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My boyfriend's penis itches after we have sex without a condom. Could I have an STD, or is there something else going on with my vagina that could be causing the itching?READ MORE
Some couples have an "allergy" to each other in the sense that skin-to-skin sexual contact can cause some sensitivity and antigen issues. You could also have undiagnosed vaginitis or other condition that is currently asymptomatic that is causing the reaction. For your own health (and his!) and for your peace of mind, both of you should get checked out by a doctor, just to be sure there isn't something going on that requires treatment.
In the meantime, I would strongly recomment that you use a condom for STD prevention and to prevent pregnancy. It will also have the added benefit of keeping the itching at bay after intercourse while you find out what's behind the problem.
Here are some articles you might find useful:
Myths about Sexually Transmitted Diseases (STDs)
10 Things You Need to Know About STDs
At the first signs of penis redness and irritation, many men become concerned about the possibility that they have contracted an STD. Fortunately, penis problems are more frequently caused by common skin conditions or aggressive sex, including masturbation, that result in skin rash, soreness, itching and burning. Most of these problems are easily treatable at home, using a penis health crème that contains natural antibacterial agents and moisturizers(health professionals recommend Man1 Man Oil) on a regular basis. However if you have an open sore or are uncertain about the nature of your health issue always ask your physician. READ MORE


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subset: commoncrawl


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Tom and Sherry Messer decks their 5,000-square foot North Las Vegas home into a winter wonderland display. The Messer's have been building the collection for the past 30 years.
Holiday Display in North Las Vegas
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Spotted at Elliott Bay Bikes in downtown Seattle – it's also set up to race Cross – see the rear here. The shop was busy, in a hurry, and so the photos aren't great. Brian Fornes was riding the bike, Raleigh's Marketing Coordinator, and I asked him if it was proto or real and he said he's bringing it to Interibke and a version of it is going into production. We'll see it at the Mobile Social.
5 Comments
Ok, that thing is hot, and I don't typically say that about (potentially) mass produced SS/Fixed bikes.
Tell me it's steel and I'm sold.
On second inspection, the welds look too messy to be steel…
Shame. I mean, why fit a rear hub that's going to outlast the frame?
The tubes look a little fat for steel too, but that is a pretty sexy machine.
It's aluminum—I wouldn't expect Chris King to make it into production, but maybe. I can't defend the use of alum by the industry other than price points. That being said, the new Civia model is steel.
Civia just go from strength to strength, don't they?
Would totally have one as my next commuter if they were readily available here in Oz… guess I'll have to stick to my original Cross-Check plan. Funny that I can get one QBP brand just about anywhere I look, but the other's nowhere to be found. Maybe it's the price point. Civias are the Audis of the bike world after all.


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As long as the Front side is not masked by the flowers it should be OK.
Jack (MVP-Networking).
wrote in message
news:email@example.com oups.com...
> Hello, I live in an apartment where we're not supposed to put up
> antennas for wireless signals. I'm trying to share wireless internet
> with a neighbor. I was thinking of hiding a cantenna in a flower
> planter. I was wondering if putting it in the planter will allow me to
> receive wireless signals well. Thanks.


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SDG&E works on reducing fire danger
This is one in a continuing series about improving fire safety in the region.
By Rose Marie Scott-Blair
Although this has been a thankfully quiet year for wildfires so far, San Diego Gas & Electric is continuing to take steps to improve fire safety, utility officials told about 40 of its critics and supporters at the latest meeting of the SDG&E stakeholders.
The group has been meeting since October 2009 and has come up with at least 100 ideas for reducing fire dangers, and many of these ideas are already being implemented, said SDG&E spokesman Stephanie Donovan.
The stakeholders include representatives of SDG&E, fire officials, water districts including the Ramona Municipal Water District, schools, the county, telecommunication groups and spokesmen for the disabled and backcountry residents, such as Diane Conklin and Joseph Mitchell of the Mussey Grade Road Alliance in Ramona.
The results of their meetings, guided by federal mediator Jan Sunoo, have been organized into a final report, but "how and when it will be presented is still up in the air," Donovan said.
"Since County Supervisor Diane Jacob has been actively working with the stakeholders, one suggestion is that the report be first presented to the County Board of Supervisors," Donovan said. "And we also need to address the issue of how to formally respond to the California Public Utilities Commission."
In October 2009, the PUC rejected SDG&E's plan to shut off power in high-risk fire conditions, and it ordered the utility to meet with those who could be affected and develop a comprehensive fire prevention program.
Although the first phase of this collaboration is now ended, it was agreed that the meetings will continue on a quarterly basis with a smaller group, of maybe eight representatives, Donovan said. But she stressed that all current stakeholders will be welcome to attend, if they so desire.
"This time we will focus not only on fire safety, but the broader issue of emergency preparedness for any other natural disaster, such as earthquakes or anything that might cause a power outage," she said. "People need to understand how to handle an outage, regardless of the cause. It could be something as simple as a car running into a power pole."
The last stakeholder meeting also included a status report on steps taken by SDG&E since the 2007 fires and its plans for 2011.
For example, since 2007, 1,100 wood power poles have been replaced with steel ones, and 600 more will be done this year, Donovan said, noting that the steel poles are not "shiny gray, but are treated with a special paint which makes them look like wood."
The conversion from wood to steel poles is under way now in Santa Ysabel, Pala and Rancho Bernardo and will be done later this year in Rincon/Valley Center, Miguel/Otay, Del Dios/Lake Hodges and Dehesa.
Three areas are also slated for putting transmission or distribution lines underground: Valley Center, Jewell Valley east of Mountain Empire and Pine Hills near Wynola and Julian.
"People ask why we don't underground more in the backcountry, but it's not that easy," Donovan said. "There are other issues, like rough terrain and lots of line, so we look at it from a strategic standpoint—where can we get the biggest bang for the buck."
In a joint program with the City of San Diego and South Orange County, SDG&E now collects funds via customer bills for undergrounding lines, but it is for aesthetic improvements only, such as on view corridors or highly traveled roadways, not fire safety.
"We will be asking the PUC to change that and provide money to underground for fire safety," Donovan said.
SDG&E has also been adding IntelliRupter switches, which give greater control of power in smaller areas. More than 100 were installed in 2009, 40 in 2010 and 12 more will be done this year, for a total of 152.
SDG&E added 93 weather stations in 2010 so people could track wind and humidity conditions in their own community on the utility's website (under outages) or on a special website for PDAs, such as like smartphones. Another 32 stations will be added this year for a total of 125.
"We are doing everything we can," Donovan said, "to make the system as robust as possible and prevent fires."


