Rand is rumbling!

YouTube removed the video due to terms of service noise. Go figure.

Re: From janitor to VP

On Sun, Jun 16, 2019 at 8:14 AM The Hustle <news@thehustle.co> wrote:

The Hustle Issue #58 Sunday, June 16, 2019 How a Frito-Lay janitor invented Flamin' Hot Cheetos Richard Montañez went from cleaning toilets to being one of the most creative executives in the food industry. BY Zachary Crockett On an early morning in the late 1980s, a group of the highest-powered executives at Frito-Lay — the CEO, CMO, and a platoon of VPs — gathered in a California conference room to hear what Richard Montañez had to say. Montañez didn't share their pedigree. He wasn't an executive. He had no fancy degree. He had a 4th-grade-level education, and couldn't read or write. Montañez was a janitor. But he was a janitor with an idea — an idea that would make the company billions of dollars and become one of history's most celebrated and iconic snack foods: Flamin' Hot Cheetos. But first, he had to convince the world to hear him out. Picking grapes Montañez grew up in the 1960s in Guasti, California, a tiny unincorporated farming town 40 miles east of Los Angeles. Under the sweltering Cucamonga Valley sun, his family — mother, father, grandfather, and 11 children — scraped together a meager living picking grapes, and slept together in a one-room cinderblock abode at the labor camp. As a first-generation Mexican immigrant at an all-white school, Montañez had access to few resources and struggled to understand his teachers. "I remember my mom getting me ready for school and I was crying," he later told Lowrider magazine. "I couldn't speak English." One day in class, the teacher went around the room asking each kid to name his or her dream job: Doctor… astronaut… veterinarian. When she called on Montañez, he froze. "I realized I didn't have a dream," he says. "There was no dream where I came from." The Cucamonga Valley region, in San Bernardino County, California, where Richard Montañez grew up (Image: Paul Hofer III) Montañez soon stopped getting on the school bus and began boarding the work truck with his father and grandfather. After dropping out of school, he worked the fields in 110°F heat, and took on odd jobs slaughtering chickens at a poultry factory, washing cars, and picking weeds. With a 4th-grade-level education and few economic opportunities, Montañez saw no path out of poverty. Then, in 1976, a neighbor told him about a job opening that would change his life. "There's no such thing as 'just a janitor'" Down the road, in Rancho Cucamonga, the Frito-Lay plant was looking for a janitor. At $4 per hour ($18 in 2019 dollars), the job paid many multiples of what Montañez made in the fields. It represented a better life — insurance, benefits, social mobility. Unable to read or write, the 18-year-old recruited his wife to help fill out an application. He journeyed down a dusty road, met with the hiring manager, and got the job. When he broke the news to his family, his grandfather imparted a piece of advice that would always stick with him: "Make sure that floor shines," the man told his grandson. "And let them know that a Montañez mopped it." Montañez decided he was going to be the "best janitor Frito-Lay had ever seen" — and he quickly made his presence known. "Every time someone walked into a room, it would smell fresh," he says. "I realized there's no such thing as 'just a janitor' when you believe you're going to be the best." The Frito-Lay plant in Bakersfield, California (via CLUI) Montañez also developed the philosophy that "it's not about who you know — it's about who knows you."  In between shifts, he set out to make himself seen, learning as much as he could about the company's products, spending time in the warehouse, and watching the machines churn out crunchy snacks in the lonely midnight hours. And eventually, his insatiable curiosity would pay off. "I saw no products catering to Latinos" By the mid-1980s, Frito-Lay had fallen on tough times. As a way to boost morale, then-CEO Roger Enrico recorded a video message and disseminated it to the company's 300k employees. In the video, Enrico encouraged every worker at the company to "act like an owner." Most employees brushed it off as a management cliché; Montañez took it to heart. "Here's my invitation… here's the CEO telling me, the janitor, that I can act like an owner," he later recalled. "I didn't know what I was going to do. Didn't need to. But I knew I was going to act like an owner." After nearly a decade mopping floors, Montañez gathered the courage to ask one of the Frito-Lay salesmen if he could tag along and learn more about the process. They went to a convenience store in a Latino neighborhood — and while the salesman restocked inventory, Montañez made a fortuitous observation: "I saw our products on the shelves and they were all plain: Lay's, Fritos, Ruffles," he recalls. "And right next to these chips happened to be a shelf of Mexican spices." In that moment, he realized that Frito-Lay had "nothing spicy or hot." A few weeks later, Montañez stopped at a local vendor to get some elote, a Mexican street corn doused in chili powder, salt, cotija, lime juice, and crema fresca. Cob in hand, a "revelation" struck: What if I put chili on a Cheeto? Elote, the Mexican corn treat that inspired Flamin' Hot Cheetos (via Vallarta Supermarkets) Introduced to the world in 1948, Cheetos — crunchy corn-based nuggets coated in cheese-flavored powder — were a flagship product of Frito-Lay. And while they were popular among California's growing base of Latino consumers, the company had yet to consider re-tailoring the product's taste profile. "Nobody had given any thought to the Latino market," recalls Montañez. "But everywhere I looked, I saw it ready to explode." So, Montañez heeded the CEO's words and "acted like an owner." Working late one night at the production facility, he scooped up some Cheetos that hadn't yet been dusted in cheese. He took them home and, with the help of his wife, covered them in his own concoction of chili powder and other "secret" spices. When he handed them out to family members and friends, the snacks were met with universal enthusiasm. He just needed a bigger audience... So he called the CEO "I was naive," Montañez later said. "I didn't know you weren't supposed to call the CEO... I didn't know the rules." Finding Roger Enrico's phone number was easy enough: It was listed in a company directory. He rang the line, and was put through to the chief's executive assistant:        "Mr. Enrico's office. Who is this?"        "Richard Montañez."        "What division are you with?"        "I work at the Rancho Cucamonga plant."        "Oh, you're the VP of operations?"        "No, I work inside the plant."        "You're the plant manager?"        "I'm the janitor." The assistant paused for what seemed like an eternity. "One moment." Richard Montañez, via Twitter Then, a voice on the other line: "Hello, this is Roger." Montañez told the CEO he'd heeded the call to action. He'd studied the company's products, identified a demand in the market, and even crafted his own rudimentary snacks in his kitchen. Enrico loved the ingenuity: He told the janitor he'd be at the plant in 2 weeks and asked him to prepare a presentation. Moments after Montañez hung up the phone, the plant manager stormed up to him. "He said, 'Who do you think you are? Who let the janitor call the CEO?'" recalls Montañez. "Then he said, 'YOU'RE doing this presentation!'" The birth of the Hot Cheeto Montañez was 26 years old. In his words, he couldn't read or write very well and had no knowledge about how to formulate a business proposal. But he wasn't about to give up. Accompanied by his wife, he went to the library, found a book on marketing strategies, and copied the first 5 paragraphs word for word onto transparencies. At home, he filled 100 plastic baggies with his homemade treats, sealed them with a clothing iron, and manually drew a logo and design on each package. On the day of the presentation, he bought a $3 tie — black with blue and red stripes — and had his neighbor knot it for him. As he gathered the bags, his wife stopped him near the door: "Don't forget who you are." Hot Cheetos, in all their saturated glory (Frito-Lay) Montañez stepped into the boardroom. "Here I was," he says, "a janitor presenting to some of the most highly qualified executives in America." At one point during the presentation, an executive in the room interjected: "How much market share do you think you can get?" "It hit me that I had no idea what he was talking about, or what I was doing," Montañez recalled. "I was shaking, and I damn near wanted to pass out…[but] I opened my arms and I said, 'This much market share!' I didn't even know how ridiculous that looked." The room went silent as the CEO stood up and smiled. "Ladies and gentlemen, do you realize we have an opportunity to go after this much market share?" he said, stretching out his arms. He turned to Montañez. "Put that mop away, you're coming with us." Feeling hot, hot, hot Six months later, with Montañez's help, Frito-Lay began testing Flamin' Hot Cheetos in small Latino markets in East Los Angeles. If it performed well, the company would move forward with the product; if it didn't, they'd scratch it — and Montañez would likely return to janitorial duties. This was his one shot, and some folks didn't want things to work out for him. "It seemed there was a group of [executives] who wanted it to fail," he later told the podcast, The Passionate Few. "They thought I got lucky. They were paid big bucks to come up with these ideas... they didn't want some janitor to do it." Montañez signs a young fan's Hot Cheeto bag (@daliaabbas9, via Deskgram) So Montañez assembled a small team of family members and friends, went to the test markets, and bought every bag of Hot Cheetos he could find. "I'd tell the owner, 'Man, these are great,'" he recalled. "Next week, I'd come back and there'd be a whole rack." In 1992, Flamin' Hot Cheetos were greenlit for a national release. And in short order, the snack became one of the most successful product launches in Frito-Lay history. From janitor to VP Today, Flamin' Hot Cheetos are one of Frito-Lay's hottest-selling commodities — a multi-billion-dollar snack celebrated by everyone from Katy Perry to middle-schoolers on meal vouchers. There's even a rap song about them. And Montañez is no longer sweeping floors: Over a 35-year career, the former janitor rose through the corporate ranks and is now the vice president of multicultural sales for PepsiCo America (the holding company of Frito-Lay).  Before Montañez joined the executive team, Frito-Lay had only 3 Cheeto products; since then, the company has launched more than 20, each worth $300m+. Recognized by Newsweek and Fortune as one of the most influential Hispanic leaders in America, Montañez is a gifted speaker who often tours the country giving keynotes. And soon, his story will hit the silver screen: Fox Searchlight Pictures is currently working on a biopic about his life, appropriately titled "Flamin' Hot." He still lives in Rancho Cucamonga, where he gives back to his community through a nonprofit he launched, and teaches MBA classes at a nearby college. Recently, a student asked him how he was teaching without a Ph.D. "I do have a Ph.D.," he responded. "I've been poor, hungry and determined." Share & discuss this story ON OUR WEBSITE ON FACEBOOK ON POCKET 0 SHARE THE HUSTLE REFERRALS http://ambassadors.thehustle.co/?ref=6d508b07aa YOUR UNIQUE URL Zack Crockett SENIOR EDITOR Bobby Durben AD WRITER Brad "Broken Mitt" Wolverton HEAD OF CONTENT Ben Thaire-Dundat He's done it all SUBSCRIBE JOBS ADVERTISE EVENTS SHOP Join our Instagram community → You opted in by signing up, attending an event, or through divine intervention. 251 KEARNY ST. STE 300, SAN FRANCISCO, CA 94108, UNITED STATES • 415.506.7210 Never want to hear from us again? Break our hearts and unsubscribe

