.D. in educational administration from the University of Texas at Austin, an MA in education from Texas Women’s University, and a BA in theology from Howard Payne University in Brownwood, Texas. Aleman, who is proficient in Spanish, was the associate superintendent for teaching and learning at the Isaac School District in Phoenix, Arizona. Previously, he served as director of policies, procedures and public information in the San Antonio Independent School District.

In addition to these five new appointments, the schools filled three other positions through recent appointments.

Dorothy Harper is the new associate superintendent for parent, community and student engagement. Harper earned her MA in education from Memphis State University and bachelor’s degree in biology from Dillard University. Her experience includes vice president of development for the Newton Learning Supplemental Education Services, as well as area superintendent, assistant superintendent, and deputy superintendent at the Long Beach Unified School District. In her new position, Harper will work to establish a comprehensive, consolidated system of support that will engage parents, the community, and students within the San Diego Schools.

Arun Ramanathan, an advanced doctoral fellow at Harvard, is the new executive director for governmental relations. He earned an MA in special education and elementary education from Boston College, and a BA in government from Dartmouth. Prior to his appointment, Ramanathan was research director for the Los Angeles Unified School District. He will serve as an advocate for the San Diego Schools to state legislators on issues and laws affecting the school district.

Dr. Kyo Yamashiro is the San Diego Schools’ new director of school management. She holds a Ph.D. from UCLA, which she received in June of 2006 as a top doctoral candidate. She earned an MA in administration and policy analysis and a BA in English literature from Stanford University. Prior to her appointment, she was a research and evaluation consultant for the Long Beach Unified School District. In her new position, Yamashiro works with the School Choice programs, including charter schools, No Child Left Behind program improvement, and enrollment options program — magnet schools and voluntary ethnic enrollment programs (VEEP) are included.

These appointments excite the San Diego Schools. All will serve well the more than 132,000 students in the San Diego Schools, the second largest school district in California. With more than 216 educational facilities, these talented and motivated appointees will be a plus for the district.

Project – The 2 Minute Guide – Why You Need to Know The 3 Degree Rule, Plus 10 Project Killers

Posted on June 20, 2018 in Uncategorized

Project – What you must know

There are 10 project killers and 8 essentials to master in this real life look at project work. Almost anything can be turned into a successful project, for example something as ordinary as to how to keep your room well organised for homework through to how to be the greatest football player.

It is not the extraordinary things we do that sets us apart but the ordinary things done extra-ordinarily well that make a real impact. There are still over 1.3m hits on the internet a year on the famous school project title of ‘Pay It Forward’, so whether you are ‘Learner’ or ‘Earner’ you should extract some useful nuggets which you can weave into your life and stack the odds in your favour.

Commitment

Imagine being one of the first ever aviators. Not only did you probably build the aircraft, you are now going to take your life in your hands and fly it too! if you have never considered the necessity of understanding the subtle difference between involvement and commitment, now is probably a good time to reflect. Take the time to have a McDonalds or a cafe breakfast and tuck into a hearty bacon and egg sandwich and a hot mug of tea, and just before you take your first mouthful of your bacon and egg sandwich ask yourself “what has the pig got that the hen lacks” Well the pig is in your sandwich and the hen isn’t, so I guess you won’t get much more commitment than that. The hen is involved and is of course welcome to an opinion, the pig however does not have that luxury any more he has become the fact.

Discernment

There is a big difference between fact and truth. A fact is a result and devoid of all emotion, truth however is subjective and alive with emotions When you start a project you are the filling in the middle, many others can be involved but you are the fact, and so are your other team members. Being part of any project, whether it is the school play, or the run into a big match, or exams, remember this one thing “your opinion will kill any project stone dead”. Opinions are frequently laced with a lethal cocktail of emotions and that is what will torpedo your project because it evokes attitudes which will derail the purpose.