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This is guest post by Dean Balsamo.
Media masters, public servants, teachers and other official shapers of public attitudes tell us it's taboo. Officially it doesn't exist. Never applied. No matter. It acts like the persistence of memory with a serial life force. Biological? Genetic? A survival strategy we can't shake? Profiling is big again. Out of its cage, box, the Deep-wherever we store it when not in use.
Everyone does it. Men with strong sartorial interests are active practitioners. Captoe. Check. Top button-buttoned, bottom unbuttoned. Check. Natural shoulders. Check. Non-matching pocket square – tie mix. Check. The subjects of the sartorial once-over are prosperous, dandies, poseurs, douche bags, fashionistas, sophisticated, genius. Always judging. Always comparing the world of appearances to a canonical baseline of acceptable combinations and uses. When violated it's as if a crime has been committed.
Taking this sense of the criminal a step further, channeling McLuhan in the process – what can our sartorial insight yield when profiling actual criminal events? For example crimes involving the Lone Nut, an iconic staple of American culture. He's Modern and Post-Modern, Psychopathic. Good media fodder. A perfect subject for our times. Straddling now some five decades, purists look at dividing the phenomenon into two camps. The Classic and Contemporary with Classic covering the deaths of JFK, RFK, MLK and Contemporary encompassing the activity of Lone Nuts ever since.
A purist's reasoning for the division sees the Contemporary manifestation as debased in its intentions. "Any dumb ass on oxycodone can wear a technical vest. But what's their cause? What do they want? Are they anti globalists? Marxists? Right Wingers? Nationalists? Where are the big ideas behind their violence? How does a Virginia Tech compare with the murders of national figures in the past?" They have a point, only the rustic-looking, cabin dweller called Unabomber – technically more of a "terrorist" than Lone Nut – has a philosophical underpinning to his methods.
That said in exploring the world of appearances and criminality of this type what kinds of markers in appearance can help us form a picture of said nut and in the process generate an insight or two about these characters? Looking at the Lone Nut of today we see permutations on work wear, military kit, and athletic looks with some Goth elements. There's the ubiquitous T-Shirt with or without logos, band names or slogans imprinted. The baseball cap, Levis, heritage and generic outwear in the Cathcart, John Woolwrich and Dickies vein, shirt-jackets, plaid, sweatpants and their mainline variations on basics – think Russell from Wal Mart, K Mart, Sam's Club, Costco, Target and a dozen more retailers with similar demographics. But does the resulting data paint a picture of a Lone Nut mowing down nobodies in work places and campus's or point a finger at a sizable portion of today's American male population?
Oswald in a shirt at the news conference.
Hmm. Okay. Well then. What about the Classic Lone Nut? What does someone who single handily makes a national government do 180 degree turns, traumatizes an anti-war movement, and throws the actions of a non-violent organization out of focus dress like? He's got impressive economies of scale, using the sparest of means and super powers like magic bullets, sniper expertise, and daring (crazy) point blank assaults to making a killing. He's got a name rolling off the tongue, Lee Harvey Oswald, Sirhan B. Sirhan, James Earl Ray. The magnitude of the events screams professional killers, Good Fellows and agents. But their appearances don't quite measure up to those standards do they? We're still looking at style threads embodied by T-shirts, Levis, short-sleeved shirts, Chinos and skinny ties. There's Oswald led through a crowd of reporters wearing this kind of garb. Ditto dazed and confused Sirhan B. Sirhan. And Mr. Ray? Murder Inc or rural gas station owner? "Pro" or 'patsy" as Oswald described himself. Mr Sad Sack pinned with the crime.
Oswald in a skinny tie.
The uptick in stylistic leanings occurs in the guise of significant others making brief but puzzling appearances in the classic assassination dramas. With JFK you get the Three Tramps picked behind the infamous Grassy Knoll moments after the shots were fired. Caught. Released. No statements, no nothing. Researchers say Tramps are connected to the hit. Googling the usual candidate reveals entities with spook connections and pictures of them in suits and ties. As Tramps they're not to shabby either with ensembles echoing casual work wear and a tweed thing. Today we might see it as Tramp Wear – the new working man's brand.
The night of RFK's murder the Ambassador hotel in Los Angeles has a young lady in a polka dot dress with a young man in a cardigan and chinos yelling something like, "We got him!," right after the senator goes down, as they run towards a hotel exit never to be seen (or after some initial media reports – talked about) again.
Of course Suits are everywhere but to paraphrase a well known Sufi saying, the Suits are in the middle of everything but not part of it – so the official accounts tell us. We see men from all the alphabet agencies, Congressmen sitting on commissions with the pro-scribed DC look to their suited attire, a nattily-dressed New Orleans business man, and even Mafia Dons and their colleagues – a little Dean Martin, a little Palm Spring eventually thrown into the mix. Cannons followed check. They preside over assassination related events with the kind of impressive command you'd expect from those clothed this way. Not a patsy or pussy among them. Even Jack Ruby is dressed in a suit and hat when he executes Oswald in the Dallas police station. Both victim and shooter are then hustled out by Suits.
The RFK event also has a Suit intimately involved in the guise of the bodyguard ushering the senator through the hotel's kitchen. While much of the forensic evidence is destroyed, lost, or mishandled by the LAPD who oversee the investigation into the chaos, some things are clear. Maybe the most telling concerns the entry points of the fatal shots. Under his right arm and behind, not in the front of his body-where no bullet entry wounds are found even though Sirhan B. Sirhan the accused killer stands some three feet away. Subsequent study centers on the Suit behind RFK who admits using his firearm but recites the mantra of "not me."
As for the patsy-looking Ray, even the King family doesn't believe he's the killer while others murmur something about a uniformed member of a Memphis police force.
Three Classical Lone Nut events, thee open wounds that'll never heal-spawning endless conjecture and endless story telling. And the same can be said for any of the sartorial profiling we might put to use. Normal expectations from attire don't seem to compute with the kinds of certainty we usually attribute to our observations. If fundamental rules of attire are simply applied we're still left wondering about our conclusions. When it comes to experiences with lone nuts, seeing isn't necessarily believing. Profiling and interpreting the supposed actions and roles of those involved from Lone Nut to supporting players isn't mathematics, it's more akin to art. Sketches and paintings, not equations and algorithms, are used to get a handle on the players. Seen in this light, profiling is, like any useful tool only as productive as the level of information and insight it's used with.
– Dean Balsamo is in the magazine industry and lives in Santa Fe, New Mexico.


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OK, let's disperse with the dancing, we won our first softball game of the season Sunday night, 23-13. This will be a weekly update just because it should be an interesting year. The old Fox 47 team has been overhauled with a new name, my brother's restaurant has sponsored a team "Ryan's Roadhouse", and there's a continued rivalry with a team from last year's playoffs. But to top it all, there are two teams from News 10 in the league this year and the relationship between the two is a lot like the one Cole Trickle and Russ Wheeler had going in "Days of Thunder."
Here's the backstory on that. The last 3 years, I played on the Fox 47 team and by last year, TK, Beth and I were the only "Fox" people even left on the team. This year, w/ TK off to Indy, Beth not playing, me back on Channel 10, and Chris Gervat not knowing anyone on that old team, we decided to merge a little with the News 10 team. Backstory on the News 10 team: Started two years ago and has won a total of 3 games in that time. Maybe 4, I lose track. Back to original backstory now... so when I joined I pointed out the advantage of not having the station sponsor the team, which is you can limit the roster. It's not about exclusion or segregation as the head of the other station team cites, but you can't win games with a team of 16-18 people. 5 girls and 5 guys play in the field and if you bat way more than that and sub in and out ad nauseum, you're best players don't bat enough and you end up paying x-amount of money to play 3 innings and bat twice a week. That's if you don't get mercied which happens too often with the type of team that everybody wants to play on. It ends up being awful - losing and not playing, bottom line. So, this squad has 7 guys and 6 girls... which is good, not perfect, but good.
The "other" News 10 team was started by a sales guy who was ticked he was "segregated" from last year's team. I tried to explain why (and why it's not segregation) but he wasn't having any. The same guy mind you, that skipped the majority of games last year. He took time between bragging sessions to poach our 3rd baseman, Nicole. Side note: girls are the key to winning co-ed. If one can catch and hit she's gold. If she can throw too she's the marrying kind. Nicole plays third and is great. So, we let her go over not wanting anything controversial. Truth be told, I'm rooting for those guys every inning. I hope they win every game (except against us) because they're all still co-workers and all great guys. Even Mad Skills (braggadocios self-coined nickname of said sales guy). So, stay tuned for the lead up to our game with "The Softball Authority." BTW, they lost game 1, 15-1.
Our team showed some real guts, coming back from an early deficit to take a 9-4 lead. But when we fell behind 10-9 and then went 1-2-3 the next at-bat, it was gut check time. We responded with a 1-2-3 on D, and then 8 runs the next inning. The other team's pitcher struggled mightily which made a big difference, and it didn't help that one of our guys popped out with the bases loaded and tried to steal home only to get thrown out. Idiot. You can watch that idiot tonight on News 10 at 11 with Adela, Andy and Tim... your Breaking News and Weather A-tho-ity.
But, our big guns delivered... Chris Gervat must have had half the team's RBI with two bases-loaded triples and another from EP Jeff Proctor.
Speaking of... and frankly, this is eery. Chris replaced TK as a weather producer in New York. He then replaced TK as meteorologist on Fox 47. He replaced him on the softball team and sometimes it's tough to tell them apart, on the golf course, at the station,. They don't look alike, but-- well you be the judge.
Haledon, New Jersey HOMETOWN Long Island, New York
Smile KNOWN FOR Laugh
Cannon SOFTBALL ARM Rifle
Long Line Drive Rockets SOFTBALL SWING Long Line Drive Rockets
4.81 sec 50-YD. DASH 4.66 sec
Prep Baseball Star SPORTS CLAIM-TO-FAME Capt. UMASS Lax Team
Works Out EXERCISE Gym Rat
Ladies Man LOVE LIFE Playa
Never Missed It WED. NITE @ HARPER'S Never Misses It
Loves 'em MY KIDS Acknowledges 'em
Jason Colthorp FAVORITE ANCHOR Jason Colthorp
As you can see, it's pretty tough to tell them apart. Last night on the softball field it was like watching TK last year with the same result - a "W". And hopefully that will continue.


