text:
"Feathers from a Duck, of medium value."
–In-game description
Duck Feathers are an animal item found in Red Dead Redemption by harvesting from dead ducks.
They can be sold to merchants and are considered a medium value item. Ducks are quite a rare animal in the game, but can most commonly be found around Lake Don Julio and southwest of Gaptooth Ridge, on the corner where the Sea of Coronado meets the San Luis River.
- Note: prices listed on this page are based upon the player having neutral honor and playing the game on Normal difficulty. If the player has high honor, the selling price will be Increased by 50% everywhere except Thieves' Landing. Low Honor decreases selling price by 50% everywhere except Thieves' Landing. While playing the game on Hardcore difficulty, money is more scarce and the base, neutral honor price of each item will be slightly lower.
Mission Appearances
Duck Feathers can be used to satisfy the 20 bird feathers required to complete the Stranger Side-mission "Deadalus and Son".
|Hey there, cowboy. It looks like this little ol' article is a bit puny.
I reckon you could impress me by adding to it. Don't be shy now.
If you're logged in, it'll help you earn them fancy achievements, too.


text: The request that is placed is for procs=60. Both torque and maui see that there are only 53 processors available and instead of letting the job sit in the queue and wait for all 60 processors to become available, it goes ahead and runs the job with what's available. Now if the user could ask for procs=[50-60] where 50 is the minimum number of processors to provide and 60 is the maximum, this would be a feature. But as it stands, if the user asks for 60 processors and ends up with 2 processors, the job just won't scale properly and he may as well kill it (when it shouldn't have run anyway). I'm actually beginning to think the problem may be related to maui. Perhaps I'll post this same question to the maui list and see what comes back. This problem is infuriating though since without the functionality working as it should, using procs=X in torque/maui makes torque/maui work more like a submission and run system (not a queuing system). -Lance > > Message: 3 > Date: Thu, 17 Nov 2011 17:29:17 -0800 > From: "Brock Palen" <brockp at umich.edu> > Subject: Re: [torqueusers] procs= not working as documented > To: "Torque Users Mailing List" <torqueusers at supercluster.org> > Message-ID: <20111118012930.C635E83A8026 at mail.adaptivecomputing.com> > Content-Type: text/plain; charset="utf-8" > > Does maui only see one cpu or does mpiexec only see one cpu? > > > > Brock Palen > (734)936-1985 > brockp at umich.edu > - Sent from my Palm Pre, please excuse typos > On Nov 17, 2011 3:19 PM, Lance Westerhoff <lance at quantumbioinc.com> wrote: > > > > Hello All- > > > > It appears that when running with the following specs, the procs= option does not actually work as expected. > > > > ========================================== > > > > #PBS -S /bin/bash > > #PBS -l procs=60 > > #PBS -l pmem=700mb > > #PBS -l walltime=744:00:00 > > #PBS -j oe > > #PBS -q batch > > > > torque version: tried 3.0.2. in v2.5.4, I think the procs option worked as documented > > maui version: 3.2.6p21 (also tried maui 3.3.1 but it is a complete fail in terms of the procs option and it only asks for a single CPU) > > > > ========================================== > > > > If there are fewer then 60 processors available in the cluster (in this case there were 53 available) the job will go in an take whatever is left instead of waiting for all 60 processors to free up. Any thoughts as to why this might be happening? Sometimes it doesn't really matter and 53 would be almost as good as 60, however if only 2 processors are available and the user asks for 60, I would hate for him to go in. > > > > Thank you for your time! > > > > -Lance > > > >

subset: commoncrawl


text:
A Dubai diamond firm has hired a team of musclemen to safeguard an exquisite Dhs25 million necklace worn by Hollywood star Nicole Kidman [2]to the Oscars in 2008.
The heavies are keeping a 24-hour watch on the multi-million dirham dazzler, which encompasses 7,645 rough, faceted and polished stones - at a total of 1,399 carats.
It's the main attraction at a diamond exhibition in Malabar Gold & Diamonds, at Deira City Centre in Dubai [3], until February 16.
"It's one of the top 10 most expensive pieces of jewellery in the world," said Shamial Ahamed, managing director for international operations at Malabar.
Ahamed said he'd secured the services of two private security guards for the diamond, because: "It's big news for us - and a big risk!"
