Animo Leadership Charter High School

Animo Leadership Charter High School

Leadership By Example

Posted on July 27, 2018 in Uncategorized

Danny came out of the interview room after attending a long meeting. For Danny, it was an altogether different experience, an experience that has virtually changed his perception about an interview process, an experience to know and understand how successful leader operates, an experience to understand why some people become highly successful as a leader and most importantly why successful leaders does the things differently, not the different things.

In his last ten years of complex industry experience, Danny has attended several job interview with top class MNC’s/fortune five hundred companies for senior and top management positions. However he has never developed such an unique experience as he has developed today.

In fact Danny has applied for the position of Vice President-Corporate Planning in this company few weeks back through a headhunter. Because of the same he has received an interview call and he appeared for the same today. This company is happened to be a 8 Billion dollar cash rich fortune five hundred business conglomerate having significant presence in the international market. The ownership of the company is primarily a family managed, though the new 34 year young CEO having Chartered Accountancy background is making a serious attempt to inject top class young professional into the system. Since he took over the company as CEO, quite a few new young faces joined this company in the middle and top management cadre. The new CEO strongly believes that to sustain, the steady growth in the fast changing marketplace, management will have to change its philosophy from a family managed company to a professionally managed one. Young highly qualified professional will have to be given responsibility of the company very soon. Therefore during the next few years, this company will definitely undergo massive transformation.

As per the schedule, Danny came for the interview at 9.45 a.m. morning. Exactly at 10.00 a.m. he was called for the meeting. There were three executives available in the meeting room, the CEO of the group, Executive Director and the Group Director-Human Resources. to start the interview process, the CEO of the company switched off his mobile phone, arranged few glasses of drinking water and instructed his secretary not to allow anybody or any interruption into the room till this meeting is over. As next step, the CEO involved Danny in few minutes of casual conversation to make him psychologically comfortable with the new group. Once he found that, Danny is comfortable enough with the environment, CEO started the real interview. However it was completely an unconventional approach. CEO started asking questions related to Danny’s childhood, his primary education, life outside school curriculum and similar other memories. He was primarily interested to know Danny’s childhood life beyond schooling.

Subsequently, Danny was asked questions related to his secondary education experience, kind of support Danny has received from his family, his friend circle in and out of school, good and bad experience with them and similar other memories. Similar process CEO has carried out to know Danny’s experience during Post Graduate studies, early stages of employment and life beyond corporate environment. Initially Danny became quite surprised to see the way interview was conducted, though he was enjoying the process a lot. But very soon Danny realized that it was a conscious attempt to know how his individual value system developed and matured over the period of time, what is the professional ethics and moral value systems Danny appreciates as an individual and why? What are the different dimensions of Danny’s character? What are his Passion? What are the thing excites Danny as an individual and why? What is the purpose of his life? What is his definition of achievement, success and excellence? What are that factor drives Danny moving beyond his day-to-day life? etc. This interview continued for two hours 45 minutes. During this period, Danny spent hardly 10-15 minutes answering questions related to his Job content. Rest of the period he spent in discussing his personality factor as an individual. Therefore the focus of the meeting was completely on understanding the person as an individual.

Danny has also noticed that the CEO has gone through each details of his profile in advance, well prepared and highly disciplined. He conducted the entire meeting in a highly systematic and sequential approach. Moreover instant impressions were not at all developed on any issue about Danny. The CEO went into the depth of each issue thoroughly, collected sufficient data and evidence and most importantly he physically documented all the vital information gave by Danny in a well structured notebook instantly, which is a rare observation Danny made in the today’s fast changing corporate sector. His approach was extremely passionate on learning about people, anxious to know the person as an individual rather than grilling or evaluating the candidate. At the end of the meeting Danny is extremely confident that he has never shared as much information about him to anyone in his past that he has shared here today. He has learned so many things from this interaction, which he could not learn even from his past ten years of professional career.

In his past, Danny has seen many corporate executives talking about best practices, but today he met with a person who has demonstrated best practices at the operational level. Danny is fully persuaded that irrespective of his selection into the company, this CEO has passionately converted him into a lives long ambassador for his company. From now onwards wherever Danny goes, he will admire and appreciate this company and its leadership to the external world for their un-compromised passion for perfection. This is an amazing experience Danny would love to remember for rest of his life.

In his past, Danny has seen many corporate leaders and top executives giving presentation on leadership, on people etc in national and international forums. But today he met a CEO who never spelt that people are the most important asset to him, but he has demonstrated the same through his passion, through his action and commitment. Danny finds that in today’s highly competitive marketplace, all leading companies are investing heavily on building employer brand in the job market. But an experience developed by Danny during the interview today remains a classic example of building an ideal employer brand in the highly competitive fast moving job market. Danny believes that if companies can develop many more such ambassador through their everyday action, a very good image and employer brand can be developed in the job market. But for this to happen, right leadership is a must. A leadership that has the courage of conviction, an un-compromised passion for best practices, an ability to lead by example, and most importantly an ability to redefine the rule of best practices and Danny is proud to say that he has met such a leader today.

The History of Long Island MacArthur Airport

Posted on July 19, 2018 in Uncategorized

Introduction

Long Island MacArthur Airport, located on 1,310 acres in Suffolk County, is the region’s only commercial service facility which has, for most of its existence, struggled with identity and purpose.

