Helicopter Pilot Training

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American Eagle at ATP – July, 2010

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Is one of the subject tests giving you a hard time? Is it principles of flight or aviation law and procedures? Perhaps it has been a while since you brushed up on your navigation. Whichever JAA exam it is, there are tools available to help you overcome this hurdle ranging from books to test samples to desktop software to practice with. Many software packages are available to help you practice for the exams. They come with varying amounts of test questions to practice with, some going as high as 2300 questions.

The Joint Aviation Authorities maintain a central question bank for the JAA exam and when you decide to invest in test practice software make sure they use the real questions in their practice tests. Why practice using sample questions when you could be studying from a bank of questions that will actually appear on the test. Going with the advancements in technology, using software is much easier than going through stacks of old paper examinations. You no longer need to use expensive books listing questions and answers.

Software can time your test taking efforts and give you instant feedback as to how well you are doing in preparing for that JAA exam. You will know when you are ready to sign up for the real test and you will have confidence in your test taking abilities. After all you have practiced with the same questions that are on the exams and now you know you can answer them quickly enough to complete any subject test in the time allotted. When selecting the right tool for you, check how often the question pool is updated. You should try to find a tool which randomizes the questions you are asked every time you do a practice test.

Paul D. Brown is a blogger and an expert on the JAA exam. For honest recommendations, tips, and information on the JAA exam, check out his website today!

What is the name of the publication I recieved?

When I passed my physical and retained a Student Pilot’s Licence in California, I believe a monthly publication from an Aviation Department was mailed to my address. A rather small publication printed on light blue paper, I remember I really enjoyed reading it, but cannot (for the life of me) remember from where it came from, nor the name of it…. Anyone out there know the name, or to whom I may contact for a subscription???
Thanks SO much for the info. I really do appreciate your help and the link. You have given me hours of entertainment.

You’re referring to “Callback” produced by the FAA and NASA. It is no longer printed due to cost of postage totaling almost $250,000/year.

Now the good news! ALL issues from 1994 to the present are available online for free.

Happy reading!

Take A Breath (A JoBro Love Story) Chapter 1

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You can "learn" to "play" many instruments on the iPad, but now you can irritate neighbors for hours with the world's most joy-sapping tool of all—the bagpipes. You can even play along to your iTunes library! More »

IPad – Bagpipe – Music – Winds – Shopping

Huge Job Opportunities in Indian Aviation Industry

After Sept 11, 2001 when USA got struck by terrorist attack, almost all the industries has been affected. But Aviation Industry is one of the hardest hit, as the major airlines likes of Swiss Air and American airlines. But despite of all these happenings Indian Aviation industry though minute could withstand this pressure and had grown leaps and bounds. This is  due to the growth of Indian economy and tourism industry in particular in the last few years.

In the last two years many a new airlines have come to the fore in a huge way and many huge industries have declared their wishes to enter into this industry. Another major leap was the open sky policy of Government of India permitting the existing private airlines in India to fly to foreign destinations.

It does require a special mention that with such expansions planned by major aviation companies and new companies formed there is a vast manpower requirement. Qualified manpower is in huge abundance in India but they need a proper direction to capitalise on this surge in industry. When the human resources needed by these companies were less in number, it was easy to tap from a huge HR bank but when the demand for such HR increased they are finding it extremely difficult to maintain the quality of HR selected for these jobs especially when more and more foreign airlines are flying into India offering high salary packages forcing the better of HR to go with these companies.

It is important to mention here that Indian aviation industry grew by 20% second only to BPO industry in services sector and then comes the concept of no frills airline the market for which is growing vastly. Many no frills airline have already announced their plans to start services to India a few of them are Nok Air, Air Asia-Thailand, Air Arabia etc.

The boom in the aviation sector in India can be gauged by the fact that in one year, the number of people seeking pilot licenses and airhostess training has multiplied three times. In April 2005, it was 300. In April 2006, the number rose to 1045. The civil aviation industry is booming. Indian airlines placed orders for over 400 aircraft worth a whopping $30 billion for its operational requirements. That shows a requirement of 5600 pilots, 19000 airhostess or cabin crew, 24000 technicians, 36000 ground handling crew and various other related vacancies.

And these aviation industry vacancies are all fresh vacancies without including vacancies that may come up in the existing aircrafts.

Also the pay packages offered by the various Indian airlines have also seen an upward trend due to very few number of trained pilots and cabin crew availability. Hence there is an opportunity for you.

Indian aviation is witnessing a mushrooming of new airlines especially low cost carriers. Besides the existing Air Deccan, newly launched Spicejet and value airline Kingfisher Airlines, there are Indus Airways, Air One, East West Airlines, Go Airways, Magic Air and Crystal Air who are getting ready to fly Indian sky soon. India is to see the launch of at least 14 such airlines. Low cost start-up carrier IndiGo had stunned the aviation industry by placing orders for 100 aircraft at a list price of over $6 billion last year.

It is anyone’s guess as to Human Resource Requirements, especially pilots, airhostesses, flight attendants and other cabin crew, that are going to come up in the Aviation Sector. Demand is much above the number of people acquiring training for the same. Jet Airways along with Sahara India has about 47 percent share of the domestic aviation market, followed by Indian Airlines (28 per cent), Air Deccan (11 per cent), Kingfisher (6 per cent) and SpiceJet (5 per cent) as on October2006.
Jet Airways tops the list of domestic and national carrier operators with 8,168 flights operating till June 2005. Indian Airlines ranks second with 7,562 flights, followed by Sahara (3,225 flights), Air Deccan (2,889 flights), Spice Jet (483 flights) and Kingfisher Airlines (267 flights).

The sudden boom in Indian aviation has caught even the normally market savvy global aerospace manufacturers unawares. Recently, both Boeing and Airbus said they had underestimated Indian growth. This means global players are also coming into the scene.

It wasn’t surprising since statistics compiled by Airbus Industrie showed that Indian carriers accounted for 327 out of the 2,140 firm orders for new aircraft that were placed with it and rival Boeing in 2005. This does not take into account the orders placed for smaller airplanes with other manufacturers like ATR and Dassault – which, too, are flooded with offers from private Indian carriers.
The Brazilian aircraft manufacturer, Embraer, is bullish on the prospects in the Indian market. Their forecast is that between 2006 and 2010, the demand for 30-120-seater planes in India would be around 165, which is about 40 per cent of the demand of the Asia-Pacific region. The value of these aircraft would be around $4 billion.
They feel that a majority of the aircraft required will be in the 61-120-seat capacity segment. 70 per cent of these would be required for market growth while there would be a small demand for replacement.