Ahamed's crown jewel would seem to be in safe hands. Asked what he would do if any brazen bandit dared try and nick the necklace, Iraqi bruiser Imad Kadimissa raised his fists and growled: "Take care of them."
The six-layered diamond creation made international news when Academy Award winner Kidman, 45, debuted it at the Kodak Theatre in LA in February 2008.
The intricate 'Sautoir' necklace, made by acclaimed designer L'Wren Scott, required more than 6,200 man hours to craft to its glittering perfection.
It is normally kept in the diamond capital of Antwerp, Belgium but Ahamed has his fingers crossed that he will find a very well-heeled purchaser for it in the UAE during the exhibition.
"We have lots of private viewings and lots of interest," he said. The diamond keeper wouldn't be drawn on whether any celebrities or royalty were attending, but admitted: "We have VIPs from different parts of the UAE." [4]
[1] http://www.syndigate.info
[2] http://en.wikipedia.org/wiki/Nicole_Kidman
[3] http://www.malabargoldanddiamonds.com/ml-IN-1/home
[4] http://www.albawaba.com/slideshow/dubai-celebrities--463934
[5] http://www.7days.ae


text:
The Ahwahnee
The Ahwahnee
Located in Yosemite Valley the Ahwahnee expresses timeless elegance and opulence while blending into the granite and trees of Yosemite Valley. The Ahwahnee features 123 handsomely appointed guest rooms, which includes 99 hotel rooms, parlors and suites and 24 cottages. The Ahwahnee has long been favored by Kings, Queens, Presidents, Stars and local Yosemite notables such as photographer/climber Galen Rowell and Ansel Adams. During the month of December the Ahwahnee is home to the Bracebridge Dinner, a 3 1/2 hour holiday extravaganza that transports guests back in time to Bracebridge Hall where they receive a fine holiday dinner.
P.O. Box 578,
Yosemite National Park, California 95389
Reservations: (801) 559-4884
E-Mail: email@example.com.
Website: http://www.yosemitepark.com/
Directions from Merced:
1. Head southeast on E 16th St/CA-140 toward C St. Continue to follow CA-140 ( 0.5 mi)
2. Turn left at CA-140/Yosemite Pkwy. Continue to follow CA-140 (73.6 mi)
3. CA-140 turns slightly right and becomes CA-41/Southside Dr (0.9 mi)
4. Turn left to stay on CA-41/Southside Dr (5.2 mi)
5. Turn left at CA-140/Northside Dr (0.7 mi)
6. Turn right at Village Dr (0.2 mi)
7. Sharp right at Ahwahnee Dr (0.6 mi)
Have you stayed at the The Ahwahnee? We'd like to hear from you. What did you like? What did you not like? What was your overall opinion? Send you emails to email@example.com.


text:
Throwback Thursday > Back to 1994 hip hop mix
94 minutes of '94 rap bangers, including Biggie, Tribe, Scarface, OutKast, Method Man and more
- TextTim Noakes
With so much amazing new music to discover, it's hard to justify spending much time dwelling on nostalgic hits from yesteryear. But when this old freestyle cypher from Arsenio Hall's 1994 chat show popped up on my FB feed last night I was taken aback by how powerful it was. Featuring Das EFX, Wu Tang, Naughty By Nature, Yo Yo, MC Lyte, KRS-1, Gangstarr, Mad Lion, CL Smooth and A Tribe Called Quest, I loved how this eclectic group of golden era heroes and heroines came together to throw down some bars for the outgoing TV host. No big budgets, no swanky set or crap rock backing band, just rugged rhymes broadcast live and direct into unsuspecting living rooms across America. While BET still do some killer cyphers, these days the typical all star rap collabos sound like this, which makes me feel a bit like this. So I decided to dig in the crates and mix together 94 minutes of rap bangers from 1994 for today's Throwback Thursday. Twenty years on, which ones still stand the test of time? Only one way to find out...
