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Ecovolis program has proven successful in dramatically increasing bicycle use in Tirana, which, formerly, was a city without a developed bicycle culture. Ecovolis program is the first project in Albania that provides low-income adults with commuter bicycles as well as a donating program for children bicycles. The program recently completed two major steps, opening new bike stations in the city of Durrës and integrating Tourist Information Point Service to the bicycles stations' structure.

History

The Tirana Community Bicycle Albania project won financial support from the George Soros Open Society Foundation Albania (OSFA). An even larger contribution came from the US-based Pedal for Progress organization, which donated 450 bicycles. Sixty of these were used road bikes, which were modified and painted by local technicians to serve as public bikes in the Ecovolis scheme. Another portion was set aside to donate to children and to activists and volunteers at PASS. Still another portion were diverted to the project's Eco Bicycle Shop, a social enterprise which sells bikes for USD 50-150 and reinvests profits for the service and maintenance of Ecovolis bicycles. The main objective of the program was to introduce the community to an inexpensive, environmental friendly form of transport -- the bicycle; to sell used bikes at low prices; to donate bikes to the children of needy families and to PASS volunteers; to establish a bike sharing-scheme in the city (Ecovolis); and to employ financially disadvantaged people and young students to operate the bike-sharing scheme.

System

Each Ecovolis station is staffed by two employees in two shifts and contains 30 -- 60 bicycles. In order to use the bicycles it is required to provide a personal identification document (such as passport or ID card) or by subscribing to the Ecovolis membership Card.

The first black and red bicycles, (also the colors of the Albanian flag) were donated from US-organization Pedal for Progress, (which collect and donate used bicycles). As these bicycles were of different types, converting them for safe and comfortable public use took months of work. The price per bicycle varies from 60 US$ to 90 US$ each. The bicycle is equipped with a front bicycle basket, a behind carrier, a comfortable saddle and a public fender with the Ecovolis sign.

The bicycle stations also provide touristic information to the visitors and a list of the city attractions. Moreover, being a non-profit social enterprise, during particular days the program offers free bicycle service, cycling courses, donations of bicycles and helmets for children in need, bike tours and a bicycle recycle program.

Governor Murphy and Mayor Ras Baraka visit Mr. Blackmanâs African American History Class at Science Park High School in Newark to announce that New Jersey will be increasing the number of AP African American Studies classes offered in High School on Tuesday, February 14, 2023(Edwin J. Torres/NJ Governorâs Office).

multicoloured light from all sides, exactly 1 set used.

"And may the Lord make you increase and abound in love to one another and to all, just as we do to you, so that He may establish your hearts blameless in holiness before our God and Father at the coming of our Lord Jesus Christ with all His saints."

1 Thessalonians 3:12-13

Governor Murphy and Mayor Ras Baraka visit Mr. Blackmanâs African American History Class at Science Park High School in Newark to announce that New Jersey will be increasing the number of AP African American Studies classes offered in High School on Tuesday, February 14, 2023(Edwin J. Torres/NJ Governorâs Office).

Increasing access to voluntary family planning services is key to the success of Millennium Development Goal 5, which calls for reducing maternal mortality and achieving universal access to reproductive health services. With renewed country interests and commitments, now is a crucial moment to ensure this important, cost-effective intervention is part of a scaled up global maternal health response. Maureen Norton, senior technical advisor with USAID’s Office of Population and Reproductive Health; Jessica Bowers, portfolio director for Every Mother Counts; Jonathon Cooper, country director of Marie Stopes Uganda; Dr. Benjamin Schwartz, senior director of CARE’s Health Equity Unit; and Sarah Craven, chief of UNFPA’s Washington Office spoke at the Wilson Center on July 31 about achieving this goal.

 

Read more: www.wilsoncenter.org/event/the-role-family-planning-impro...

Employees operating a testing center at the Walmart Supercenter in Elizabethville, PA. Governor Tom Wolf and Pennsylvania Department of Health Secretary Dr. Rachel Levine highlighted ongoing efforts to expand testing across Pennsylvania to ensure that every Pennsylvanian who wants a test can get one. Elizabethville, PA – Aug. 5, 2020

Salitre 2014 is a Chilean-led exercise where a coalition of U.S., Chile, Brazil, Argentina and Uruguay air forces focus on increasing interoperability between these allied nations.

The Pakistan Strategy Support Program (PSSP) held the conference, “Increasing Productivity and Unleashing Growth” at the Serena Hotel in Islamabad on May 26-27th, 2012. This conference also marked the final round of the Competitive Grants Program that was launched by PSSP in January 2012 for Pakistani PhD and graduate students studying locally and abroad on economic development issues of Pakistan. The finalists presented in front of the Research Advisory Committee, donor heads, professors and students from local universities. The event also consisted of plenary sessions on Pakistan’s various economic growth issues by renowned academics from all over the world, such as Dr. Jock Anderson, Dr. Regina Birner and Dr. David Spielman.

Increase your speed and endurance with Kinetic Bands Resistance Training. Building core muscles will make you FASTER, QUICKER, STRONGER while increasing FLEXIBILITY and improving BALANCE and STAMINA.

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The tremendous increase in Internet speeds, at least in certain regions, also leads to the consumption of quality movies and series content. 1080p HD quality movies are often preferred because it is the kind that can fill the features of many screens. Starting with 360p and 480p, watch movie online - series viewing adventure continues today in 720p HD and 1080p HD. It is even possible to say that 4K movies and TV series will soon be consumed in abundance. Although most of the sites accessed with watch movies online 1080p hd search still have 720p HD content, there are many sites created for this purpose. Many users choose between 720p HD and 1080p HD according to their internet speeds, which provides a very high-quality viewing experience.

Lostock came out strong and took the lead in the 16th minute with a shot off the inside post but saw their lead disappear within minutes due to a goalkeeping error from the Lostock keeper. Oli Evans restored the lead midway through the 1st half with a lovely looping header and had the chance to increase the lead through a penalty after being brought down by the Stoneclough keeper. Unfortunately Evans penalty cleared the bar and was last seen heading over Longton. It was pretty much backs to the wall from Lostock in the 2nd but they held out to take all the points.

Although one of the rarest butterflies in Europe, what we know about the Aetherie's Fritillary is increasing year after year, especially in Portugal where we knew virtually nothing about its life-cycle until a couple of years ago, there being only a handful of records from the country.

In the last years not only we have made it to double its known distribution (i. e. we in fact doubled the number of 100km2 squares) but have unveiled some important aspects of its biology and got to know its quite an endangered but mobile species of traditionally managed large cereal meadows in the south of Portugal.

 

You can see other pictures and more information here:

www.flickr.com/photos/mothguy/699819470/

www.flickr.com/photos/mothguy/3361526236/

 

Imho, this picture represents an improvement in relation to the ones I had before of this species... this adult male coming from one of the northernmost populations of this species in Europe and a new one found this year by me and Ivo Rodrigues in Alto Alentejo, Portugal.

enjoy!

 

The Volkswagen Beetle (officially the Volkswagen Type 1, informally in Germany the Volkswagen Käfer, in Poland the Volkswagen Garbus and in the U.S. the Volkswagen Bug) is a two-door, four passenger, rear-engine economy car manufactured and marketed by German automaker Volkswagen (VW) from 1938 until 2003.

 

The need for this kind of car, and its functional objectives, was formulated by the leader of Nazi Germany, Adolf Hitler, who wanted a cheap, simple car to be mass-produced for his country's new road network. Hitler contracted Ferdinand Porsche in 1934 to design and build it. Porsche and his team took until 1938 to finalise the design. The influence on Porsche's design of other contemporary cars, such as the Tatra V570 and the work of Josef Ganz remains a subject of dispute. The result was one of the first rear-engined cars since the Brass Era. With 21,529,464 produced, the Beetle is the longest-running and most-manufactured car of a single platform ever made.

 

Although designed in the 1930s, the Beetle was only produced in significant numbers from 1945 on (mass production had been put on hold during the Second World War) when the model was internally designated the Volkswagen Type 1, and marketed simply as the Volkswagen (or "People's Car"). Later models were designated Volkswagen 1200, 1300, 1500, 1302 or 1303, the former three indicating engine displacement, the latter two derived from the type number. The model became widely known in its home country as the Käfer (German for "beetle") and was later marketed as such in Germany, and as the Volkswagen in other countries. For example, in France it was known as the Coccinelle (French for ladybug).

 

The original 25 hp Beetle was designed for a top speed around 100 km/h, which would be a viable speed on the Reichsautobahn system. As Autobahn speeds increased in the postwar years, its output was boosted to 36, then 40 hp, the configuration that lasted through 1966 and became the "classic" Volkswagen motor. The Beetle ultimately gave rise to variants, including the Karmann Ghia, Type 2 and external coachbuilders. The Beetle marked a significant trend, led by Volkswagen, Fiat, and Renault, whereby the rear-engine, rear-wheel drive layout increased from 2.6 percent of continental Western Europe's car production in 1946 to 26.6 percent in 1956. The 1948 Citroën 2CV and other European models marked a later trend to front-wheel drive in the European small car market, a trend that would come to dominate that market. In 1974, Volkswagen's own front-wheel drive Golf model succeeded the Beetle. In 1994, Volkswagen unveiled the Concept One, a "retro"-themed concept car with a resemblance to the original Beetle, and in 1998 introduced the "New Beetle", built on the contemporary Golf platform with styling recalling the original Type 1. It remained in production through 2010, being succeeded in 2011 by the more aggressively styled Beetle (A5).

 

In the 1999 Car of the Century competition, to determine the world's most influential car in the 20th century, the Type 1 came fourth, after the Ford Model T, the Mini, and the Citroën DS.

 

HISTORY

THE PEOPLES CAR

In April 1934, Adolf Hitler gave the order to Ferdinand Porsche to develop a Volkswagen (literally, "people's car" in German, pronounced [ˈfɔlksvaːɡən]). The epithet Volks- literally, "people's-" had been applied to other Nazi-sponsored consumer goods such as the Volksempfänger ("people's radio").

 

In May 1934, at a meeting at Berlin’s Kaiserhof Hotel, Chancellor Hitler insisted on a basic vehicle that could transport two adults and three children at 100 km/h while not using more than 7 litres of fuel per 100 km (32 mpg US/39 mpg UK). The engine had to be powerful for sustained cruising on Germany’s new Autobahnen. Everything had to be designed to ensure parts could be quickly and inexpensively exchanged. The engine had to be air-cooled because, as Hitler explained, not every country doctor had his own garage (ethylene glycol antifreeze was only just beginning to be used in high-performance liquid-cooled aircraft engines. In general, radiators filled with water would freeze unless the vehicle was kept in a heated building overnight or drained and refilled each morning).

 

The "People's Car" would be available to citizens of Nazi Germany through a savings scheme, or Sparkarte (savings booklet), at 990 Reichsmark, about the price of a small motorcycle. (The average weekly income was then around 32RM.)

 

DEVELOPMENT

Ferdinand Porsche developed the Type 12, or "Auto für Jedermann" (car for everybody) for Zündapp in 1931. Porsche already preferred the flat-four engine, and selected a swing axle rear suspension (invented by Edmund Rumpler), while Zündapp insisted on a water-cooled five-cylinder radial engine. In 1932, three prototypes were running. All of those cars were lost during World War II, the last in a bombing raid in Stuttgart in 1945.

 

The Zündapp prototypes were followed by the Porsche Type 32, designed in 1933 for NSU Motorenwerke AG, another motorcycle company. The Type 32 was similar in design to the Type 12, but it had a flat-four engine. NSU's exit from car manufacturing resulted in the Type 32 being abandoned at the prototype stage.

 

Initially designated Type 60 by Porsche, the design team included Erwin Komenda and Karl Rabe. In October 1935, the first two Type 60 prototypes, known as the V1 and V2 (V for Versuchswagen, or "test car"), were ready. In 1936, testing began of three further V3 prototypes, built in Porsche's Stuttgart shop. A batch of thirty W30 development models, produced for Porsche by Daimler-Benz, underwent 2,900,000 km of further testing in 1937. All cars had the distinctive round shape and the air-cooled, rear-mounted engine. Included in this batch was a rollback soft top called the Cabrio Limousine. A further batch of 44 VW38 pre-production cars produced in 1938 introduced split rear windows; both the split window and the dash were retained on production Type 1s until 1953. The VW38 cars were followed by another batch of 50 VW39 cars, completed in July 1939.

 

The car was designed to be as simple as possible mechanically. The air-cooled 25 hp (19 kW) 995 cc motors' built-in oil cooler and flat-four engine configuration's superior performance was also effective for the German Afrika Korps in Africa's desert heat. The suspension design used compact torsion bars instead of coil or leaf springs. The Beetle is nearly airtight and will briefly float.

 

THE FACTORY

On 26 May 1938, Hitler laid the cornerstone for the Volkswagen factory in Fallersleben. He gave a speech, in which he named the car Kraft-durch-Freude-Wagen ("Strength Through Joy Car", usually abbreviated to KdF-Wagen). The name refers to Kraft durch Freude ('Strength Through Joy'), the official leisure organization of Nazi Germany. The model village of Stadt des KdF-Wagens was created near Fallersleben in Lower Saxony in 1938 for the benefit of the workers at the newly built factory.

 

The factory had only produced a handful of cars by the start of the war in 1939; the first volume-produced versions of the car's chassis were military vehicles, the Type 82 Kübelwagen (approximately 52,000 built) and the amphibious Type 166 Schwimmwagen (about 14,000 built).

 

The first Beetles were produced on a small scale in 1941.

 

WARTIME PRODUCTION

A handful of KdF-Wagen (Typ 60) were produced primarily for the Nazi elite from 1941 to 1944, but production figures were small because the factories were concentrating on production of the Kübelwagen (Typ 82), the beetle for the Wehrmacht (Typ 82 E), the Schwimmwagen (Typ 166), and a handful of other variants. The factory produced another wartime vehicle: the Kommandeurswagen (Typ 87); a Beetle body mounted on a 4WD Schwimmwagen chassis. The Kommandeurswagen had widened fenders to accommodate its Kronprinz all-terrain tires. 564 Kommandeurswagen were produced up to 1944, when all production was halted because of heavy damage to the factory by Allied air raids. Much of the essential equipment had already been moved to underground bunkers for protection, which let production resume quickly after hostilities ended. Due to gasoline shortages late in the war, a few "Holzbrenner" Beetles were built powered by pyrolysis gas producers located under the front hood.

 

POST-WAR PRODUCTION AND BOOM

In occupied Germany, the Allies followed the Morgenthau plan to remove all German war potential by complete or partial pastoralization. As part of this, in the Industrial plans for Germany, the rules for which industry Germany was to be allowed to retain were set out. German car production was set at a maximum of 10% of the 1936 car production numbers.

