Generate an explanation for the given claim using the provided supporting material from the paragraph. Please consider the following points while generating an output. 1) The claim will always have supporting proof in the paragraph, and the paragraph will have a clear point of view supporting the claim. 2) There can be instances where direct correlation to the claim is not available. Make use of the sentences in the paragraph to provide a corresponding output supporting the claim. 3) The explanation should be at least one and at most twelve sentences long.

[Q]: Paragraph: While Vice President Mike Pence runs the White House coronavirus task force, his wife is leading a parallel effort to help people deal with anxiety and other unsettling emotions brought on by the pandemic. Two months into the crisis, millions of Americans are struggling to cope with the fallout, whether it’s losing loved ones, losing a job or staying at home more than they ever have. “This is something we’re all going through together, and it’s not like anything we’ve ever gone through before,” Karen Pence told The Associated Press in a recent interview. She is lead ambassador for the PREVENTS task force, an acronym for the President’s Roadmap to Empower Veterans and End the National Tragedy of Suicide. It was created in 2019 to focus on veterans’ suicides but recently launched a social media campaign called “More Than Ever Before” to help reach Americans before they get to “the end of their rope,” she said. “We want them to know there’s help out there, and there are things that we can do to prevent some of the effects that this is having on our mental health as a nation,” Mrs. Pence said. She joined the PREVENTS effort early this year, before the extent of the coronavirus threat in the U.S. became clear. A majority of Americans say they have felt at least one negative emotional reaction in the last seven days, according to a new poll  conducted by NORC at the University of Chicago for the Data Foundation. At least a third of Americans reported feeling nervous, depressed, lonely or hopeless at least one day in the past week. But taken together, 61% of Americans say they have felt at least one of those emotions at one point throughout the week. Nine percent also reported having a physical reaction, such as sweating, nausea or hyperventilating, when thinking about their experience with the pandemic on one or more days. The new poll, conducted last week, is the second wave of the COVID-19 Household Impact Survey. Thirty-eight percent of Americans say they felt lonely at least one of the last seven days. Sixteen percent said they felt that way on three or more days. And 38% said they felt hopeless about the future at least once, with 14% saying they felt that way on three or more days. Those patterns are similar for feelings of anxiety and depression. Mrs. Pence says there are four basic things people can do to help them cope with the situation, beginning with a daily “check in” with themselves to gauge how they’re feeling and then reach out to a friend or other individual if they need someone to hear them out. They should also figure out what puts them at ease, whether it’s reading, cooking or another activity, and schedule time for it. Mrs. Pence, a watercolor artist, said she’s been working on a painting of a friend’s house and is designing her family’s Christmas card. People should also talk about their struggles and successes and include children in those conversations. And if they’re concerned about themselves or someone else, they should feel comfortable calling the national suicide prevention lifeline at 1-800-273-TALK. “It’s OK to not be OK,” said Mrs. Pence. She posts tips and information about available resources on her Twitter page. Among those grappling with the new dynamics is Jody Garrison, who works from her Milwaukee home, turning old books into journals and selling them online. It’s the rare trip to the grocery store — or to the auto mechanic shop later this week to pick up her car after a repair — that brings on the anxiety. “You worry about, ‘Am I going to catch something from touching something?’ so I truly don’t go out in public much at all,” she said by telephone. Being retired helps, as Garrison had long settled into a routine. The 68-year-old plays with her grandchildren online and meets friends there, and is exercising and reading more, too. “I think what’s kept my sanity is that I’ve tried really hard to stay focused on things that kept me happy in the past to sustain the thought of being alone,” she said. “I’m trying to stay focused on the positive, and when you do that, it doesn’t seem quite so bad.” Anxious to see the U.S. economy humming again, President Donald Trump has pushed back against those who warn that coronavirus cases will spike after state lockdowns are lifted. He says more people will die from suicide and substance abuse the longer schools, businesses and workplaces remain closed and people stay at home. Experts say rates of suicide and substance abuse were rising before the pandemic, but it’s too soon to know how much they may have increased during the outbreak. Suicide prevention and mental health advocates said they welcome the PREVENTS effort but would like to see more spending on a more coordinated effort to reduce deaths caused by despair. “You don’t have to be a mental health expert to know we’re in deep trouble,” said former Rep. Patrick Kennedy, D-R.I., co-chair of a new public-private effort to respond to mental health and suicide prevention needs both during and after the coronavirus. Suicide is the 10th leading cause of death in the U.S., with 48,000 deaths reported in 2018, said Jerry Reed, who serves with Kennedy on the executive committee of the National Action Alliance for Suicide Prevention, which is separate from the virus-related initiative. Reed, a longtime suicide prevention advocate, said he’d like to see the same amount of effort that went into combating the coronavirus put into responding to mental health needs. “I like the fact that we all came together to flatten the physical curve of the virus,” Reed said. “I would suggest we all come together to flatten the mental health curve.” ___ Associated Press writers Tammy Webber in Chicago and Hannah Fingerhut in Washington contributed to this report. ___ Follow Darlene Superville on Twitter: http://www.twitter.com/dsupervilleap ___ This story has been corrected to show that Kennedy represented Rhode Island, not Massachusetts. Claim: Karen Pence: ‘It’s OK to not be OK’ during pandemic.