O.C – "Time's Up"
Nas – "NY State of Mind"
The Crooklyn Dodgers – "Crooklyn"
Smif n' Wessun – "Bucktown"
Redman ft. Keith Murray & Erick Sermon – "Cosmic Slop"
Notorious B.I.G – "Warning (feat rare acapella drop)"
Method Man – "What the Blood Clot"
Jeru the Damja – "Jungle Music"
A Tribe Called Quest ft. Busta Rhymes – "Oh My God"
De La Soul – "Ego Trippin' Part 2"
Beastie Boys – "Get It Together"
Gang Starr – "Comin' For Datazz"
House of Pain – "I'ma Swing It"
Wreckz n' Effect – "Rumpshaker"
Outkast – "Player's Ball"
Da Youngstas – "Put Me On"
Da Brat – "Funkdafied"
Common – "I Used to Love H.E.R"
Ice Cube – "You Know How We Do It (Remix)"
The Lady of Rage – "Afro Puffs"
Snoop Dogg – "21 Jumpstreet"
Warren G – "Regulate"
Scarface – "Hand of the Dead Body"
The Roots – "The Lesson Pt 1"
Lords of the Underground – "Yes Y'all"
Da Bush Babees – "Clear My Throat"
Gravediggaz – "Nowhere to Run, Nowhere to Hide"
Coolio – "It Takes A Thief"
Craig Mack – "Flava in Ya Ear (Remix)"
Buckshot Lefonque – "Breakfast at Denny's (Uptown Version)"
Group Home - "Supa Dupa Star (1994 Demo version)"
Pete Rock & CL Smooth – "In the House"
Ahmad – "Back in the Day (remix)"
Keith Murray – "The Most Beautifullest Thing in the World (Green Eyed Bandit remix)"
Redman – "Rockafella R.I.P"
Follow Tim Noakes on Twitter here @TimNoakes


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|Comments on Photo
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By Robin
From: Albuquerque, NM
Nov 26, 2012
|Well I read your great write up on the FA. So is that the real fear we see? Nice shot and thanks for sharing the story and reminder that sometimes the demons don't win.
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text:
AGF Study, NO. 2: A Short History of the Army Ground Forces
In the spring of 1940 Germany overran Western Europe and, joined by Italy, seemed ready to strike for domination of the Mediterranean and Atlantic sea lanes. The threat to the position of the United States could no longer be disregarded, and public opinion was rallied to the support of extraordinary preparations to meet the danger. Mobilization and intensive training began on the basis of agencies and plans which had been elaborated within the framework of the National Defense Act of 1920.
Organization of the Military Establishment in 1940
The field forces of the United States in being and on paper in 1940 were composed of the Regular Army, the National Guard, and the Organized Reserves. The Regular Army, with an actual enlisted strength of 257,000 in July 1940, was a standing army, based on short-term enlistments, and led by a corps of professional officers, approximately 14,000 in number.[1] The National Guard, with an actual enlisted strength of 241,612,[2] was a force of civilian volunteers, trained by the States in accordance with standards set by the War Department, and put through field exercises for two weeks each summer, under Federal direction. Many of its officers, who numbered 14,776 in July 1940,[3] had received additional training in the service schools of the
Regular Army. The units of the Organized Reserves existed only in the blue prints for mobilization. A reservoir of trained officers, 104,228 in number, was available in the Organized Reserve Corps, which, by 1940, was made up chiefly of the graduates of the Reserve Officers Training Corps and of Citizens Military Training Camps.[4]
Behind the field forces stood the Arms and Services, whose function was to develop and supply personnel and equipment, and to formulate the tactical and training doctrines embodied in its technical and field manuals, the Bible of the Army. These branches were responsible for what may be termed the "developmental" functions of the military establishment—the preparation of personnel, equipment and doctrine which the field forces were to employ. Their chiefs formed a kind of Special Staff of the War Department, whose relation to the General Staff was loosely defined. In 1940 the branches considered as combat arms were seven in number; Infantry, Cavalry, Field Artillery, Coast Artillery, the Air Corps, Engineers, and Signal. This distribution of "developmental" functions reflected the art of warfare as understood in 1921. But technology was rapidly producing new potentialities and arms. The need for exploring the military potentialities of the airplane had been recognized after the war of 1917-18 in the creation of the Air Corps, and experiments in mechanization and with new weapons were being carried on in the established arms.
Each of the traditional arms and services had a standard institutional pattern. Each operated a service school and a board. The schools not only provided professional training, but developed the doctrine and training literature of the several branches. The boards developed and tested equipment.
The school system of the branches was supplemented by general service schools operated by the War Department for the Army as a whole—the United States Military Academy at West Point, the Army Industrial College, a Command and General Staff School (at Fort Leavenworth, Kansas) and, finally, the Army War College (in Washington), the postgraduate school of the Army, where officers were trained in the staff work incident to high command.