 

Mass production of civilian VW cars did not start until post-war occupation. The Volkswagen factory was handed over by the Americans to British control in 1945; it was to be dismantled and shipped to Britain. Thankfully for Volkswagen, no British car manufacturer was interested in the factory; an official report included the phrases "the vehicle does not meet the fundamental technical requirement of a motor-car ... it is quite unattractive to the average buyer ... To build the car commercially would be a completely uneconomic enterprise." The factory survived by producing cars for the British Army instead. Allied dismantling policy changed in late 1946 to mid-1947, although heavy industry continued to be dismantled until 1951. In March 1947, Herbert Hoover helped change policy by stating

 

There is the illusion that the New Germany left after the annexations can be reduced to a "pastoral state". It cannot be done unless we exterminate or move 25,000,000 people out of it.

 

The re-opening of the factory is largely accredited to British Army officer Major Ivan Hirst. Hirst was ordered to take control of the heavily bombed factory, which the Americans had captured. His first task was to remove an unexploded bomb that had fallen through the roof and lodged itself between some pieces of irreplaceable production equipment; if the bomb had exploded, the Beetle's fate would have been sealed. Knowing Germany needed jobs and the British Army needed vehicles. Hirst persuaded the British military to order 20,000 cars, and by March 1946 the factory was producing 1,000 cars a month (in Army khaki, under the name Volkswagen Type 1), which Hirst said "was the limit set by the availability of materials". During this period, the car reverted to its original name of Volkswagen and the town was renamed Wolfsburg. The first 1,785 Type 1s were made in 1945.

After World War II, it was officially designated the Volkswagen Type 1, but was more commonly known as the Beetle.Following the British Army-led restart of production and Hirst's establishment of sales network and exports to Netherlands, former Opel manager (and formerly a detractor of the Volkswagen) Heinz Nordhoff was appointed director of the Volkswagen factory in 1949. Under Nordhoff, production increased dramatically over the following decade, with the one-millionth car coming off the assembly line by 1955. During this post-war period, the Beetle had superior performance in its category with a top speed of 115 km/h and 0–100 km/h in 27.5 seconds with fuel consumption of 6.7 l/100 km (36 mpg) for the standard 25 kW (34 hp) engine. This was far superior to the Citroën 2CV, which was aimed at a low speed/poor road rural peasant market, and Morris Minor, designed for a market with no motorways / freeways; it was even competitive with more advanced small city cars like the Austin Mini.

 

In Small Wonder, Walter Henry Nelson wrote:

"The engine fires up immediately without a choke. It has tolerable road-handling and is economical to maintain. Although a small car, the engine has great elasticity and gave the feeling of better output than its small nominal size."

 

There were other, less-numerous models, as well. The Hebmüller cabriolet (officially Type 14A), a sporty two-seater, was built between 1949 and 1953; it numbered 696. The Type 18A, a fixed-top cabriolet, was produced by Austro-Tatra as a police and fire unit; 203 were assembled between January 1950 and March 1953.

 

The chassis became a technological and parts donor to Volkswagen Type 2 (also known as Bulli) and external coachbuilders like Rometsch, Dannenhauer & Stauss, Wilhelm Karmann, Enzmann, Beutler, Ghia-Aigle, Hebmüller & Söhne, Drews, Wendler.

 

On 17 February 1972, when Beetle No. 15,007,034 was produced, Beetle production surpassed that of the previous record holder, the Ford Model T. By 1973, total production was over 16 million, and by 23 June 1992, over 21 million had been produced.

 

DECLINE

Though extremely successful in the 1960s, the Beetle was increasingly faced with stiff competition from more modern designs globally. The Japanese had refined rear-wheel-drive, water-cooled, front-engine small cars including the Datsun 510 and Toyota Corona, whose sales in the North American market grew rapidly at the expense of Volkswagen in the late 1960s. Honda introduced the N600, based on the space-efficient transverse-engine, front-wheel-drive layout of the original Austin Mini, to the North American market in late 1969, and upgraded the model to the Honda Civic in 1972. The Japanese "big three" would soon dominate compact auto sales in North America. In 1971 Ford introduced its Pinto, which had some market impact as a low cost alternative. As the 1960s came to a close, Volkswagen faced increasingly stiff competition from European cars as well. The Beetle was faced with competition from new designs like the Fiat 127 and Renault 5, and more robust designs based on the Austin Mini layout such as the Superminis. German competitors, Ford and Opel also enjoyed strong sales of modern smaller cars like the Ford Escort and Opel Kadett. Volkswagen's attempts to boost the power of their air-cooled motor to meet the demands of higher highway speeds in the late 1960s, then comply with new pollution control regulations, caused problems for reliability and fuel efficiency that impaired the reputation of the aging design. Safety issues with the Beetle came under increasing scrutiny, culminating in the 1972 release of a rather scathing report. During the early 1970s, sales of the Beetle in Europe and North America plummeted.

 

There were other models introduced to supplement the Beetle in the VW product line throughout the 1960s; the Type 3, Type 4, and the NSU-based and larger K70. None of these models, aimed at more upscale markets, achieved the level of success as the Beetle. The over-reliance on a single model, now in decline, meant that Volkswagen was in financial crisis by 1974. It needed German government funding to produce the Beetle's replacement.

 

Production lines at Wolfsburg switched to the new water-cooled, front-engined, front-wheel drive Golf designed by Giorgetto Giugiaro in 1974, sold in North America at the time as the "Rabbit". The Golf would eventually become Volkswagen's most successful model since the Beetle. The Golf would be periodically redesigned over its lifetime, entering its seventh generation in 2012, with only a few components carried over between generations, while the Beetle had only minor refinements of its original design.

 

The Golf did not kill Beetle production, nor did the smaller Polo which was launched a year later. Production of the Beetle continued in smaller numbers at other German factories until 19 January 1978, when mainstream production shifted to Brazil and Mexico: markets where low operating cost was an important factor. However, this shift in production did not completely end sales of the Beetle in Europe, although after this date sales of the Beetle in Europe were very low. Beetle sedans were produced for U.S. markets until July 1977 and for European markets until 1985, with private companies continuing to import cars produced in Mexico after 1985. The Beetle convertible/Cabriolet ended production (as 1979 models) as of January 31, 1980.

 

The last Beetle was produced in Puebla, Mexico, in July 2003. The final batch of 3,000 Beetles were sold as 2004 models and badged as the Última Edición, with whitewall tires, a host of previously discontinued chrome trim, and the choice of two special paint colors taken from the New Beetle. Production in Brazil ended in 1986, then started again in 1993 and continued until 1996.

 

The Beetle outlasted most other cars which had adopted the rear air-cooled engine layout such as those by Subaru, Fiat, and General Motors. Porsche's 356 series which originally used some Volkswagen sourced parts, continued to use the classic rear engine layout (which later became water-cooled) in the Porsche 911 996 series, which remains competitive in the second decade of the 21st century.

 

WORLDWIDE END OF PRODUCTION

By 2002, over 21 million Type 1s had been produced, but by 2003, annual production had dropped to 30,000 from a peak of 1.3 million in 1971. VW announced the end of production in June 2003, citing decreasing demand, and the final original Type 1 VW Beetle (No. 21,529,464) rolled off the production line at Puebla, Mexico, on 30 July 2003 65 years after its original launch. This last Beetle, nicknamed El Rey (Spanish for "The King" after a legendary Mexican song by José Alfredo Jiménez) was delivered to the company's museum in Wolfsburg, Germany.

 

To celebrate the occasion, Volkswagen marketed a final special series of 3,000 Beetles marketed as "Última Edición" (Final Edition) in light blue (Aquarius Blue) or beige (Harvest Moon Beige). Each car included the 1.6 engine, whitewall tires, a CD player with four speakers, chrome bumpers, trim, hub caps and exterior mirrors, a Wolfsburg emblem above the front trunk's handle, chrome glove box badge, body coloured wheels, tinted glass, a rear parcel shelf, and VW Última Edición plaque.

 

A mariachi band serenaded production of the last car. In Mexico, there was an advertising campaign as a goodbye for the Beetle. In one of the ads was a very small parking space on the street, and many big cars tried to use it, but could not. After a while, a sign appears in that parking space saying: "Es increíble que un auto tan pequeño deje un vacío tan grande" (It is incredible that a car so small can leave such a large void). Another depicted the rear end of a 1954 Beetle (the year Volkswagen was established in Mexico) in the left side of the ad, reading "Erase una vez..." (Once upon a time...) and the last 2003 Beetle in the right side, reading "Fin" (The end). There were other ads with the same nostalgic tone.

 

- Engine: Fuel-injected (Bosch Digifant) four-cylinder horizontally opposed, 1,584 cc, 50 hp (37 kW), 98.1 N·m (72.4 lb·ft) @ 2,200 rpm, three-way catalytic converter

- Rated fuel mileage: 32.5 mpg-US (7.2 L/100 km; 39.0 mpg-imp)

- Max cruising speed: 130 km/h

- Brakes: front disc, rear drum

- Passengers: Five

- Tank: 40 L (11 US gal; 9 imp gal)

- Colours: Aquarius blue, Harvest Moon beige.

 

PROTOTYPES

DIESEL

In 1951, Volkswagen prototyped a 1.3 L diesel engine. Volkswagen made only two of these air-cooled boxer diesel engines (not turbocharged), and installed one engine in a Type 1 and another in a Type 2. The diesel Beetle was time tested on the Nürburgring and achieved 0–100 km/h in 60 seconds.

 

DESIGN

The Beetle featured a rear-located, rear-wheel drive, air-cooled four-cylinder, boxer engine in a two-door bodywork featuring a flat front windscreen, accommodating four passengers and providing luggage storage under the front bonnet and behind the rear seat – and offering a coefficient of drag of 0.41; to this relatively good CD, the also streamlined rear of car was of help. The bodywork attached with eighteen bolts to its nearly flat chassis which featured a central structural tunnel. Front and rear suspension featured torsion bars along with front stabilizer bar – providing independent suspension at all wheels. Certain initial features were subsequently revised, including mechanical drum brakes, split-window rear windows, mechanical direction-indicators and the non-synchronized gearbox. Other features, including its distinctive overall shape, endured.

 

Its engine, transmission, and cylinder heads were constructed of light alloy. An engine oil cooler (located in the engine fan's shroud) ensured optimal engine operating temperature and long engine life, optimized by a thermostat that bypassed the oil cooler when the engine was cold. Later models of the carburetor featured an automatic choke. Engine intake air passed through a metallic filter, while heavier particles were captured by an oil bath. After 1960, steering featured a hydraulic damper that absorbed steering irregularities.

 

Indicative of the car's utilitarian design, the interior featured painted metal surfaces, a metal dash consolidating instruments in a single, circular binnacle, adjustable front seats, a fold-down rear seat, optional swing-out rear windows, front windows with pivoting vent windows, heating via air-to-air exchange manifolds operating off the engine's heat, and a windshield washer system that eschewed the complexity and cost of an additional electric pump and instead received its pressurization from the car's spare tire (located in the front luggage compartment) which was accordingly overinflated to accommodate the washer function.

 

Throughout its production, VW marketed the Beetle with a four-speed manual transmission. From 1961 (and almost exclusively in Europe), VW offered an optional version of the Saxomat semi-automatic transmission: a regular 4-speed manual transaxle coupled to an electromagnetic clutch with a centrifugal clutch used for idle. Subsequently (beginning in 1967 in Europe and 1968 in the United States), VW offered an optional semi-automatic transmission (marketed as Automatic Stick Shift and also called AutoStick[citation needed]), which was a 3-speed manual coupled to an electro-pneumatic clutch and torque converter.

 

While the overall appearance of the Beetle changed little over its life span, it received over 78,000 incremental changes during its production.

 

EVOLUTION AND DESIGN CHANGES

BEETLE CABRIOLET

It was in 1948 that Wilhelm Karmann first bought a VW Beetle sedan and converted it into a four-seated convertible. The Beetle Cabriolet began production in 1949 by Karmann in Osnabrück. After successfully presenting it at VW in Wolfsburg, production started in 1949.

 

The convertible was more than a Beetle with a folding top. To compensate for the strength lost in removing the roof, the sills were reinforced with welded U-channel rails, a transverse beam was fitted below the front edge of the rear seat cushion, and the side cowl-panels below the instrument panel were double-wall. In addition, the lower corners of the door apertures had welded-in curved gussets, and the doors had secondary alignment wedges at the B-pillar.

 

The top was cabriolet-style with a full inner headliner hiding the folding mechanism and crossbars. In between the two top layers was 25 mm of insulation. The rear window was tempered safety glass, and after 1968, heated. Due to the thickness of the top, it remained quite tall when folded. To enable the driver to see over the lowered top, the inside rearview was mounted on an offset pivot. By twisting the mirror 180 degrees on a longitudinal axis, the mirror glass would raise approximately 5.1 cm.

 

The convertible was generally more lavishly equipped than the sedan with dual rear ashtrays, twin map pockets, a visor vanity mirror on the passenger side, rear stone shields, and through 1969, wheel trim rings. Many of these items did not become available on other Beetles until the advent of the optional "L" (Luxus) Package of 1970.

 

After a number of stylistic and technical alterations made to the Karmann cabriolet, (corresponding to the many changes VW made to the Beetle throughout its history), the last of 331,847 cabriolets came off the production line on 10 January 1980.

 

1950–1959 MODELS

During this period, a myriad of changes were made throughout the vehicle beginning with the availability of hydraulic brakes and a folding fabric sunroof in 1950. The rear window of the VW Beetle evolved from a divided or "split" oval, to a singular oval. The change occurred between October 1952 and March 1953. Beetles built during this time were known as a "Zwitter", or "hybrid", as they used the split-window bodyshell with oval-model chrome trim, vent windows and dashboard.

 

1953 models received a redesigned instrument panel. The one-piece “Pope's Nose” combination license plate/brake light was replaced by a smaller flat-bottomed license plate light. The brake light function was transferred to new heart-shaped lamps located in the top of the taillight housings.

 

In 1954, Volkswagen added 2 mm to the cylinder bore, increasing the displacement from 1,131 (1100) cc to 1,192 (1200) cc. This coincided with upgrades to various key components including a redesign of the crankshaft. This increased power from 30 hp (22 kW; 30 PS) to 36 hp (27 kW; 36 PS) and improved the engine's free revving abilities without compromising torque at lower engine speeds. At the same time, compression ratios were progressively raised as, little by little, the octane ratings of available fuel was raised in major markets during the 1950s and 1960s.

 

In 1955, the separate brake lights were discontinued and were combined into a new larger taillight housing. The traditional VW semaphore turn signals were replaced by conventional flashing directional indicator lamps for North America.

 

For 1956, the Beetle received what would become one of its more distinctive features, a set of twin chrome tailpipes. Models for North America gained taller bumper guards and tubular overrider bars.

 

For 1958, the Beetle received a revised instrument panel, and a larger rectangular rear window replaced the previous oval design.

 

1960–1969 MODELS

1960 models received a front sway bar along with a hydraulic steering damper.

 

For 1961, significant technical advances occurred in the form of a new engine and transmission. The engine remained at 1200cc but the power increased to 40 hp (30 kW; 41 PS) primarily due to an increase in compression ratio to 7.1:1. The carburetor received an electric automatic choke and the transmission was now synchronized on all forward gears. The traditional semaphore turns signals were replaced by conventional flashing directional indicators worldwide.