Act 47 recommends -- Throwback to June 30, 2004 and the Trib

Pittsburgh has a new acting director of Citiparks in early 2018, and I'm excited to meet with him about some fun summer plans.

This is a snip from the Tribune, June 30, 2004 when a divided council passes the Act 47 plan. The headline in this part read: Key recommendations of the Act 47 recovery plan:

Playing well with others, in the city, took a beating in those times and never fully recovered.

My Quora Answer to a sports question:

How do you explain why people like sports to someone who doesn't like sports?

by Mark Rauterkus, Swim & Water Polo Coach

Sports are games. The games have rules. The realm of these rules and game play makes an alternative reality. This is pretend importance and escape from life. This is high drama of meaningless outcome. Entering the bubble of sports is fun.

Sport is unscripted too. Outcomes are uncertain. Think mystery. Who wins and who is the goat is for all to see. Sport often delivers new terms and jargon. The language gets twisted in sports with new meanings and pretend signals with superstition and superstar play. GOAT, for instance, means GREATEST OF ALL TIME.

Sports put humans at their very best in my opinion. We go higher, faster, longer in quests for greatness. Be the strongest and be a better self every week, every day, hour and minute growing a passion of excellence.

There are some take-home messages from sport for life. The lessons of sport can transcend into life. Sports should help, illustrate and encourage society and individuals to be better. Through sport and because of sport, rise up and be a better citizen, student, parent, professional.