Do what is next

We can all have theories on what will fly and what won’t but until you get it airborne it is worthless. People who are committed need to be mentally structured for success, attitude is the key. Projects are always brimming full of ideas, desires, requirements and intentions. Just stop for a second and work out a journey plan. To do this you need an objective, a time frame, knowledge and resource or in other words what do you want, when do you want it and what needs to be done to do it? This applies to every project and is fundamental to the outcome.

Practice attitude

You will create either an ordinary outcome or an “Extra” ordinary outcome by getting one thing right – your attitude. Anyone can fly, become a football hero, save lives, be the leader of their nation, they just need the right attitude. Landing a plane requires practice to achieve the right attitude. If you are in charge you can’t back out, lean on others or order them, without warning, to sort out your mess. You need to practice because the first essential is confidence and like riding a bike, it is better done in a controlled environment and not in Piccadilly Circus for the first attempt. School is that controlled environment, practice is the job. Skills in leadership are what come out of knowing the route so well you can safely take others along it too. In a project you must assemble this information factually and quickly and often for the first time, so being clear on the project objective is essential otherwise you will climb the wrong mountain.

The Three Degree Rule

The 3 degree rule states that your angle of approach (to the runway ) must be three degrees. Too low and you bury the nose and too high you plant the tail plane. In project terms this simply means a determination to see the task through and make a job of it, always bearing in mind you will have plenty of self opinionated hens to deal with but any worthwhile use of your time will make you a better person for the experience. So the 3 degree rule is ‘adopt the right attitude ‘ which is the first thing you want if you are to succeed with the project. Below are some examples of the sorts of things that have to be dealt with in an engineering project relative to building new factories and warehouses.

Material Handling Equipment and Storage Systems Projects

With over 35 years experience in the Material Handling Equipment and Storage Systems Industry, I list below 10 of the main ‘Project Killers’ to be avoided or sorted so that your project is finished on time and within budget. Let me help you to avoid some of the most common pitfalls when starting a project.

10 Project Killers

  1. Foundations
  2. Environmental issues
  3. Traffic
  4. Permissions
  5. Use
  6. Regulation Contradictions
  7. Services
  8. Neighbours
  9. Over Ambitious Scheduling
  10. Co-ordination

Applicable applications:-

  • New Buildings Steel Framed
  • Warehousing
  • Conveyors
  • Mezzanine Floors
  • Racking and Shelving Systems
  • Material Handling Projects
  • Equipment Design
  • Fitting Out and Servicing
  • Ground Works Co-ordination
  • Planning Applications
  • Building Regulations
  • Health and Safety

4 Reasons to Choose Professional Project Management:-

  • The net asset value of their work should outperform cost.
  • Good budget control.
  • Problem Solving.
  • Contacts and Resources.

8 Essentials of Project Management

  1. Knowledge is power: The No. 1 Skill – For small project work your project manager must have exceptional general knowledge and contacts, otherwise he or she will be incapable of responding to your needs or recognising serious problems before they start. Literally millions of pounds are saved as a result of these core attributes.
  2. Look for some Grey Hair: Flair for the job is important but so is someone with long service, experience, and many successfully concluded projects. A family history in engineering is often a good sign with hundreds of trusted contacts which consist of trusted supply sources and manufacturing facilities and no learning curve.
  3. Improvisation: Creativity – Catalogues are useful, good product literature is always helpful, but improvisation is a mandatory skill much valued in all project situations. The fewer borders or boundaries to solving key problems the better. If your solution is not there you have to be able to design or develop one, test it and supply it, ready to use or move into.
  4. The Law is the Law: Understanding statutory rules and obligations, most of which are implemented at the insistence of engineers in the first place, is an essential qualification for any project management partner.
  5. Resources, who you know not what you know: Patent agents, local authorities, planning officials, building control engineers, chartered surveyors, funding experts and many other specialists such as design engineers, equipment specialists, warehouse experts, geo-technical engineers, consulting engineers, environmental engineers and other professionals have to be expertly guided on to the exact project tasks to avoid hours of case study work and tens of thousands of pounds trying to recruit the specialist required. If you don’t know this then find someone who does.
  6. Expect the unexpected and plan for it; How? Budget! 50% for a novice, 25% of a new build where you are going to handle some aspects (because you will change your mind), 15% for managed works and 5% if this is the 50th identical time you have done it. I have never been involved in an industrial project where the ten killers were neutralised first time or fully understood by the people for whom the instructions were being carried out. Projects led by non-technical managers or who lack the team skills face shortfalls and learning curves which produce unbudgeted costs. Seek out and detect the project killers. The above 10 are an abridged version of a list ten times longer, so make provision for them.
  7. Time: Cannot be retrospectively purchased at any price, so avoid liquidated damages, penalty clauses and setting silly deadlines, spend a long time planning and a short time building – never the other way round, unless you have a magic delete button that puts money back into your bank account after the wrong goods turn up on site!
  8. Qualifications – By experience or by academic achievement. Avoid learning curves, they always carry a price tag.