 

For 1962, the Beetle received a mechanical fuel level gauge in place of the former fuel tap. At the rear, larger tail lights were introduced incorporating a separate amber turn signal section to meet new European standards (these turn signals remained red in the US market until 1973). The former hand-pump style windscreen washer was replaced by a new design using compressed air. A Schrader valve located on the washer fluid tank allowed the system to be charged at a filling station to the recommended 35 psi (2.4 bar).

 

1964 models could be identified by a widened light housing on the engine lid over the rear license plate.

 

The largest change to date for the Beetle was in 1965: the majority of the body stampings were revised, which allowed for significantly larger windows. The windshield increased in area by 11% and was now slightly curved, rather than flat. Door windows increased accordingly by 6% (and door vent window edges were canted slightly back), rear side windows 17.5%, and the rear window 19.5%. The result was a more open, airy, modern look.

 

For 1966, the big news was an optional new 1300cc 50 hp (37 kW; 51 PS) engine in lieu of the previous 1200cc engine that had been the sole engine since 1954. Models so equipped carried a "1300" badge on the engine lid. The 1300cc engine was standard for North America.

 

For 1967, a yet-again larger-displacement engine was made available: 1500cc, 53 hp (40 kW; 54 PS) at 4,200 rpm. 1200 and 1300 engines continued to be available, as many markets based their taxation on engine size. 1500cc Beetles were equipped with front disc brakes and were identified with a "VW 1500" badge on the engine lid. North America received the 1500 engine as standard equipment, but did not receive front disc brakes. These models were identified by a "Volkswagen" badge on the engine lid.

 

The rear suspension was significantly revised including a widened track, softer torsion bars and the addition of a unique Z-configuration equalizing torsion spring. On US, UK and Ireland models, the generator output was increased from 180 to 360 watts, and the entire electrical system was upgraded from 6 volts to 12 volts. The clutch disc also increased in size and changes were made to the flywheel. New equipment included a driver's armrest on the door and locking buttons on both doors. Safety improvements included two-speed windscreen wipers, reversing lights (in some markets), and a driver's side mirror. In accord with the newly enacted US Federal Motor Vehicle Safety Standard 108, North American models received a dual-circuit brake system, the clear glass headlamp covers were deleted; the headlamps were brought forward to the leading edge of the front fenders, and the sealed-beam units were exposed and surrounded by chrome bezels.

 

1968 was a year of major change. The most noticeable of which were the new larger, higher mounted C-section bumpers. At the rear, new larger taillamps were adopted and were able to accommodate backup lamps, which were previously separate bumper-mounted units. Beetles worldwide received the '67 North American style vertical headlamp placement, but with replaceable-bulb headlamps compliant with ECE regulations rather than the US sealed beams. Other improvements were a new outside gas filler with spring-loaded flap, eliminating the need to open the trunk to refuel. The fuel gauge was integrated with the speedometer and was now electrically-actuated rather than cable-operated. The windscreen washer was now pressured by the spare tire, which was to be maintained at a pressure of 42 psi (2.9 bar). A pressure valve in the connecting hose closed airflow to the fluid reservoir if spare tire pressure fell below 30 psi (2.1 bar), which was above the recommended pressures for the road tires. A ventilation system was introduced, which drew fresh air into the cabin from louvres on the front decklid. For improved shifting, the shift lever was shortened, stiffened and moved rearward by

78 mm.

 

A number of safety improvements were made in order to comply with new American safety regulations: these included trigger-operated outside door handles, a secondary front hood latch, collapsing steering column, soft vent window latches, rotary glove compartment latch and instrument panel knobs labeled with pictographs. US models received a padded instrument panel that was optional in other markets. To meet North American head restraint requirements, VW developed the industry's first high-back bucket seat.

 

A new 3-speed semi-automatic gear box with torque converter and vacuum-operated clutch became available mid-production year. The semi-automatic models received a vastly improved semi-trailing-arm rear suspension (also known as "Independent Rear Suspension" although the earlier swing axle Beetles were also independent) and eliminated the need for the equalizing torsion spring. This new rear suspension layout would eventually become an option on later models. Beetles equipped with the automatic were identified with a "VW Automatic" badge on the engine lid and a matching decal in the rear window. In North America, the badging and decal were later revised to read, "Automatic Stick Shift".

 

For 1969, the only exterior change was the fuel filler flap no longer had a finger indentation due to a new interior-mounted fuel door release. For North America, the Beetle received a heated rear window, day/night mirror and the semi-trailing, independent rear-arm suspension as standard equipment.

 

1970–1979 MODELS

In 1970, A new "L" (Luxus) Package was introduced including, among other items, twin map pockets, dual rear ashtrays, full carpeting, a passenger-side visor vanity mirror, and rubber bumper moldings. The optional 1500 cc engine now came with an engine lid having two rows of cooling louvers, while the convertible's engine lid gained two additional sets for a total of four. For North America, the 1500 cc engine was enlarged to 1600 cc engine and produced 57 hp (43 kW; 58 PS)

 

For 1971, for the first time there were two Beetles, the familiar standard Beetle and a new larger version that was different from the windscreen forward. All Beetles received an engine upgrade: the optional 1500 cc engine was replaced by a 1600 cc version with twin-port cylinder heads and a larger, relocated oil cooler. The new engine produced 60 hp (45 kW; 61 PS). The ventilation system was improved with the original dash-top vents augmented by a second pair aimed directly at the driver and passenger. For the first time the system was a flow-through design with crescent-shaped air exits fitted behind the rear quarter windows. Airflow could be increased via an optional 2-speed fan. The standard Beetle was now badged as the VW 1300; when equipped with the 1600 engine, it was badged 1300 S, to avoided confusion with the Type 3, which wore VW 1600 badges.

 

The new larger Beetle was sold as the 1302/1302 S, offering nearly 50% increased luggage capacity. A new MacPherson strut front suspension was incorporated, similar to what was used in the Type 4, and the front track was widened. The new suspension layout allowed the spare tire to be positioned flat under the trunk floor, although the car had to be lengthened slightly to accomplish this. This also allowed a reduction in turning radius. To gain additional trunk volume, the under-dash panel was lowered, allowing the fuel tank to be shifted rearward. From the windscreen back the big Beetle was identical to its smaller progenitor, except for having the semi-trailing arm rear suspension as standard equipment. Overall, the big Beetle was 50 mm longer in length and 35 mm wider and rode on a 20 mm longer wheelbase than the standard model. Both Beetles were available with or without the L Package. The convertible was now based on the 1302 body. In North America, the 1302 was marketed as the Super Beetle and came only with the L Package and 1600 cc engine. While it lacked the front disc brakes that normally accompanied the larger motor, it was fitted with brake drums that were slightly larger than the standard Beetle. With the Super Beetle being sold as the premium model in North America, the standard Beetle, while retaining the same 1600 cc engine, was stripped of many of its earlier features in order to reduce the selling price. Bright window and running board moldings disappeared, along with the day/night mirror, horn ring, map pocket, locking glove box and miscellaneous other items.

 

1972 models had an 11% larger rear window 40 mm taller, larger front brakes[citation needed] and the convertible engine lid with four rows of louvres was now used on all Beetles. Inside the vehicle, a four-spoke energy-absorbing steering wheel was introduced, the windshield wiper/washer knob was replaced in favor of a steering column stalk, and intermittent wipers were a new option available in selected markets. An engine compartment socket for the proprietary VW Diagnosis system was also introduced. The rear luggage area was fitted with a folding parcel shelf. A limited-edition Commemorative model was launched in celebration of the Beetle's passing the record of the Ford Model T as the world's most-produced automobile. The Commemorative Beetle was a 1302 LS finished in a special Marathon Blue Metallic paint and unique 4.5 x 15 styled steel wheels. In the U.S., it was marketed as the Super Beetle Baja Champion SE.

 

1973 models featured significantly-enlarged "elephant foot" taillamps mounted in reshaped rear fenders. In the engine bay, the oil-bath air cleaner gave way to a dry element filter, and the generator was replaced with an alternator. The 1302/Super became the 1303 with a new taller wrap-around windscreen. The changes to the cowl and windshield resulted in slight redesign of the front hood. The instrument panel, formerly shared with the standard Beetle, was all-new and incorporated a raised speedometer pod, rocker-style switches and side-window defrosters. The limited-edition GSR (Gelb-Schwarz Rennen) was a 1303 S available only in Saturn Yellow paint equipped with special 140 mm wide sport wheels fitted with 175/70-15 Pirelli Cinturato CN36 high-performance radial tires. Front and rear deck lids were finished in matte black, as was all exterior trim with the exception of the chrome headlamp bezels. Inside were corduroy and leatherette high-bolstered sport seats and a small diameter three-spoke steering wheel with padded leather rim and a small red VW logo on the bottom spoke. In North America, the GSR was sold as the Super Beetle Sports Bug. The North American model had body-color deck lids and was available in Marathon Blue Metallic in addition to Saturn Yellow. In some markets, the sport wheels (in both 4.5-inch and 5.5-inch widths), sport steering wheel and sport seats became available as stand-alone options.

 

For 1974, North American models received newly required 8.0 km/h impact bumpers mounted on self-restoring energy absorbers, which added approximately 25 mm to the car's overall length. On the Super Beetle, the steering knuckle, and consequently the lower attachment point of the strut, was redesigned to improve handling and stability in the event of a tire blowout. A limited-edition Big Beetle was introduced based on the 1303 LS. Available in unique metallic paint colors, the car featured styled-steel 5.5 in (140 mm) wide sport wheels wrapped in 175/70-15 tires, corduroy seat inserts, upgraded loop-pile carpet, wood-look instrument panel trim and a padded steering wheel with bright accents. In the North American market, a limited-edition Sun Bug was introduced as a standard Beetle or Super Beetle. Both were finished in metallic gold and featured styled-steel 4.5 in (110 mm)-wide sport wheels. Inside were brown corduroy and leatherette seats, loop-pile carpet, and padded four-spoke deluxe steering wheel. The Super Beetle Sun Bug included a sliding-steel sunroof.

 

In 1975, front turn indicators were moved from the top of the front fenders down into the bumper. At the rear, the license plate light housing was now molded of plastic with a ribbed top surface. To comply with tightening emission standards, the 1600 cc engine in Japanese and North American markets received Bosch L-Jetronic fuel injection, a derivative of the Bosch D-Jetronic system formerly used in the VW Type 3 and Type 4. The injected engine received a new muffler and in California a catalytic converter. This necessitated a bulge in the rear apron under the rear bumper and replaced the distinctive twin "pea shooter" tailpipes with a single offset pipe, making injected models identifiable at a glance. 5 mph (8.0 km/h) bumper-equipped North American models retained fender-top front indicators. The 1303 received rack and pinion steering. In North America, the 1303/Super Beetle sedan was moved upmarket and was now christened La Grande Bug. Similar to the Big Beetle of 1974, La Grande Bug was available in blue or green metallic paint in the U.S. and blue, green or gold metallic in Canada and was equipped with the same features as the 1974 Sun Bug. Mid-year, the Love Bug was introduced for North America: based on the standard Beetle, it was available only in Phoenix Red or Ravenna Green (both colors shared with the VW-Porsche 914) with all exterior trim finished in matte black. A price leader, the Love Bug retailed for less than a standard Beetle. The "Volkswagen" script on the engine lid of all North American Beetles was replaced with a "Fuel Injection" badge.

 

In 1976, the 1303/La Grande Bug was discontinued, with the larger body continuing only in convertible form. To make up for the loss in North American markets, the standard Beetle was upgraded, regaining some of the features that were removed in 1971. In addition, the 2-speed ventilation fan was included, previously available in North America only on the larger Beetle. The automatic stickshift option was discontinued as well.

 

1977 models received new front seats with separate head restraints. This was the final model year for the Beetle sedan in North America. The convertible was offered in a Champagne Edition in triple white with the padded deluxe steering wheel, burled elm-grain dash trim and (110 mm wide sport wheels. Approximately 1,000 Champagne Editions were produced.

 

WIKIPEDIA

A Short-sighted Germany Goes Off Target

 

Our first Fossil goes to Germany for increasing its emissions in 2017 and risking missing its 2020 targets for emission reductions.

 

Germany, our hospitable host, where did you go wrong?

 

Is this the same country that provided funding to the Adaptation Fund last week? The so called "climate chancellor" who got G7 leaders to agree to decarbonize the global economy?

 

Even our tired brains know that yes, it is the same country and that same chancellor! But somehow in the middle of all this, the German government seems to have forgotten about the most important part of being a climate leader: reducing your emissions.

 

There’s no arguing with science (though some do try); if your emissions go up, temperatures will not go down and if your fossil fuel use goes up, you will not decarbonize the global economy.

 

The preliminary emissions statistics for Germany for 2017 were just released and they are not pretty. German greenhouse gas emissions are going to increase this year, due to an increase in oil, natural gas, and lignite consumption. German emissions have not decreased since 2009. Chancellor Merkel's successive governments have failed to address climate change at home for years. The Chancellor has preferred to listen to the fossil fuel industry, energy intensive companies, and the powerful carmakers, rather than the people who demand strong climate action. Germany is currently projected to dramatically miss its domestic 2020 target of 40% emissions reductions - unless the next government acts decisively and shuts down coal fired power plants and also begins a low-carbon transition in the transport, industry and agriculture sector.

 

Germany, be the leader that you claim to be!

 

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Speaking at Flash Festival en France, 2005.

Conflicts increase the risk of food supply instability tremendously (Figure 31). Countries in conflict and post-conflict situations tend to be food insecure, with more than 20% of the population, and in many cases far more, lacking access to adequate food (IFPRI, 2006). The group of countries that are experiencing civil conflicts cannot meet their basic needs and are large importers of food. In addition, the transport of commodities is hazardous and the situation is not secure enough for farmers to make investment decisions.

  

For any form of publication, please include the link to this page:

www.grida.no/resources/6834

 

This photo has been graciously provided to be used in the GRID-Arendal resources library by: Hugo Ahlenius, UNEP/GRID-Arendal.

The Pakistan Strategy Support Program (PSSP) held the conference, “Increasing Productivity and Unleashing Growth” at the Serena Hotel in Islamabad on May 26-27th, 2012. This conference also marked the final round of the Competitive Grants Program that was launched by PSSP in January 2012 for Pakistani PhD and graduate students studying locally and abroad on economic development issues of Pakistan. The finalists presented in front of the Research Advisory Committee, donor heads, professors and students from local universities. The event also consisted of plenary sessions on Pakistan’s various economic growth issues by renowned academics from all over the world, such as Dr. Jock Anderson, Dr. Regina Birner and Dr. David Spielman.

Hollis Increase

CHAPTER I

Son of a Broom Maker

Frederic C. Dumaine was born into a working class Canadian family that had immigrated to the United States prior to his birth. His father died before F.C. reached his teen years.