The administration of the Army within the continental limits of the United States, "the Zone of Interior," was conducted in peacetime through nine territorial commands known as corps areas. The corps area commanders administered the "housekeeping" of the Army stationed in the United States. They were also responsible for the execution of the training program of the arms and services. Until 1932 they directed the tactical training of the Regular Army and the National Guard units stationed in the United States.
At the top of the structure stood the War Department General Staff, directed by the Chief of Staff, acting as adviser to the Secretary of War, and as head of the military establishment. In July 1940 this was General George C. Marshall. The War Department General Staff, the offices of the Chiefs of Arms and Services, and those of the Secretary of War and the Assistant Secretary of War, constituted the War Department.
In 1932, under the direction of General Douglas MacArthur as Chief of Staff, a stride was made towards preparing the field forces of the Army "to take the field and execute the plans prepared for them."[5] The tactical units in the United States, both those in being and those planned
for activation in an emergency, were brought together into the First, Second, Third and Fourth Armies. Their commanders took over from the corps area commanders responsibility for the tactical training of the field forces, concentrated in quadrennial maneuvers of the Regular and National Guard units assigned to each.[6] It was seen that in exercising this responsibility the headquarters of each army would be training for its ultimate planning, tactical and administrative duties. The four armies were also designed to provide a large tactical framework for mobilization.[7] After this change, as before, corps area commanders continued to be responsible for supply, the special training of officers and enlisted men in the arms and service, and the mobilization training of recruits. The change was not as great in fact as in principle. Means were not provided to effect a physical
separation of the armies from the corps areas. The senior corps area commander in the territorial area assigned to each army was designated as the commanding general of that army and his head quarters staff was drawn from the corps area staff, whose members now acted in a double capacity. But the training functions of the four army command, created in 1932, contained, in germinal form, the primary mission which was centralized in GHQ in July 1940 and in Army Ground Forces after 9 March 1942.
The General Mobilization Plan
Reduced to the simplest general terms, the main features of mobilization and expansion of the field forces, as planned within the organization of the Amy just outlined, were as follows:
1. The units of the Regular Army would be brought to full strength.
2. The National Guard would be inducted into Federal Service and its units brought to full strength.
3. Units of the Organized Reserves would be activated, according to plan, as needed.
4. The training nucleus of each of these new units would be a cadre of officers and enlisted men drawn from existing units.
5. Fillers, to bring enlisted units to full strength, and new units from cadre to authorized strength, would be obtained by voluntary recruitment or draft, and, before assignment, be put through a course of basic training in replacement training centers. It was not
found possible to carry out in full this part of the plan.[8]
The replacement training centers, when set up, were operated by the corps area commanders under the supervision of the Chiefs of the Arms and Services concerned, except for the "Branch Immaterial" centers, which were directly under the War Department.
6. Officers for new units, in addition to the cadre officers, would be drawn, in large part, from the Officers Reserve Corps.
7. Preparation of tactical units for combat would be conducted by the armies created in skeletonized form in 1932, and now brought to full strength and activity.
8. A General Headquarters, United States Army, would be activated as the high command of the field forces. This headquarters was a capital feature of the reorganization of the War Department effected in 1921, a reorganization based on the lessons of World War I, as read and digested by the Harbord Board.[9] It had been expected that what would be required would be a GHQ such as that of the AEF of 1917-18. A special device was adopted to have a staff for this headquarters prepared as completely as possible for its grave responsibilities. A War Plans Division was included in the War Department
General Staff as reorganized in 1921. It was intended that, upon the mobilization of the Army, this division, having drawn the strategic plans for the employment of the field forces, should take the field as the staff of GHQ, to put them into effect.[10] It was expected that the Chief of Staff of the War Department would become the commanding general of the expeditionary force, with this division as his staff in the field.[11]
Such was the plan with which the War Department faced the emergency that arose in the spring of 1940.