Its second–and oval-shaped–50,000 square-foot passenger terminal, opened in 1966 and sporting two opposing, ramp-accessing gates, had exuded a small, hometown atmosphere-so much so, in fact, that scenes from the original Out-of-Towners movie had been filmed in it.

Its subsequent expansion, resulting in a one thousand percent increase in passenger terminal area and some two million annual passengers, had been sporadic and cyclic, characterized by new airline establishment which had always sparked a sequence of passenger attraction, new nonstop route implementation, and additional carriers, before declining conditions had initiated a reverse trend. During cycle peaks, check-in, gate, and ramp space had been at a premium, while during troughs, a pin drop could be heard on the terminal floor.

Its Catch-22 struggle had always entailed the circular argument of carriers reluctant to provide service to the airport because of a lack of passengers and passengers reluctant to use the airport because of a lack of service.

This, in essence, is the force which shaped its seven-decade history. And this, in essence, is Long Island MacArthur Airport’s story.

1. Origins

The 1938 Civil Aeronautics Act, under Section 303, authorized federal fund expenditure for landing areas provided the administrator could certify “that such landing areas were reasonably necessary for use in air commerce or in the interests of national defense.”

At the outbreak of World War II, Congress appropriated $40 million for the Development of Landing Areas for National Defense or “DLAND,” of which the Development Civil Landing Areas (DCLA) had been an extension. Because civil aviation had been initially perceived as an “appendage” of military aviation, it had been considered a “segment” of the national defense system, thus garnering direct federal government civil airport support. Local governments provided land and subsequently maintained and operated the airports. Construction of 200 such airfields began in 1941.

A Long Island regional airport, located in Islip, had been one of them. On September 16 of that year, the Town of Islip–the intended owner and operator of the initially named Islip Airport–sponsored the project under an official resolution designated Public Law 78-216, providing the land, while the federal government agreed to plan and build the actual airport. The one-year, $1.5 million construction project, initiated in 1942, resulted in an airfield with three 5,000-foot runways and three ancillary taxiways. Although it had fulfilled its original military purpose, it had always been intended for public utilization.

Despite increased instrument-based flight training after installation of instrument landing system (ILS) equipment in 1947, the regional facility failed to fulfill projected expectations of becoming New York’s major airport after the recent construction of Idlewild. Losing Lockheed as a major tenant in 1950, the since-renamed MacArthur Airport, in honor of General Douglas MacArthur, would embark on a long development path before that would occur.

2. Initial Service

A 5,000-square-foot passenger terminal and restaurant, funded by the federal government, had been constructed in 1949. Infrastructurally equipped, the airport, surrounded by local community growth, sought its first public air service by petitioning the Civil Aeronautics Board. Islip had attempted to attract scheduled airline service as far back as 1956, and this ultimately took the form of Gateway Airlines three years later when it had commenced operations, on an air taxi level, with a fleet of 11-passenger de Havilland Doves and 15-passenger de Havilland Herons to Boston, Newark, and Washington. Inadequate financing, however, had led to its premature termination only eight months later.

The airport, which only had 20 based aircraft at this time, annually fielded some 30,000 movements. Allegheny Airlines subsequently received full scheduled passenger service route authority from the CAB in 1960 and inaugurated four daily Convair- and Martinliner round-trips to Boston, Philadelphia, and Washington in September, carrying more than 19,000 passengers in 1961, its first full year of operations.

Two years later, the FAA opened a New York Air Route Traffic Control Center and a seven-floor control tower, and in 1966, a $1.3 million, 50,000 square-foot oval terminal replaced the original rectangular facility.

Mohawk, granted the second CAB route authority that year, inaugurated Fairchild FH-227 service to Albany, and the two scheduled airlines carried some 110,000 passengers from the since renamed Islip MacArthur Airport by 1969. The 210 based aircraft recorded 240,000 yearly movements.

The runways and taxiways were progressively expanded, partly in response to Eastern and Pan Am’s designation of the airport as an “alternate” on their flight plans.

3. First Major Carrier Service

Long envisioned as a reliever airport to JFK and La Guardia, which would provide limited, but important nonstop service to key US cities and hubs, such as Boston, Philadelphia, Washington, Atlanta, Pittsburgh, Chicago, and the major Florida destinations, the Long Island airport urgently needed additional, major-airline service, but this goal remained elusive.

The cycle, however, had been broken on April 26, 1971, when American Airlines had inaugurated 727-100 “Astrojet” service to Chicago-O’Hare, Islip’s first pure-jet and first “trunk” carrier operation, permitting same-day, round-trip business travel and eliminating the otherwise required La Guardia commute. Because of American’s major-carrier prestige, it had attracted both attention and passengers, indicating that Islip had attained “large airport” status, and the Chicago route, now the longest nonstop one from the air field, had provided a vital lifeline to a primary, Midwestern city and to American’s route system, offering numerous flight connections.

The route had been quickly followed in the summer with the inauguration of Allegheny DC-9-30 service to Providence and Washington, while Altair had launched Beech B99 and Nord N.262 turboprop flights to Bridgeport and Philadelphia two years later.

American, Allegheny (which had intermittently merged with Mohawk in 1972), and Altair provided the established Long Island air connection during the 1970s.

In order to reflect its regional location, the facility had, for the fourth time, been renamed, adopting the title of Long Island MacArthur Airport in 1978.

During most of the 1970s, it handled an average of 225,000 annual passengers. Allegheny, the premier operator, had offered nine daily pure-jet BAC-111 and DC-9-30 departures during 1978.