 

The younger Dumaine went to work to help support his widowed mother. Beginning as an office boy he eventually became the chief executive officer of the Amoskeag Manufacturing Company, the worlds largest textile firm. It was in his original apprenticeship and his gradual assumption of increasing responsibility that Dumaine learned the creed of the "Boston Associates," who were various old New England families given credit for the orign and development of the industrialization of the American economy. This industrialization was accomplished through the construction of textile mills on the rivers throughout New England.

 

The "Boston Associates" creed exemplified the best of the profit system. They were investor managers who were not interested in the "quick buck." Rather, they invested for the long term. When they adapted the manufacturing system they had seen in Great Britain, they too measures to lessen the negative aspects of the factory life as it existed in England. When they built factories, they also built quality housing for their workers. They invested heavily in parks and other recreation enhancements for the towns and cities in which they located their factories.

www.flickr.com/photos/12761257@N06/

Some sixty years after being introduced to this method of investing F.C. would give his grandchildren the following lecture:

You take care of your assets and they will take care of you. Always remember that the most precious assets you have are the people who work for you.

Dumaine went on to become one of Boston's most noted businessmen of the late 19th century and first half of the 2Oth century. In due course, F.C. Dumaine's name would become associated with the Fore River Shipyard, the Waltham Watch Company, and the New Haven Railroad.

Dumaine, however, was more than merely a major player in the Boston business community. He served on corporate boards with J. Pierpont Morgan, dealt with Henry Ford and Charles Schwab on a first-name basis, was openly welcomed in the financial houses of New York, and was offered J.P. Morgan, Jr.'s interest in the House of Morgan when the younger Morgan died.

F.C. became the friend and confidant of several United States presidents and statesmen. In the gray years leading to World War II, U.S. Supreme Court Justice Felix Frankfurter referred to Dumaine as one of three individuals with the best understanding of world conditions. The other two were President Franklin Delano Roosevelt (popularly called FDR) and Great Britain's Prime Minister Winston Churchill. Of particular interest was Dumaine 's relationship with FDR during both the Great Depression and World War II. Once, when visiting Roosevelt, in an effort to give comfort to the president who was concerned with public opinion on his recent decisions, Dumaine quoted Abraham Lincoln:

If I were trying to read, much less answer all the attacks made on me, this shop might well be closed for any other business. I do the best I know how, the very best I can and mean to keep on doing it to the end. If the end brings me out all right, what is said against me will not amount to anything. If the end brings me out wrong, ten angels swearing I was right would make no difference.

The president liked the quotation and, upon returning to Boston, Dumaine had a copy framed and sent to FDR.

While the quotation was part of Dumaine's creed, it illustrates why any individuals in the past and present never gave Dumaine the credit deserved. Dumaine surely read and was told of the many criticisms of him, but he generally paid no heed. Instead, he simply did the best he could and let the record speak for itself.

During the 1922 strike at Amoskeag and the 1924 strike at Waltham Watch, both of which were in response to wage cuts, it was easy to label Dumaine the enemy of labor. Both cuts, however, were attempts to equalize the local labor costs with those found in other sections of the country. To provide employment in the long run, a firm's wage rate must be competitive. While Dumaine would have preferred to see wages in other mills and factories rise to the levels at Amoskeag and Waltham he had no control over those rates. The introduction of competitive rates / even if this meant a drop in the hourly wage / would ensure employment.

When the Amoskeag Manufacturing Company was forced to close in 1936, most people put the blame on Dumaine. A careful examination of the record vividly illustrates that Dumaine's devotion to his most precious assets, the workers, caused him to expand production and employment in New Hampshire in the early quarter of the century, at time when other firms were closing their mills and opening new factories in the South.

If Dumaine is to be criticized, it should not be for his lack of concern for his work force but for "dreaming the impossible dream," for trying to maintain employment for his workers when the more prudent course, as history has proved, would have been to move or close the enterprise.

The life of Frederic C. Dumaine should be mandatory reading for all current and future business people. Dumaine's life serves as a case study for today's executive in balancing a firm's fiduciary responsibility to the shareholders with its social responsibility to the labor force.

Until recently, there was little known about the ancestry of Frederic Christopher Dumaine. This is not as odd as it may seem. Frequently, the preference of many families emigrating from Canada to the United States in the middle of the 19th century was to alter their names. Even the correct spelling of Dumaine's father's name is uncertain. What Frederic Dumaine did know was that his father, Christopher Dumaine, was born on July 13, 1835, of French-Canadian parents in the Province of Quebec. He was one of three brothers. Apparently, Christopher was baptized a Catholic. F.C.'s mother, Cordelia Roberts, was also born in Canada in 1831. Her parents were Charles and Lucille Roberts. Cordelia attended the Congregational Church. At the age of sixteen, Cordelia Roberts married Barrett Stone. This marriage produced three daughters: Elizabeth, Relenia, and Georgia. Barrett Stone, Cordelia's first husband, died, leaving her with the three young children.

On May 14, 1858, in Chelsea, Massachusetts, Christopher Dumaine married the widow Cordelia, who had also emigrated from Canada. They were residing in Hadley, Massachusetts, when their only son, Frederic, was born. The uncertainty of the spelling of the name Dumaine comes from Frederic's birth certificate, which states in part: "I here certify that the birth of Charles Frederic Domain son of Christopher Domain and ___ Domain born at Hadley, on the 6th day of March, the year 1866," appears in the record for that year. The misspelling likely resulted from the difficulty the clerk had in spelling an unfamiliar French-Canadian name. Frederic Dumaine never bothered to correct the error in his name as recorded on the document.

Only recently, through the efforts of Richard L. Fortin, a genealogist in Manchester, New Hampshire, has Dumaine's ancestry been traced to the original immigration to Canada from France. Louis-Michael Maingot, F.C.'s great-great-grandfather, arrived in Quebec in the spring of 1755. He was a soldier assigned to the French Regiment from Guyenne. In 1760, after the fall of Montreal to the British, Louis-Michael was discharged from the service. It was during his military service that he acquired the "dit," or "also known as" "Dumaine." It was common practice for French soldiers to adopt a second surname, often to specify their geographic origin. Louis-Michael was thus identifying himself from the French Province of Maine.

Following his release from the army, Louis-Michael settled in Rouville County in the Province of Quebec, where he married Marie-Anne Fontaine. One of their grandchildren was Francis-Xavier Maingot-dit- Dumaine, F.C.'s grandfather. Francis-Xavier married Adeline Lescaolt. This marriage would produce two daughters (Philomena and Stephanie) and three sons (Joseph, Pierre, and Christopher, F.C.'s father).

Francis-Xavier did not live to old age. The grandfather of F.C. Dumaine became a casualty of the 1837-38 Rebellion. He was a member of the "Patriots," who rose up, under the leadership of Louis Joseph Papineau, against the perceived injustices of the British Government. Many French-Canadians associated with the rebellion fell away from the Catholic Church when the local bishops did not support their movement. On November 25, 1837, Francis-Xavier lost his life when the government forces attacked and destroyed the village of St. Charles. It appears unlikely that F.C. was ever aware of the role that his grandfather played in the rebellion.

Christopher Dumaine, F.C.'s father, was a broom maker by trade. In 1868, the family moved to Dedham, Massachusetts, where Christopher was employed as a foreman in David Baker's broom factory. They lived in a pleasant, middle-class neighborhood. The only plumbing in the house was a cast-iron water pump in the kitchen sink.

One day when Fred was four years old and sunshine followed a shower the tot was allowed to go outside. It was warm. He was sent out in a new outfit. Horses were drawing loaded wagons on the dirt road in front of his house.

As children are wont to do, Dumaine moved close to the road just as a wagon wheel splashed through black mud. He was covered. Whether out of fear from the punishment that he anticipated from his mother for getting his new ouffit soiled or angry from the insult of being covered with the mud, he let out a series of curses. It was never explained exactly how the young Dumaine had come to learn such expressions. The commotion caused the driver to stop and return to assist young Fred, motivated first to be sure that the child was not hurt, then to see if he could assist in the cleanup. When the driver and other bystanders saw that Fred was not hurt, they chuckled in amusement over the sight. As might have been expected, their amusement made the lad angrier. In this early incident, Dumaine illustrated the gritty attitude that he would demonstrate throughout his life.

The broom factory must have paid good wages for the times, as Christopher Dumaine supported his wife, three stepdaughters, and son. By 1874, when Elizabeth and Relenia had married, Dumaine was able to send the third stepdaughter, Georgia, to secondary school at Antioch College in Yellow Springs, Ohio.

In addition to his job at the broom factory, Christopher Dumaine was also active in the community. He was a member of the local volunteer fire department. While his father's membership in Engine Company Hero Number One of the Upper Village brought Fred and his family great pride, it would also bring a great family tragedy that would force Fred to leave school to help support the family.

On the evening of January 7, 1878, when Fred was eleven years old, the local volunteers responded to a fire near Dedham Square. The temperature was below zero, making the fire difficult to fight. When Christopher returned home the following morning, he was soaking wet and direly chilled. Pneumonia quickly set in.

There was no real method of treatment for the illness. The only remedy of any type was to feed the patient alcohol. Doctors merely would monitor pneumonia cases to see what would come on the ninth day. If the patient lived that long and if the fever "broke," there was a chance for recovery.

Cordelia, sensing that her husband was near death, asked if Christopher wanted her to fetch the local priest. Christopher, who had not been an active member of the church for many years, responded: "No, I came this far alone. I guess I can go the rest of the way by myself." Whether Christopher's disassociation with the Catholic Church was a result of the French bishop's lack of moral support for his father's role in the Rebellion, his marriage to Cordelia, a Protestant, or simply a lack of interest, cannot be determined.

Young Fred assisted his mother in the nursing of his father. The elder Dumaine would sit in his armchair because he had difficulty breathing when lying flat in bed. On the eighth day, Christopher succumbed. Fred would always remember the way his father died. When Fred Dumaine was nearing his death some 73 years later, he asked to be helped to Christopher's chair, which he had kept. It was his desire to die in his father's chair.

Cordelia Dumaine went to work as a midwife and also took in washing. The family was forced to move into a smaller house. A few months later, young Fred, by then twelve years old, quit school to help support the household by working at a local dry goods store.

One of his children's and grandchildren's favorite stories of Fred prior to his landing the job at Amoskeag was when he was the proud owner of a mongrel Boston bull terrier, which he loved dearly. The dog went everywhere with him, following him to and from work.

To get to the general store where he worked, Fred and his dog had to pass the town bully's house, which was set back from the road. The bully was Fred's senior by 14 or 15 years and he owned a ferocious half-hound, half-collie, which was a noted fighter. The bully boasted his dog could lick any dog in town. Fred's Tiger had the reputation of being able to hold his own. One day the town bully and his dog met Fred and Tiger. The bully encouraged a fight. When it started, young Fred said, "I told you that you one day would see that my dog could and would lick your dog."

Tiger shook the 'bejabbers' out of his opponent. Fred gathered up his scattered belongings, and with triumphant Tiger at his heels, ran home while the bully unmercifully beat his dog with a stick.

A few days later the town bully, whose dog had recovered, waited for a chance to spot Tiger without his young master. A fight between the dogs ensued and, as an excuse to stop the fight, the town bully shot Tiger.

Fred reported the bully to the police and inquired as to how he could have him sued for killing his dog. He sued the bully, who contested, claiming that Dumaine should be fined for having had such a dog that was a fighting nuisance that attacked all the other dogs in town.

Fred was served notice to appear in the Dedham Court House. He had no money and did not want to ask anyone for help. Determined to vindicate his faithiul Tiger's good name, he hit upon a plan and boldly went to work doing extra errands to fund his idea. With his earnings, he took Tiger to a taxidermist and had him stuffed.

The day young Fred was called to court he went to the attic where he had hidden Tiger carefully in an old trunk. He wrapped the dog in newspaper tied together with string and carried his bundle to the Dedharn Court. He was ushered in by a policeman, who took him to the front of the courtroom. His case was just being called. Frightened but determined, Fred weathered the preliminaries and, wide-eyed, stood his ground.

After the complainant's version of Fred's ferocious, savage, attacking dog was heard by the court, the judge asked the defendant where his lawyer was. Fred said he couldn't afford one and preferred to argue his own cause. The judge asked, "How can you prove anything? Your dog is dead." Fred squared his shoulders, looked the judge in the eye, then asked if he could call two witnesses. With the judge's permission, Fred called for the town bully to bring his dog on a leash into the court. While the complainant was fetching his dog (he lived a block or so away), Fred lay his package on a wooden bench in the front of the courtroom and began to untie the strings and loosen the newspaper. Just as the bully returned with his ferocious dog, Fred opened the paper. The bully's dog took one look and savagely flew across the room, grabbing the stuffed Tiger, and shook the daylights out of it, causing a great commotion in ourt room. Fred dissolved into tears and rage at seeing his Tiger being savaged again. He pounded the bench and poured out his claim to the judge that his dog was not the aggressor. The judge found in Fred's favor and went on to encourage Fred to defend himself and stand up to injustices, but with some wisdom in gathering his facts for his testimony.

Young Fred profited by the advice. In later years, he studied law with his uncle-by-marriage, the prominent Boston lawyer Richard Olney, gaining a deep grasp of legal principles and procedures.

As an adult, Dumaine would become an avid diary keeper. At that time, he recorded in his diaries his activities following his father's death:

My father died the fourteenth of January and one or two months after I went to work for Henry Pettingall in a little dry goods store which he kept. After a year I left him because he would not give me more pay and, for the balance of the school term, went to school. During the summer, I got a job with a screen man named Pedrick, and in the fall went into McLaughlin's haberdashery where I stayed until the following spring when Mrs. Rodman got Steve Weld to find me a place in the city.

Stephen Weld, a former general in the Civil War, lived in Dedham and operated a cotton brokerage office in Boston. Weld knew of Dumaine from his sister-in-law, Harriet Rodman. Dumaine would supplement the family income by picking and selling blueberries. One of his best customers was Mrs. Rodman. Dumaine always remembered the kindness shown by her. In later years, he would name one of his daughters Harriet in her honor. He also handled Mrs. Rodman's estate following the death of her husband in 1910.

Apparently the meeting with the general occurred on an evening when Weld, returning home from Boston, came across Fred Dumaine, who was in the process of leaving home to find employment in the city.

Weld stopped, inquired where Dumaine was heading and offered assistance. He contacted T. Jefferson Coolidge, treasurer of the Amoskeag Manufacturing Company, Weld's best customer. Apparently Coolidge was looking for an office boy and, as a result of that chance meeting Dumaine was hired. Thus, in a boyhood that reads like a story from Horatio Alger, Jr. book, Frederic C. Dumaine began his career with Amoskeag Manufacturing Company.