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Monday 29th August
Sainsbury's Buys E-book Retailer Anobii From HMV
Posted at 7:50AM Tuesday 12 Jun 2012Sainsbury's is entering the digital books marketplace, with the announcement that it is buying HMV's stake in Anobii, an online retailer of e-books, for just £1
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The South Lake Tahoe office of the California Department of Motor Vehicles, 3344 South Lake Tahoe Blvd #B, will be closing for renovations at noon Friday, May 9.
During the long weekend renovation, crews will replace the carpet. Other renovations will be made to bring the office to ADA compliance.
The South Lake Tahoe office will reopen to the public at 8 a.m. Tuesday, May 13.
More than 20 services are available on www.dmv.ca.gov, including renewals of registrations and driver licenses, change of addresses and requests for drivers records.
For those who need to go to a DMV office, customers will be redirected to these offices:
Truckee,11357 Donner Pass Road Suite # 1, 46 miles away
Placerville, 2919 Cold Springs Road, 61 miles away
Customers can also conduct some transactions by calling DMV customer service at (800) 777–0133.


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Vytorin Pain May Be Abbott's Gain
What's bad for Merck and Schering-Plough may be good for Abbott Laboratories. Yesterday's downbeat discussion about Vytorin at a meeting of caridologists may lead doctors to look farther for alternative cholesterol treatments when statins aren't getting the job done. The search may lead them to Abbott.
Abbott markets niacin-based drugs called Niaspan and SimCor (a combination of Niaspan and generic Zocor) as well as a fibrate drug called TriCor. Both niacins and fibrates are classes of cholesterol medicines that the New England Journal of Medicine calls suitable for use when first-line treatments (read: statins) have failed.
It's fortunate timing for Abbott, which released new data at the American College of Cardiology conference of its fibrate-derivative cholesterol drug ABT-335, or TriLipix. The drug is awaiting an FDA decision for use as a treatment on its own and in combination with statins. TriLipix is the the active component of TriCor and can be combined with a statin to treat triglycerides, HDL and LDL, Jim Stolzenbach, head of clinical development for dyslipidemia at Abbott, told the Health Blog.
The two studies presented showed that over the course of 12 weeks, TriLipix combined with simvastatin (generic Zocor), and TriLipix used with another statin, Pfizer's Lipitor, significantly increased HDL, or good cholesterol, and lowered triglycerides compared with the statins alone. The combinations also decreased LDL, or bad cholesterol, more than TriLipix can alone.
TriLipix is intended to "optimize" the benefits of TriCor — whose patents begin to expire in 2011 — by making it easier for the drug to be absorbed by patient and safer in combination with statins, says Stolzenbach. Just how much of an added benefit TriLipix will bring over its predecessor TriCor is unclear, because no direct studies have been done comparing the two.
Don't count Merck out of the cholesterol franchise yet. It presented data on its comparison of its investigational niacin drug Cordaptive to Abbott's Niaspan, reporting that patients experienced less significantly flushing and dropped out less frequently than patients treated with Niaspan.