By March of 1982, USAir, the rebranded Allegheny Airlines, had been its only remaining pure-jet carrier with daily DC-9-30 service to Albany and BAC-111-200 service to Washington-National–perhaps emphasizing its ability to profitably operate from small-community airfields with its properly-sized twin-jet equipment.

The early 1980s were characterized by commuter-regional carrier dominance, with operations provided by Pilgrim, New Haven Airlines, Altair, Air North, Mall Airways, and Ransome. The latter, first flying as part of the Allegheny Commuter consortium, later operated independently under its own name in affiliation with Delta Air Lines, offering some 17 daily M-298 and DHC-7 departures to seven regional cities.

Aside from Ransome, it had often appeared as if the airport’s regional airline floodgates had been gappingly opened: Suburban/Allegheny Commuter, Southern Jersey/Allegheny Commuter, Empire, and Henson-The Piedmont Regional Airline had all descended on its runways. Precision, which had inaugurated multiple-daily Dornier Do-228-200 services to both Boston and Philadelphia, operated independently, as Precision-Eastern Express, and as Precision-Northwest Airlink, and had been the only airline to simultaneously offer scheduled service from neighboring Republic Airport in Farmingdale, primarily a general aviation field.

4. Northeastern International Airlines

Market studies had long indicated the need for nonstop Long Island-Florida service because of its concentration of tourist attractions and to facilitate visits between Long Island children and Florida-relocated retiree parents. Deregulation, the very force behind multiple-airline creation, divergent service and fare concepts, and the relative ease of new market entry, had spawned Northeastern International, which was founded to provide high-density, low-fare, limited-amenity service, and fulfilled the idealized nonstop, Long Island-Florida connection when it had inaugurated operations on February 11, 1982 with a former Evergreen International DC-8-50, initially offering four weekly round-trips to Fort Lauderdale and one to Orlando. After a second aircraft had been acquired, it had been able to record a 150,000-passenger total during its first year of service, with 32,075 having been boarded in December alone.

Although its corporate headquarters had been located in Fort Lauderdale, its operational base had been established at Long Island MacArthur and it ultimately served Fort Lauderdale, Hartford, Miami, Orlando, and St. Petersburgh with the two DC-8s and two former Pan Am 727-100s with seven daily departures. Incorporating both the charter carrier strategy of operating high-density, single-class, low-fare service, and the major airline strategy of flying large-capacity aircraft, it actually served a very competitive route-that of New York-to-Florida-without incurring any competition at all by operating directly from Islip.

By 1984, with Northeastern having served as a catalyst to carrier and route inaugurations, eleven airlines had served the airport, inclusive of Allegheny Commuter, American, Eastern, Empire, Henson, NewAir, Northeastern, Pilgrim, Ransome, United, and USAir, relieving JFK and La Guardia of air traffic, directly serving the Long Island market, and fulfilling the airport’s originally envisioned role of becoming New York’s secondary commercial facility. Simultaneously providing nonstop service to Chicago-O’Hare from Islip, American and United both competed for the same passenger base.

By 1986, Long Island MacArthur had, for the first time in its 36-year scheduled history, handled one million passengers in a single year, a level since equaled or exceeded.

To cater to the explosive demand and ease its now-overstrained passenger facilities, the Town of Islip embarked on a progressive terminal facility improvement program which had initially encompassed the addition of two commuter aircraft gates, the enclosure of the former curbside front awning, and two glass-enclosed wings-the west for the now-covered baggage carousel and the east for the three relocated rental-car counters and the Austin Travel agency. The internal roadway had been realigned and additional parking spaces had been created.

A more ambitious terminal expansion program, occurring in 1990 and costing $3.2 million, resulted in two jetbridge-lined concourses which extended from the rear portion of the oval terminal, adding 22,700 square feet of space. Runway 6-24’s 1,000-foot extension, to 7,000 feet, had ultimately been completed three years later after a decade of primarily local resident resistance due to believed noise increases.

By the end of 1990, the transformation of Long Island MacArthur Airport from a small, hometown airfield served by a couple of operators to a major facility served by most of the major carriers had been complete.

Several conclusions could already be drawn from the airport’s hitherto 30-year scheduled history.

1. Allegheny-USAir, along with its regional subsidiaries Allegheny Commuter and USAir Express, had provided the initial spark which had led to the present growth explosion and had been the only consistent, anchor carrier during its three-decade, scheduled service history, between 1960 and 1990. During this time it had absorbed other Islip operators, inclusive of the original Mohawk and Piedmont, the latter of which had intermittently absorbed Empire and Henson, and had shed still others, such as Ransome Airlines, which, as an independent carrier, had almost established a regional, turboprop hub at MacArthur.

2. Three carriers had been tantamount to its three-decade evolution: (1). Allegheny-USAir, which had reserved the distinction of being Long Island MacArthur’s first, largest, and, for a period, only pure-jet operator; American, which had changed its image by associating it with large, trunk-carrier prestige; and Northeastern, whose bold, innovative service inauguration and low fares had been directly responsible for the latest, unceasing growth cycle.