   

In 1951 Frederic C. Dumaine Sr. died and his oldest son Frederic C. Dumaine Jr., who was called 'Buck', became president of the railroad. The 1950s decade was a time of change and transition for the New Haven. Three different management teams purchased a variety of passenger and freight equipment from a number of different suppliers, causing supply and maintenance headaches and draining cash reserves. Some New Haven Railroad innovations of this era, such as the new parking lot passenger station established at Route 128 near Boston and the Rail Charge Card, were great successes. Other New Haven innovations such as the Mack FCD rail busses and Clejan piggyback flatcars, were great failures. The short-lived and controversial administration of president Patrick McGinnis, which commenced during April 1954 and was over in January 1956, put the New Haven through a comprehensive corporate image design project which gave the railroad a new 'NH' logo and red, white, and black corporate color scheme. The New Haven's president during the latter half of the 1950s, George Alpert, was an early champion of government subsidies for money-losing railroad passenger operations and purchased the unique dual-powered EMD FL-9 diesel-electric-electric locomotives.

 

Expensive hurricane and flood damage during 1954 and 1955, competition from government subsidized highways and airlines, high rates of taxation, enormous commuter service losses, and the out-migration of heavy industry from New England to the south and west caused the New Haven Railroad to go bankrupt again in 1961. After a decade of struggling along under trustees Richard Smith, William Kirk, and Harry Dorrigan, the New Haven Railroad was absorbed by the ill-fated Penn Central Transportation Company on January 1st, 1969.

 

Dumaine Farms Trust: A gift delayed, a promise deferred

 

STONEVILLE — When industrialist F.C. “Buck” Dumaine died 13 years ago, he left behind an estate worth millions, a record of high-wire capitalism chronicled in Time magazine, and one altruistic wish for the people of Rockingham County.

 

He wanted his land to become a model farm for all county residents to enjoy as a showcase for sustainable agriculture, environmental stewardship and wildlife conservation.

“I’m sure he just wanted to do something for the community and maintain the land in the most pristine way,” said Ruth Brooking of Wilmington, Del., daughter of the man who once ran Fieldcrest Mills.

But his gift of 1,370 acres — worth $2.1 million — is controlled by a private group that has made little headway realizing the late financier’s dreams on land that’s now tax-exempt.

The nonprofit Dumaine Farms Trust comprises mainly of current or former residents of the area with no family ties to Buck Dumaine, although two of his sons once were trustees. It’s not clear how they were jettisoned.

Meanwhile, operating largely out of public view, the trust has rebuffed several proposals from such reputable groups as the Dan River Basin Association seeking to put flesh on Dumaine’s vision.

And the trustees, who number about a dozen, enforce a no-trespassing rule that results in charges against people straying onto lands among the Piedmont’s most beautiful.

“Buck used to tell us, 'Anytime you want to go down there, that’s fine, just keep an eye out for anything that isn’t as it should be,’ ” said Dot Shively, who has lived next to Dumaine’s most scenic vista — Bent Farm — for 46 years.

“Now, if you’re caught there without a pass, you end up in court down in Wentworth.”

Trustees say too many people abused the privilege of unsupervised access. People who request permission are allowed to hunt or fish, but usually with a trustee tagging along, said trust chairman Scott Shoulars.

“People have done damage to the roads and left trash and debris,” said Shoulars, Rockingham’s former cooperative extension director. “Our biggest problem is trespassing. We have to take someone to court at least once a year.”

The textile magnate did not appreciate how much his dream would cost and left insufficient funds, Shoulars said. The trustees are all volunteers, doing what they can to tackle a tall order with little cash, he and other trustees say.

Love at first sight

The path toward today’s impasse began in the mid-1950s when Dumaine — scion of a wealthy family steeped in the New England textile industry — made a bold move.

The Bostonian engineered the purchase of Fieldcrest Mills from Chicago retailer Marshall Field & Co., including large-scale operations in Rockingham County and southern Virginia.

Managers in Eden wanted to impress the new Yankee owner. They knew how, after learning he loved to hunt quail with his prized side-by-side, 16-gauge Lefever shotgun.

“They set up some hunts while he was down here looking over the mills,” said Jay Adams, grandson of the late Jim Robertson, who was tapped to organize the excursions.

Robertson was an expert outdoorsman who pursued his passion in his free time from the mill, Adams said. One day, the two were hunting in a heavy snowstorm and they stumbled upon an abandoned cabin not far from Price Grange Road.

“They just waited it out in there, in this run-down, old cabin,” Adams said. “And Buck fell in love with the place.”

Dumaine soon owned the land and renovated the cabin, adding a kitchen and another room. And as Fieldcrest prospered, he became a regular visitor, arriving with his bird dogs and influential guests from all across the country, such as U.S. congressmen and senior executives of such industrial giants as Westinghouse Corp.

Dumaine bought more land near his cabin and in the Shiloh area to the south, farming in ways that created the best game-bird habitat. His local domain eventually spanned hundreds of acres along Belton and River roads, as well as Bent Farm, perched on a picturesque peninsula formed by a hairpin turn in the Dan River near Eagle Falls.

A character, nature lover

People remember Dumaine as a wealthy eccentric whose bird dogs sometimes were chauffeured from Boston to North Carolina in a limo, because flying didn’t agree with them.

But folks also recognized Buck Dumaine as someone with a common touch and a deep love for the land. “If you dropped a piece of paper, he’d take note of where and make you go back and pick it up. You didn’t litter around him,” said Barbara Davis, who lives in a house owned by the trust in exchange for tending some of its acreage.

His no-frills personality made the biggest impression, said former neighbor Shively: “He’d as soon sit and eat a can of wienies with us as anything.”

He hosted a big barbecue each year for the entire Shiloh community. There was a dove hunt each fall. When the Eden YMCA needed money for a new wing, he was the big donor.

So it seemed perfectly fitting in the late 1970s when he announced the model farm as a gift to county residents.

“The trust will benefit the people of Rockingham County by contributing to the development of modern and successful family farms while, at the same time, preserving and improving the environment so that it may be enjoyed both for recreation and for its natural beauty,” the late Fieldcrest executive Rufus Beaver said at the time.

Lost in translation

But a lot changed before it came time for Buck Dumaine’s trustees to take charge in 1997.

What remained of Fieldcrest limped toward its death bed as the textile industry collapsed around it. So the trust lost a logical source of corporate funding for the plans.

And Dumaine did not die a fast death, but lingered for two years after being made a ward of the court because he was no longer mentally competent.

By then, the 94-year-old financier’s estate was in disarray, said his son Dudley Dumaine, one of three original members of the farm trust who no longer serves on it.

“Those who had to straighten out his mess had no choice but to scrap Buck’s hopes for the N.C. properties and (their) liabilities, as Buck would never see them again,” Dudley Dumaine said in an e-mail from his home in Kentucky.

Over the years, the roster of Dumaine Farms Trust included a mixture of local neighbors, former Fieldcrest executives and agricultural officials.

The group boasted one heavyweight in its ranks, former U.S. Rep. Richardson Preyer of Greensboro. But Preyer died in 2001, before he could have much impact.

“He was a very wealthy person who would have helped if we had come up with something,” said current trustee Howard Richardson, a former FBI official and retired Fieldcrest security chief.

A tall order, lawyers say

Lawyers have warned the trustees that to fulfill Dumaine’s bequest, every aspect of what they create must benefit the farmers Buck mentioned in the 1977 document that originated the trust, Richardson said.

“It’s difficult to take that much land and say, 'We can do such and such,’ then make it fit where it helps small farmers who have five or 10 acres,” said Richardson, who chaired the trustees at one point.

No proposal so far has passed that stiff test, he said. Trustees meet once a year in June and have fielded a variety of proposals since Dumaine’s death, including one for a nature center and shooting preserve with Remington Arms Co.

Seven years ago, local developer Peter Osborne proposed buying Bent Farm from the trustees for his own residence, a deal aimed at giving them enough money to plan an agricultural center and county park elsewhere the Dumaine property. He also offered help organizing a coalition to guide the project so it benefited both farmers and the larger public.

About the same time, the Dan River Basin Association suggested opening a center to teach and promote organic, sustainable farming on part of Bent Farm, with nature trails and boating access elsewhere.

It’s hard to believe DRBA’s proposal couldn’t pass muster, said Lindley Butler, who helped craft the nonprofit river group’s May 2003 plan.

“I really think we had a proposal that would have fulfilled what Buck Dumaine wanted to do,” said Butler, professor emeritus of history at Rockingham Community College.

Richardson said his recollection of DRBA’s plan is hazy, but he believes lawyers advised against it. Shoulars said he did not recall the group’s plan at all.

The trust also has talked with N.C. State and N.C. A&T universities about developing research projects or facilities on the land, but nothing has come of that yet, trustees said.

Ashes to hunting grounds

Meantime, the trust normally earns less than $25,000 a year, with its main revenue coming from leasing land to a Chatham, Va., dairy. Last year, the group started a $1,000 scholarship for one student each year from Rockingham County to attend N.C. State’s College of Agriculture and Life Sciences.

Richardson said none of Dumaine’s descendants are on the board because Dudley Dumaine and his brother resigned some time ago.

That’s a possibility, Dudley Dumaine said, but he doesn’t remember resigning or ever receiving notice of any board meetings before that.

One thing Dudley Dumaine knows for sure: His father truly loved the land he bequeathed for the benefit of Rockingham County residents. In fact, Dudley Dumaine and his brother traveled all the way from Massachusetts after Buck died to spread their dad’s ashes there, near a favorite hunting spot.

It was what Buck’s will said to do.

 

Documents on Dumaine Farms

Sunday, March 28, 2010

(Updated 3:00 am)

This December 1977 document created the Dumaine Farms Trust to “benefit the general public and particularly the farmers and other people of Rockingham County, North Carolina.” At the outset, the group consisted of three trustees, including one of F.C. “Buck” Dumaine’s sons. The elder Dumaine died in March 1997 at the age of 94.

This document conveyed a large amount of land to the Dumaine Farms Trust in August 1996, about seven months before Buck Dumaine died. Dumaine had been declared a ward of the court a year earlier because he was no longer mentally competent. In this Guardian’s Deed, Buck Dumaine’s legal representative gave the acreage to the tax-exempt trust because the cost of maintaining the land was too costly for Dumaine’s estate. The first paragraph lists the trust’s membership at that time, including two of Dumaine’s sons.

In early 2003, the nonprofit Dan River Basin Association was asked by the Dumaine Farms Trust to submit a plan that would meet Buck Dumaine’s goals for the land he left under the trust’s supervision. The river-conservation group envisioned a center that would teach and promote sustainable, organic farming on part of the scenic Bent Farm, along with hiking trails and boat access on other parts of the tract. The farm trust did not pursue the proposal, but never said why, several DRBA members said.

Also in 2003, Eden developer and contractor Peter Osborne hired professional consultants to prepare this map and plan for part of Buck Dumaine’s acreage, including an agricultural center, nature reserve and a county park with an equestrian center and other recreational facilities. The trust decided against his proposal, which included his purchase of the Bent Farm for personal use. “In my conversations with you over several years, we have discussed several ways the trust could accomplish its mission,” Osborne said in a cover letter to the Dumaine Farms Trust. “I believe that I sensed frustration that over the years basically there was little activity and no success toward the mission and goals of the trust.”

  

Staff writer Myla Barnhardt contributed to this story.

Contact Taft Wireback at 373-7100 or taft.wireback@news-record.com

 

COMMENTS

Pack grad

March 28, 2010 - 11:12 pm EDT

Thanks to Taft Wireback for a very interesting and informative article about Buck Dumaine. As a long-time resident of Rockingham County and a former Fieldcrest employee, I appreciated this insight into someone who was held in such high esteem around the company, in the City of Eden and throughout the county.

This article answers questions more residents than just I have had, I am sure. Many of us have heard about some land Buck left for the benefit of Rockingham County but we never knew for sure if this was true. Now we know it is. We also understand the extent of Buck's generosity toward us as shown by the size of this gift and the charge given to those who agreed to administer Buck's wishes.

What this article also does is to raise a number of legitimate questions that need to be answered by the current Trustees of the Dumaine Farms Trust and by certain administrators in the Rockingham County government.

To the Trustees, I would first let you know that I have talked with county residents who have requested permission to hunt or fish on Buck's land and were denied this opportunity by you. Mr. Schoulars' statement regarding the granting of permission to hunt or fish is not close to what I have been told by those who were denied this privilege. I can't be the only person in Rockingham County to hold this belief. I fail to understand how leasing land to a dairy in Virginia fulfills the purpose of the Trust as stated in the Trust document, being to manage the property transferred to the trust "for the benefit of the general public and particularly the farmers and other people of Rockingham County, North Carolina." Surely there are Rockingham County farmers that would welcome an opportunity to lease this land. And since the purpose of the trust is to provide a benefit to Rockingham County farmers and other citizens, it would be nice if the Trust could present some sort of annual report to those it is supposed to benefit, citing what the Trust has done to further this purpose. For a tax-exempt organization established in 1977, providing one scholarship with a value of $1,000 doesn't seem like much of an effort. This lack of understanding about the Trust's accomplishments, if any, could be very easily corrected. By the way, it might be interesting to get a current legal opinion of what is permissible under the terms of the Trust, as the Trust document clearly contemplates that laws and regulations might change. If there are no funds available within the Trust to develop the property, does the word "abandon" in section 2 of the Trust document allow all or some of the property to be sold, with the proceeds from the sale being used for the stated purposes of the Trust?

To the elected officials of the County, perhaps you have some of the same questions I do about this property and how it is being used (or not) for the benefit of our citizens. I do not understand that just stating that a trust is a 501(c)(3) organization and is, therefore, tax exempt is enough. You actually have to walk the walk. You have to act like a tax-exempt organization and do things that allow you to be exempt. Otherwise we would all declare ourselves to be 501(c)(3) organizations and pay no tax. So, what is it about the Trust that makes it tax-exempt? And does this provide for non-payment of property taxes at a time when the county could surely use the additional revenue? Is the $25,000 annual rent taxable? And, if this property is to be used to benefit the county, was it considered as a possible site for the equestrian center? How much could that have saved? If the Trust's Trustees have rejected proposals by Pete Osborne and DRBA (and, possible others not mentioned) for ways to develop the property within the mandates of the Trust, are the Trustees meeting their fiduciary responsibility as managers of the property they were left to manage, not own. As our elected representatives, perhaps our County Commissioners will ask these questions and others they must have on our behalf.

Sadly the only reasonable conclusion I can draw from this article is that the legally-established wishes of a Yankee who came South to buy a mill and fell in love with Rockingham County and its citizens, as stated in the Dumaine Farms Trust document, are at best not being met and at worse being blatantly ignored. I will be personally outraged if it is shown that this is the case.

  

www.news-record.com/content/2010/03/27/article/dumaine_fa...

 

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POSTSCRIPT

On May 3, 1997, I attended a memorial service for Frederic C. "Buck" Dumaine, Jr. At that time, I delivered copies of my manuscript to Buck's three children, and I had the good fortune to talk with Dudley Dumaine, one of Buck's sons, for some time. While I did expect a note of appreciation for the copies of my manuscript, I was humbled to receive a letter from Dudley offering, on behalf of the third generation of Dumaines, to provide me with personal material, family members' recollections, and to fund the publication of this book. Dudley's letter in part stated:

Amoskeag's emotional historical distortions have contributed to the current discreditization of respect the American people have for the honorable driving forces that made America what it is. We also understand that we, the descendants of F.C. Dumaine, Sr., are subject to the same errors of oral history within ourselves, as did the labor force of Amoskeag, and for the same reason; lack of full information.