If one does not like sports, well, fine. Different strokes for different folks. Try golf instead. Golf gets a pass into the world of sports because the thought of bashing small balls with such great force and accuracy is to scary to imagine out of the context of sports.

Election brochure and CD Cover for Elect.Rauterkus.com

Some old materials, blast from the past. 

Email blast: Crisis

Reaching out via email.

https://pairlist6.pair.net/pipermail/412-public-news/2018-March/000052.html

PPS offering Restorative Practices Training Sessions

Several restorative practices training sessions are being offered in February and March, 2018.

Introduction to Restorative Practices and Using Circles Effectively is offered once per month at no-cost to PPS staff and District partners who have not yet attended restorative practices training. Note that all sessions take place at the Greenway Professional Development center (1400 Crucible St, 15205) from 8:30 am - 3:30 pm with a one hour break for lunch. Additionally, registration is limited to 30 participants per session. District partners can register by e-mailing restorativepractices@pghboe.net. For additional details and contact Keiterez Bynum at 412-529-3985 with questions.

More insights at this PDF.

Interview with Principal Colbert at Obama Academy

Article was published in the school newspaper, The Obama Eagle:

The Life Behind the Principal

Posted: 24 Jan 2018 07:07 AM PST

Yalonda Colbert is the new principal at Obama Academy, and if this isn’t your first year here you may remember her as the Assistant Principal and Middle School Director. But do you know how she came into this position? There are a lot of things about our principal that you may not know, but I got to sit down with her and take a look into the life behind our principal.

How would you describe being the Principal so far based on this school year?
So far, first of all I’m super excited. But, there’s a lot of paperwork. And I think that, that sometimes interferes with my ability to be as visible as I would like to be sometimes and as supportive as I would like to be. Especially in the classrooms to help students and thinks like that. It’s been really good, parents have been very welcoming, students are I think really giving me an opportunity and a chance to provide support and insight on things that we want to change, things that we want to keep, things that we want to improve upon. But it’s been a lot of work, which I expected. But like I said the paperwork piece is really- I don’t want to say overwhelming because I knew that there would be a lot just being here the past to years. But the paperwork is intense. Kind of like, you guys’ class schedules and managing all of your papers and projects you guys do. I’m having to do that for the entire school. But it’s definitely been fun, I’m enjoying it. Just kind of getting to know all of our systems that we have in place and how to make things better. So I’m just looking forward to the second semester.

What was your position before becoming Principal?
Before I was Principal for the past two school years I was the Director, so that’s kind of like being Assistant Principal. The only difference is that I was responsible for a lot more of the paperwork than someone who is an Assistant Principal in the District. So there was a lot of work that I did side by side with Dr.Walters these past two years just because of the nature of my role. So on top of being in charge of discipline for middle school, I also had to support discipline for high school. But then also having to be like Dr. Walters’ right hand person, whether he was physically in the building or not. I had to make sure that school was still happening, students were being taken care of, parents were listened to and taken care of, activities were still going on, the budget, all of those types of things. It was really fun but last year I just felt like I was able to get out into the hall space a lot more.

What were some jobs you had before that helped you prepare for being a Principal?
I began in the district in 2006, I started at Arsenal Middle School. I was a middle school math teacher. After that, I applied to be one of the founding teachers to open up University Prep at Milliones here in the district. So I left Arsenal Middle School and started over at U-Prep in the 2008 school year and I stayed there until 2013 I think. So I was a middle school and a high school math teacher for about seven, seven and a half years then I became a high school and middle school math coach for U-Prep. So I did that for one year and then I had the opportunity to apply to become a Secondary Supervisor over curriculum for mathematics for grades 6-12 math at the district where I was able to be a supervisor and go over and write the curriculum and kind of get some things going on to support students in their learning and teachers in their teaching. And with that I was able to learn all about budgets, all about writing, board tabs to like say “Hey we need this program to come in or we need this person to come in.” So I learned a lot of the back end paperwork from growing from a teacher to a coach to being an assistant supervisor over in the central office, so the math department. And then, like I said just with Dr. Walters’ leadership and challenging me to learn. I learned a lot in two years, he always tells me that. We learned a lot in two years and you don’t often see that from a lot of people. Those are basically the things that really helped me but I think the biggest thing that helped me is just that I’ve always been pushed by others to be a leader. I enjoy leading people and helping, you know to be their best and that really began for me when I used to help my friends who were struggling in math and were struggling in French because I really love French and I really love math, coming through 6th grade to 12th grade. I always loved math probably since I was really little but I didn’t even really get the chance to take French until middle school. So I’ve just always tutored people, helped my friends’ kids, my cousins, and always just being pushed to be a role model so I think that those are my early year experiences all the way through like becoming a teacher and things like that.