text:
text here. Few sentances.PROS
List, of, prosCONS
List, of cons
The Maya Wrap Ring Sling is a classic ring-style sling that offers a variety of positions for newborns to toddlers up to 35 pounds. Many love the simplicity and versatility of the Maya for nursing and keeping their baby close. However, others say it is difficult to get the baby secure and distribute the weight comfortably with this sling. Experts also warn about suffocation hazards and issues with hip dysplasia associated with sling carriers.
To secure the baby, the parent must spread a layer of fabric tight against their front, while leaving the top/covering piece loose so that they can install the baby. Once the baby is in, the parent can pull the outside piece of fabric tight against the ring for a snug, hands-free hold. Those who master this step say that their baby is content and secure in the Maya and say that the wrap helps soothe colic. Those who struggle with this step say that they never feel like they can get the baby secure enough to go hands-free.
The Maya comes in four different lengths, and parents say that it can be worn comfortably by different sized parents if you opt for a size in the middle. Made of breathable, hand-loomed cotton, many say that the Maya Wrap Ring Sling keeps their baby close without overheating. Experts warn about suffocation risks posed for young babies in sling-style carriers. When carrying a baby in a sling, it is vital that parents check that the baby has a clear airway for breathing. Experts also warn about increased risk of hip development issues if you allow the baby to lie in a straight-leg position in the sling.
There is a learning curve. Experts and users agree that learning to use an adjustable ring sling takes practice, and the Maya Wrap Ring Sling is no exception. While donning the wrap is simple, if you don't organize and adjust the fabric correctly at the beginning, your back and shoulders will pay the price. And, if you don't master the pouch, your baby will never feel secure in the sling. Many report that they love the ease of use of this sling once they have mastered it.
The adjustability of the Maya makes it a favorite for nursing at home and on the go. The pouch can be adjusted to support the baby's head while nursing, allowing the mom to keep her hands free to help the baby or attend to other tasks. The Maya has a tail of loose fabric that hangs out of the tightened rings. Some find this extra fabric to be a nuisance, but many like to use this tail as a privacy shield for nursing and/or as a sun protector. The tail also has a pocket on the end that is large enough to hold keys and a wallet or an extra diaper.
High-quality cotton stands up to the test of time. Made out of hand-loomed cotton, users say that the Maya Wrap Ring Sling stands up to the test of time without shrinking, stretching or discoloring. The sling can be machine washed and dried. Rated for newborns to toddlers weighing up to 35 pounds, users say that the Maya makes a good front- or backwards-facing pouch for babies and is a good hip carrier for toddlers. The Maya Wrap does not have a back carry position.
Maya Wrap Ring Sling Review, Lindsay Ellis, Feb. 28, 2013
Review Credibility: Excellent The Maya Wrap Ring Sling comes in 14th out of 15 baby carriers tested, with an overall ranking of 40 out of 100. Ellis warns against slings in general for newborns and very small babies due to suffocation warnings and issues of hip dysplasia with the sling carry position. She says that the Maya Wrap is an okay choice for babies over 4 months of age who have full head control. However, she notes that it's difficult to get a comfortable and secure fit with this adjustable sling.
2. Babble.com
Babble Blogger 's Favorite Baby Carriers: Picks for Wraps, Slings, Structured Carriers and More , Michelle Horton, Sept. 12, 2012
Review Credibility: Very Good Michelle Horton consulted with baby-wear experts, personally tested, and interviewed dozens of moms to develop her list of top baby carriers. The Maya Wrap makes her list. She says it is best for newborns and small infants and is a good choice if you want a sling at a budget price. She likes the hand-loomed cotton fabric but wishes there were more color options.
3. Baby Bargains
Chapter 9: Strollers and More, Denise and Alan Fields, Ninth edition, 2011
Review Credibility: Very Good "Baby Bargains," a comprehensive book by Denise and Alan Fields, reviews baby gear and common baby brands. The authors review a number of popular baby slings, including Maya Wrap. They list pros and cons and give each manufacturer an overall letter grade for their products.
4. Amazon.com
Maya Wrap Lightly Padded Baby Ring Sling, Contributors to Amazon.com, As of March 2013
Review Credibility: Very Good The Maya Wrap Ring Sling receives an average rating of 4.5 out of 5 stars in over 45 reviews posted on Amazon.com. The majority of parents say that the Maya Wrap is comfortable and easy to use once you get the hang of it. Many appreciate its ability to help them soothe a fussy infant and breastfeed more easily on the go. Others say it's uncomfortable and has a steep learning curve.
5. About.com
Maya Wrap - Baby Carrier and Sling, Robin Elise Weiss, LCCE, Not Dated
Review Credibility: Very Good This roundup article recommends 10 carriers that are good for holding a baby close and that are good for discreet nursing. The Maya Wrap makes the list. Weiss says that it is easy to use but is not a good choice if you want padding. She also says it's easy to machine wash.
6. TheBump.com
Best Baby Carriers, Editors of TheBump.com, Not Dated
Review Credibility: Good Editors of TheBump.com recommend 10 baby carriers, including the Maya Wrap. There is no mention of testing, and the products are not ranked. The review is very brief; the editors just note that it works well as a sling and nursing cover. They also like the convenience of the machine-washable fabric.
Moby Wrap Original Baby Carrier Reviews, Contributors to Viewpoints.com, As of March 2013
Review Credibility: Very Good The Moby Wrap receives a rating of 87 out of 100 based on over 550 user reviews posted at Viewpoints.com. The Moby Wrap gets 5 out of 5 stars for safety, baby's comfort, parent's comfort, and durability. It gets 4 out of 5 stars for ease of use and design. Many parents report that the Moby Wrap allows them to get things done while soothing a fussy baby. Many say that the wrap is best for the first months of life and gets less comfortable with bigger babies and toddlers.
Baby Carrier Review, "Lindsey", June 18, 2012
Review Credibility: Good TheWiseBaby.com, which describes itself as "a chic, stylish resource for the savvy parent," reviews four baby carriers, the Beco, Ergobaby, BabyBjorn, and Moby Wrap. The reviewer gives the Moby Wrap a 4 out of 5 because of the learning curve. However, she likes that it has a good price, a good design, and provides soothing closeness for parent and baby.
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Winde Rienstra, where fashion meets art. The public was blown away by Winde's handcrafted designs and this collection was definitely my favourite as well. I can't wait to see more from this designer!
19 juli 2011
Sara Longoria -one of the models of ANTM cycle 16- opened the show for Gomes Esser Design. Designers Aleyda Gomes and Denise Esser presented their collection 'The Perfection of Imperfection', a concept about a powerful, driven and passionate woman who faced love and betrayal. A collection with a surrealistic and futuristic signature by combining fur, leather, metal and innovative solar panels. An intriguing show that blew the audience away. I loved the metal accessories, the golden hair hairstyles and the use of asymmetry,(faux) fur & leather.
18 juli 2011
Thursday I attended AIFW, I started off with the shows from Roya Hesam and ZEM. Roya Hesam showed us her Spring/Summer 2012 collection called 'Facing Skills', a minimalistic but feminine collection consisting of airy and flowing fabrics in soft colours. I loved the look with the black high waisted hotpants and the pastel yellow blazer!
12 juli 2011
TAN SUEDE JACKET - VINTAGE // WHITE CROCHET TOP - VINTAGE // LEVI'S SHORTS - VINTAGE // ROUND TURTOISE SUNNIES - VINTAGE // FOXY HEELS - NELLYRemember when I posted this outfit laying on the floor and I said I had my doubts about the jacket? Well I decided it was time to say goodbye! I truly love it, it's fantastic but it's just too big for me. It might not really show on the pictures since I'm holding my shoulders back, but it makes me feel like a giant female bodybuilder haha. So when it makes me feel like that, I'll probably won't wear it as much as it should be worn... a lot!! Bummer, the hunt for a jacket like this is on again!
I went shopping yesterday and finally bought my first sandals and bikini this year. Normally I buy a shit load of bikinis. Reason; I want to wear another bikini every day of my summer holiday. Since I'm not going on a summer holiday this year I didn't have the urge, my bank account is very grateful!
8 juli 2011
TUMBLR - TUMBLR - LHFC - MAFFASHION - TUMBLRI've been wanting the tattoo in the neck for a few years now, but since it's a problem in my professional field I never got it. If I get it, I can't cut my hair short (not that I want to haha) or where my hair up when I'm working... Dilemma... Dilemma.
If you like these kind of posts, you can follow me on TUMBLR for more.
6 juli 2011
CASHMERE STRIPED SWEATER - SONIA BY SONIA RYKIEL // IPHONE CASE - DANNIJO // BLACK PEARL PEEPTOES - HOUSE OF HARLOW 1960 // LEATHER SHORTS - IRO // SAPPHIRE SILK PLAYSUIT - ZIMMERMAN // ROSE GOLD BRASS RING - DANNIJO // SMOG GUN ANKLE BOOT - ACNE // RITA LEATHER JACKET - ACNE // NAIA SNAKE DRESS - ACNEThe torturing started a while ago... when your favourite items are on sale but you still can't buy them due to the need of saving a lot of money for Barcelona. I was this close buying the ACNE boots, but I managed to control my need to buy just in time. Pat on the back ;)
Which item is your favourite?
Abonneren op: Berichten (Atom)


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With IPOs, VCs Doubling Down on Biotech Bets
Biotechnology investments have not been easy for venture-capital firms in recent years. So now that the market is finally turning around, it's no surprise to see firms doubling down on the winners.
The public and private markets of the past decade are littered with biotech startups that failed to develop an initially promising drug. Even for those that did make it to an IPO, it was not unheard of to see a company's stock fall 90% in a day with bad news.
But now, the best biotech companies, which have been afforded more time to season while still private, and fueled by a rising rate of successful drug launches based on genetic discoveries, are finally getting an opportunity to have successful IPOs. VC firms are doubling down on the investments that are succeeding by buying — rather than selling, as is typical with most other IPOs – stock in the offering.
Take the experience of New Enterprise Associates, the Menlo Park, Calif.-based venture capital firm. NEA invested in Prosensa Holding, a Netherlands-based biotech firm focused on treatments for Huntington's Disease and muscular dystrophy, back in January 2012, when it was still private.
The timing of the company's IPO in late June could hardly have been better. That same week, the Food and Drug Administation granted one of Prosensa's drugs "breakthrough" status, which can help expedite drugs targeted at rare diseases to approval. The drug, drisapersen, treats a form of muscular dystrophy, known as Duchenne, and is licensed to GlaxoSmithKline
NEA and Glaxo bought Prosensa stock in the IPO, according to the prospectus. NEA's total stake is now worth about $130 million, following an initial investment of roughly $20 million, according to figures in the IPO prospectus.
"It was a clear sign of confidence in the company," said Hans Schikan, chief executive of Prosensa. "We could have done [the IPO] without them, absolutely. … But [NEA and Glaxo] really wanted to be in there."
This year, two-thirds of biotech IPOs had venture capital firms participating in the IPO; that is down only slightly from last year, when 91% of IPOs had such buying, according to Renaissance Capital LLC, a Greenwich, Conn.-based IPO research and investment company.
This trend could reverse a long slide in biotech returns for venture capitalists. VC investments in biotechnology and drug R&D made in 2000 — the peak of the initial wave of excitement about the promise of new therapies — have produced negative returns, according to a report by Cambridge Associates LLC, a Boston-based investment consulting firm.
Returns among biotech VCs have improved since then, but have still trailed returns on broader venture investments in each year between 2004 and 2011, the Cambridge report showed. This was not helped by a generally moribund IPO environment. For example, during the height of financial crisis in 2008 and 2009 just two deals priced, and their stocks fell immediately.
As a result, more companies stayed private longer. Now a lot of those companies are finally coming to market, amid momentum across all IPOs, as investors shift more money back to equities, and riskier sectors of equities.
"That was the science that was breaking through in 1999 and 2000," said David Mott, general partner at New Enterprise Associates Inc., a Menlo Park, Calif.-based venture capital firm. "But we're now understanding how to apply it."
"The types of companies coming public are more mature, closer to being commercial stories, with more sophisticated management teams," said Mr. Mott. He said that investors are now able to focus on "the business prospects" of a potential IPO, rather than spending time learning about "the science behind the drugs."
VC firms have also given themselves another tool to help these companies, in the form of last year's Jumpstart Our Business Startups Act, or JOBS Act, which venture capital firms were a driving force behind.
The confidentially filing provision allows companies to talk to investors — and potentially withdraw their deals — months before making a public declaration of an IPO. This is known as "testing the waters." Investors have months of additional time to research a company before it goes public. Before the JOBS Act, it was against securities rules to actively shop companies weighing an IPO.
"The good thing about the JOBS Act, we could file confidentially when we did not have a clear decision yet to file publicly. You can always decide whether or not you really want to pull the trigger," said Mr. Schikan.