The letter went on to state that this additional information was for my "...analysis, inclusion, modification and/or rejection."

Subsequently, Dudley Dumaine provided me with three basic categories of material; oral history, personal Dumaine files and galley proofs of a book-in-progress titled Dumaine of New Eng]and.1

In the 1950's, the Dumaine family had contracted with the late Dorothy G. Wayman, a retired Boston Globe reporter and biographer, to write a book based on Dumaine's diaries. Wayman was noted above as a potential author of the unpublished history of Amoskeag. After three years of work on the biography and for reasons unknown, the family decided against the publication.

I found little in the book relative to Amoskeag that I had not already discovered. There was, however, much written confirming my prior opinion on the measure of the man. Of particular interest to test my already decided conclusions about Dumaines' motivations is her review of F.C.'s actions in controlling Waltham Watch, a subject not covered in my book but in itself a fascinating study. At one point she writes:

Dumaine's human side appears in an incident in 1937, when a young man attempting to move a pan filled with gasohne was fatally burned. [Quoting his Diary she goes on to state]

Thursday, July 22, 1937: **** of the **** Insurance Company called to discuss the John Kempton case. I explained to him unless he was willing to pay the family $3,000, with $150 towards funeral expenses and the nurses bill, $256, in view of the great suffering and unusual circumstances, I could not recommend a settlement on no other basis and should insist the case be put up to the Industrial Accident Board.

He pointed out the question of willful negligence on the company's part might be raised if the question went before the Board and the watch company might he held for half the damages. I told him I cared nothing about that. If it could be shown willful negligence existed, the watch company should he penalized. I could see no other solution and did not care to horse-trade.2

In a second incident relating the time when Dumaine was retired from control of Waltham Watch she states:

On May 22, 1944, the Waltham News-Tribune printed a tribute to Dumaine and his record of achievement and also printed a long list of names of Waltham employees of twenty years' service or more, who had received unspecified bonuses. The public supposed that these have been paid by the company, as originally authorized hy vote of the directors and mentioned in Dumaine's diary. Actually because government consent could not he procured, in the end Dumaine footed the entire bill from his own pocket.3

Wayman concludes her chapter on Waitham Watch with the following comment.

It is obvious that the $125,000 of bread Dumaine cast upon the waters in 1923, at Waltham, twenty years later came back in the form of a loaf of about a million dollars in cash. A quarter of it he paid to the United States government in taxes, and one third he had donated in bonuses to the veteran watchmakers. Money, however, was not Dumaine's objective or the mainspring to his operations. . .

His satisfaction and his pride in the success of his endeavors at Waltham, as in Bay State Fishing Company or Fore River Ship and Engine Company or Agwilines, was to see the American economy and industry "workng right," clear of debt, giving employment to workers, prosperity to the community, a reasonable return on risk capital.4

One final point in the Wayman manuscript substantiated my assumptions of Dumaine's attitude in letting the record speak for itself relates to a conversation and subsequent correspondence between Dumain and F.D. Roosevelt. During the conversation with the president, Dumaine had quoted a saying of Abraham Lincoln's which Roosevelt had not heard. Upon returning to Boston, Dumaine had the quote printed, matted and framed and sent it to the president. The text and FDR's letter are on the following pages.

Lest the reader conclude that the book has been tainted by Dumaine's support in publication, let me emphatically state that all of the material that I have reviewed substantiated the conclusions reached in my research prior to the family's generous offer.

Because publication of the manuscript is funded by the Dumaine family, I have relinquished all rights to Saint Anselm College to permit all proceeds to establish a scholarship for descendants of Amoskeag employees who qualify to attend Saint Anselm College.

Arthur M. Kenison

October 1997

 

Frederic C. Dumaine: Office Boy to Tycoon by Arthur M. Kenison, Saint Anselm College (Manchester, N.H.) and N.H.) Saint Anselm College (Manchester (2000, Book, Illustrated)

        

Amoskeag: Life and Work in an American Factory-City (Library of New England) [Paperback]

Tamara K. Hareven (Author), Randolph Langenbach

    

Dumaine's Amoskeag: Let the record speak [Hardcover] Arthur M Kenison (AUTHOR

    

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September 09, 1991

The Dumaine Legacy

By Marjorie Rosen

In a Privileged Family, An Unwelcome Heiress Proves That Blood Is Not Thicker Than Money

 

MY ADOPTIVE PARENTS ALWAYS TOLD me I was a chosen baby," says Elizabeth Ann Charney. Growing up in a redbrick row house full of love in a middle-class Brooklyn neighborhood, Betty Charney, now 35 and a public school teacher in Miramar, Fla., never gave a second thought to her natural parents or who they might be. Then in 1977, during her first pregnancy, she found herself worrying every time a doctor asked about her family history. "I had these questions," she recalls. "And I began to wonder, 'Who am I?' "

 

What began as a simple journey to find her roots has become a dizzying ride on the wheel of fortune. As it turned out, Charney's biological father was Pierre Dumaine, one of the heirs to a $200 million trust from a railroad and textile empire that includes Fieldcrest Cannon Inc., the towel manufacturers. Betty—divorced from Robert Charney since 1981 and sharing a modest house on a canal with sons A.J., 12, and Bobby Jr., 14, and her ex—mother-in-law, Katherine Cusato—now finds herself a Cinderella-in-waiting. There's only one catch: Her new family has so far resisted Charney's claim to her fairytale birthright.

 

Relaxing amid the Chippendale splendor of his estate in Weston, Mass., Charney's birth uncle Frederic "Buck" Dumaine Jr., 88, is unbending. He and other recipients of the Dumaine trust don't deny that Charney is a blood relation. But he also insists that Frederic Dumaine Sr., the patriarch who died in 1951, expressly stated that only "legitimate" heirs were entitled to share his legacy. In the eyes of the family, Betty, born out of wedlock, is ineligible. So Buck grins and dismisses her lawyers, who have taken the case to the New Hampshire Supreme Court. "Let 'em be damned," he declares.

 

That's what the Dumaines said in 1955 when they discovered that Charney's parents, Pierre "Spike" Dumaine, then 43, and Evelyn Humphrey, also 43, a receptionist at the family's Boston-based headquarters, had fallen in love. After all, Spike was married, if unhappily, and was the father of two children. Evelyn was a twice-divorced mother of three. She soon left her job, and he was dropped from the trust. In 1956, Betty was born. She insists today that Pierre "stayed in his marriage because of his obligation as a father." Still, at about the same time that Evelyn surrendered her for adoption, Pierre's trust payments resumed.

 

By 1961, though, Pierre's marriage had collapsed; he and Evelyn married but had no more children. Betty was never forgotten. "My dad later told me that every year on my birthday, my mom became a recluse," Charney says. After her 21st, Betty asked her adoptive parents, John Scudder, a stockbroker turned schoolteacher, and his wife, Nelda, to contact the lawyer who'd originally arranged the adoption. He in turn notified the Dumaines, who then wrote to their long-lost daughter.

 

"Words can't explain how I felt," Charney says, recalling her first meeting with her birth parents. That was in 1978, in Birmingham, Ala., where she was living with her husband, a cafeteria manager. From the first, says Betty, she and the Dumaines found an easy closeness. And eight months later, Pierre and Evelyn threw a party for her at their home in Cumberland, Maine.

 

During that visit, Charney for the first time understood that her parents were wealthy. But not until after they died—Evelyn of heart failure in January 1987, Pierre of cancer seven months later—did she understand just how well-off they were. And just how much she believes she might inherit—$250,000 a year. "When you don't come from money, you can't comprehend it," she says.

 

Nor could she imagine that the other heirs, including half brother Peter, 53, and half sister Lael "Suzy," would want to exclude her from the inheritance. (Pierre specified in his will that he wanted Betty to be a beneficiary.) The battle began four months after her father's funeral when the trustees started legal proceedings to determine whether she was entitled to a share. All along, the family contention has been that Charney has no claim on the trust, though Pierre and Evelyn did eventually marry. Charney's attorney, Dort Bigg, insists that universal slate law legitimizes any child born out of wedlock when the parents legally wed and acknowledge the child. Charles DeGrandpre, attorney for Betty's half brother and half sister, disagrees. Adoptive children obtain all inheritance rights from their new parents, he says, and forfeit those of their natural parents. Which may be why Betty petitioned a New York circuit court in 1988 to annul her adoption. (The court has yet to act on her request.) Her adoptive parents made no objection. "Our relationship wasn't based on whether it was official, but on a lifetime of sharing," says John Scudder, 71, who, with his wife, Nelda, 70, took Charney in when she was 4 days old. "If this helps Betty, we'd do it."

 

The Dumaines insist that Frederic, a man obsessed with his strict moral code, didn't give a hoot about bloodlines, only about behavior. According to Charney's half brother, Peter, "My grandfather was so specific. He'd sit me on his knee and pound into my head that, if I ever got a woman pregnant and was not married, I'd be on my own. And my father told it to me too."

 

Taking the patriarch at his word, the New Hampshire Superior Court ruled in 1990 that the elder Dumaine's intent was to support only those heirs born "in wedlock." The decision, says Betty, "crushed me. I felt the judge was saying, 'You're not good enough to be one of them.' " She has appealed her case to the state supreme court, which could rule on it this fall. If she wins, Betty, who now makes $25,000 a year, hasn't the vaguest idea how she'd spend her new riches. But at least there would be plenty of money to send her sons to college.

 

And if fortune eludes her? "I'm proud of who I am," she says. "I always was, but now I know why. There's too much hate in this world, and you can concentrate on it, but I know my mother and father, and I know they loved me."

 

MARJORIE ROSEN

CINDY DAMPIER in Miramar, GAYLE VERNER in Boston, MARIA SPEIDEL in Brooklyn

 

Contributors:

Cindy Dampier,

Gayle Verner,

Maria Speidel

       

U.S. Senator Martin Heinrich (D-N.M.), a member of the Senate Armed Services Committee, meets with New Mexico National Guard officials in Santa Fe, N.M., to discuss increasing resources for counterdrug efforts along the U.S.-Mexico border and build upon efforts to enable the New Mexico National Guard to become the first Air National Guard unit in the country to fly and train in the CV-22 Osprey.

I'm being given an increasing number of translations to do which is good as a) it's money b) I enjoy it c) it means the clients like my work. But so much of it is last minute! Yet again I had to change my plans this afternoon to cater to two urgent requests.

Governor Murphy and Mayor Ras Baraka visit Mr. Blackmanâs African American History Class at Science Park High School in Newark to announce that New Jersey will be increasing the number of AP African American Studies classes offered in High School on Tuesday, February 14, 2023(Edwin J. Torres/NJ Governorâs Office).

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the crvciallegal battle. Various organisations ranging from Sfi,AISF to DSU have shown no interest in cortecting funds, or in contributing ln any constructl\le \;1ay to this struggle. .

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Enhancing the MCM amount: The MCM income cap has been Increased from Rs 1 lakh to Rs 2.5 lakh during the past year, baste sustenance scholarships such as MCM should be raised to Rs. 3000. wrth the provision of periodic upgrading rn tune wrth the rising cost or living. .

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Enhancing Financial Assistance: After a sustained struggle in 201J, the Administration was forced to agree to creating a corpus fund for lump sum transfers to needy research scholars in the 4th and 5u. years of their research. More soholarships should be made available to research students and Students coming from deprived .

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backgrounds, with their duration covering the entire research period, to ensure that the non-fee costs or education that include books, xeroxes, field visrts. transport costs for visiting libraries and archives ou tsrde the campus. etc. can be taken care of. .

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Expanding the scope of fellowships for students from deprived backgrounds: Fellowships for OBC students, increase in the number or Maulana Az.ad national .

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fellowships. .

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Scrap the discriminatory CSAT pattern in the UPSC exam, and roll-back the exclusion of classical and foreign languages as optional subjects in the UPSC exam: These demands. pursued consistently by the JNUSU in the past year, have to be taken to their logical culmination. .

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Addressing the language barrier through establishment of a Translation Cell to provide translations of basic texts and through rejuvenation of the English training .

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programme. .

Ensurlng.r~ghts and facilities for PH students: Completing the process of implementing a barrier-free campus. expansion and maintenance or the Helen Keller unit in the Central Library, expanding the provision of facilities wch as 3 wheeler scooties. increment of Reader's/escort allowance, more availability of scanners and e-text and scan-able reading materials, good JAWs reader in Hindi. upgradation and proper maintenance of Helen Kener unit in the fibrary, issuing Disability certificates in new format. representation in an relevant committees, surtable toilets in hostels at1d school buildings, and ensuring safety from dog bltes through a properly organized animal spaying .

programme. .

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Alleviating educational deprivation and under-representation of minorities, in line with the recommendations of the Sachar Committee and Ranganath Commission. Five deprivation pomts for minority students in admissions be implemented. The scope or madarsa recognition also be expanded. .

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Reduction in Eligibility Criteria for OBC Students: The eligibility cr~eria for oec students have lo be reduced at various levels-BAJMA, M.Phil 1st year to M.Phil 2nd year, and also from M.Phil to Ph.D. .

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More Effective Schemes for Fulfilling Reservations: JNU as at1 institution, must devise mechanisms to ensure better rmplementation of legally mandated reservations -such as ensuring reservations in Direct PH.D, clubbing small centres together to ensure more social inclusion or SCI ST/PH students. SC/ST/PH/OBC reservation should be property implemented in hostel allotment including in the married researctt scholar hostel. Reservations, including OBC reservatlGn, must be implemented at all levels of .

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faculty appolntments. .

2 .

Strengthening GSCASH: Improving basic infrastructure. incorporating gender sensitisation as a mandatory lecture series/module to be conducted through each centre in the first semester itself. Moreover. in order to ensure that GSCASH's autonomy is safeguarded, it is necessary that GSCASH verdicts be made binding on the JNU administration. .

Be tter Infrastructure .

More hostels: To address the massive hostel crisis. more new hostels need to be constructed and other .

accommodation provisions need to be explored immediately. The JNU administration has to be forced to keep its promises on deadlines and fund arrangement After a protracted struggle. the construction of Shipra-2 has started, Damodar rs now a functional hostel and .

several dormitories have been opened. Multiple problems faced by the Damodar residents have to be addressed without delay and th e construction of Shipra-2 must proceed fast. Students in dormitories must be provided with a!I baste fumtlure andfacilities. At the Academic Council meeting of 29 August 2014. the JNU VC communicated to the AC that funds for another new hostel will arrive within a month. Vigilant struggle has to kept up to ensure that the unique residential character of JNU is not compromised. .

Defeating repeated arbitrary and anti-student moves by the Dean of Students' Office with regard to hostel rules and undermining of IHA and an end to dilly-dallying on hostel allotment and provision of basic hostel facilities. .