What is Civil Air Patrol?

Posted on June 12, 2018 in Uncategorized

How Big Is Civil Air Patrol?

Civil Air Patrol Operates The Largest Fleet of Single-Engine Aircraft in The U.S.

More than 150,000 citizens who were concerned about the defense of America’s coastline petitioned The U.S. government to organize a volunteer coastal patrol. Just one week before the December 1941 Japanese attack on Pearl Harbor, Civil Air Patrol (CAP) was founded.

Originally CAP was placed under the jurisdiction of the Army Air Forces,and during WWII CAP pilots flew more than one-half million hours, were credited with sinking two enemy submarines and rescued hundreds of crash survivors during wartime.

On July 1, 1946, President Harry Truman established CAP as a federally chartered benevolent civilian corporation, and Congress passed Public Law 557 on May 26, 1948, making CAP the auxiliary of the new U.S. Air Force. CAP was charged with three primary missions: aerospace education, cadet programs and emergency services.

When domestic aircraft fail to reach their destination… it’s CAP to the rescue.

During 2008 CAP members were credited with saving 91 lives

Today CAP consists of 52 wings (all 50 states, D.C and Puerto Rico). The country is divided into eight geographic regions. -CAP includes approximately 1,600 units nationwide -Currently has over 53,000 members -Operates one of the largest fleets of single-engine piston aircraft in the world, with 550 currently in the fleet -Flies, through volunteer members, nearly 110,000 hours each year and it maintains a fleet of 1,000 emergency services vehicles for training and mission support. When domestic aircraft fail to reach their destination… it’s CAP to the rescue. During 2008 CAP members were credited with saving 91 lives The Air Force Rescue Coordination Center assigns more than 90% of its inland search and rescue missions to CAP. This includes missing or overdue aircraft, emergency location transmitter signals and missing persons.

CAP senior members and cadets are authorized to wear uniforms and insignias similar to those worn by U.S. Air Force personnel. Senior members provide their own uniforms, while cadet uniforms are supplied at no cost by CAP.

CAP participates in disaster relief missions by supplying ground teams and aerial surveillance. Its involvement with Homeland Security has increased significantly and CAP aircraft are used for aerial surveillance during counter drug missions.

Many of our citizens recall that day of the terrorist attacks as, “A day that will live in infamy.” On September 11, 2001, when the truth of what had happened became apparent, the FAA ordered all domestic aircraft currently airborne to land at the nearest airport. In a short time silence ruled the skies. But then the sound of a single engine, four-seat, red, white and blue Cessna broke the silence above the site where the Twin Towers of the World Trade Center once stood. This CAP aircraft provided the world with the first aerial photographs of the devastation below.

CAP’s part in Homeland Security began during WWII when CAP aircrews not only sank and damaged a number of Nazi submarines, they towed targets through the skies providing aerial gunnery practice for the nation’s military pilots.

Today CAP continues Homeland Security service to our nation by flying into No-Fly-Zones and Temporary Flight Restricted areas providing real-time moving targets for intercept missions by military aircraft.