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For Immediate Release
June 27, 2013
By Tom Cummings
Racing returns to the concrete high banks of Shangri-La II Motorspeedway this Saturday night for the Mid-Season Championships. Sportsman, Pudgies Pizza Street Stocks and Four Cylinder Stocks will all be in action. The planned "Family Fun Night" activities have unfortunately been postponed for this week. The rescheduled date for Family Fun Night will be released in the near future.
The racing action has heated up on the track, just as much as the temperatures of summer. The Pudgies Pizza Street Stocks continue to have fast cars, close competition and a revolving door on who will be leading the points. Defending track champion, Jeff Goodwin reclaimed the top spot from Chris Zacharias on June 15th , but by only eight points. Both drivers have two wins apiece. Early season points leader, Charlie Sharpsteen remains strong in the third position, twenty eight points out of the lead. Jake Snell and Jason Duke, Sr. complete the top five in points respectively, the highest they have either been in points at Shangri-La II. Tyler Rypkema has had the hot foot in the Sportsman division winning the previous two events, however the teen driver from Owego trails third generation Candor, NY driver, T.J. Zacharias by one point entering Saturday's action. Third place driver, Paul Johnson, fourth place driver Mikayla Rypkema and the rookie in fifth place, Randy Brokaw are all at the highest spot in the points they have ever been at The Concrete Castle. Gene Purvis is on a roll in the Four Cylinder Stocks, having won all five features and all of his heat races this season. Young driver, Nick Morich is definitely learning from one of the best in the division as the rookie sits second in the points.
The racing action in 2013 is definitely intense and totally unpredictable. Pit Gates open at 4:30 pm, Grandstand Gate opens and Practice begins at 5:30 pm with racing beginning at 7:00 pm. Remember to bring back your wristbands from last week for $2.00 off of Grandstand admission. Show your wristbands at Pudgie's Pizza in Binghamton or Waverly and receive a discount on your food purchase. There is always plenty of free camping at Shangri-La II Motorspeedway.


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Nemours/Alfred I. duPont Hospital for Children has achieved Magnet recognition as a reflection of its nursing professionalism, teamwork, and superiority in patient care. Magnet recognition is determined by the American Nurses Credentialing Center's (ANCC) Magnet Recognition Program, which ensures that rigorous standards for nursing excellence are met. With this credential, duPont Hospital for Children joins the Magnet community - a select group of 395 healthcare organizations out of nearly 6,000 U.S. healthcare organizations.
"Magnet recognition provides our community with the ultimate benchmark to measure the quality of patient care," said Louanne Stratton, PhD, RN, chief nurse executive. "Achieving Magnet recognition reinforces the culture of excellence that is a cornerstone of how we serve our community. It's also the tangible evidence of our nurses' commitment to providing the very best care to our patients, of which we are extremely proud."
To achieve Magnet recognition, organizations must pass a rigorous and lengthy process that demands widespread participation from leadership and staff including electronic documentation, written documentation, qualitative and quantitative evidence, and an on-site assessment from the ANCC.
The ANCC's Magnet Recognition Program recognizes nursing excellence and represents the highest honor a hospital can receive for professional nursing practice. The patients and Associates of Nemours have long been witness to the quality of our nursing professionals, and this designation demonstrates the Nemours nursing commitment to delivering the highest quality of care.
"This honor extends well beyond our walls as research shows there is a close association between Magnet recognition and the accrual of measurable benefits to the hospital and its communities," said Kevin B. Churchwell, MD, Nemours senior vice president and chief executive officer of the Nemours/Alfred I. duPont Hospital for Children. "I would like to recognize the great work, determination, and discretionary effort of our nursing department who worked tirelessly on our journey to excellence. I would also like to thank the many members of the community who participated in the process. They provided validation to the commitment we have in building a healthier future for children."
The Magnet model provides a framework for nursing practice, research, and measurement of outcomes - and components and dimensions for each - all deemed essential to delivering superior patient care. These include the quality of nursing leadership and coordination and collaboration across specialties, as well as processes for measuring and improving the quality and delivery of care.
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JUST WHO will be responsible for our Health Care Services from 1st April 2013?
This is the question that will be answered by the Autumn Forum of the East Riding of Yorkshire LINk next month. Gina Palumbo will explain how the Clinical Commissioning Groups will take over the management of our Health Services from the Primary Care Trusts and put it into the hands of GPs. Gina will outline how the new system will operate.
As well as this emotive issue, the Autumn Forum will hear from Jo Dent from Hull and East Yorkshire Hospital Trusts Director for Public Involvement, and from Ali Richardson who is the Membership Officer for Yorkshire Ambulance Services.
The Autumn Forum takes place in Market Weighton Bowls Club on Tuesday 9th October 2012 from 10am – 4pm. East Riding LINk involves the public and community groups from across East Yorkshire including the Holderness area.
Find out more about the LINk at their website.
Visit: www.erylink.org.uk


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The Chargers practice this afternoon. Players on the field at 3:45. One thing fans will notice is the fluid, seemingly effortless way first-round drafrt pick Craig "Buster" Davis catches passes and receives punts. Teammates and coaches are impressed with the rookie five days into camp. Remember, he hardly worked in the offseason due to a nagging groin strain. Philip Rivers made an effort to tell me in the locker room last night how smart Davis is. He's pretty excited about the kid. The things Rivers mentioned were the same things Davis' college coach told me on the phone yesterday morning -- intelligent, fast, hard worker, good hands.
It's good to hear Buster is showing well. Is he fully healed 100% from the groin injury? What kind of routes are they making him running? Is he strictly a deep threat or routes similar to Keenan? Which other receivers is he usually paired up with in scrimmage?