3. Many airlines, unaware of the facility’s traffic potential, never permanently abandoned the air field, including American and Eastern, which had both suspended operations, but subsequently returned; Northeastern, which had returned after two bankruptcies; United, which had discontinued its own service, yet maintained a presence through two separate regional airline affiliations-Presidential-United Express and Atlantic Coast-United Express-thus continuing to link its Washington-Dulles hub; Continental, which had returned through its own commuter agreement; and Pilgrim, which, despite service discontinuation, had maintained an autonomous check-in counter where it had handled other carriers until it itself had reinstated service.

4. Of the approximately 30 airlines which had served Long Island MacArthur, many had indirectly retained a presence either through name-change, other-carrier absorption, or regional-airline two-letter code-share agreements.

5. The Northeastern-forged air link between Long Island and Florida had, despite its own final bankruptcy, never been lost, with other carriers always filling the void, including Eastern, Carnival, Braniff, Delta Express, and Spirit Airlines.

Because of its market fragility, however, the Long Island regional airport was far more vulnerable to economic cycles than the primary New York airports had been, recessed conditions often resulting in the exodus of carriers in search of more profitable routes. In 1994, for example, three airlines discontinued service and one ceased operating altogether.

A $13.2 million expansion program of the 32-year old, multiply-renovated oval terminal, funded by passenger facility charge (PFC)-generated revenue, had been initiated in the spring of 1998 and completed in August of the following year, resulting in a 62,000-square-foot area increase. The enlarged, reconfigured structure included the addition of two wings–the west with four baggage carousels, three rental car counters, and several airline baggage service offices, and the east with 48 (as opposed to the previous 20) passenger check-in positions. The original, oval-shaped structure now housed an enlarged newsstand and gift shop and the relocated central security checkpoint, but retained the departures level snack bar, the upper level Skyway CafĂ© and cocktail lounge, and the twin, jetbridge-provisioned concourses added during the 1990 expansion phase, while the aircraft parking ramp had been progressively increased until the last blade of grass had been transformed into concrete. A realigned entrance road, an extension of the existing short-term parking lot, 1,000 additional parking spaces, and a quasi-parking lot system subdivided into employee, resident, hourly, daily, and economy (long-term) sections had completed the renovation. Shuttle bus service between the parking lot and the terminal was provided for the first time.

5. Southwest Airlines

An effort to attract Southwest Airlines had begun in late-1996 when the rapidly-expanding, highly profitable, low-fare carrier had contemplated service to a third northeast city after Manchester and Providence, inclusive of Newburgh’s Stewart International and White Plains’ Westchester County in New York; Hartford and New Haven in Connecticut; and Teterboro and Trenton’s Mercer County in New Jersey. All had been smaller, secondary airports characteristic of its route system. It had even briefly explored service to Farmingdale’s Republic Airport on Long Island and Teterboro in New Jersey, both of which had been noncommercial, general aviation fields with business jet concentrations. Three had offered terminal improvements in exchange for the service. But Long Island MacArthur was ultimately selected because of the 1.6 million residents living within a 20-mile radius of the airport, local business health, and, according to Southwest Chief Executive Officer, Herb Kelleher, “underserved, overpriced air service” which was “ripe for competition.”

Following initial Southwest interest in 1997, then-Town of Islip Supervisor Peter McGowan and other officials flew to Dallas, where Herb Kelleher stated the need for the previously described terminal and parking facility expansions before operations could begin. The meeting had ended with nothing more than a symbolic handshake.

The nearly two-year effort to entice the airline had culminated in the December 1998 announcement of Southwest’s intended March 14, 1999 service launch with 12 daily 737 departures, including eight to Baltimore, two to Chicago-Midway, one to Nashville, and one to Tampa, all of which would provide through- or connecting-service to 29 other Southwest-served cities. Although the low-fare flights had been expected to attract some passengers who may otherwise have flown from JFK or La Guardia Airports, they had been primarily targeted at the Long Island market and, as a byproduct, had been expected to attract an increased airport traffic base, additional carriers, and generate an estimated $500,000 per year for the Town of Islip. Two Southwest-dedicated gates could accommodate up to 20 daily departures-or eight more than the inaugural flight schedule included-before additional facilities would have to be obtained. The Islip station, staffed by 44, represented its 53rd destination in 27 states.

Southwest had provided the fourth spark in Long Island MacArthur Airport’s airline- and passenger-attraction cycle, traced as follows:

1. The original air taxi Gateway Airlines service of 1959 and the initial scheduled Allegheny Airlines service of 1960.

2. The first trunk-carrier, pure-jet American Airlines flights of 1971.

3. The first low-fare, nonstop Northeastern International Florida service of 1982.

4. The first low-fare, high frequency, major-carrier Southwest service of 1999.

American, the last of the original, major carriers to vacate the airport, left it with three predominant types of airlines as the millennium had approached:

1. The turboprop commuter airline serving the nonhub destinations, such as Albany, Boston, Buffalo, Hartford, and Newburgh.

2. The regional jet operator feeding its major-carrier affiliate at one of its hubs, such as ASA feeding Delta in Atlanta, Comair connecting with Delta in Cincinnati, and Continental Express integrating its flight schedule with Continental in Cleveland.

3. The low-fare, high-density, no-frills carrier operating the leisure-oriented sectors to Florida. As of December 1, 1999, three airlines, inclusive of Delta Express, Southwest, and Spirit, had operated 15 daily departures to five Florida destinations.