When a hurricane moves ashore, CAP ground teams move into stricken areas to assist in evacuation of survivors, fill sandbags, provide radio communications when the phone lines are down and whatever else needs to be done. When the clouds blow away, CAP aircraft are airborne taking aerial photos of the destruction and sending them via satellite to ground stations and local emergency management officials.

CAP pilots are among the best trained…

CAP members maintain peak proficiency by regular training missions that simulate the worst possible scenarios. Pilots are required to undergo an annual flight review with CAP check pilots. Civilian pilots are required to do this every two years. CAP cadets are eligible to apply for the National Flight Academy, where they can qualify to fly CAP aircraft. Ground teams train during Search and Rescue Exercises (SAREXs). They learn map reading, radio direction finding and air to ground communications.

Mentoring the cadets is an important function of CAP. Great things happen when these young people see a need and then fill it. For example, Cadet Kyle Zobel, a member of the Raleigh-Wake Composite Squadron, which is based at the Raleigh-Durham International Airport, wanted to see his high school sponsor a cadet squadron. The Southeast Raleigh Magnet High School had an active leadership program and was looking to expand it with more hands-on programs. Zobel collected facts and figures that chronicled CAP’s achievements and he took his proposal to school authorities. Ms. Bridget Bryant, coordinator of the leadership program, stepped up and assisted Zobel in his quest. Bryant’s dedication to the project was evident when she applied for CAP membership. The Bulldog CAP Squadron is the first to be sponsored by the North Carolina public school system.

It was a distinct privilege for the author to attend the ceremony when NC Wing Commander, Col. Roy Douglass presented the squadron its charter.In a gymnasium packed with students, families and friends, The Southeast Raleigh Magnet High School Cadet Squadron became a reality, and as the word spreads throughout the school, membership continues to grow.

CAP Isn’t Just For Pilots

Ordinary people doing extraordinary things.

CAP isn’t all about flying airplanes. While many CAP members are aviation enthusiasts, a host of other specialties are needed. CAP maintains a nationwide network of Very High Frequency (VHF) repeaters and High Frequency (HF) long range communications system. Administrative, Personal Development, Finance, Safety, Legal, Medical, Chaplain Service, Drug Demand Reduction are just a few of the specialties available.

Senior members may join at age 18. There is NO mandatory retirement age. CAP boasts many highly skilled pilots who are beyond the age for receiving Social Security benefits. The age for cadets is 12-18, but a cadet may elect to remain a member as a cadet until age 21.

FBI criminal background checks are required for senior members. Seniors enter CAP with no rank but after completing the Level One and Cadet Protection Training they may be promoted to 2nd. Lieutenant. The top grade for seniors is Lt. Colonel. Members receive promotions, just as they do in the military, they earn them. Wing Commanders receive the rank of Colonel when serving in that position. The highest rank in CAP is Major General. This rank is reserved for the CAP National Commander. Maj. Gen. Amy Courter is currently serving in this position. Yes, that’s right–there is no Glass Ceiling for women in CAP.

Cadets working through the training programs learn discipline, leadership and are immersed in aerospace education. Cadets attaining officer rank are eligible for many scholarship opportunities. Former CAP cadets are currently enrolled in the nation’s military academies. Nearly 10% of the freshman class at the U.S. Air Force Academy each year are CAP Cadets.

The Commander of the most recent Space Shuttle Mission was Eric Boe, a former CAP Cadet.

This great nation wouldn’t be so great if ordinary people stopped devoting their extra time to volunteer their talents to something worthwhile. The typical CAP squadron will have doctors, lawyers, office workers, computer specialists, truck drivers, factory workers, sales persons, fast food workers, you name it–we have it. We all joined at the senior level of membership, but…the sky is the limit!

Civil Air Patrol is a collection of ordinary people doing extraordinary things.

Civil Air Patrol: Citizens Serving Communities… Above and Beyond

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