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Corps as a Warfighting Headquarters
DRAFT 23 June, 1999
Go back to: Corps Tasks, Manning and Functions
Associated sections:
The 18 November Corps XXI Operations and Organization concept paper addresses the corps as an operational and tactical level of war capable headquarters. It further specifies all Corps XXI operations are at the joint level with its organization along current joint lines and its command and control operations based on the Universal Joint Task List (UJTL) functional areas. To this end this section of the web site depicts how the corps will organize itself to fulfill its role as a tactical and an operational level of war joint organized command and control headquarters.
The USA Corps is optimized for tactical land warfighting capable of offense, defense, stability and support actions. It is unique amongst our army organizations as the corps has the staffing and organization to fight tactical and employ joint and multinational assets. This characteristic serves to create the linkage between tactical and operational warfare while resourcing the tactical fight without subordinate units having to split their focus from tactical warfare. This division of the levels of war and army units lends concentration of effort, unity of command and overall efficiency to the conduct of warfare.
Corps are also very flexible being able to draw from the entire army inventory of subordinate base brigade's and divisional units to tailor the corps' response to any contingency. With the base brigades the corps has the assets to exploit the deep fight to shape the divisional decisive operations. The corps current and future planning capability to maneuver several large subordinate units then can capitalize on the corps deep fight efforts synchronizing engagements into battles. This combination of capabilities and employment of any divisional unit makes the corps capable of conducting any operation in any environment. This combined with the C2 staff organic to the corps allows for 96+ hour planning concurrent with on going operations that can be controlled over a large AO all in terms of linking the tactical and operational level of war.
Levels Of War and EAC HQs Types
This section provides a model of how the corps will conduct operations and transition from a corps as a tactical warfighting headquarters to any of the three EAC operational level warfighting headquarters.
Within the three levels of war, i.e., tactical, operational, strategic, corps may conduct tactical warfighting as a subordinate unit to a theater numbered army or conduct operational level warfare as an EAC, i.e., ARFOR, JFLCC or JTF, subordinate to a theater numbered army or a combatant command (CINC). As a tactical warfighter the corps would command and control engagements and possibly battles. As an operational headquarters the corps objective is to link the tactical engagements with the strategic objective by conducting operational level battle actions. This linkage is best described as resourcing the tactical fight to fight engagements that cumulatively contribute to accomplish a battle objective that directly contributes toward a campaign. Resourcing the tactical fight includes providing subordinate divisions with the combat power and synchronization to fight engagements with the corps concurrently planning and executing battles that develop into major operations contributing toward the theater strategic objective. With one or more corps conducting operational level warfighting to accomplish campaign objective(s) the theater strategic objective is achieved.
Corps are unique in our army structure with their ability to transition from the tactical to operational level warfighting C2 headquarters. The significant advantages of the corps structure are listed below:
Transitioning the corps from a tactical warfighting headquarters into any of the EAC operational warfighting C2 structures begins with a manning and training process before any contingency arises. The fundamental first step is identification of "core" corps MTOE billets. Core billets are those billets on the MTOE that would always form the initial staff from that corps whenever an EAC headquarters is activated. These are essentially the key personnel that have the responsibility of standing up, organizing and "jump start" that staff section. Billets identified as "core" will have additional peacetime responsibilities of joint training and maintenance of habitual relationships with sister service peer staff core billet personnel. The latter being of especial importance as all EAC structures are for operational level warfare the necessity of working well in a joint environment is essential for success. These core billets would also become the personnel from the army that would fill JPG plug in cells during the initial stages of the contingency.
Not all core billets will deploy with all EAC headquarters. An illustrative example would be the Joint Fires Element (JFE) may be organized under a JFLCC with corps G3 Fire Support Element core billets working in the JFE during offensive or defensive actions. The same corps G3 Fire Support Element billets may not deploy when the corps forms a JTF for support actions such as Hurricane Andrew.
Finally, corps core billets in the tactical corps would form the army staff of the joint staff cell plug-ins
The next step in the transition process is identification of those operational tasks (see the UJTL for a complete listing of all operational tasks) the JPG has identified the corps as having or has the potential to perform. Once the actual and potential operational tasks have been identified the EAC C2 design can be developed. The type of headquarters design largely rests with the EAC having to perform offensive and defensive combat or is the mission a stability or support operation. The corps standing up an EAC C2 structure would vary greatly from combat to humanitarian operations.
As the JPG further develops the plan and identifies tasks to be accomplished the concurrent effort of establishing the HQs would activate those staff sections, centers, cells or element necessary to support those tasks and the accompanying core billets would be similarly notified to deploy with the EAC headquarters. The remainder of the staff would be filled by base brigades and sister service units.
The final step has been occurring throughout the above process and it is the JPG system of joint planning and initial formation of the EAC headquarters. As the corps will conduct operational level of war tasks and all operational level of war is a joint service fight the corps must adapt to previous sister service agreements modeled in JP 5-00.2 and comply with agreed to terms, staffs and organizations to achieve the efficiencies necessary during the initial phase of contingency operations. The very purpose of this document is to assist the corps making this transition from Army organizations and procedures to that of the joint world. From this final step of forming and responding to the JPG the EAC organization would employ as it deploys and begin to conduct operations within the AO.
The corps as an EAC headquarters conducting operational warfighting actions is able to do so as either an ARFOR, JFLCC or JTF and further has the ability to transition from one type of EAC structure to another. A model for when the corps servers as any particular EAC command and control headquarters is found below.
This model demonstrates the corps will serve as the lesser complexity headquarters the more sever the contingency and conversely the more complex C2 structure for the smaller scale contingencies. On the right is a major theater of war environment equal to Desert Storm as a minimum and World War II as a maximum. The scale declines in contingency severity to the left with the corps acting as a JTF for small scale contingencies. A small scale contingency example would be Hurricane Andrew as a minimum and Intrinsic Action at the Maximum. This model does not suggest or rule out a corps must plug in or out at any particular headquarters structure as it is likely the corps may transition from one structure to another as a theater matures or operations close out from the AO. If the corps must transition from one C2 headquarters to another any time spent concurrently as two types of headquarters it should be of the minimal length of time required to execute the transition. Having any corps serve concurrently as two types of headquarters for any longer than a quick transition period would over extend the staffs' collective ability to control operations. This transition period should not extend any longer than the time to deploy/redeploy forces in/out of the AO.
Serving concurrently as two types of headquarters under transitional conditions is further complicated by ASCC functions. Only under small scale contingencies can the corps serving concurrently as two transitioning headquarters also perform force provider functions. This includes RSOI. These ASCC functions would best be controlled by a separate ASCC headquarters that would be the force provider leaving the corps to its warfighting and transition tasks. For a further discussion on this see the ARFOR single headquarters section.
Corps as a Tactical Warfighter
The army corps is unique amongst army units as it is the army's largest tactical unit and it also fights with joint assets. This unique characteristic of merging the tactical and operational level of war makes the corps itself the link between the tactical and operational level of war. At the tactical level the corps will resource the divisions fighting engagements augmenting their capability from corps base brigade units (ACRs, FABs, Engineer Brigades, Aviation Brigades) to weight the decisive fight. This C2 of divisions fighting engagements synchronizes the engagements to win battles that contribute toward major operations and campaigns. At the operational level of war with these same base brigades, and through coordination with sister services, the corps fight deep both in terms of terrain and time. This deep shaping fight sets the conditions for the later divisional decisive fight. The essential dynamic is the corps focus is both the current and the future fight and being the C2 headquarters that merges the army tactical success with joint operational level warfare.
Tactical operations unique to the corps are: Deception, Special Operations, Forcible Entry, Mobile Defense, Exploitation and Pursuit. What makes the corps unique in its application of these missions is the corps C2 capacity for integrating joint assets, employment of corps base brigades with the inherent capability to observe deeper and engage targets beyond the ability of divisional forces. This characteristic is repeatedly illustrated in the discussions below.
Deception operations planning, preparation, execution and assessment occur no lower than corps level for the reasons of: deception is an operational level of war operation, corps have Information Operations Staff, base brigade contributions, integration of joint assets and large subordinate maneuver unit control. Deception means more than concealing the location of a division's attack location between the decisive and shaping effort. It is the altering of the opposing force commander's decision cycle that affects operations at the engagement through campaign level. This attacks the decisive point for the theater strategic objective that wins the war, not just the battle. Corps are capable of this first at the planning level with the inclusion of the Information Operations Staff cell. This is a dedicated body of staff officers that specifically perform the staff process for all offensive and defensive information operations. This process results in the integration of corps base brigade assets such as intelligence, signal, psychological, public affairs and civil affairs units. This integration continues without he inclusion of joint assets of deep intelligence acquistioning, insertion and targeting. Rounding out this integration is the corps ability to C2 large subordinate units to complete the deception picture. In this manner corps are the lowest level C2 headquarters to conduct deception operations that contribute toward the operational level of war objective.
Special Operations Forces are theater assets with the purpose to extend corps' operations to theater objectives beyond the capability of corps tactical assets. Subsequently these missions are frequently well distant from divisional or routine corps base brigade support, require specific and detailed intelligence (theater or national) and frequently indigenous support. Whenever the corps becomes the C2 headquarters for special operations it is to accomplish a specific mission, objective or purpose nested in an overall theater special operation. As special operations serve to merge the operational and tactical level of war and operate independent (this includes special operations conducted within subordinate unit AOs) of conventional corps subordinate forces the corps is the appropriate headquarters level for the C2 of special operations. Furthermore, special operations can be single service, but are more effective as joint operations and must be joint the deeper the operation is to occur. (The corps primary single service special operations forces are Special Forces or Rangers, psychological and civil affairs units.) Single service special operations are more likely at the small scale contingency level and more likely to become joint the closer the AO develops into a major theater of war. This combination of special operations linking to theater objectives, their joint nature and transcendence across unit boundaries makes the corps by default the C2 headquarters for special operations more likely at the JTF end of the EAC spectrum and a theater issue under MTW conditions.
Forcible entry requires the integration of joint assets while employing deploying forces. Forcible entry operations require initial overwhelming combat power while applying or threatening the application of force that diverts the opposing force's from the entry force. To achieve this combination of C2 and combat power requires division strength combat power for deployment, C2 integration of joint and tactical assets as well as control of other subordinate large subordinate units conducting near term operations and future planning. Joint assets are often required to deploy the forcible entry units. Even in the simplest terms of the 101st AA Division conducting cross FLOT operations the integration of CAS and inclusion of deception operations requires both the air force and the corps base brigades. Under more extreme conditions of an amphibious landing, deep Airborne operation and the threat of force elsewhere makes the corps the lowest tactical level headquarters to execute forcible entry operation C2.
Mobile Defense is defined in terms of force size compared to that of the attacking enemy. In a Mobile Defense the decisive operation is conducted well behind the FEBA with a defending force capable of only short term delay of the enemy. The enemy is allowed to penetrate deep into the defending battle area until the lead echelons have extended themselves beyond immediate reinforcement by subsequent forces. Once this is achieved a friendly attacking force of overwhelming combat power attacks the enemy destroying it before subsequent enemy forces can reinforce their perceived success. This type of defense covers a large area and is intended to achieve operational level success. To trade this amount of battle area and time will require the C2 of divisions with the capability to integrate joint assets of intelligence collection and targeting. Having deep observation of enemy second echelon forces, controlling the attack of large subordinate forces and having sufficient reserve (base brigades) reduces the risk and provides the assets to fight this kind of defense. Keys to success in this operation include the separation of enemy attacking echelons and the capability of quickly destroying the lead echelon and set a defense before the subsequent echelon arrives on the battlefield. Divisions are capable of conducting a part of a Mobile Defense, but not of the C2 required to control the defending force, strike force, deep observation and delay of subsequent forces and setting a defense or attack between the enemy echelons. Corps are considered the lowest echelon with the C2 assets to control this type of fight.