Where did you go to college and what did you major and minor in?
So I first started off at Penn State. I had a full ride scholarship, so all I had to pay for was my books. So I was very blessed and thankful for that experience. I declared myself as an Accounting major at first, because I loved math. But I found it to be quite boring so I kind of left that alone and enrolled myself, well declared myself to be an Education major. I transferred up to the main campus and I didn’t have a good transition from the branch campus to the main campus. So what I ended up doing was transferring back to Pittsburgh and I came to the University of Pittsburgh, their main campus and I enrolled in a program that was under the psychology branch. My Bachelor’s is in Developmental Adolescent and Adult Psychology so that helped me to really begin to learn why people behave the way they behave, why they think the way they think and things like that. So I would also say that my Bachelor’s learning and stuff also helped me to be able to really help children and be in the position that I’m in right now. I remained at the University of Pittsburgh where I got accepted to their secondary mathematics education program there so I became certified as a teacher in secondary mathematics. So middle school and high school mathematics. I am still certified to teach, like if I decided I don’t want to be a principal anymore I can go back to teaching math. And then I went to IUP to get my principal certification. And so you learn a lot about community engagement and what it means to be a principal and how to support all three entities in the school. So not just the students but the parents and the community, they make up the school. It’s not just your school and you run it, you have to really make sure that you pay attention to all of those variables.

What was your first choice in careers?
My first choice was accounting, when I was going to school Penn State had a partnership where they helped students get jobs and if you had a certain GPA and you passed your exams, you were guaranteed to be starting out at like $80,000. So like what kid–you know you’re 19-20 years old. I was a very good kid, I was always on the Dean’s’ list. I had to be on the Dean’s list to keep my scholarship. And so just the incentive of, “Oh my gosh, I can really work for a really prestigious accounting firm for $80,000. I’m young, single, I can do this by the time I’m 22 or 23.” That was like really awesome for me but I was missing the whole relationship piece which is what drives me to do what I do like interacting with human beings. Sitting and crunching numbers all day, that just wasn’t going to work for me I couldn’t do it. And so knowing that I still love numbers and I love math I knew that a lot of African-American students in particular just reflecting back on friends they would say, “I hate math, I don’t know how you like it, what is it about it? What is your obsession with it?” It just kind of makes me feel powerful and strong and confident. So I just thought that I could be a role model in that space if I sought to become a mathematics teacher. Not only being an African-American but being a female. You really have a female math teacher so that was how I chose what to do. So first accounting but I quickly switched over to education.

What were some other passions you had that could have affected your career choice?
Middle school was really when I became– people would always say like “Yalonda you are so ambitious” like kind of just know what you’re going to do. And so, I actually applied to go through the Magnet process here in Pittsburgh Public Schools. I’ve been in PPS all my life. I went to Oliver High School which is now closed, but I went there because I actually wanted to be a lawyer at one point. And then somewhere my teachers kind of turned me off, which I would never advise a student to let anybody get them into that kind of space. But I had a rocky road with a couple teachers in that program which caused me to not even be focused on it or love it and enjoy it, and pursue it as much as I probably would have had I not had those encounters. But I would say early on that was one of the spaces that I really wanted to go into and be this voice of justice, voice of reason because of all the stuff I was witnessing in that community. You know with the drug epidemic at that time when I was growing up and I had my peers thinking that early encounters with sexual promiscuity meant that “Oh I’m going to be ok” versus staying in school and being educated and things like that. So I just knew something had to change. I saw a lot of my friends, not necessarily my friends but just people I went to school with being arrested, getting into gangs, just the typical statistical type of thing. What people would say “You’re another statistic” about or something, so that’s why I was interested in pursuing law and just becoming an attorney and I hoped I could be a judge at some point. I can give someone someone a second chance if I really have evidence and I can really see that they deserve a second chance.