Globalysis Ltd.forecasts growth in India’s aviation market, to be one of the fastest growing in the world, for the years 2007-2008. The Globalysis research report forecasts growth in India’s aviation market of
approximately 28% in 2007 and 24% in 2008, for a total of approximately 52 million passengers being carried in 2008.

From the above given facts this is the right time to invest in a business opportunity and anyone with cash and liquidity can go in for the kill.

About the Author

Vikas Sharma writes on behalf of epcworld.com. EPC world is a leading India’s magazine which give news on sectors like information technology, Aviation Industry mining and metals, for the last couple of years.

I lost my Private Pilot’s license, how do I get a new one?

the problem is, since i dont have the actual license anymore, i do not know my airman certificate number. but that seems to be a requirement to get the replacement. Catch-22 anyone??

Look in Part 61 for the address, you can also call the local FSDO and explain the certificate number issue (lots of us don’t remember our new numbers), they can find it under your SSN.

HAF T-37 Tweety Bird, Spin Experience

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National Youth Service Scheme: Incorporating Ube Into National Unity

INTRODUCTION

When general Yakubu Gowon established the NYSC by the decree 24 of May 1973, its primary aim was to promote the ideals of national unity and a sense of common destiny among Nigeria and eliminate mental suspicion and mistrust that has been engendered by the civil war, however it is high time the scheme had a face-lift, if not a new face in its entirety, with calls from different quotas on the president or who ever is in charge to to evaluate/audit the scheme, the president  has promised an overhauling of the scheme, in my own opinion I think the overhauling should be that which will involve the real  stakeholders in the business of NYSC, that will involve corp members, both serving and past, parents, educationist and community leaders, traditional rullers and employers of labour. In this meeting the NYSC’s objective should be examined critically and rephrased. Wordy of mention is the set and existing objectives which are

1. promote unity and national integration
2. raise the moral tone of the youths by exposing them to higher ideals of national building
3. promote even national economic development/mobility of labour into less developed areas
4. encourage employers to employ Nigerians irrespective of their background or ethnic group

having considered all this it will be of great benefit, if we examine how the scheme has performed/fared since its establishment.

 

NYSC IN RELATION TO NATIONAL SERVICE IN OTHER COUNTRIES

Nigeria – Service of one year in the National Youth Service Corps is compulsory for all university and polytechnic graduates below the age of 30, with exemptions for service in the armed forces, police and graduation with honors. 85,000 were enlisted in 1998/99. The program was founded in 1973 following the civil war to promote inter-ethnic group understanding by serving outside their home states and to contribute to the country’s development. 70% of corps members serve in schools; health clinics and other projects absorb the balance. One day each week all corps members are expected to participate in community service projects that are designed by the local communities where they serve.

Looking at the scheme in Nigeria, let’s consider what it looks like in other countries first are those in which it is mandatory for youth with certain qualities will participate, then those that require voluntary participation.

Programs in which certain categories of young people are required to participate:

 

Israel - A nearly universal military National service exists, and has been an important social welfare institution as well as defence force since the country was established (exemptions for ultra-orthodox Jews and for Israeli Arabs and religious women who serve in alternative service programs). Men serve for three years; women for two years. Government will establish a pilot for a non-military national service program for any Israeli who is exempted from military service for any reason (May2000) to address inequities in who serves in the IDF, e.g., Arab-Israelis are 20% of population. National service opportunities also exist through the Kibbutz movement and several Israeli Youth  movements, although participation in these programs does not replace military service. Current military force averages 500,000 out of total population of 6 m.

 

Mexico – All university students must participate in the University Servicie Social program in the last third of their academic programs to receive their degrees. This program was established by law in 1944 to apply the resources of universities to the National goal of eliminating poverty. All medically trained professionals must serve in disadvantaged communities for one year before they can be licensed. In 1996 conscripts were given the option of either serving in the army or in one of three national service programs involving adult literacy, social work and sports promotion. NGOs and

government youth organisations also organise youth service projects. youth defined as 12-24 years old, 28% of population of 98.1 m. Second national youth Development Conference Our Future Now – empowering young people through youth development Workshop Stream International Perspectives

 

Egypt – A national service program exists for young female secondary school graduates to serve as the military equivalent of military service for young men. In principle, women must fulfill their nationa service before they can be employed in the public sector. Women serve for six months, typically in a literacy center as part of the government’s literacy campaign. Non-governmental organisations such as Scouts and Guides and NGO-run programs in urban and rural areas involve youth in community service.

 

Programs in which participation is voluntary:

 

China – Chinese Young Volunteers Program sponsored and largely funded by Communist youth League; established in 1994; operated through a national network of provincial and local associations; 72.4 m participants in CYVP (460 m 14-35 year olds, 38% of total population); typical participant is a 19-25 year old student or worker who volunteers once a month for several hours during weekends and holidays (youth survey revealed that majority believe 80 hrs/year is right amount of time; survey also reveals that youth think the main beneficiaries should be handicapped people and lonely elders); CYVP is able to mobilise large numbers of participants for events such as Beijing Women’s conference, national games or rescue and disaster relief; highest motivation factors are helping others; lowest were to gain power and prestige and to respond to the call from government

 

USA - Government supports multiple youth service programs through the Corporation for national Service: service learning in schools and higher education institutions involving several million students; programs run by community-based organisations; and full and part-time service corps (AmeriCorps) for 50,000 people each year who are 17 or older. The annual Congressional appropriation has averaged $600m for the past 3 years. CNS also supports 500,000 senior citizens in service projects. Authority for running projects is largely devolved to states, and delivered through grants to public and non-profit organisations. Projects are focused on efforts to address education, environmental, public safety and a wide range of human service needs. In addition to programs supported by CNS, many non-profit organisations organise youth service programs.