[A]: Karen Pence says it’s OK to not be OK during the coronavirus pandemic.


[Q]: Paragraph: Shelby County Mayor Lee Harris said Tuesday a proposed $11.4 million expansion of the health department includes hiring four epidemiologists and about 140 new employees to work on COVID-19 data analysis and contact tracing. More teams will be formed to focus on nursing homes and jail detainees, Harris said during an online news conference. Nurses also will he hired to work on testing. Shelby County, which includes Memphis, has received nearly $50 million from the federal CARES Act. The city also has received federal money. “Most of these positions will only exist while we have the federal funding to pay for them,” Harris said. The proposal has been presented to the county commission. Also in Shelby County, district attorney Amy Weirich said grand juries could begin meeting next week. Grand juries will be seated starting Monday, Weirich said in a statement. For most people, the new coronavirus causes mild or moderate symptoms. For some, especially older adults and those with existing health problems, it can cause severe illness, or even death. Claim: Tennessee county adding public health jobs with fed funds  .
[A]: The mayor of Tennessee’s largest county says the health department wants to hire scores of employees from funds provided by the federal coronavirus response assistance package.


[Q]: Paragraph: "Editor's note: This fact-check is a excerpt of a longer examination of Herman Cain's business accomplishments, including his work experience before and after Godfather's Pizza. Read the longer story here. Pizza is Herman Cain's biggest selling point. He says his track record running Godfather’s Pizza, a chain that once billed itself as ""the cure for the pizza emergency,"" shows he has the ability to run the country. The 620-store chain was on the brink of bankruptcy when he arrived in 1986, he says, and he ""turned it around with common-sense business principles."" A PolitiFact examination of Godfather’s, based on interviews with industry analysts and company officials, shows Cain is largely correct. The chain wasn’t literally preparing paperwork for bankruptcy, but it was widely considered troubled. Cain changed that by uniting the franchisees, overhauling the chain's advertising, and getting his team focused on its core mission: pizza. 'They got what they paid for' Cain was an executive with The Pillsbury Co. when the company bought Godfather's in 1985. The purchase was almost incidental, according to press reports from the time. Godfather’s was part of Diversifoods Inc., a conglomerate that included more than 300 Burger King franchises. Pillsbury wanted the Burger Kings, and the chain of more than 800 Godfather’s pizza restaurants came with it. ""The value of Diversifoods was its ownership of the Burger Kings, and the deal made sense without Godfather's,"" John McMillin, an industry analyst, told the Chicago Tribune shortly after the deal. ""Pillsbury got Godfather's for nothing, and some said they got what they paid for."" The chain’s problems included franchisee lawsuits, an overly long menu and a dejected workforce. Even its TV ads seemed hapless, showing a car full of executives driving around, unable to find a Godfather's. (""Find one. It's worth it,"" the ad lamely concluded.) As Cain said later, the chain had ""had one foot in the grave and the other on a banana peel."" Cain attacked problems on every front. He declared the company’s advertising account up for review, pitting ad agencies against each other in a bidding war. He trimmed the menu and enforced quality standards. He pushed more restaurants to offer delivery, and he closed low-performing franchises. He emphasized communication, giving speeches at important moments to employees and franchisees. After his first 60 days at Godfather's, he gave a speech he called ""get on the wagon,"" which he now uses in political speeches. When he was a boy, Cain said, his grandfather, a potato farmer, would hitch up his mules for the weekly trip to town. Any grandchildren who wanted to go could ride along. Cain would finish the story in his grandfather’s thundering voice: ""Them that’s going, get on the wagon! Them that ain’t, get out of the way!"" 'Mesmerizing' Charles Henderson, who runs coffee kiosks in Pennsylvania, was Cain’s director of marketing back then. He says Cain is ""probably the most inspirational person I’ve ever met in my life."" ""He can be mesmerizing. He’s very dynamic. I’m not slamming our current president, but Herman Cain will give a 20- or 30-minute speech extemporaneously, and certainly without teleprompters. He is without a doubt the most dynamic speaker I’ve ever heard,"" Henderson said. Henderson said Cain succeeded because he immersed himself in all aspects of the business and wasn’t afraid to get his hands into the dough. Cain baked pies on a weekly basis after he arrived in Omaha. ""He loved to make pizzas. We had a test store over on Pacific Street, which wasn’t too far from Godfather’s, and once a week, he’d round us all up and we’d go make pizzas,"" Henderson said. Cain directed an overhaul of the Godfather's television ads that focused on Godfather's ""hot slice,"" a customized pizza slice aimed at the lunch crowd and intended to compete with Pizza Hut's Personal Pan Pizza. The new ads showed a secretary at a desk about to have a ""pizza emergency."" Godfather's, of course, was the cure. Later commercials tended toward attention-getting and even bizarre humor. The ""Studney twins"" – an old white guy and a young black guy in garish blue and green tuxedos – promoted Godfather's two-for-one specials. Another ad featured attorney-turned-actor Ben Stein of  Ferris Bueller's Day Off as a burned-out hipster needing pizza. Cain himself even appeared in a series that Advertising Age named one of the best campaigns of 1989. In one ad, Cain told viewers Godfather's has conducted exhaustive research to find out why customers preferred Godfather's pizza. He introduced his director of research, who unveiled the results by unfolding a piece of paper and reading two words: ""More topping."" ""Enjoy your Godfather's pizza, and take life one bite at a time,"" Cain concluded. 