Do you ever wish you had chosen a different career?
Sometimes I really do wish I would have at least stuck with pursuing law to at least achieve earning my Juris doctorate. Sometimes I even consider it, will there ever be a point in time in my principalship where I could go to night classes and take those classes so I could at least be certified and go through those courses because I feel like those courses may give me the opportunity to still support some other places that students would need my help and support here in school. So that would be one thing I kind of still have on my bucket list. I haven’t quite put it off but, that’s one thing I still hope to be able to do.

What are some hobbies you have outside of being a principal?
I don’t know if it’s a hobby but I enjoy being a mom, I enjoy being a wife, I enjoy like– I don’t think you guys would even know because I don’t think you guys kind of give me the opportunity to like interact in that way but I love to dance, I love to sing, I really like to eat, I love movies, I just really love to be silly and hang out with my friends. I guess that’s kind of boring but that’s who I am.

What would you say to a student that wants to become a principal some day?
I would say that you have to accept that this position is not necessarily a position of power. So don’t let the title get your head big. You have to approach the position and the work that you have to do through a servant’s heart. The work that you will be charged with as a principal is very delicate and you have to be ok with being lonely. Because it is a very lonely job. And at the end of the day you’re held accountable and responsible for everything and even like your assistant and other people aren’t always going to be there for you or physically in the space when everything is happening. So you have to be ok with working in solitude because it is a very lonely space.

No practice policy at PPS throughout the holidays is a way to soil the slogan, EXPECT GREAT THINGS.

UPDATE: I got a call from the PPS COO and we were granted permission to practice on a couple / few days of the winter break. Permits were submitted.

- - original post - - 

Hi Dr. Hamlet:

Coaches need to coach. Athletes need to practice.

It is CRAZY to not grant the varsity swim teams, and, for that matter the coaches and players for the varsity basketball teams and wrestlers, NO ACCESS to their high school facilities for the duration of the Christmas break.

Teams should be able to use the facilities in the schools on these dates:

Saturday Dec 23

Wednesday, Dec 27

Thursday, Dec 28

Friday, Dec 29

Saturday, Dec 30

The teams could hold practices within the window of time from 9 am to 2 pm on those days. 

No games. No outside teams, but we need practice times. 

We have had problems with this in past years. We have had been granted practice time last year. In other years, not so much. I've stood in the lobby of our school one year with 15 kids ready to go to practice on December 26 and been refused entry to the swim pool by the custodian because the principal did not sign off on the pool permit. 

This year they're not even allowing any permit to be written. 

Other school districts often hold three practices a day over the holidays. We get NONE. We want to compete. 

--
Ta.


Mark Rauterkus       Mark@Rauterkus.com
PPS Summer Dreamers' Swim & Water Polo Camp Executive Coach

Varsity Boys Swim Coach, Pittsburgh Obama Academy

Recent Head Water Polo Coach, Carnegie Mellon University Women's Club Team
Pittsburgh Combined Water Polo Team

http://CLOH.org

412 298 3432 = cell

Aquatics and Pittsburgh Public Schools

PPS Community Schools v2.0 from Mark Rauterkus

Tip: You might want to view this on the SlideShare site so it can easily go to full screen.

Ask for the PDF or Keynote if you want parts or all of it.

Conservative foil: Sue Kerr of Pgh Lesbian Correspondents

Conservative foil:Sue Kerr of Pgh Lesbian Correspondents

Let's ponder the definition. “Conservative” is holding to traditional attitudes and values and cautious about change or innovation, typically in relation to politics or religion.