 

UK - Government provides overall policy regarding the voluntary sector, including youth  service; funding for youth service programs is provided through several government departments (Homeb Office, DfEE, and DCMMS); DfEE has responsibility for two government-sponsored programs – Millenium Volunteers (MV)(1998) and European Voluntary Service. Voluntary sector agencies, which pre-date recent government initiative in youth service, deliver programs within the framework set out by government and in partnership with government. MV participants serve a minimum of 100hours. Size at full operation is projected to be 150,000 participants/year in England and smaller numbers in other home countries. DfEE has also introduced a new school curriculum, which will require citizenship education for all children over age 11 by 2001. Funds from the national Lottery support the Millenium Awards Scheme, which supports individual social entrepreneurs through a competitive process. Private sector support for youth service is significant.

 

Kenya – The national youth Service is a voluntary program for 2000 unemployed high school graduates each year, ages 18 – 22, who serve for 2-3 years on projects that address national development needs and contribute to the personal and professional development of the participants. (In the current year there were no new participants due to lack of funds.) Non-governmental youth service programs also exist such as Kenyan Scouts and several that target youth in vulnerable areas such as rural communities and urban slums.

 

South Africa – A white paper calling for the establishment of a voluntary national youth service(NYS) was developed by the national youth Commission in 1999 and sent to Cabinet for approval. If approved the NYS will develop programs to engage unemployed youth, university and technik on students, and youth involved with the criminal justice system. Five pilot projects will be launched in

Second national youth Development Conference Our Future Now – empowering young people through youth development Workshop Stream International Perspectives

2000 and provide the foundation for expansion to a national program. Government policy and funding incentives have created pressure for higher education institutions to respond to community development needs by engaging students and faculty with the work of NGOs and CBOs. In 1998 government required all medical school graduates to spend a compulsory year serving in disadvantaged communities. In 1995 the unemployment figure for young men and women was 23%, not including students. 16.2 m youth 14-35, 39% of total population

 

Costa Rica - The government requires all medically trained professionals to serve one year in the Servicio Social program serving disadvantaged populations in urban and rural areas. A newly implemented government policy requires community service programs in all high schools, although there is no requirement that the service must be related to the curriculum. The University of Costa Rica requires all students to perform community service work in relation to their academic studies. Several NGOs are developing community-based service programs with disadvantaged youth.

 

UNIVERSAL BASIC EDUCATION SCHEME

Summary of the act for UBE

As contained in the official Reference of the Federal Republic of Nigeria  Gazette (2004), the act provides for compulsory universal basic education and stipulates penalties for parents who fail to comply with the provision. On the issue of relevance of the school curriculum to the society Ehindero (2000) Adesina (2000) have raised doubts as it has been observed that there is a growing rate of poverty which is an indicator of problems in the system. It was therefore suggested that it should be so structured that each individual will be equipped to perform some six life roles e.g. role as an individual, as a producer, citizen, national consumer and as a family member. As far as the provision of human and material resources are concerned, Adebimpe (2001) opined that for the UBEto succeed, adequate provision should be made to produce sufficient qualified teachers and make them relevant within the limit of their area of specialization. Salaries need to be paid as at when due because it serves as a motivation factor towards productivity.

 

INCORPORATING UBE INTO THE NYSC SCHEME

What is UBE

First it will be of great import to examine what UBE stands for, its objectives and general framework, the fundamental principle of UBE in Nigeria is that everybody must have access to equivalent education comprehensively and co-educationally. The concept of the Universal Primary Education (UPE) introduced in 1976. (6 years education) was to change into Basic education (9 years education) twenty three years later. Basic education is not completely new but its meaning has been broadened after the World

Declaration on Education for All (EFA),and the Framework for Action to meet Basic learning needs.  President Olusegun Obasanjo formally launched the UBE in Nigeria on 30th September, 1999. The programme is intended to be universal, free, and compulsory. Since the introduction of western education in 1842 (Eya, 2000), regions, states, and federal governments in Nigeria have shown a keen interest in education. The goal of all these programmes is providing functional, universal, and quality education for all Nigerians irrespective of age, sex, race, religion, occupation, or location.

UBE is broader than UPE, which focused only on providing educational opportunities to primary school age children. UBE stresses the inclusion of girls and women and a number of underserved groups: the poor, street and working children, rural and remote populations, nomads, migrant workers, indigenous peoples, minorities, refugees, and the disabled. The formal educational system is only one of six components included in basic education in the implementation guidelines of the Federal Government. Others relate to early childhood, literacy and life skills for adults, nomadic population, and non-formal education or apprenticeship training for youth outside the formal education system (Nigeria 2000).

Education has remained a social process in capacity building and maintenance of society for decades. It is a weapon for acquiring skills, relevant knowledge and habits for surviving in the changing world. Invariably, the major problem identified in the Nigerian UBE system lies in the automatic promotion, that is, 100% promotion and  transition for 9years. This indeed is a mockery of any form of evaluation done at this level and is bound to reflect on the standard of education in no distant future  Goals of UBE The objectives of the programme as specified in the implementation guideline by

government in 1999 are as follows:

1. Developing in the entire citizenry, a strong conscientiousness for education and a strong commitment to its vigorous promotion
2. Provision of free Universal Basic Education for every Nigerian child of school going age
3. Reducing drastically the incidence of drop out from the formal school system
4. Catering for young persons, their schooling as well as other out of school children or adolescent through appropriate form of complementary approaches to the provision of UBE

- Ensuring the acquisition of appropriate levels of literacy, numeracy, manipulative communicative and life skills as well as the ethical, moral and civic values needed for laying a solid foundation for the life long living.