Long Island MacArthur’s expansion and passenger facility improvements, Southwest’s service inauguration, and the attraction of other carriers had collectively resulted in a 113% increase in passenger boardings in 1999 compared to the year-earlier period. The figure, which had been only shy of the two million mark, had been the highest in the Long Island airport’s four-decade commercial history. Southwest had carried 34% of this total.

Eleven airlines had provided service during this time: ASA Atlantic Southeast, American, Business Express, Comair, CommutAir/US Airways Express, Continental Express, Delta Express, Piedmont/US Airways Express, Shuttle America, Spirit, and Southwest itself.

Less than two weeks after Southwest had secured a third gate and increased its daily departures to 22, it announced, in a unprecedented move, its intention to self-finance 90-percent of a $42 million expansion of the East Concourse in order to construct four additional, dedicated gates and overnight parking positions by the end of 2001, thus increasing the airport’s current 19-gate total to 23.

The concourse extension, intended to provide it with both increased employee and passenger room, would free up its existing three gates for other-carrier utilization while its new four-gate facility would permit a service increase to some 30 daily flights based upon future passenger demand, aircraft availability, and Town of Islip-approved departure increases.

The expansion would mark the seventh such development of the original terminal, as follows:

1. The original oval terminal construction.

2. The partially enclosed arrivals baggage belt installation.

3. The construction of two commuter gates.

4. The enclosure of the front awning, which entailed the relocation of the rental car companies and the Austin Travel agency, and the installation of an enlarged, fully enclosed baggage belt.

5. The construction of the jetbridge-equipped east and west concourses.

6. The construction of the West Arrivals Wing and the East Departures Wing, the gift shop expansion, and the central security checkpoint relocation.

7. The Southwest-financed, quad-gate addition, increasing the number of departure gates from 19 to 23.

Victim, like all airports, to post-September 11 traffic declines, Long Island MacArthur Airport lost eight daily departures operated by American Eagle, Delta Express, and US Airways Express, although the airport’s October 2001 passenger figures had only been six percent below those of the year-earlier period. No nonstop destinations had, however, been severed. With Delta Express’s daily 737-200 Florida flight frequency having been progressively reduced from an all-time high of seven to just one–to Fort Lauderdale–its operations could be divided into three categories:

1. Turboprop regional

2. Pure-jet regional

3. Southwest

Nevertheless, in the four years since Southwest had inaugurated service, the airport had handled 8,220,790 passengers, or an annual average of two million. Without Southwest, it would, at best, have handled only half that amount.

On April 30, 2003, for the second time in a five-year period, Long Island MacArthur Airport broke ground on new terminal facilities. Designed by the Baldassano Architectural Group, the Long Island architectural firm which had completed the $13.2 million airport expansion and modernization program in 1999, the new, 154,000-square-foot, four-gate addition was constructed on the north side of the existing east concourse which had housed Southwest’s operations. Citing increased space and potential growth as reasons for the new facility, Southwest claimed that the existing three gates, which had fielded a combined 24 daily departures, had reached their saturation point and that additional “breathing room” for both passengers and employees had been needed, particularly during flight delays. The net gain of an additional gate, which would be coupled with larger lounges, would eventually facilitate eight additional flights to new or existing US destinations, based upon market demand.

The project, initially pegged at $42 million, but later increased to $62 million, was financed by Southwest, which sought government reimbursement with the Town of Islip for up to $18 million for the non-airline specific construction aspects, such as airfield drainage, which was considered a common-use utility.

The 114,254-square-foot, Southwest-funded and -named Peter J. McGowan Concourse officially opened at the end of November 2004. Accessed by a new awning-protected entrance from the airport’s terminal-fronted curbside, the new wing, connected to the existing passenger check-in area, curved to the left past the flight arrival and departure television monitors to the new, large security checkpoint from where passengers ascended, via two escalators, to the upper level departures area.

Concurrent with the opening had been the announcement that Southwest would now proceed with Phase II of its expansion by building a second, $20 million addition which would connect the new concourse with the old, altogether replacing the east concourse which had served it since it had inaugurated service in 1999. The project incorporated four more gates, for a total of eight, enabling up to 80 daily departures to be offered.

6. New Leadership, Service Reductions, and Infrastructure Improvements

The end of the 2000-decade, characterized by new leadership, airline service reductions, and infrastructure investments, once again signaled a reversal in Long Island MacArthur Airport’s growth cycle.

Al Werner, Airport Commission for 53 years, retired on November 16, 2007, passing the torch to Teresa Rizzuto. Accepted after a three-month, nationwide search conducted by Islip Supervisor Phil Nolan, she brought considerable airline industry experience with her and was appointed to the position on February 5, 2008 after an Islip Town Board vote, now entrusted with heralding the regional facility into the next decade whose multi-faceted agenda necessarily included the following goals:

1. Devise a marketing plan to increase airport recognition, thereby attracting a larger passenger base.

2. Establish new, nonstop routes of existing carriers and attract new airlines able to compete with existing, lost-cost Southwest, to provide the required core service for this enlarged passenger base, yet avoid alienating local residents because of excessive noise.

3. Invest in infrastructure modernization and development, particularly on the airport’s general aviation west side.

4. Increase revenues for the Town of Islip, the airport’s owner and operator.

Long Island MacArthur’s very existence relied upon its ability to serve its customers’ needs, and both destination and airline reductions during the latter part of the decade, coupled with flickering, but quickly extinguished glimmers of new-carrier hope, only obviated its purpose.