'Steady the course' Jeff Campbell is the retired Pillsbury executive who selected Cain to run Godfather’s. Reached by PolitiFact at his home in San Diego, he said there was no doubt in his mind that Cain turned Godfather's around. ""He was the best thing that happened to Godfather’s in a long time,"" Campbell said. Cain has said that the chain returned to profitability within 14 months of his arrival. That number wasn’t possible for PolitiFact to independently confirm because the chain did not report its profits as a stand-alone unit, but industry analysts do not dispute that Cain stabilized the company. Technomic, a research and consulting firm focused on the restaurant industry, has research data on Godfather’s going back to the 1970s. At PolitiFact’s request, vice president Darren Tristano examined the revenues and franchise numbers for Godfather’s during the time Cain headed it from 1986 to 1995. It's not possible to determine profitability from those numbers, but they do show Godfather's place in the market, particularly in comparison with its competitors. ""It’s really hard from that period to find a strong positive or a strong negative. It’s more like ‘steady the course,’ "" Tristano said. Still, ""steady the course"" isn’t bad for a company that was troubled to start out with and in an industry that’s punishingly competitive, analysts said. Godfather’s position was particularly perilous. It wasn’t as big as chains like Pizza Hut and Domino’s, and it also had to compete with locally owned mom-and-pops in just about every market. ""They had to be very innovative to compete with the big three and with the little guys. They couldn’t rest on their laurels,"" said John Correll, a Michigan-based pizza industry consultant. ""For a number of years, Herman Cain and his management team were able to pull that off."" Pizza Hut, the industry leader at the time, was a particularly difficult foe. After Godfather's launched its ""pizza emergency"" campaign in 1986, Pizza Hut matched it with ads imitating the emergency broadcast system. In the event of a real pizza emergency, ""you should go directly to Pizza Hut and order their famous pan pizza,"" the ad said. Pizza Hut executives said the similarity was coincidence. Cain said the alleged thievery wouldn’t matter in the end, and he wouldn’t pursue legal action. ""It's not a big deal to us,"" Cain told AdWeek, which documented the feud. Godfather’s never grew fast enough to outpace giants like Pizza Hut and Domino’s, but today it still claims about 620 franchises across the country. John Chisholm was a Godfather's franchisee who owned 90 restaurants in five states when Cain arrived to run the company. ""His leadership and his ability to deal with people were just outstanding. I have nothing but the highest praise for Herman Cain,"" Chisholm said. Cain's primary accomplishment was motivating the people who worked for Godfather's, Chisolm said. The turn-around happened ""mostly through motivation and talking to people and getting people to work as a team."" Chisholm recalled Cain's first speech to the entire company as one of the ""most charismatic"" he ever heard. Cain included a copy of the speech in his 1999 book, Speak as a Leader. ""Sixty days ago I came to Godfather's with a curiosity about what I would find. I had already accepted my newly bestowed responsibilities even before I stepped foot on Nebraska soil and before I met or knew anyone or anything about Godfather's. … Sixty days ago, I came to Godfather's anxious to tackle a situation considered by some of our external constituencies to be irreversible. I came without a golden parachute because I never entertained the idea that the situation was irreversible. I came committed to prove the skeptics wrong because I have a personal, fundamental belief in the power of human determination. I came to Godfather's believing in you even before I met you. I challenge you to commit and believe in yourself and Godfather's pizza as a system."" Two years after Cain was named chief executive officer, Pillsbury decided to get out of the pizza business and sell Godfather’s. Cain and his management team decided to buy the chain in a leveraged buyout for an undisclosed sum. Cain left the position in 1996 when he went to work for the National Restaurant Association. Cain now says of his time at the pizza chain, ""When I became president and CEO of Godfather’s Pizza, it was supposed to go bankrupt . . . We turned it around with common sense business principles."" Our ruling A thorough review of business records and interviews with executives who worked with Cain show that the chain was widely considered troubled when he arrived. It's a slight exaggeration to say it was supposed to go bankrupt. But from all accounts, Cain's performance as CEO is widely considered a success." Claim: When I became president and CEO of Godfather’s Pizza, it was supposed to go bankrupt . . . We turned it around with common-sense business principles.
[A]:
A thorough review of business records and interviews with executives who worked with Cain show that the chain was widely considered troubled when he arrived. It's a slight exaggeration to say it was supposed to go bankrupt. But from all accounts, Cain's performance as CEO is widely considered a success.