Going by the research published by ADenola Adepoju  and Anne Fabiyi  the Problem is the universal access to education has been prime target for Nigeria in the last four decades and Nigeria is a signatory of World Declarations on  education for All. Igwe (2006) reported that the United Nations Organization (UNO), article 26 on the Universal Declaration of Human Rights states in part that everyone has the right to  education, and this shall be free in elementary and primary stages. So, both at the national and international levels, Nigeria is committed to the provision of basic education to all its citizens. Many attempts have been made in this direction but no appreciable positive results have been recorded. The problem of implementation continues to be a perennial problem to the fulfilment of a constitutional and social obligation to make access possible to all.   They also concluded in there research that   The cost of education has been reported to be on the increase yearly and in spite of increase in budgetary allocation for implementation of educational policies, the funds are still not adequate. In order to support government the new policy advocated for sharing the burden of funding with other stakeholders. The local community is expected to be mobilized to provide for needed infrastructure. In this research, principals/managers of schools assessed the community’s level of involvement to be very low. The lack of commitment and general apathy towards the course of a successful implementation of the UBE has been a problem. A survey research conducted by Ker and Okwori revealed that the participation of individuals, private and the three tiers of government was found to be the best option for funding and managing UBE schools.  Massive provision of teaching and learning facilities and improvement of existing ones will enhance programme implementation. The use of other facilities that enhance communication and productivity is also a mark of good performance. Falayajo, Makoju, Gladys, Okebukola, Onugha and Olubade (1997) had assessed the learning achievement of primary four pupils in Nigeria and discovered that this has not improved. Almost ten years after their research, this research also reveals that teachers, performance is rated as low, as their students achievements.  The principals observed that the use of computers is only limited to computer awareness and literacy to a large extent. Computer use for application was not emphasized. The use of computers should not be limited to teaching and learning but for school administration. Askar et al (2006) noted that computers in Turkish primary schools have become widely used in administrative work and that in fact, information technology has entered the life of teachers. Government policy on enforcing attendance at the UB programme has not been implemented as majority of parents are still involved in keeping their children and wards behind.  This research reveals that only a small group (17.8%) of respondents agreed that government was taking care of all their school needs whereas majority (82.2%) claim that their parents were largely involved in funding their school expenses. Adesina (2004) noted that private establishments, communities and individual parents must be called upon to fund UBE He cautioned that it was wrong and misleading propaganda that education can be obtained absolutely free as the actual experience on the field has shown that such propaganda is more of a political gimmick than a statement of good intention.  It was observed that the greater the stake in any venture, the greater the interest and commitment of the stake holders in that venture. An enabling law to compel parents to leave no child behind should be enforced. Other practical steps that could be taken to move UBE forward in Nigeria is to give national recognition to individual private organization and local communities who have contributed by way of commitment and financial backing to the ideals of the programme.

 

THE NEED FOR INTEGRATING NYSC INTO UBE

I think the primary purpose for setting up the NYSC scheme has been achieved long ago except we want to shy away from the truth, Nigerian now are united more than ever any crisis that is on now is not as a result of ethnic neither is it as a result of religious purpose, but its just a selfish nature of our politicians who are supposed to be the leaders, this is own to the fact that Nigerian youth even pick up employment, marry and even settle-down in there state of deployment during NYSC, even we now have NYSC club and an Alumni congregation has been instituted,

Even it was stated in (nigerianouline.com) that NYSC has it’s multiplier effect which are

The achievements of the scheme which are both tangible and intangible, are many, and they touch all known spheres of human endeavour. The scheme has over the years allowed for the regular and effective distribution of skilled manpower, the steady breaking of social and cultural barriers as well as the building of friendly bridges across the nation.

It has also promoted higher values of national unity and development, rekindled interest in neglected but vital areas of national development like agriculture, and promoted leadership qualities in our youths. In these and other ways, the scheme constantly pricks the conscience of the nation to the right course of development, thereby keeping the hope alive for a better Nigeria.

The regular invita tion of members of the Corps to participate in the conduct of such sensitive national assignments as Population Census, Elections, etc. and to provide material for the Technical Aid Corps (TAC), is not only an expression of faith in the ability of the scheme, but also an appreciation of its monumental achievements since its inception in 1973. The positive multiplier effects of these achievements on society are worthy of further examination, taking, for instance, the deployemnt of corps members.

From its humble beginning of about 2,000 corps members in 1973, it has rapidly grown to the staggering annual figure of 85,000 corps members in 1999. This phenomenal growth, apart from ensuring that the presence of the scheme is felt in all nooks and crannies of the Federation, also allows for the even distribution of manpower in the best interest of the country.

this shows the extent of its success but the problem of NYSC has to do with the implementation and management of the scheme, the following has been observed

1. under funding of the scheme by relevant bodies
2. welfare of corpers are not taking into consideration
3. corp’s member are just undergoing the scheme for selfish reasons (DISPATCH letter)
4. that there has been irregularities in the posting pattern of corp member especially PPA
5. corpers end up doing nothing because they are not been utilize in there field of studies.

The problem elisted above are a function of the refusal of the federal government to oblirge to the call of Nigerians to revitalize or evaluate the scheme for a greater height, first the aspect of funding the scheme is under unded this led to it having problem in the mobilization of 2007/2008 batch B corp members, although the federal Government under the leadership of president umaru yar’adua waded in and it was able to mobilize  graduates that are ready to serve that year. Because Nigerian universities and polytechnics turns out over 100,000 graduates ona yearly basis, and as we all know that the Scheme started with just about 2,000 graduates, this means that the scheme has grown fromits former state, it population expanded , its ideal broadened and the need for its objectives to be strengthen can not be over emphasized.

The aspect of welfare of corp member is of great concern too, but welfarism is a function of funding, for an institution not to be well funded I wonder how it will be able to carry-out the task of welfare of corp members, corp, member has frowned about the monthly allowance being paid them, because to you relocate a corp member from Mshin in Lagos to Meiduguri in Borno state theb you can imagine a graduate trying yo cope with 9,750 naira, “although it is still part of the training” the say, as for myself I was relocated from Bariga, in Lagos to Machina, in Yobe State. With no other benefits except that of the federal allowance, I think part of the overhauling that needs to be carried out should incorporated the upward review of corp’s members allowance.

As for the selfishness of corp member , just undergoing the Scheme in other for them to get their dispatch certificate for job purposes should be changed in other words, these NYSC scheme should be seen as giving back a little to what your country has done for you, because it seems as if it is just a ritual that all graduate must observe and so we all go/went for it, don’t forget this notion that “ do not think of what your country can do for you, but what you can do for your country”, because truly truly if we look at it people will say that in Nigeria you are on your own, there is little or no Government impact on the life of its citizen and as such what are you serving the nation for, this notion should be corrected government or no government, it is important to serve your nation and the government and the institution should embark on massive campaign against that notion because it is causing damage to the scheme because corp’s member do not put in there best because of this reason.