Exploratory talks in 2007, with Southwest-modeled, Ireland based-Ryanair, for instance, would have resulted in both the airport’s first international and first transatlantic service, hitherto precluded by the absence of customs and immigration facilities, few connecting possibilities, and inadequate runway length on which heavy, fuel-laden widebody aircraft could take off for intercontinental sectors. But higher thrust engines facilitating shorter-field performance had remedied the latter problem, and pre-departure US clearance would have been performed in Ireland. Because Southwest and Ryanair maintained the same business models of operating single-type, 737 fleets from underserved, overpriced, secondary airports whose lower operating costs could be channeled into lower fares, domestic-international traffic feed between the two had been feasible. Despite existing Islip service provided by Delta and US Airways Express, Southwest still carried 92 percent of its passengers. However, the proposed strategy had yet to produce any concrete results.

Indeed, by the end of the year, the number of potential Southwest connecting flights only declined when decreased demand had necessitated the cancellation of six daily departures, including two to Baltimore, three to Chicago, and one to Las Vegas.

Potential service loss counterbalancing occurred on May 1 of the following year, however, when Spirit Airlines, after an eight-year interval, reinaugurated twice daily, round-trip, A-319 service to Ft. Lauderdale, with $7.00 introductory fares, facilitating 23 Caribbean and Latin American connections through its south Florida hub.

The A-319, the airport’s first, regularly scheduled airbus operation, touched down at 0954 on Runway 6 on its inaugural flight, taxiing through a dual fire truck-created water arch, before redeparting at 1030 as Flight 833 with a high load factor. The second flight departed in the evening.

The departures were two of Spirit’s more than 200 systemwide flights to 43 destinations, but the weak flicker of light they had provided had been almost as quickly doused when, three months later, on July 31, rising fuel prices and declining economic conditions had necessitated their discontinuation, leaving only a promise of return when improved conditions merited their reinstatement.

Further tipping the scales to the service loss side had been Delta Air Line’s decision to discontinue its only remaining, single daily regional jet service operated by its Comair counterpart to Atlanta, severing feed to the world’s largest airport in terms of enplanements and to Delta’s largest connecting hub, and ending the Long Island presence established as far back as 1984. Delta had cited the reason for the discontinuation, along with that in other markets, as an attempt to “optimize…financial performance.”

The second carrier loss, leaving only Southwest and US Airways Express, had resulted in a 10.2-percent passenger decline in 2008 compared to the year-earlier period.

Another attempted, but mostly unsuccessful airline service had occurred in June of 2009 with the appearance of PublicCharters.com, which had intended to link Islip with Groton, Connecticut, and Nantucket, Massachusetts, during the summer.

In order to remedy Long Island MacArthur Airport’s identity recognition deficiency, a study completed by a Phil Nolan-assembled task force strongly concluded that the search for and attraction of new airline service “should be a major focus of management,” a function up until now mostly ignored. The airport’s lack of recognition, coupled with JFK’s and La Guardia’s close proximity to Manhattan and their dizzying array of nonstop services, further urged the need for the study.

A $150,000 federal grant, aimed at answering the elusive question of why Long Islanders still chose to use New York airports when Islip itself offered a nonstop flight, attempted to determine local resident travel patterns and then attract carrier-providing service.

A partial remedy had been the implementation of a $300,000 market campaign, in conjunction with the Long Island Railroad and Southwest Airlines, to increase airport awareness by the eastern Nassau and Suffolk County population, featuring the slogan, “We make flying a breeze.”

Significant attention to airport infrastructure improvement and a related masterplan had also been given.

Long-awaited ramp repairs, for instance, had been made. One year after the $12.4 million apron covering gates five through eight had been laid in 2004, cracks, in which engine-digestible debris could potentially collect, appeared, and were traceable to an inadequate, six-inch-thick subbase which failed to rise above the ground level, and was therefore susceptible to frost. Water, seeping into the subbase, was subjected to freezing-thawing cycles which expanded the concrete, loosened its gravel, and propagated the cracks.

In order to replace the decaying, 105-foot control tower constructed in 1962, the FAA awarded J. Kokolakis Constructing, Inc., of Rocky Point, a $16.4 million contract to build a new, 157-foot, cylindrical tower next to it in January of 2008, a project completed in November of the following year, at which time internal equipment, costing another $8.8 million, was installed.

Instrumental in the airport’s modernization had been the redevelopment of its 45-acre west side, which currently houses charter companies, flying schools, and airport maintenance in mostly dilapidated hangars and buildings, but could potentially be replaced with new energy efficient and conservation compliant structures optimally used by educational institutions offering air traffic control curriculums.

During the latter portion of the decade, Long Island MacArthur Airport once again rode the descending side of the revenue curve, but remains a vital air link and economic engine to eastern Nassau and Suffolk Counties.

Between 1996 and 2003, it had experienced an average annual economic impact growth rate of 6.85 percent and between 2001 and 2007 more than 900,000 square feet of commercial space was developed along Veterans Highway, its access roadway, as a result of it. According to Hofstra University’s Center for Suburban Studies, its 2003 economic impact was pegged at $202 million and was projected to increase by 68 percent, or to $340 million, by the end of the decade without any further expansion, indicating that, as a revenue generator, that its potential had hardly begun to be tapped. The service reductions, increases in Homeland Security costs, and eroding economy had all reversed that potential, but its infrastructure improvements, more than 500,000-square-foot passenger terminal, four runways, easy access, uncongested environment, two-mile proximity to the Long Island Railroad’s Ronkonkoma station, and four-mile proximity to the Long Island Expressway places it squarely on the threshold of growth in the next decade, when conditions improve. According to newly appointed Airport Commissioner Teresa Rizzuto, “We’re ready” for new carriers at that time.