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Optimal and efficient utilization of the online Web Portal for the central Placement Cell has to be ensured. so that students of various centres and Schools are kept informed of various research and career options available to them. .

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Fuctionalfzing the autonomous Open Access JNU Press. .

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Ensuring better lnfrastructural Facilities by extending wi-fi facilities in residential areas and hostels, expansion of health centre facilities. 24x7 health centre equipped with wards, beds and adequate diagnostic facilities. expansion of sports facilities. Immediate installation of Sanitary pad dispensing machines in the academic complex and near women's hostels -all necessary approvals, tender selection and choice of location have already been accomplished due to the sustained efforts of lhe outgoing .

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JNUSU. .

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Continuing upgradation ofthe Central library through better digilization facilities, subscription to more e-journals. more representation of students in book purchasing and library sub-committees. starting of video library th at has documentaries, lectures and films useful to an students especially those from languages and area studies. .

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Overhauling and upgradation of existing departmental libraries, opening of new departmental libraries. .

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Ensuring Paperless Administration: Removing bureaucratic red-tapism through a paperless administration, which will reduce the difficulties currently faced by students. .

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Improving Transport facilities through opening of busos .

withtn the campus and to Munirka and Metro Slation. .

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Expansion and Revltalisation of Sports Facilities: .

Upgrading and Maintenance of the Sports Stadium with .

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creation of an indoor stadium. a new Badminton Court. Common multi gym with instructor and proper equ;pments, Proper ground maintenance, repairing the roof of yoga centre, separate toilets for boys end girls, lnstal/atlon of water cooler and flood light. Creating a volley bellcourt in front ofMahi Mandavi, repair KV ground basket ball court. funds to repair hostel badminton courts and .

increase in hostel sports fund. Organising annual and inter-school. inter-hostel sports events with proper Instructor. appointing a ·Cricket instructor. T11e functioning or JNUMC end the overall functioning of the Sports office need to be .

improved. .

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A 1 000 seater Auditorium for conferences, meetings and culural activities of students .

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Fighting arbitrary high prices In shops and canteens, maintaining CDC approved rates and quality; and defending JNU's socially inclusive shop-allotment policy. .

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Computer/ Laptop repairing shop in the campus to aqdress the massive inconvenience faced by the students. .

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Canara Bank branch Inside the campus for smoofh disbursal of RGNF/MANF fellowships .

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Campus De m ocrac y .

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The crucral struggle against the Lyngdoh Committee recommendations and restoration of JNUSU constitution has to be carried forward. .

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Democratising t.eacher-student relationships: The positive recommendations of the 10-member committee set up in the wake of the horrific 31 July incident should be implemented, including formation of Grievance Redressal Cells and research Supervisory committees in each centre/ school whose recommendations wiU be binding on the JNU and School administration. .

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Accountability of Teachers/Supervisors: Anonymous .

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feedback by students and a mechanism to ensure supervisors provide timely feedback to res7arch scholars working with them. .

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Scrapping of the 'Pink Form' currently required for availing of fellowships/scholarships, since it leaves the .doors open for harassment and viclimisation of research scholars by supervisors. .

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Democratising Science School functioning: Transparency in lab allotment, evaluation particularly in 98 cases. timely procurement of chemicals, books and disbursal of fellowships has to be ensured. .

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Expanding student representation in the ACfBoS, removal of undemocratic grade point criteria and representation of Equal Opportunity Office in the.Academic Council. .

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Ensuring and defending mandatory wages and r1ghts of the workers on campus. .

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Reforestation and Revitalizing the Environment Task Force .

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School Leve l Agenda.

t'ft1 ' .

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New MA /M.Phil programmes should be introduced in SSS. 1n centres such as the North East studies programme. Women's Studies Programme. in the Centre for Studies in Discrimination and Exclusion, Informal Sector and Labour Studies. .

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New courses on gender sensltisalion should be mandatorily introduced which will include weekly lectures. along with regular film screening and plays related to gender. .

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A School-level magazine(journal should be started .

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Expansion of photocopYJng facilities in CHSIDSA library, and also in documentation centres of various centres such as CSRD, CSSS and CPS. These library timings be extended. .

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Locker facilities for CSRD students for elabomte study materials {books. maps and other accessorills) .

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Starting regular School and cenlfe-level Research Methodology workshops in SSS. .

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Ensuring nexibility in deadlines for submitting tutonals and assignments, especially in CHS. .

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3 .

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An E-notice Board must be started in tn~ School, informing students of all academic schedules and ctlanges 11\ereof, administrative notices, upcoming seminars and events etc. .

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Reinvigorating SFCs, Grievance Redressal mechanisms lo address tTurdles faced by students and research scholars .

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A common room, with access to journals and TV etc. 24x7 Reading rooms in all centres in SSS. .

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Hygiene and sanitation in the School buildings. .

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Ensuring more and functional Water coolers ln. SSS. .

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Renovation of wiring and plug poinrs arm of the bathrooms in both the old SSS buildings. .

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t1t1 .

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Arbitrary, anu-studenf regulations and changes in academiC policy must be scrapped. Discriminatory eligibility criteria for admission to courses in SIS (in particular the MA programme in CITD) should be be scrapped. .

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Transparency in exchange programmes .

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Immediate starting of the new course. 'History from the Global Sou!h1, which has been passed in the 51S BoS. .

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A Scl)ool-level magazine/joumal should be. started .

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Introduction of sociological perspective in the teaching and learning of !R in JNU. as discussed in the SIS BoS. .

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An E-notice Board must be started in the School, informing students of all upcoming seminars and events etc. .

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Renovation of the SIS Common Room: The common room of SIS was opened up aher the interventions of the JNUSU in 2012 and 2013. However. there is now a need to ensure proper r.enovation or this common room, so that it caters beller to file needs of the students of SIS. .

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Hygiene and sanitation needs to be ensurect in the School. .

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Re-Opening of Computer Lab: The computer lab in SIS was opened after the intervention of JNUSU. However. due to the retirement of the caretaker, the lab does not remain open. A caretaker must be immediately appointed so that the computer lab can be opened again. .

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~1ij lf:ttti .

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Monitorihg and redressat of high drop-out rates. .

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Transparency in allotment of optional courses. Allotment of optional courses according to choices of student. .

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A mechanism to re-evaluate the oral exams in BA. .

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Defined Course structure of different centres for BA. .

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The student-teacher relahonship has to be democratized. regular and timely feed-back of mid-term evaluations shouk:t be provided to students, only registration numbers of students and not names should be mentioned in the an!.wer scripts to avoid possible discrimination .

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Optimum fun ctioning of the Career Counselling and Placement Bureau. .

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School library i,n SLL&CS with the basic text books of langl!ages for BA students and other books on demands of research scholars. A 24'7 reading room in this flbrary. .

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JRF-NET in Korean language. Expansion of Centre for Indian Languages (CIL) to inch.Jde other modern Indian Language&, Introduction of degree and diploma in other languages, Introduction of M.A. in Translation In all of SLL&CS, such as Arabic, Spanish, Rersian & RlH .

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End the rising trend of large-scale ad-hoc faculty. .

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School Level Auditorium. .

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Ventijation problems in different Class rooms Proper Sanitation and Hygiene Jn the hOCl~' .

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To increase realistic training, the TPAC designed animals to be used in IED training lanes throughout Europe. The goats, sheep and dogs are stuffed with a simulated IED, duplicating the practice in Iraq of hiding explosives in carcasses.

 

For more stories, images, video and information about the U.S. Army's largest overseas training command, visit the 7th U.S. Army Joint Multinational Training Command website at

www.hqjmtc.army.mil

Mayor Bill de Blasio and Police Commissioner James O’Neill visit the JCC of Staten Island to meet with Jewish community leaders and discuss the increase in anti-Semitic incidents in New York City. JCC of Staten Island. Tuesday, March 07, 2017. Credit: Ed Reed/Mayoral Photography Office.

 

This photograph is provided by the New York City Mayoral Photography Office (MPO) for the benefit of the general public and for dissemination by members of the media. The photograph may not be manipulated in any way and may not be used in commercial materials, advertisements, emails, products or promotions that in any way suggests approval or endorsement of the City of New York, the Mayoral administration, or the de Blasio family without prior consent from the MPO (PhotoOffice@cityhall.nyc.gov). Any use or reprinting of official MPO photographs must use the following credit language and style: “Photographer/Mayoral Photography Office”, as listed at the end of each caption.

Leopard skins are in increasing demand among members of South Africa's Shembe Baptist Church, which has adopted the Zulu practice of wearing spotted cat fur (mainly leopard) during religious celebrations. Although trade in leopard skins is illegal in South Africa, the practice is widespread and expanding among the Shembe's estimated 5 million members. In order to reduce demand for real leopard skins, Tristan Dickerson, Panthera's Leopard Program Coordinator, has spent the past year working with digital designers and clothing companies to create a high-quality and affordable faux leopard skin which he will present at a future Shembe gathering.

 

This photo was taken by Tristan at a Shembe gathering that he visited to investigate the use of real and fake leopard skins.

 

Watch the CNN Inside Africa videos featuring Tristan and the Munyawana Project at bit.ly/pC6hxa

 

Learn more about the project at bit.ly/grsB9V

 

Learn more about Tristan at bit.ly/pzuAGB

As boost is increased through the use of performance software, the single factory intake becomes restrictive and the engine is lacking the air it needs to make maximum power. Dinan's cold air intake force feeds the 3 liter turbocharged inline 6 with greater volumes of cool, oxygen rich air for substantial power gains by utilizing our secondary carbon fiber intake. The system is so effective that the carbon fiber inlet air temperature is a full 40 degrees Fahrenheit cooler than the incoming air from the stock inlet. Due to the increased airflow from their intake, the power-curve is extended into the higher RPM’s for a noticeable change. The system is a direct replacement for the factory air box lid, employing a hand-crafted carbon fiber unit that also includes a secondary carbon fiber intake tube that captures cool air from the lower grill and includes the shielding for the conical filter to insulate it from power robbing engine compartment heat.

 

Gains: 14hp @ 6000rpm

 

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1969 Porsche 912 Targa

  

Chassis No. 129010661

   

The 912 is regarded by an increasing faction of Porsche enthusiasts as a very much worthwhile alternative to a more powerful 911. With its lighter 356-style mechanical components and inherently better weight distribution, the 912 is regarded by many as a more balanced drivers car than the 911.

 

This 1969 912 Targa is presented strikingly in Royal Blue set off by Fuchs-style wheels, with inviting tan upholstery and a black dashboard. The car has received a considerable amount of attention during its last 17-year period of ownership, with well over $25,000 spent on documented mechanical and cosmetic restoration. An extensive mechanical overhaul in 1996 included an engine rebuild incorporating resurfaced cylinder heads and rebuilt carburetors, while the transmission was replaced with a newly rebuilt four-speed unit.

 

The car's appearance was freshened both in and out, with paint and bodywork receipts to the tune of $12,000 provided by the vendor. In addition to the extensive repaint, many rubber components such as weatherstripping were replaced, and the undercarriage was sealed, all of which causes this 912 to visually impress. The interior is a lovely driver's office with rebuilt and reupholstered front seats and headrests in tan leather. Virtually every interior component was similarly recovered, including the rear jump seats, door panels, and rear side panels. With the added benefit of elegant tan carpets replaced at the same time, this interior beckons the willing motorist.

   

With only 2,562 912 Targas produced according to the 912 Registry, this is a rare opportunity indeed to acquire such an attractive and well cared-for example.

   

* A strong roadworthy car, begging to be driven!

* Beautifully restored inside and out!

* A rare and well cared for example!

  

Visit our website for more info:

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For only: $32,000.00!!

having a sick day, after getting 280 2 hours after a meal for 2nd day in a row, i decided to increase my insulin by 2 units

Increased traffic and pedestrians, early sunset, a host of distractions and scam artists make parking lots one of the more dangerous places during the holiday season.

Increasing attempts by Fuji Photo Film Co. (not yet Fujifilm) to break into the US stronghold of Kodak. The promise of a 100 ASA emulsion was in contrast to Kodak's mainstream films of ASA 64, although higher speeds existed.

Annapolis

Average local sea level rise in inch

Days with flooding

 

Graph: Ocean Atlas 2017, Petra Böckmann/Heinrich Böll Foundation

The British Columbia government is increasing staffing levels in residential care homes to make sure seniors are getting the quality care they need and deserve. By investing $240 million over three years, government will increase the direct care seniors receive to 3.36 hours per-resident day, on average, in each health authority, by 2021. Learn more: news.gov.bc.ca/18116

A partnership between government of British Columbia and the Heart & Stroke Foundation will provide $2 million to increase public access to automated external defibrillators (AEDs), helping to save the lives of victims of sudden cardiac arrest.

Learn more: www.newsroom.gov.bc.ca/2013/02/bc-increases-access-to-def...

In 2022, the Port of Salalah has brought sixteen new eco-eff¬icient, rubber-tyred gantry cranes (RTG’s) from ZPMC into operation and three new mobile harbour cranes from Liebherr. This has enabled the port to expand operations, enhance container and general cargo handling and reduce the terminal’s environmental impact.

The contract with ZPMC and Liebherr is a part of a wider investment in expanding the Port’s future capacity to ensuring the terminal is equipped with the latest technology and equipment to support local and international business customers.

 

This agreement aligns with Oman’s 2040 Vision, to elevate infrastructure as a key economic instrument to further grow the transportation and logistics sector.

 

Environmental benefits

Reducing fuel burn by 20%, the new RTGs are an important step in the terminal’s long-term plan to have zero-carbon emissions. They are fitted with the latest Siemens technology and are capable of lifting 41-tons, with six wide stacking plus truck lanes.

 

They can be fully monitored remotely and are integrated with the asset digitization system currently being installed in the terminal to monitor production and eff¬iciency. In addition, they have laser anti-collision systems to provide protection to machinery and pedestrians.

“Innovation and improvement are at the heart of our Port-centric solutions. Our investment in the latest RTG’s and mobile harbour cranes demonstrates our long-term commitment to optimise operational eff¬iciencies and cargo handling services while accommodating existing and new trade,” said Mark Hardiman, CEO.

 

World-leading efficiency

In the latest Container Port Performance Index (CPPI 2020) produced by the Transport Global Practice of the World Bank, the Port achieved world class efficiency. ranked 6th amongst 351 ports globally. “The new equipment will help us to continue expanding our capabilities, capacity, eff¬iciencies and support increased demand,” concludes Hardiman.

 

The Port of Salalah Container Terminal has a 2.4 km container berth quay and seven berths of up to 18m draft. Its infrastructure can handle the world's largest container vessels, as well as bulk cargo, bunkering and warehousing. The terminal has an annual capacity of 5 million TEU and is viewed as the region's best located port for access the Middle East, Indian Subcontinent and East Africa.

APM Terminals signed a 30-year concession agreement with the government of Oman to build and manage this world-class container facility until 2028. APM Terminals holds a 30% stake in the Port operating company Salalah Port Services. Other shareholders include the government (20%), government pension funds (23%), and others (27%).