The most important of all is the aspect of irregularities inposting of corp members to there various state and most importantly there respective local government, some corp members are posted to the urban centres whole others are posted to the rural areas, of all the cardinal objectives of the NYSC which are as listed in (Nigeria.com)

1. Elimination of ignorance
2. Regular source of income
3. Leadership traing
4. National consciousness
5. Socio-economic development
6. Education
7. Health
8. Rural development

The  rural development is of great importance and it deserve to be giving great attention because they are the once that need the Corp members the most owing to the fact that the concept of rural urban migration is a function of the uneven distribution of Socal infrastructure, such as education, road , electricity etc. now the corp members are ready made tools that could be used to bridge the Gap because they bring modernization to these areas a vivid example is that community tends to provide good housing units for corp members, electricity and even telecommunication network , I now of Fika Camp in Yobe state, whereby Celtel, MTN, and Glo Mobile Network came to be as a result of the site of the orientation camp in that village, and also corpers establish restaurant, bring in different electronic gadget and other modern facilities to mention a few to that area. Consequently, majority of the rural people have been poor and starved of social
amenities and they will need to be trained if these facilities are to be provided to the community, example of Machina local government where very few of the indigene are computer literate and can even use the internet not until corpers are posted to those areas and they started using all these facilities and involve the community in a training program before they could be able to use the computers. This program was taken by myself in the area of community development services not just for the villagers but also for corp members, it was also gathered from (Nigeria.com) that while all these have the effect of enhancing socio-economic and political activities, the scheme’s venture into agriculture since 1984 deserves special notice. It should be recalled that by this time, agriculture had already become a very neglected area of our national life. Consequently, a food crisis was imminent and it was mainly to avert it that the scheme found it necessary to go into  farming, and it paid off. Soon after its agricultural venture, more attention began to be paid to this sub sector with all the seriousness it deserves.  

So if all corp members are posted to the interior parts of the country to serve then this development of the rural area that we all long for will be achieved.

On the aspect of the underutilization and/or non-utilization of corp members has been a lingering problem, in establishment corp members are not been utilized properly and are turned to those that can be used as clerical staffs, in the place where that services are needed they are overstressed and overworked with little pay, because they regard them are cheap labour, and they are not entrusted with real duties.

In other part corps members are assigned task that have nothing to do with there training and are regarded as redundant fellows because they have little or nothing to do in such department, this amounting to corpers not acquiring any experience during there service tear regarding it as a share waste of time and as such not contributing to national development.

Also of importance is the special preference giving to medical doctors in terms there accommodation , special allowances and so on, while others such as engineers, lawyers, accountant are treated as ordinary, this on its own brings to bear the fact that there is an uneven appreciation of corps members services in a community.

 

NYSC OBJECTIVES AS REGARDS UBE AND OTHERS SHOULD BE

1. Transformation of Education Strengthening Civil Society and Social Responsibility
2. Productivity and Development of Youth Participant Economic Development, Social Development and Poverty Elimination
3. Cultural and Political Integration

The mode of posting and utilization of corp members should be

1. all prospective corp member should be posted to the rural area,

 People will say what about areas like Lagos where everywhere has been urbanize, I tell them too that areas like Igbogbo, Imota, Ibeche, Obadore and others in Epe needs corp members to serve in the community. If all corp members know that there colleague is also in a rural area serving then he/she knows that we are in it together, and the need to be sober when you receive your posting letter will not arise, it will also reduce corruption in NYSC, because people with connection to people in high places do find there way to major city in Nigeria.

2. since the UBE is facing a lot of problem in terms of manpower and other infrastructure then all corpers should be made to teach in schools except doctors which will be posted to hospitals in the rural areas, I believe if doctors are posted to the rural areas they will also bring development in terms of medical facilities to that area by them demanding from the relevant authority, instead of posting them to local government secretariat where they will be doing nothing. Every Nigerian graduate should be able to teach in secondary school and when the need arises primary school.

By this the aim of NYSC in to forestall National unity, cultural accumulation, social development, political integration and basic education will be achieved. Because the rural area will be a great beneficiary of the Scheme. Prior to UBE, curricula were rigid and inflexible, focusing on formal education at the expense of technical, vocational and pre-vocational skills. Technical equipment was imported and distributed to secondary schools to facilitate training in technology, but few technicians were available to operate it. In some cases, communities were unable to provide an environment that was conducive to achieving proficiency in operating the machines. Specifically, the curriculum was faced with problems such as

:• inflexibility;

• non-availability of funds for the Nigerian Education Research and Development Council (NERDC) to review education on a regular basis;

• limited capacity-building for curriculum experts;

• inability to respond to the need of the immediate environment.

In this regard corp’s member can  fill-in  in this regards and handle those equipment better, because of there vast experience and exposure in these areas.

 

About the Author

FDNY AUDIO-US Airways Flight 1549 Hudson (North) River on January 15, 2009

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The McDonnell-Douglas MD-80

I

Fuselage stretchability, inherently incorporated in the basic DC-9 design, had characterized its program, resulting in four dimensionally divergent, higher-capacity versions, including the initially-elongated DC-9-30 over the baseline series –10/14/15, the subsequent DC-9-40, and the final DC-9-50, the latter accommodating 49 more passengers than the twin-jet’s original maximum.

The DC-9 itself, founded upon the four design tenets of ruggedness, simplicity, reliability, and low-cost, had been McDonnell-Douglas’s best-selling commercial aircraft—so much so, in fact, that it took off or landed somewhere in the world every seven seconds, serving more than 570 cities with some 6,050 daily flights, and by 1979, the collective fleet had carried more than one billion passengers and logged more than 18 million hours with an almost 99-percent dispatch reliability rate.

Its Pratt and Whitney JT8D engine, the most widely used powerplant and numbering in excess of 12,000 units, had not only provided propulsive thrust for all versions of the DC-9, but had also powered the Boeing 727, the Sud-Aviation SE.210 Super Caravelle, the Boeing 737, and the Dassault-Breguet Mercure 100.

Both the DC-9’s basic design and its JT8D turbofan therefore offered the most optimum, cost-effective platform on which to base a larger-capacity successor, which needed to equal the DC-9-30’s range capability, yet exceed the DC-9-50’s economics.

Its fuselage, not having reached its limit of stretchability, lent itself to still higher-capacity accommodation, but its obstacle had been a powerplant of sufficient thrust to maintain acceptable payload, range, and performance parameters for its operators.