Steps Towards Mobilization, 1940: The Activation of GHQ
The steps towards mobilization taken in 1940 had to be adjusted to the fact that the United States was not at war. Other departures from the plan were imposed by the mounting imminence of the emergency for the United States, and the consequent necessity of preparing for the possibility of being invaded, while at the same time preparing forces that could take the offensive. All planning and preparation was hampered by the lack of money and manpower, which were not adequately provided until the summer and fall of 1940, when public opinion first became seriously aroused to the danger.[12] When the means were provided, much had to be done in haste and distraction which could have been done with maximum efficiency only in the leisure of peacetime. The military
force of the United States had to be brought overnight, so to speak, to match and excel enemy forces thoroughly prepared and, in the case of Germany, magnificently equipped. The major steps taken—the expansion of the Regular Army, the induction of the National Guard into Federal Service and the passage of the Selective Service Act on 16 September 1940—are well known.[13] Certain others should be kept in mind to understand the reorganization of March 1942 and the creation of Army Ground Forces.
On 26 July 1940 a "nucleus," of GHQ, USA, was activated,[14] with Brigadier General (later Lieutenant General) Lesley J. McNair, who was later to command the Army Ground Forces, as its Chief of Staff. The mission initially given GHQ was to supervise the training of the forces. In this function, GHQ was utilized to put a capstone on the four army plan.[15] But the training supervision given GHQ went further: it included, in addition to the four armies, GHQ Aviation, which comprised the tactical air forces then existent, the Armored Force (constituted 10 July 1940), harbor defense troops, and "other GHQ reserves." In short, the administration of the training of the field forces, as distinct from planning and policy decisions, was decentralized in July 1940 by transferring this function from the War Department General Staff to the staff of GHQ.[16]
The next big stride in intensifying the tactical training of the field forces was taken 3 October 1940 when the command of the four armies was physically separated from the corps area commands.[17] The full intent of the four-army plan of 1932 could now be realized. Army commanders were designated whose staffs, distinct from those of any corps area headquarters, were henceforth to concentrate on the supervision of training. The armies, though still in the United States, and based, for training, on the posts, camps, and stations of the corps area commands, were henceforth "in the field." When on maneuvers they were, "so far as practicable, to assume supply functions comparable to those of an army commander in a Theater of Operations where supplies are received direct from Zone of Interior supply points."[18] In short, army command areas which were, in effect, theaters of operations, subject to the control of GHQ, were superimposed on the corps areas. The stage was set for bringing the units of the field forces, including armies, to the point of readiness for combat before leaving the United States. "The ultimate and essential objective of these measures," as envisaged by General McNair, "would be to develop the field forces into a united whole—GHQ troops and four armies—free to move strategically and capable of prompt and effective tactical action. Thus it would be possible to move an army when and where directed by a simple order."[19] The mission given GHQ in July 1940 was to direct the training of the field forces to the end thus stated.
Development of the Emergency and Its Consequences for the War Department
The steps taken expressed the determination of the War Department that in the impending war United States troops should not be rushed into battle half-trained or not trained at all. This time they were to receive individual and also tactical training in the United States. The political and diplomatic situation in 1940-41 made this possible. The military situation made it necessary.
After June 1940 there were no beachheads for the United States in friendly territory on the European continent. The prospect was that the full training and complete equipment of American troop units, including armies, would have to be effected in the Zone of Interior, in contrast with the situation in 1917-18, when United States troops underwent or supplemented their training, and obtained much of their equipment, behind the lines in France.
The evolution of the training program for tactical units from 1940 to March 1942 may be followed in the history of GHQ[20] and of the Army Air Forces; that of the program for the training of individuals and specialists and for the development of arms and equipment in the history of the arms and services. To understand the reorganization of March 1942 and the emergence of the Army Ground Forces it is necessary here only to mention certain features of the national crisis developing during those years which had a direct bearing on that event.