 

Since then, the Port has made significant strides towards achieving world-class operational standards. Around US$800 million has been invested in infrastructure.

 

Increasing Cooperation and Accountability – NGOs, Government and International Organizations working in Haiti; UN Headquarters; 24 September 2012

 

Top Haitian officials and more than 50 US-based non-governmental organizations working in Haiti will unite to forge a new partnership to ensure better cooperation, accountability and transparency. Key speakers at the event include: Haitian Prime Minister Laurent Lamothe, UN Under-Secretary-General and UNDP Associate Administrator Rebeca Grynspan, and others, including American actor, film director and humanitarian Sean Penn.

 

Here: Heraldo Muñoz - UN Assistant Secretary General and UNDP Regional Director for LAC with Sean Penn, Founder, Chief Executive Officer and Chairman of the Board of J/P Haitian Relief Organization. Photo: Maureen Lynch/UNDP

  

Governor Murphy, Senator Bramnick, and Acting Department of Education Commissioner Angelica Allen-McMillan tour Chatham High School and highlight Increased funding for legislative district 21 at Chatham High School on Friday March 25, 2022(Edwin J. Torres/NJ Governor’s Office).

Increasing the potential to supplement supplies of wild-caught fish with aquaculture is important for long-term sustainability. Source: Coretext

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Under the mild and genial climate of the Southern States and the increasing care and attention for the well-being and comfort of the laboring class, dictated alike by interest and humanity, the African slaves had augmented in number from about 600,000, at the date of the adoption of the constitutional compact, to upward of 4,000,000.

 

In moral and social condition they had been elevated from brutal savages into docile, intelligent, and civilized agricultural laborers, and supplied not only with bodily comforts but with careful religious instruction.

 

Under the supervision of a superior race, their labor had been so directed as not only to allow a gradual and marked amelioration of their own condition, but to convert hundreds of thousands of square miles of wilderness into cultivated lands covered with a prosperous people; towns and cities had sprung into existence, and had rapidly increased in wealth and population under the social system of the South; the white population of the Southern slaveholding States had augmented form about 1,250,000 at the date of the adoption of the Constitution to more than 8,500,000 in 1860; and the productions of the South in cotton, rice, sugar, and tobacco, for the full development and continuance of which the labor of African slaves was and is indispensable, had swollen to an amount which formed nearly three-fourths of the exports of the whole United States and had become absolutely necessary to the wants of civilized man.

 

With interests of such overwhelming magnitude imperiled, the people of the Southern States were driven by the conduct of the North to the adoption of some course of action to avert the danger with which they were openly menaced. With this view the Legislatures of the several States invited the people to select delegates to conventions to be held for the purpose of determining for themselves what measures were best adapted to meet so alarming a crisis in their history.

 

Here it may be proper to observe that from a period as early as 1798 there had existed in all of the States of the Union a party almost uniterruptedly in the majority based upon the creed that each State was, in the last resort, the sole judge as well of its wrongs as of the mode and measure of redress. Indeed, it is obvious that under the law of nations this principle is an axiom as applied to the relations of independent sovereign States, such as those which had united themselves under the constitutional compact. The Democratic party of the United States repeated, in its successful canvass in 1856, the declaration made in numerous previous political contests, that it would "faithfully abide by and uphold the principles laid down in the Kentucky and Virginia resolutions of 1798, and in the report of Mr. Madison to the Virginia Legislature in 1799; and that it adopts those principles as constituting one of the main foundations of its political creed."

 

The principles thus emphatically announced embrace that to which I have already averted-- the right of each State to judge of and redress the wrongs of which it complains. These principles were maintained by overwhelming majorities of the people in all the States of the Union at different elections, especially in the elections of Mr. Jefferson in 1805, Mr. Madison in 1809, and Mr. Pierce in 1852.

 

In the exercise of a right so ancient, so well-established, and so necessary for self-preservation, the people of the Confederate States, in their conventions, determined that the wrongs which they had suffered and the evils with which they were menaced required that they should revoke the delegation of powers to the Federal Government which they had ratified in their several conventions. They consequently passed ordinances resuming all their rights as sovereign and independent States and dissolved their connection with the other States of the Union.

 

from Message of Jefferson Davis to the Provisional Congress of the Confederate States of America, Montgomery, April 29, 1861

  

Little River Landcare group is undertaking a Machinery Conversion for Increased Soil Carbon project. This is a photo from a field day to four farms in the Cumnock area of central-west New South Wales.

 

This project is supported by the Little River Landcare Group Inc., through funding from the Australian Government's Caring for our Country.

the fruiting body getting larger

I increased a shoe size after my pregnancy with all the extra fluid that I was carrying around. So I needed a new pair of shoes for the winter. I worked out this is my 7th pair of Chucks that I have had in my life.

 

Explored #126.

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Ayyappan (also called Sastavu, Manikandan or Sasta) is a Hindu deity who is believed to be the son of Harihara, a rigvedic deity fused with both Shiva andVishnu. He is generally depicted in a yogic posture, wearing a jewel around his neck, hence named Manikandan, Literally meaning "With bell around the neck".

By the 20th century, there has been an increase in the number of worshipers of Ayyappan from many different groups, spurred by vast improvements in transport and communication in southern India.[2]

Ayyappan's annual festival is a time of pilgrimage for ever-growing numbers of men from throughout South India. The most prominent and famous Ayyappan shrine is the one at Sabarimala, in the hills of Pathanamthitta in Kerala, with over 30 million devotees visiting it every year,[3] making it one of the largestpilgrimage sites in the world. These devotees fast and engage in austerities under the leadership of a Periya Swami (one who has undertaken the pilgrimage to Sabarimala for 18 years) for weeks barefoot and then travel in groups to the shrine for a glimpse of Ayyappan. Bus tickets are hard to obtain for several weeks as masses of elated men, clad in distinctive ritual dhotis of saffron, black and light blue colors, throng public transportation during their trip to the shrine.[4]

The name "Sri Ayyappan" is used as a respectful form of address in Malayalam and Sanskrit. The equivalent of Sri is "Thiru" in Tamil. The mantra Swamiye Saranam Ayyappa is translated in English as, "Lord Ayyappa, I seek refuge in you".[5]

Contents [hide]

1 Etymology

2 Legends surrounding Ayyappan

2.1

3 In popular culture

4 See also

5 References

6 External links

Etymology[edit]

Ayyappan is known as "Hariharasutan" because he is the son of Hari (Vishnu), the saviour and Hara (Shiva), the destroyer. His most common name is "Manikandan" because when the king Rajasekara Pandiyan of Pandalam found little Ayyappan in a forest there was a "mani" (bell, in Malayalam) tied around his "kanda" (neck, in Sanskrit).[6][7]

As Dharma Sastha, many of them consider him to be born out of the union between Mohini (an avatar of Vishnu) andShiva.[8]

Legends surrounding Ayyappan[edit]

 

An ancient idol of Shasta Dharma, a form of Ayyappan

[edit]

The asura Mahishi was burning up with anger at the trick the gods had pulled on her brother, the asura king Mahishasura. As Mahishasura was blessed with invulnerability to all men, the gods had sent goddess Durga, to fight and kill him. Thus, Mahishi began performing a fearsome set of austerities, and pleased the creator god Brahma. She asked for the boon of invulnerability, but Brahma said it was not possible so Mahishi planned and asked invulnerability to all men except by the son of Shiva and Vishnu (Both are male & no possibility to give birth to any one). He granted her the boon of ruling the universe and being invulnerable except by the son of Shiva and Vishnu. Since such a person did not exist, she thought she was safe and began conquering and plundering the world.

The gods implored Shiva and Vishnu to save them from this catastrophe. Vishnu found a possible solution to the problem. When Vishnu had taken on the KurmaAvatar, he also had to manifest himself as Mohini, the enchantress, to save the nectar of immortality (ambrosia or amrit) from the demons who were not willing to share it with the gods. If he became Mohini again, then the female Mohini and the male Shiva could have the divine child who would combine the powers of Durga as per Brahmand Purana and beat Mahishi. Skanda purana states that Durga took birth in masculine form as Dharamshasta.[9]

Some versions give a slightly more detailed version of the union of Shiva with Vishnu. One version tells that the asura Bhasmasura (Bhasma means 'Ashes') had so pleased Lord Shiva with his austerities that Shiva gave him a boon of anything he wished. So Bhasmasura asked for the ability to burn to ashes anything which he placed his hand over. No sooner had Shiva granted this, than Bhasmasura ran after the god, threatening to turn him to ashes.

Shiva called to Lord Vishnu for help. He hide himself in a peepal tree as Bhasmasura ran here and there searching for the god. Vishnu became aware of the events, and decided that he would take the female form Mohini, "the Enchanting", and try to trump the asura's powers. When Bhasmasura saw Vishnu in this form, he was bewitched by her beauty. He earnestly tried to court her. So Vishnu instructed Bhasmasura to hold his hand over his head, and vow fidelity. With this act, Bhasmasura was reduced to ashes.

Vishnu found Shiva and explained the whole affair to him. Shiva asked if he too could see Vishnu in this female form. When Vishnu appeared thus, Shiva was overcome with passion, and united with her. The two gods thus became "Harihara Murthi", that is a composite form of Shiva and Vishnu as one god.

From this union, Lord Sree Dharma Sastha was born. He combined in himself the powers of Vishnu and Shiva. Lord Ayyappan is an incarnation of Lord Sree Dharma Sastha and Lord Ayyappan is a visible embodiment of their essential identity. Sri Ayyappa belongs to Pandya Royal Community. He was the head of a clan. It is believed Sri Ayyappa merged to sri dharma sastha. Lord Vishnu gifted the new-born deity with a little bejeweled bell necklace, so this god is called Manikantha. He is also Known as Dharma Shastha.

There are many popular stories associated with Him among the devotees. The stories differ, but there are certain common elements:

Ayyappa lived in the Pandalam Palace as the son / savior of the King.

He had super-human or divine knowledge, wisdom, and courage and loved the King and his people.

He protected the King and the kingdom from the attacks of enemies.

At the end of His life in Pandalam, He vanished into the forests and is ever since worshiped at the Sabarimala temple.

The most popular and widely accepted story tells that Lord Ayyappa had His human sojourn as the son of the Raja of Pandalam. At that time, Raja Rajasekhara Pandiyan ruled the kingdom of Pandalam. During one of his hunting expeditions, the Raja was puzzled to hear the wails of a child on the banks of the river Pampa, and was surprised to find a resplendent infant there. The beautiful baby with radiant face wore a bead ('mani') around his neck. The King, though pious, charitable, just, and God-fearing, had no children. He accepted the child as God's gracious response to his fervent prayer for an heir to his throne. Manikandan grew into a boy well versed in academic lore and martial arts. Meanwhile the Rani gave birth to a son. The King regarded Manikandan as his elder son. He decided to crown him as the Yuvaraja. The King's corrupt Minister had a deep dislike for Manikandan, and made the innocent Queen believe that ill would befall her if Manikandan was crowned Yuvaraja and that the kingdom actually belonged to her son.

They conspired to get rid of Manikandan by hook or crook. They bribed the royal physician into becoming an accomplice of theirs. The Rani pretended to be afflicted with severe pain in the stomach, and the physician prescribed the milk of a tigress as the only cure. The King knew that none could be deputed for a mission that was so patently suicidal. However, the youthful and valiant Manikandan stepped forth and volunteered to fetch the milk. Despite the worried protestations of his foster-father, he set out for the fearful forests.

Days later, Manikandan entered the palace precincts riding a fierce tigress and followed by a pack of its cubs. The schemers were frightened into confessing their nefarious plot. They and others now knew that Manikandan was no ordinary being. They were convinced of His divine origins, and prayed to Him to be with them for their own salvation and for the safety of the kingdom. However, Manikandan was now determined to leave the place.

Filled with happiness, grief, fear, wonder and bhakti and self-surrender, the king prayed for the mercy and blessings of Manikandan. He repented he could not fully visualize the truth of the divine powers of the Lord and repeatedly requested Him to forgive him for behaving as if He were only his son. The Lord lovingly embraced the King who continued to pray: " Lord, kindly bless me by freeing me from my egos and the worldly life of birth and rebirth and grant me ' moksha’ (salvation). Kindly continue to be the saviour of my family and stay eternally in my kingdom.” Manikandan then enlightened the King on the path of attainment of 'moksha'. These words of the Lord are contained in ‘Bhuthanathageetha'. To the King who is by now mentally cleansed and completely immersed in 'bhakthi', Lord Ayyappa said: "I am to free you from all worldly sorrows & worries and to grant you 'moksha'. All those who are and would be born in your family shall have my blessings unfailingly. I am always accessible to 'bhakthi' and only 'bhakthi." The Lord told the King that he could construct a temple at Sabarimala, north of the holy river Pampa and install His deity there. Ayyappa also explained how the Sabarimala pilgrimage shall be undertaken, emphasizing the importance of 'vrutham' and what the devotees can attain by His 'darshan'.

The Lord further consoled the King saying that the devotees who held him and his descendants in 'bhakthi' shall happen to be devoted to Him as well. Manikandan then blessed the King and all others assembled there, and vanished. The King duly constructed the temple at Sabarimala, dedicated to Him.

There are various tales connected with Lord Ayyappa: the discovery of the child at Pampa, Manikandan's youthful days in the Pandalam palace, bestowing the power of hearing and speaking upon the deaf and dumb son of His teacher as Guru-dakshina, His friendship with Vavar, bringing the tigress's milk, accomplishing His divinely destined mission of annihilation of the demoness Mahishi, eliminating the forest-thug Udayanan, bestowing moksha on Sabari, blessing His foster-father with moksha and so on. Legend also goes to say that Manikandan was the incarnation of Lord Dharma Sastha. Raja Rajasekhara was in his previous birth a rich and pious 'Brahmin ' by name Vijayan who was a very strong believer and devotee of Lord Dharma Sastha.

Another tale goes like this: Lord Ayyappan as Manikandan born to Pandala Maharaja is set to conquer the King Udayan who is a strong Buddhist and has been harassing the people of Pamba region. Maharaja sends Manikandan to learn martial artsKalari to Cheerappanchira, the Muhamma of today in Alappuzha district. The panicker there trains him of Kalari. It is here where the Guru's daughter Nila falls in love with Lord Ayyappa (Manikandan) but He refuses to marry telling he is a Bhrammachari and has a mission. She offers a sweet made out in a function in their family which Lord likes. This sweet payasam was what turned out to be the Aravanapayasam today.

The 2012 album of P. Unnikrishnan on Lord Ayyappan in Tamil called SABARIMALAI VA CHARANAM SOLLI VA has a song on the Ayyappan temple at Mukkal vettom (Cheerappanchira) where the current priest, of the vamsam of Lord's Guru who trained him Kalari, still performs the poojas for the Lord who poses with the war attire.

A Holy Song that is used to wake up Ayyappan in Sabarimala temple is known as Ayyappa Suprabhatham, an another song which for making ayyappa sleep is the famous song Harivarasanam.