Based upon the earlier, two-stage JT3D, which had powered both the 707 and the DC-8, the JT8D, a low, one-to-one bypass ratio turbofan, had first run on April 7, 1961, taking to the skies for the first time on May 1 of the following year mounted to a 707.  Receiving FAA certification on February 9, 1963, as the 14,000 thrust-pound JT8D-1, it had powered the 727-100 before being employed by the DC-9-10 and was subsequently offered in several successively higher-thrust versions, the last of which had been the 17,400 thrust-pound JT8D-17R.

A new-generation variant, providing application for an ultimate DC-9 stretch and designated JT8D-109, had been one of six demonstration powerplants incorporating larger, single-stage fans developed for NASA’s Quiet Engine Program, which had run between 1972 and 1975, and two of its versions had logged more than 50 hours retrofitted to a modified DC-9-32.  Design of a further development, the 18,500 thrust-pound JT8D-209, began in 1974 and first ran two years later, test flown on a McDonnell-Douglas Advanced Medium STOL Transport (AMST) in March of 1977.

Although a new, supercritical wing had also initially been considered, the aircraft, intended for short- to medium-range sectors which entailed higher ratios of climb-and-descent to actual cruise profiles, could not fully exploit such a new design, its benefits resultantly unable to justify its higher development costs.  The existing DC-9 wing, incorporating root and tip extensions and modified high-lift devices, would provide the required performance, economy, and range parameters.

Several initial iterations, mostly based upon the DC-9-50 and all featuring fuselage stretches for higher capacities, larger-area wings, and two refanned turbofans, had included the refan-stretched DC-9-50RS, the refan-super stretched DC-9-50RSS, the DC-9-55, and the DC-9-60, while a DC-9QSF, intended for Japanese operators as an NAMC YS-11 twin turboprop replacement, mated a DC-9-40 airframe with two 18,000 thrust-pound JT8D-209 engines and a two-foot larger wing, enabling the 114,000-pound aircraft to operate from 4,000-foot runways with 120 passengers.

However, cost constraints and design complexities dictated a simpler, more straightforward version which incorporated the longer fuselage, increased-area wings, and JT8D-209 turbofans, yet retained cockpit commonality with all previous DC-9 variants.  Skipping both the DC-9-60 and DC-9-70 sequences, the definitive aircraft, designated DC-9-80—or DC-9 Super 80, to more accurately reflect the intended year of service inauguration—had been launched on October 20, 1977 with the receipt of 27 firm and 13 optioned orders from Swissair, Austrian Airlines, and Southern Airways, along with a letter of intent from LAV Lineas Aeropostal Venezolanas, all of which had been previous DC-9 operators.  Envisioned as a higher-capacity complement to its DC-9 airframe and a replacement for higher-cost tri-jets, it intended to provide service in maturing markets whose environmental and noise restrictions had precluded larger-capacity equipment substitution, the aircraft offering a significantly smaller noise footprint, greater range and capacity, and the lowest seat-mile costs of any comparable twin-jet.

According to then-President of the Douglas Aircraft Company, John C. Brizendine, “In recent years…we have become acutely aware of the need to conserve energy, to protect the environment, and to produce more and more economically efficient aircraft.  (The DC-9 Super 80) is specifically designed to meet the requirements of our industry for years to come.  These include environmental compatibility, energy efficiency, economical operation, and a spacious, comfortable interior.”

McDonnell-Douglas boasted of the aircraft, “The DC-9 Super 80 is a blend of proven design with available low-risk technology for enhanced effectiveness, (but) the remarkable DC-9 reliability and lower operating costs are maintained.”

Although it had been based upon this earlier-generation twin, it nevertheless introduced several advanced features.

A fuselage stretch, attained by means of an eight-frame plug forward of the wing and a single-frame insertion aft of it, resulted in a 147.10-foot overall length, increasing maximum capacity to 172, or 33 more than the DC-9-50 and a staggering 82 more than the initial DC-9-10, and producing the most massively stretched commercial airliner up to that time.  The forward, left, and aft, ventral, exits, both equipped with extendible airstairs, had been retained, but an aft, left servicing door, located only feet from the engine, had been introduced.  Aeritalia of Naples, Italy, manufactured its fuselage panels.

A new, 10.6-foot center section and two-foot parallel-chord tip extensions, resulting in the third dimensionally divergent DC-9 wing, yielded a 28-percent area, 57-percent fuel capacity, and 11-percent efficiency increase.  Measuring 107 feet, 10 1/4 inches, the airfoil, with a 24-degree sweepback at its quarter chord, a 9.62 aspect ratio, three degrees of dihedral, and a 1,239 square-foot area, had been comprised of four per-wing precision-machined skin panels which had been transformed from 14,000-pound ingots measuring 60 inches wide, 15 inches long, and 30 inches thick by the Reynolds Metal Company of McCook, Illinois.  The all-metal, two-spar structure, with riveted spanwise stringers, featured full-span, three-position leading edge slats with a new, intermediate setting to decrease take off drag and improve climb performance at higher gross weights; larger, doubled-slotted, trailing edge flaps which covered 67 percent of the span and lowered the aircraft’s stalling speed; three spoiler panels, the outer two of which were employable as both flight and ground lift dumpers; and ailerons.  All but the latter were hydraulically actuated, while the ailerons themselves were manually operated.  An underwing vortillon fence ensured proper airflow.  Providing 1,520 US gallons of additional fuel tankage, it also offered an increased-area main undercarriage bay.

The variable-incidence, electrically-actuated horizontal tail, spanning 40.2 feet, or 3.6 feet more than that of the DC-9-50, retained the design’s characteristic t-tail configuration and sported assister tab-equipped elevators, while the vertical fin, rendering an overall aircraft height of 30.2 feet, featured a hydraulically-actuated rudder.  It had been 1.4 feet higher than the DC-9-50’s.

Its Pratt and Whitney JT8D-209 turbofan, mounted on either side of the aft fuselage and retaining the original target-type thrust reversers, was based upon the core of the earlier JT8D-9, but introduced a 49-inch wider fan and an advanced, low-pressure compressor, producing 18,500 pounds of thrust along with an additional 750 pounds of automatic power reserve (APR), generated during engine-loss conditions.  The larger-diameter, single-stage fan, driving a larger mass of hot core section-bypassing air, coupled with more efficient hot and cold exit duct intermixing air, and increased sound absorption material in its nacelle and surrounding casing, yielded numerous improvements, inclusive of increased thrust capability; a higher bypass ratio—of 1:1.78 as opposed to the earlier JT8D’s 1:1; a lower exit velocity; an 11-percent decrease in specific fuel consumption; and a significantly smaller noise footprint than that of the medium-range tri-jets it had been intended to replace.