Sue Kerr, a blogger, (I am a blogger too) is playing the role of a conservative and asking people to vote “NO” to the City of Pittsburgh ballot measure that I have championed because:

- She has not found anyone with actual facts, however, she refused to answer my friend request on Facebook and refused to discuss this with me despite my repeated approaches to her. So, her seeking is more like planned avoidance. Come on Sue. Why can't we be friends? One of my central themes as a coach and advocate for better government is “playing well with others.”

- Then she writes, “the narrow exclusion would only benefit a few people.” Really? You really want to put hardships on super-minorities? You think that because only a fraction of the population is (insert letter of your choice) that they don't deserve the rights of others? What about protection against discrimination based on sexual orientation or gender identity? Hey, that is a “narrow” and those protections only benefit a few people. So, let's let things as they are. So conservative of you.

Pittsburgh passed a law with sexual orientation protection and that benefits few – and I'm proud to have that as part of the fabric of our city's legacy. Helping a few people helps us all be better, be stronger, be more whole. At its roots, the ballot question is about non-discrimination. I don't like discrimination, even for a few, and I'm puzzled why you favor it.

- Vote no, posts Sue, “because some are already coaching and teaching in public universities as adjunct faculty (just Google a few names.)” What? Who? Name names! I know of none. Should we google the entire city payroll? And, what might that uncover? I don't have the names of all the city workers. Sue, why don't you send this posting to Michael Lamb, city controller. Does your partner work for CCAC? I don't know what to think. I lost my decoder ring anyway. And, let's say it is true in that perhaps there are a few workers in the city who are already working another part-time job, against the norm and city charter's stipulations, for CCAC and /or Pittsburgh Public Schools – then what? Do you want to whistleblow? Or, would you just forgive them and not allow others the same opportunities? Then vote YES with me. Or, are you just without any logic and wishing to spread fog and doubt?

- Since, as Sue posted, “enforcement of this ban has certainly not been consistent” then it makes sense to vote YES and be done with this opportunity for meaningless rule-breaking. All should know that I championed this ballot question because last year a newly-hired coach was forced off of the PPS job because of his city employment with the department of public works. Real work actions, to my knowledge, have been fully consistent and ethical. He should not have worked last year – and he didn't. But, he should be able to work as a coach next week if we change the charter. And, I hope he applies, gets hired and takes another coaching job as soon as possible.

- Sue thinks a no vote is wise because of a lack of an informed perspective. Wrong. The matter before the voters in the election is for part-time employment. Part-time employment for public-school coaching and adjunct teaching at CCAC is different. The charter's authors didn't visualize every possible situation under the sun for the future of our city. This is an enhancement. Be progressive.

The quote from Mr. O'Connor of city council speaks against a broader exemption as being problematic, but this ballot question is specific and NOT A PROBLEM.

Ms. Rudiak of city council defends the ballot question too. The change is what it is. It is not an exemptions for all types of government side work. It is a question with focus. Perhaps Sue likes uncertainty and sinister plots within her ballot questions. I don't.

- Sue goes on to slam Natalia Rudiak for leaving office at the end of her term. She didn't seek re-election because she is moving on to other chapters in her life. “Who would champion such a thing?” is a direct question from Sue. Answer: A reasonable person who listens to citizens' concerns and does her job while she is hired to do her job. I'm happy that Natalia has not been a lame duck for an entire year.

Sue attempts to throw stones now at the messenger and not the message, a childish ploy.

Sue then plays the not forthcoming victim yet won't converse with me. Joke is on Sue.

Sue gets it wrong again when she posts that the goal is to create more employment and side income opportunities for City employees. Wrong! That is not the goal. Sue knows what the goal is, as the first line of her blog post reads, “… I think students in Pittsburgh Public Schools (PPS) deserve good coaches.” That's the goal. We had a good coach knocked off of a part-time coaching job opportunity because of a city-charter provision that worked AGAINST good coaching. Here is the formula from 2016-17 season on the PPS pool deck: 2 coaches, minus one, equals less coaching. That's bad. Help fix it.