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Jupiter Transit in Aquarius

Posted on July 12, 2018 in Uncategorized

Shri Ganeshay Namah

Jupiter Transit in Aquarius

Jupiter is the planet which we all look upon, for Divine grace and the rewards available to us in Life. The transit of Jupiter from one zodiac sign to another in the sky is a very significant event, particularly for the astrologers. This is because the placement of Jupiter in ones Annual Horoscope is the scale of measure to know how the year will fare for the next twelve months for a particular individual. We know that the circular zodiac of 360 degrees is divided into 12 zodiac signs. Jupiter in its motion remains in each sign of 30 degrees for about a year, and takes 12 years to complete its journey through all the signs of the zodiac. Jupiter presently is entering the zodiac sign of Aquarius on the 20th of December 2009. It will remain here uptil 6th December 2010. We are looking to evaluate what the present transit of Jupiter has in store for us.

Jupiter as a Planet in general

Jupiter is the largest planet in our solar system. So basically it is a planet of expansion. It is masculine and termed as a Brahmin by caste in the Hindu astrology. It rules the signs Sagittarius and Pisces. It gets exalted in Cancer which is ruled by the Moon. Its debilitation place is the sign Capricorn ruled by Saturn. A strong Jupiter in a Birth Chart makes one honest and spiritual, confident and truthful, ambitious and religious. It provides Political leadership, knowledge, wisdom and judgment. Those who have some basic knowledge of Palmistry know that the wise King Solomon’s Cross is found and known as so, due to its placement on the Mount of Jupiter. A strong, well placed Jupiter in a Horoscope assures its owner of good luck and fortunes and provides opportunities in ones Life for expansion, growth and success. Power and authority is available to those with strong Jupiter’s in their Charts.

Aquarius as a Sign in general

Aquarius is the 11th sign of the zodiac and appears in the 11th house of the natural Horoscope or Kalapurusha Chart. The 11th house we know stands for “Labha” or gains and fulfillment of desires. This sign is ruled by the Great Saturn. It is also understood by many, to be co-ruled by Uranus or Hershel as we know in Vedic astrology. Incidentally when Jupiter enters Aquarius this December, Uranus would be already present there and would give company to Jupiter, though Uranus is degrecally far away but shall remain in same sign for few weeks to come. Aquarius is a fixed and Airy sign as known in astrological terminology. This is the sign of a “Thinker” and it is also known as an intellectual sign. Aquarius is a sign of hopes and dreams, desires and aspirations. It is the sign of the future, of the visionary. It would be interesting to remind ourselves that the sign opposite to Aquarius in the Zodiac is “Leo” ruled by the Sun.

Jupiter in Aquarius – Behavior

The question is – what will Jupiter do in Aquarius, how will it behave- What would be results or outcome of Jupiter making its entry in Aquarius? Let us check out these.

Effects on the Mundane Levels

Justice is one of the keywords for Jupiter. The ensuing Year will set in motion a collective call for tackling issues like terrorism which have plagued the world since long. This time the call will be serious and not a half hearted one, and the intellectuals and smart brains from all developing Nations would sit together (not necessarily in the physical realm) and decide in consensus on strategical moves to curb this menace in facing all unsuspecting and innocent civilizations. A motivation and a strong determination for action from the Super Powers in this area, is going to yield some sort of support as well as hope for countries like India who are yet not equipped adequately to solve this issue on an individual scale and looking for external support and sustenance. The religious leaders of the world will also take a stand on this and offer their unconditional support. On scientific levels we can hope for major discoveries in the incoming year, and hopefully space technology is going to get a boost now with some technological innovation. Jupiter represents legal as well as religion. We may also expect a religious leader to turn as a Political leader or Head of country or some important Minister in the assembly. Jupiter is the only planet which can tame down Saturn to a certain extent. Aquarius is owned by Saturn and Jupiter here is placed in an area where Saturn is more positive and outgoing in its moods of distribution and allocation of knowledge advancement to those who are its keepers be it in Science, Philosophy, Medical, Space Technology, or whatever be the area of research. Saturn is the lord of Punishment while Jupiter is the “Merciful” or the “Bestower”. This combination of Jupiter in a Zodiac sign of technological advancement is surely going to present to the world a plethora of aids for human comfort.

Aquarius is a Fixed sign. Whatever breakthroughs are made in this period would be fixed, which means here to stay and help the mankind. Aquarius is also an Airy science. For certain, the sector of communications is set off to rocket through hi-tech gadgets unheard of or unimagined could be possible. Possibility of watching the Television on the plane wall in image may not be a far fetched idea. Neither may be using the computer on intangible solid form. Discoveries on the airy and ethereal zones may be more prominent now and within reach. Undoubtedly we are at advantage this year with Jupiter entering the zodiac sign of Saturn, Aquarius. Poland, Sweden and Russia will be the harbingers of some important news in the incoming months on the horizon and scenario of advancements denoted by Jupiter in Saturn. There would be innovations in activities connected to Surgeries, metals, Automobiles, Defence, Railways, Aero planes, Gas and Electric, Hydro electric, Wool, Silk, Hessian and all these areas will witness an immediate boost when Jupiter enters Aquarius. Stock Exchange will receive a push in form of great unusual turnovers. Foreign exchange will rise.On the negative sides we could witness earthquakes, famines, Death and overthrow of ones in power, declaration of Emergency, Increase in taxations.