Employing weight-reducing Kevlar-reinforced aluminum honeycomb stiffeners with graphite tape caps in the outer barrel of its nose cowl and its upper and two lower cowl doors, the nacelle, 21.1 feet long, was 4.5 feet longer than the JT8D-9’s and therefore presented engineering challenges relative to its mounting on the DC-9’s, albeit longer, body.

The DC-9 Super 80 retained the hydraulically-retractable, tricycle, dual-wheeled, Cleveland Pneumatic undercarriage, fitted with Goodyear wheels, tires, and disc brakes; Hydro-Aire Mk IIIA antiskid units; and Douglas ran air brake cooling.  The nose wheel was steerable to 27 degrees to either side.

Although the Super 80 retained a common pilot type rating with the DC-9, it nevertheless offered several cockpit advancements, including a digital and flight guidance control system designed by the Sperry Flight Systems Division of Sperry Rand Corporation, which integrated the performance of seven flight control subsystems into two identical digital computers; cathode ray tube (CRT) displays; a digital fuel quantity gauge system; a dial-a-flap system; and Category IIIA autoland capability of 50-foot decision height (DH) and 700 feet of runway visual range (RVR).  A later introduced Electronic Performance Management System provided automatic pitch and thrust to effectuate optimum speed and fuel burn during the aircraft’s climb, cruise, and descent profiles.

The 101-foot-long, “wide look” cabin, featured a broad, contoured, and sculpted acoustically-treated ceiling which blended in with the enclosable overhead storage compartments; aluminum sidewall panels sculpted round the windows; fluorescent lighting; a 19-inch aisle; and five-abreast, two-three or three-two, configured economy class seating, which reduced by half the number of middle seats traditionally associated with six-abreast arrangements.

Interior décor, which varied from conservative, business-oriented appointment to bold patterns and bright colors, was determined by the operator and custom-designed by McDonnell-Douglas whose interior design teams often made trips to airline home countries in order to absorb local culture and customs and then convert that experience into area- or country-reflective motifs.  Wool and wool synthetic blends were standardly used for seat covers and carpets.

Class and seating configuration equally varied according to operator.  A 137-passenger, dual-class arrangement, for instance, entailed 12 four-abreast first class seats at a 38-inch pitch and 125  five-abreast economy class seats at a 34-inch pitch, while single-class densities included 155 passengers at a 32/33-inch pitch, 167 charter seats at a 30-inch pitch, or a maximum of 172 high-density passengers, the latter accommodatable with a single galley installation.

Interior noise reduction was attained by means of an insulating blanket of fabric-reinforced Mylar over fiberglass.  The elongated DC-9 introduced a new pressurization and air circulation system, which replaced cabin air at greater frequencies, and its potable water system featured in-line heaters in all of its water lines.  An increased-capacity auxiliary power unit (APU) ran its environmental control system on the ground.

The aircraft’s longer fuselage significantly increased its lower-deck baggage and cargo compartment volume, whose forward, center, and aft holds respectively encompassed 434, 376, and 443 cubic feet.

The DC-9-80 retained 80 percent of the DC-9-50’s key maintenance features.

Like all of its earlier, shorter-fuselage predecessors, the aircraft had been designed for short-sector, rapid-turnaround, self-sufficient operations from short, limited-facility airfields, with its increased thrust, larger-area wings, self-contained airstairs, auxiliary power unit for environmental conditioning and engine starts, low-to-ground profile to facilitate servicing, loading, and maintenance, and ability to operate two or more sectors without the need for refueling.  Most turnarounds required little more than baggage carts.

With a maximum structural payload of 40,112 pounds, the DC-9-81, as designated in its initial variant, had a 147,000-pound gross weight, although this had been later increased to 149,500 pounds with uprated engines, and a maximum landing weight of 128,000 pounds.  Its normal and maximum cruise speeds were, respectively, Mach 0.76 and 0.80.  Range, with 155 single-class passengers and domestic reserves, was 1,564 nautical miles.

Piloted by Douglas Chief Engineering Pilot H. H. “Knick” Knickerbocker, Project Pilot John P. Laine, and Flight Test Engineer Virginia “Ginny” A. Claire, the first DC-9 Super 80 and the 909th twin-jet to roll off the Long Beach assembly line, made its maiden flight from Long Beach Municipal Airport’s Runway 30 on October 18, 1979 with call sign DACO 80—for “Douglas Aircraft Company 80.”  Following a 25-mile circular, overwater pattern, the long, slender-fuselage aircraft, accommodating 13,100 pounds of test equipment, completed a successful two-hour, 50-minute basic-maneuvers test sortie before landing at McDonnell-Douglas’s Flight Operations Facility in Yuma, Arizona, where the Chief Engineering Pilot concluded, “The ground handling of the Super 80 is even better than the other DC-9s.  It also seemed quite stable in flight…The new engines were faultless, and the reverse thrust was very effective on landing…I believe the Super 80 is a great airplane and will live up to all our expectations.”

The 1,085-hour, $36 million, three-aircraft flight test program, which entailed first flights of prototype N1002G on December 6, 1979 and N1002W on February 29, 1980, led to FAA certification seven months later, on August 26, under an amendment to the DC-9’s original type certificate.

First delivered to launch customer Swissair on September 12, which had operated earlier DC-9-15, -30, and –50 series, it was inaugurated into scheduled service on October 5 from Zurich to Frankfurt, becoming the quietest commercial pure-jet.  Co-launch customer Austrian Airlines, which had equally operated a fleet of DC-9-30s and –50s, inaugurated its first revenue service 21 days later, on October 26, from Vienna to Zurich.

In order to adopt the McDonnell-Douglas designation scheme, the DC-9-80, or DC-9 Super 80, was rebranded the “MD-80″ in 1983, its initial version dubbed “MD-81.”