Exploitation and pursuit operations contain similar elements of large subordinate unit C2 capability, base brigade weighting of the battlefield and integration of joint assets. In the case of pursuit the capability of deep detection of supporting forces dis-engagement, the ability to continue applying sustained direct pressure to the retreating forces with the ability to quickly apply additional combat power (ACR, Attack Helicopter Brigades, AA, JAAT) requires the criteria detailed in the above paragraphs. Integration of joint intelligence and air support for the detection of enemy supporting elements disengaging then use the same joint assets to target this deep enemy. This continues with the application of a pursuit force where the force applying the direct pressure may exhaust itself and the ACR may assume the attack while CAS covers the the time between hand off to sustain continued pressure on the enemy. Exploitation uses these same assets to initiate the success and then quickly apply more combat power to continue the attack deep into the enemy area.
A more compete discussion of the corps fighting at the tactical level can be found in FM 100-15.
Corps as an ARFOR
The term ARFOR is a generic term meaning the highest army only headquarters within the AO, command or theater. ARFOR does not specifically define warfighter or service provider headquarters. ARFORs are not restricted to any unit size. A corps acting as an ARFOR C2 headquarters may be subordinate to a JFLCC or JTF. The possible permutations of an ARFOR are:
Selecting between the above ARFOR possible structures is METT-TC dependent. The significant influencing factors of the choice of ARFOR design include:
The simple case of a corps acting as either a force provider or warfighter needs little explanation, the two headquarters ARFOR model.
The desirable distinction is simply as an ASCC headquarters the corps provides the manning, supply, health, financial services etc. as well as conduct RSOI at the operational level. The corps acting as a warfighter does so either at the operational and/or tactical level and is focused entirely on combatant tasks receiving its sustainment from an ASCC or TSC organizations. This is the two headquarters ARFOR model, or described as one headquarters is a force provider and a separate headquarters is a warfighter.
During small scale contingencies the corps can combine with its employ as it deploys capability a small scale ASCC force provider role that may also include ASOS and RSOI on a limited scale. Under this model those minimal TSC units required to receive and sustain the force would deploy with the corps. The ASCC functions would be split based with not more than early entry modules deployed under the corps. Any effort required beyond that provided by ASCC/TSC early entry modules will require a separate, from the corps, ASCC C2 headquarters to act as force provider. This model is only feasible when the duration of the mission is short, the AO small and the number of subordinate units minimal.
When the corps does act as a single headquarters and performs both the force provider operational level tasks and warfighter tactical and operational level tasks it is titled a single headquarters ARFOR model as shown in the diagram below.
It is a single C2 headquarters that is expected to perform operational ASCC tasks concurrent with operational and/or tactical warfighting tasks will be heavily staff augmented, a large organization, with significant sub unit manning, staff and AO span of responsibility. The order of magnitude for a small scale force provider has been estimated in excess of a 5,000 soldier organization. For these reasons it should be clear this condition is strictly limited to small scale contingencies of limited duration. In a small scale contingency there would be no expectations of concurrent actions (offense, defense, stability, support), very limited concurrent future planning with current operations (Hurricane Andrew did not require a follow-on stability action once basic services were restored), no ASOS, non-contiguous or large AO. If any of these conditions exist the staff augmentation required to adequately control operations would exceed any manageable number at the corps level.
Side note: The Korean ASCC model does not apply to our earlier discussion. The Korean model reflects what is now and expected to be the anomaly for our military of an extremely mature and permanent multinational/United Nations Command structure. The recent history of our European and CONUS based corps deployment models is representative of what has been repetitively world wide employed and expected to be employed by theaters and corps into the 2010 era.
The area of responsibility dividing line between a force provider and a warfighting headquarters under the two headquarters ARFOR model is based not on geography, but best described as a separation of the three basic operational level tasks i.e., sustainment, coordinating, warfighting. The corps that is the combatant C2 ARFOR will conduct coordinating and warfighting operational tasks. The force provider (ASCC) C2 headquarters the operational level sustainment tasks. The key word in both cases is operational. As an ARFOR warfighting headquarters the corps would conduct operational level warfare, the linkage between tactical and strategic levels of war. This does not mean the corps is completely divorced from the Army Universal Tactical Task list. As a director and resourcer of the tactical fight the corps would retain some tactical tasks in addition to all pass backed functions determined from the Division Advanced Warfighter Exercise (DAWE). However, the focus as to what size unit fights at what level of war remains clear as originally drafted. If a geographical hand-off line is to be drawn from where operational sustainment tasks begin and end and where coordinating and warfighting tasks start it would be the ASCC would operate from the POE, through RSOI to the staging area outside of the RSOI. The coordinating, warfighting headquarters would then assume C2 of the forces as they depart from RSOI and arrive in the staging area.
Corps as a JFLCC
CJTFs and above have the authority to establish functional component commands to control military operations. Functional component commands may be appropriate when forces from two or more Military Departments must operate in the same dimension or medium or there is a need to accomplish a distinct aspect of the assigned mission. Functional component commanders have authority over forces or military capabilities made available to them. They may be established across the range of military operations to perform operational missions that may be of short or extended duration. CJTFs establishing a functional component command have the authority to designate its commander. Normally, the service component commander with the preponderance of forces to be tasked will be designated as the functional component commander; however, the CJTF will always consider the mission, nature, and duration of the operation, force capabilities, and the C2 capabilities in selecting a commander. The CJTF must designate the military capability that will be made available for tasking by the functional component commander and the appropriate command relationship(s) the functional component commander will exercise (e.g., a joint force special operations component commander [JFSOCC] normally has OPCON of assigned forces, and a JFACC normally is delegated tactical control [TACON] of the sorties or other military capability made available). The responsibilities and authority of a functional component command must be assigned by the CJTF. Establishment of a functional component commander must not affect the command relationships between service component commanders and the CJTF. The commander of a functional component command is responsible for making recommendations to the CJTF on the proper employment of the military capability made available to accomplish the assigned responsibilities.
The functional component commander normally will be a service component commander. As a service component commander, the functional component commander also has the responsibilities associated with service component command for those assigned forces. When a functional component command is composed of forces of two or more services, the functional component commander must be cognizant of the constraints imposed by logistics factors on the capability of the assigned forces and the responsibilities retained by the services. When a functional component command will employ forces from more than one service, the functional component commanders staff must be joint in order to provide the commander with the expertise needed to effectively employ the forces made available.
Joint staff billets for needed expertise and individuals to fill these billets should be identified, and those individuals should be used when the functional component command is formed for exercises or actual operations. The number of personnel on this staff should be kept to a minimum and should be consistent with the task performed. The structure of the staff should be flexible enough to expand or contract under changing conditions without loss in coordination or capability. The staff should generally reflect the composition of the functional component command. See JP 0-2, "Unified Action Armed Forces (UNAAF)," and JP 3-0, "Doctrine for Joint Operations," for more details on functional components. Examples of Functional Component Commanders.
The Army version of the functional command is the Joint Force Land Component Commander (JFLCC) When required, the CJTF designates a JFLCC and establishes this commanders authority and responsibilities. The designation of a JFLCC may occur when major land forces of more than one service component will participate in a major land operation and the CJTF ascertains that this will assist in achieving unity of command and maintaining unity of effort among land forces. The availability of ports of debarkation; amount of mutual support possible between land forces; duration of the mission; requirement for land force simultaneous or sequential operations; likelihood of land forces operating adjacent to one another; requirements for special capabilities resident in one land force being required for use by the other and amount, level of intensity, and requirement for coordination of other component support to land forces are those planning requirements inherent in a JFLCC.
Advantages of JFLCC organization are enhanced when the:
JFLCC Staff Organization should be representative of the total land force that comprises the joint force land component command. The "core" of the staff may be provided by the service component commander who has been designated as the JFLCC. Augmentees from the other services comprising the joint force land component command add the necessary expertise to ensure the proper conduct of operations. If multinational ground forces are involved in the joint force land component, individuals from the various multinational services also should be members of this staff. Personnel to fill the JFLCC billets should be identified and trained during peacetime and used when this type of staff is formed for exercises and actual operations to ensure an effective transition to combat operations. For further details, see JP 3-56, "Command and Control Doctrine for Joint Operations."
Corps as a JTF
Put here figure II-1, page II-3 from JP 5-00.2.
A JTF is an organization of more than one federal department assigned to a single headquarters to accomplish a specific, limited duration objective. A JTF may be formed by the SECDEF, CINC, or JFC commander. The headquarters that establishes the JTF assigns the resources and determines the organizational structure with input from the JTF commander.
A caveat to this definition has occurred with several JTFs transitioning from a limited objective, short duration operation into "semi-permanent" JTF. This is defined in joint doctrine as a JTF with a follow-on mission on a continuing timeline in a specific AO. This transitioning from the original JTF mission and objective onto an evolving mission is planned for in the same manner as any other mission. (See JPG for more details.)
Characteristics of this transition from a temporary to near permanent organization frequently include increased uncertainty as the military - political situation may itself be evolving into a new, yet to be determine condition making the exit strategy a fluid target. This condition alone greatly increases the planning responsibility of the corps staff as sequels for a multitude of possibilities are worked through. Essential to leadership during these conditions is stability of the organization until the transition from a temporary to near permanent organization is completed. Subordinate units may in/out flow from the AO, but the staff should remain in-tact until the military-political situation with an exit strategy is settled and staff process moved from planning into execution. Inclusive of this is the corps left to its warfighting and coordinating tasks with a separate headquarters continuing sustainment operations. The overall concept to to simplify unit responsibility during conditions of increased(ing) uncertainty rather than complicate C2.
The current corps design is based on a 1986 TOE that has been repeatedly modified into one of several MTOEs. These MTOEs have further been augmented to support the corps as an operational level of war warfighter. Below is the 1986 corps TOE shown graphically.
Currently, a corps redesign effort is underway to bring the corps C2 structure to the point it is aligned with joint organizations based on the UJTL. The objective is a corps C2 structure capable of tactical warfare without further army augmentation concurrent with a corps capable of operational warfare with only sister service augmentation to transition the corps from a tactical warfighter to an operational warfighter. An illustrative example of this current situation is found below. This diagram is drawn from current deployed corps organizations and operational plug-ins agreed to in JP 5-00.2. Green blocks indicate the cells the corps billets would occupy either in part or total to be a tactical warfighter and the purple the cells requiring corps core billets as well as other augmentation to fight at the operational level.
Previous discussions have presented the new Corps XXI structure as wire diagrams of subordinate staff sections, cells and boards. How this staff will appear on the ground is entirely another matter. The traditional TAC, Main, Rear concept of command post deployment does not always have reasonable application on the current and developing battlefield that has far greater observation and communications capability than the systems that drove the TAC, Main Rear command post system. Additionally, the greater likelihood of a non-contiguous battlefield may more frequently render separated command posts a vulnerability rather than an enhancement of command and control. The Army three command post systems is also not in coordination with existing sister service command and control organization and not what always has been practiced during recent corps level contingency deployments at the tactical and operational level. To this end of determining the correct command post configuration to fully support command and control for a corps headquarters that will continually straddle the line between being a tactical or an operational warfighter a new command post concept may be required. An alternative is the the two nodel Combat Information Center (CIC) and Sustainment Center (SUS). These two centers are just that, centers of like staff processes. They do not represent specific placement on the battlefield nor are they fixed in composition. They are centers that group required staff functions along combat or sustainment lines configured to meet any variety of contingency. The centers may be co-located in the same facility or separate as with the SUS at the POE and the CIC in a non-contiguous AO. A graphic representation of this concept is found below.
This example is based on joint staff and UJTL operations tasks. The same organization would apply to the corps as a tactical warfighter.
All staff processes are in fact located within each center with the difference being the intensity and the actual overall purpose of that center. An illustrative example would be the operations staff in the SUS. This rear operations staff may not be conducting offensive combat operations, although it would be capable of doing so, it is running rear operations actions that include offensive capabilities required to maintain an uninterrupted sustainment of the total force. This SUS operations staff would in effect control all sustainment operations to insure integration of the sustainment assets with the fighting force. The second integration staff would be the CIC JOC. The JOC would do the same for all combat operations as the rear operations center staff does for sustainment operations. With the rear operations staff a subordinated and integrated staff of the CIC JOC the effect should be a seamless operation from the POE to the most forward deployed force.
This entire CIC/SUS command post concept is designed to be flexible and adaptable to any contingency to allow for the commander to tailor the C2 structure to the needs of the force without the restraints of a three command post configurations.