Effects on the Individual level.

This is different from the effects of Jupiter in Aquarius on the mundane levels or connected to the masses. The same results cannot be applied to every person on earth in general. So we segregate the people of the world into 12 sections with each section representing each of these zodiac signs.
In this manner we now, can have 12 sets of results for 12 types of nativities.
But we will go a step ahead and try to narrow down the results using in the process, the great knowledge of Indian Vedic astrology we have been given by our Rishi Munis of yore who imparted to us the understanding of the 27 nakshatras or constellations also called as Fixed stars by the Western Astrologer counterpart though this term does not fit in exactly for the nakshatra, but due to want of a better word, will suffice.

We already know that Jupiter is about to enter the Zodiac sign of Aquarius on the 20th of December 2009. The sign Aquarius holds the constellations Dhanista, Satabisa and Purva Bhadra in its compartment. These are ruled by Mars, Rahu and Jupiter respectively.

We will now delineate the results for each Zodiac sign. Here the results are being laid on the basis of Ascendant which is the right way of approach, and not the Sun sign or Moon sign. Ascendant is the zodiac sign which is rising on the eastern Horizon at the time of your Birth.

For instance in the above Horoscope the Sun sign is Sagittarius, the Moon sign is Capricorn, and the Ascendant is Aries. The Ascendant always appears in the top centre bracket of the horoscope.

Results for each Ascendant.

Aries

You will embark on a long Journey. If you have been planning to make a foreign trip, then it will materialize now. Expenditures will increase. So will your inclinations towards religion and such activities. Grace of Superiors will be available now. You will also be able to repay your debts if any.

Taurus

This is the period when you will gain through unexpected Income. Transactions which have not been shown in books will accrue financial returns. Gains through in-laws are a possibility. If undergoing any technical examinations like Chartered accountancy then will achieve success now.

Gemini

Now is the time for promotions, rise and elevations in Profession and business. You will go for joint ventures and tie ups. Agreements may be signed now. Some recognition will be showered on you now. You will be feeling on top and ambitious with confidence levels at an appreciable high.

Cancer

If looking for a new placement, position or job, it will be within your reach now. If sitting in some competitions then be sure that You will win. This may be a period of some stress in relationships though. Loans if required shall be available now. Stuck up payments may be received now.

Leo

Any investments in Stock markets will produce only losses now. Love affairs will not move ahead with risk of separations. Any manufacturing activity connected to Sports goods and products related to children will be successful. Partnerships would be more beneficial in this phase.

Virgo

Time to get domesticated. You will be spending more time in house with spouse, than in office. Issues connected to education will now come up. Gain through land and property is a possibility now. You may also decide to give some attentions to your mother too and gain from her togetherness.

Libra

Short journeys will increase now. You can make good income through the power of your pen and communications now. Documents will be signed to your advantage. Capital gains can accrue through sale of land if any. This is an excellent time to make money through commissions and Brokerage.

Scorpio

You may now buy a new vehicle for you. Some of you may shift to a new house now. Some auspicious function in the family is a strong likelihood. If your mother is staying out of town she may come to visit you now. Your school educational certificates may now be required for some purpose.

Sagiitarius

You may now go for some renovation of your surroundings, be it of office or residence. Family Financial security will be of prime importance in Your mind and you will think of ways to get this done. You may now join some part time courses to augment and strengthen your skills at work.

Capricorn

You may have to leave your present locations now for a forced or planned trip to some distant locations. Your energy levels would be low in this phase. Tiredness may prevail. Investments in long term securities would be made by you in this period. Communications will certainly increase now.

Aquarius

This will be the best period for you now. All round financial gains and fulfillment of desires will provide you great satisfaction and contentment now. Most of your pending issues seem to get resolved now, and in Your favour. Money, Health, and Desires appear to be yours for asking now.

Pisces

This phase will mark a breakthrough in your Career. Your ambitions now reach the zenith of achievement in part or full, but significant though. Success in Your Career is assured now. Grace from Superiors and those in high places is assured now in full. You will be a wanted man in your area.

Note:-

– The above is a condensed Note of what one will face and a small section from the comprehensive and detailed predictions of the results which may occur.
– The above results will intensify and appear to be seen and observed in actual Life, from March 2010 onwards.
– The above results would also be modified by aspects and influences of other planets during the Year especially the Sun and Mars who are in constant motion in their orbits.
– The effects will also undergo some changes due to conjunctions of these and other planets during the year, with Jupiter.
– In the above report we have not taken the effects of retrogression of Jupiter during the year, which will form another lengthy article so we leave it at that. But in short Jupiter when retrograde will delay the matters signified by Jupiter in an individual Horoscope where Jupiter is placed in direct motion, while for a person with retrograde Jupiter at birth, Jupiter will seem to trigger the events signified by Jupiter which were hitherto delayed and, bring them on the fore.
– Finally, the above results will again be modified as per Individual Horoscopes of a person.

Conclusion

To conclude we can say that the Divine planet Jupiter will hand out souvenirs to each of the above class and sets of the people and one can look forward awaiting his turn and the set of presents allocated for him.

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