II

Development of the baseline Pratt and Whitney JT8D-209 engine, resulting in the uprated, 20,000 thrust-pound –217, augmented additional versions, the origin of which had been the 1979 requirement for a short take off and landing (STOL) aircraft to operate within the Japanese domestic market.  A then-projected iteration, designated DC-9 Super 80SF, would have mated the DC-9-40’s fuselage with the DC-9-80’s wing and engines, but the higher-thrust JT8D-217, applied to existing fuselage dimensions, would have provided most of the desired performance.  Resultantly, a second variant, designated MD-82 and first announced on April 16, 1979, featured the uprated, 20,000 thrust-pound turbofans with 850 pounds of automatic power reserve, a 44,024-pound payload, and a 2,050-mile range with 155 passengers.  First flying on January 8, 1981, it received its FAA type certification six months later, on July 31, at an initial 147,000-pound maximum take off weight, although the 1982 option of JT8D-217A engines further increased this to 149,500 pounds, resulting in still-higher payload and range capabilities.

Republic Airlines, the July 1, 1978 amalgamation of North Central and Southern Airways, had been the version’s launch customer, having been the world’s largest DC-9 operator with series –10s, -30s, and -50s, to which its eight MD-82s were eventually added.

The variant had been involved in two unique programs.  The first of these, occurring in October of 1982, entailed the innovative lease of 20 MD-82s to American Airlines, for which McDonnell-Douglas agreed to bear the maintenance and training costs.  This let to the February 1984 purchase of 67 aircraft, at attractive prices and with low cancellation penalties, to be delivered in blocks of ten to 25 airframes, each block of which had been confirmable 24 months before the targeted delivery date.  Becoming the mainstay of American’s short- to medium-range fleet to facilitate hub connections in Chicago and Dallas, the aircraft, configured for 142 first and economy class passengers, ultimately numbered 234, the world’s largest, single-type total outside of the former USSR.

The second innovative transaction occurred on April 12, 1985, when the Shanghai Aviation Industrial Corporation agreed to license-build 25 MD-82s in the People’s Republic of China.

An extended-range successor, designated MD-83 and first announced on January 31, 1982, introduced still higher-rated engines.  The JT8D-219, rated at 21,000 pounds of thrust, featured a redesigned low-pressure turbine, a new high-pressure turbine, aerodynamically improved airfoils, a five-percent increase in thrust, and a two-percent reduction in fuel burn. 

First flying on December 17, 1984, the twin-jet, with a 160,000-pound maximum take off weight, offered a 2,502-nautical mile range, attained by means of 1,160 US gallons of additional, lower deck hold-installed supplementary fuel tanks.  Finnair, which had operated the DC-9-14/15, -40, and –50, served as the version’s launch customer, operating the longest, nonstop MD-80 flight on November 14, 1985, when it covered the 3,406-mile distance between Montreal and Helsinki in seven hours, 26 minutes.  Transwede, of Sweden, inaugurated the first revenue-earning trans-Atlantic flight from Stockholm to Ft. Lauderdale with intermediate stops in Oslo and Gander.

In order to offer a lower-capacity counterpart more suitable to reduced-demand sectors, and to more effectively compete with the 737-300 Boeing designed for this market, McDonnell-Douglas offered the first, and only, dimensionally-divergent variant, the MD-87, which had evolved from its earlier, DC-9 Super XX studies for a 100- to 120-passenger aircraft powered either by Pratt and Whitney JT8D-200 series or CFM International CFM56-3 turbofans and offering a 110,000- to 120,000-pound gross weight.  The variant, with a 16.5-foot shorter fuselage, featured a new, 130.5-foot overall length and had a 38,726-pound maximum payload, or the same as the DC-9-50’s.

Because of the decreased moment-arm of the shorter fuselage, vertical axis control required a larger-area, ten-inch taller fin, visible by the extension above its traditional t-tail mating point and resulting in a new, 31.2-foot overall height.  It also introduced low-drag flap hinges and fairings, a fillet fairing between the fuselage and the engine pylon, and a reduced-drag, blade-shaped tailcone.

Initially powered by the 20,000 thrust-pound JT8D-217B, but later retrofitted with the lower fuel consumption –217C version, the MD-87 had a 2,372-nautical mile range with 130 passengers and domestic reserves, although additional, MD-83 type fuel tankage in the lower holds increased this to 2,833 miles.

First taking to the skies on December 4, 1986, it received its FAA type certificate on October 21 of the following year, and was inaugurated into service on December 17 with Austrian Airlines from Vienna to Zagreb.

The last, and most advanced, of the five versions, the MD-88, reintroduced the original fuselage dimensions and was announced on January 23, 1986 after launch customer Delta Air Lines placed an initial order to 80 of the type.  Offered with 21,000 thrust-pound JT8D-219 turbofans, the version, most closely based on the MD-82, featured increased composite material to reduce structure weight, a new passenger cabin with a wider aisle and modernized overhead storage compartments, and an advanced, glass cockpit, the latter comprised of an electronic flight instrument system (EFIS), a flight management system (FMS), and an inertial reference system (IRS).  It retained the MD-87’s blade-shaped tailcone.

First flying on August 15, 1987 and FAA-certified four months later on December 9, the MD-88 entered scheduled service with Delta on January 5, or just over 22 years after it had operated the world’s first passenger-carrying service with the –14 series on December 8, 1965.  It had also operated the stretched DC-9-30 and the MD-82.

III

The 1,000th MD-80 had been delivered on March 29, 1992, and by December of 1997, 1,150 of the type had been in service with 60 worldwide airlines.  The design, partially succeeded by its advanced, re-engined MD-90 counterpart and Boeing’s own Next Generation 737 family after that manufacturer’s acquisition of McDonnell-Douglas, nevertheless became its best-selling pure-jet commercial airliner, exceeding sales of the DC-8, the Super DC-8, the DC-9 itself, the DC-10, the MD-11, the MD-90, and the MD-95/717, the last delivery of which had occurred on December 21, 1999, when an MD-83 had been handed over to TWA, ending two decades of production.  Combined with the 976 sales of the original, short-fuselage DC-9, it became the third best-selling twin-jet after Boeing’s 737 and Airbus Industrie’s A-320 family, with a collective 2,167 airframes having been built.

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Cat.

Flight Attendant Helps Land Plane to Chicago