text: To carry out the overall objective of providing genetic diversity for the improvement of citrus and date productivity and reducing genetic vulnerability in the future, the first and foremost task is collection of the widest possible known genetic diversity in each species of citrus and citrus relatives and dates. This collection will include domesticated cultivars which contain gene combinations with traits desirable for productivity, pest resistance, and fruit quality as well as species which may contain unique genes found nowhere else. Germplasm is exchanged with other countries in order to acquire new genetic lines. Incoming clonal germplasm is indexed and quarantined by the UCR Citrus Clonal Protection Program (CCPP).


text:
Latest Leonard Maltin's Movie Guide to be the last
After over 40 years, Leonard Maltin's Movie Guide is to come to an end...
Most movie enthusiasts have had a good, meaty book of film reviews for Christmas at least once in their lives, and it's a fair bet that many of us have enjoyed a copy of Leonard Maltin's Movie Guide. Since its first publication back in 1969, the guide soon became an annual fixture. But no longer.
It's been confirmed that the 2015 edition of the Leonard Maltin Movie Guide, which is set to be published next month, will be the last. You can probably guess the reason why.
One of the contributors to the book, Joe Leydon, wrote that "with ready access to information on the internet, our readership has diminished at an alarming rate". He went on to add that "when a growing number of people believe that everything should be free, it's impossible to support a reference book that requires a staff of contributors and editors".
So there you have it. The final edition of Leonard Maltin's Movie Guide is on sale in the US from September 2nd.