- Sue asks a question for another day and another referendum, “Why not allow employees to do holiday temp work with the postal service?” That's not the issue. Your thinking that voters should pick “NO” because this ballot question is not going to help the postal service is crazy talk. I'm happy Sue thinks coaching is important. No amount of her lengthy googling should get in the way of a YES vote on this simple measure.

- Sue asks: Is it reasonable to amend our City constitution to address select employment vacancies in PPS? Isn’t that the responsibility of PPS? NO! The sticking point is the city, not PPS. The problem is with the city's charter, not PPS. When fixing a problem, go to the source of the problem. Victims are not to blame.

We’re talking 3,100 people who would be ineligible out of the whole population of the City. Is that a reason to change the constitution? YES. Vote yes. Problem fixed. Changes made. No blood required. This is not a drastic measure. I hate to write such a drastic blog post too.

The 3,100 people who work for the city account for the second largest block of employed people in the city. If five great coaches come from the ranks of the city's work force, they could impact hundreds of kids a year. Whole schools and neighborhoods could change. Teen violence might reversed itself. I know that I help to teach about 200 kids how to swim and swim better every year. In the course of my career, more than 10,000 kids have called me “coach.” The impact of a few coaches can be tremendous. I think that some of the folks who work in the city should have the same opportunities to contribute to the community in meaningful ways as I have had the good fortune to do as well.

I've been known to recruit coaching help for employment needs anywhere and everywhere. Even at UPMC and at AGH. Last year, an kid of an AGH employee was employed with our Summer Dreamers Swim & Water Polo Camp. Furthermore, it is HARD to find qualified candidates to coach in part-time positions. There is a world-wide shortage of lifeguards. Coaching shortages are, well, just google it yourself, Sue.

Sue says that this proposed change will disproportionately benefit men. Sue, ever hear of Title IX? There are not fewer opportunities for women coaches. And, women and men make the same money in coaching with PPS as it is a union-negotiated amount. Double-wrong.

OMG Sue, here is my answer for your absurd question that follows. Yes. Anyone can sue anyone at any time. Sue's Q: “Does this set up the possibility for excluded employees to sue the City because they are not able to pursue a sorting gig with the USPS over the holidays?” No one answered that question – except me.

Only a conservative crank would use the lack of a robust research process on the charter provision’s history – paralysis by analysis – as an excuse for a no vote.

Coaching is a privilege. I am privileged. I coach boys and girls. Title IX insures that the boys and girls get equal treatment.

I do not want to see our police union in Harrisburg at the PA Supreme Court in litigation seeking rights to move their homes and their kids into school districts that are out of the city. Rather, I'd be more willing to permit employees of the city, such as those on the police force, to be permitted to coach their sons and daughters and their classmates in the city's schools programs of sports, music, chess, drama, debate – with part-time jobs. For some, being engaged in the lives of their children is important. And, it is important enough that if my city prohibited that from happening, moving out of the city makes great sense. Let's keep those people here.

And you'd rather have a volunteer coach from the ranks of city employees – for further hardships on families. A volunteer coach isn't accountable. A volunteer coach has no standing with the district and can be flicked aside by the PFT in a heart-beat. Clueless odds are high. I do not want evenly applied coaching employment. I want talented, inspiring coaches. You seem to want to keep employees of the city within financial distress.

Your commending of the city employees who put forth this suggestion is misplaced too. A city resident and a PPS coach, acting on my own, seeing the reality of situations, put forth the ballot measure. The city and the district have been reserved. Let's all applaud people who act with integrity and let's all fix flaws, together. Both big and small flaws count. Don't get in the way of progress because it has always been done in another flawed way. This is fair. This is complete for what it is. If you want utopia, put it on the ballot yourself.

A good reason for you to block this YES vote is because a women helped get it in front of the voters and she is quitting. We are losing women in elected roles so we should not pass measures that they help to advance. Come on.

You, Sue, can write the post-office ballot measure for 2018. Go for it.

By the way, off of society's needs can't be put into one YES or NO ballot measure. By voting YES, the citizens of Pittsburgh get to side-step and fix a WORST-PRACTICE clause in the city's charter. It isn't about “best-practices” – but rather about making improvements.