Dunkerque and the air bombing of England made it evident that more definite plans for the defense of the United States were necessary. Measures were simultaneously extended on concentric circles, one
comprising the continental United States and Alaska, the other the Atlantic approaches to the United States and the Panama Canal. On 17 March 1941 the United States was divided into four Defense Commands, the immediate duty of whose commanders was to plan the measures necessary to repel invasion.[21] If invasion occurred, the Defense Commands would become theaters of operation. The commanders were to be the commanding generals of the four field armies, and their staffs, with some augmentation for the additional duty, the staffs of the Defense Commands. Meanwhile, on 3 September of the previous fall, the President had announced the acquisition from Great Britain of additional bases in the Atlantic, in exchange for fifty United States destroyers. The War Department General Staff initiated plans for their use; beginning July 1941 detailed theater planning for these bases and a cordon of defense commands in the Atlantic and the Caribbean was delegated to GHQ and pushed forward vigorously as these commands were garrisoned. At the same time GHQ became responsible for supervising the plans being made for the defense of the United States.[22]
Since it was expected that an initial attack on the United States would have to be met in the air, air planning and organization and the counsels of the Chief of the Air Corps and his staff figured prominently in all these measures. The order of 17 March 1941, creating defense
commands in the United States, activated four Air Forces, under the commanding general of GHQ Aviation, which on 20 June 1941, became the Air Force Combat Command. Their districts were roughly coterminous with the new Defense Commands, and the commanding general of the Air Force Combat Command was made responsible for "the aviation and air defense portions of defense plans for Defense Commands."[23] In December 1941 it was decided that the antiaircraft artillery of any Air District should be under the control of the commanding officer of the Air Interceptor Command of that district, and therefore under the commanding general of the Air Force Combat Command.[24]
The principle was established that, in case of attack or threatened attack, the control of all ground and air forces of any theater came under the control of the commander of the theater.[25] This meant that between July 1941 and 9 March 1942 these forces came under the supreme command of GHQ to the extent that defense commands and bases in the Atlantic and on the continent were made theaters of operations.
The necessity of manning the new defense outposts, reinforcing the Canal Zone and the Philippines, and, after Pearl Harbor, the Eastern and Western Defense Commands, which were converted on 14 and 20 December, respectively, into theaters,[26] by extending still further the
thin line of trained officers and troops, reduced by that many the number available as cadres for training the million and more inductees pouring in from the reception centers.
Meanwhile the military program complicated by the necessity, was more and more widely felt, to prepare our armed forces to take the offensive. Partly to gain time, partly in order not to outrun the support of public opinion, the watchword of American public policy in 1940-41 was "Defense." But the position of the War Department, at least in its doctrine and plan, was that the best defense is the offensive.[27] It was the settled policy of the nation to crush attack far from our shores, and the organization and plans set up within the framework of the National Defense Act of 1920 contemplated another American Expeditionary Force, which another World War would require. In 1940-41 it seemed that the United States and its armed forces had in hand all they could do to carry out in time measures required to repel the attack that might come simultaneously from the West and the East if England went under. But at the same time plans had to be made to take the offensive, if and when the need and the opportunity came.
Such an accumulation of demands put enormous strains on the existing organization of the War Department and the Army and led to certain modifications in it, not only the creation of the Defense Commands within and outside the United States, but certain changes at the top of the organizational structure, which will be mentioned later. Another factor combined with those named to call in question the dependence of the Army
on the existing organization of arms and services for its "developmental" functions.
This factor was the rapid progress of mechanization, and its applications to the art of warfare. The pace was set by Germany, whose army, highly trained in the tactical use of new weapons and equipment, ours might have to meet in short order. War, having begun, was having its usual accelerative effect. In the face of danger, the technological and productive inventiveness of the United States was mobilized and concentrated on military problems. Under war pressure technological progress tended more than ever to proceed in spurts, of which advantage had to be taken at once, to match or anticipate exploitation by the enemy. Weapons, ammunition and equipment, and the training of troops to employ them were subject to frequent and radical changes. A military organization that could meet these promptly and effectively was needed.
A more important consequence for the War Department was that specialization was intensified. The existing organization of combat arms, based on the foot-soldier, the horse, the mobile gun for field use, and the fixed gun for coast defense, was quickly overtaxed. New "arms" and branches were developing around new weapons. The Air Corps had already been organized, and was aspiring to become a separate force, operating in its own element.[28] An Armored Force was organized 10 July 1940 to combine efforts that had been developing in the Infantry and Cavalry branches.[29] To stop the tanks which the
Armored Force was developing, experimentation with tank destroyers was going on in the Infantry and Field Artillery branches and on 1 December 1941 was concentrated in a Tank Destroyer Tactical and Firing Center at Fort George G. Meade, Maryland.[30] Meanwhile, experimentation with antiaircraft weapons and tactics was being pushed forward in the Coast Artillery Corps, which had traditionally been concerned with coastal defense.
As soon as it was clear that an offensive might be necessary, the prospective field of employment for the armed forces of the United States became global, and the necessity for other types of special training, cutting across the spheres of the established arm, had to be met. The climate of the territory to be occupied ranged from arctic to tropical. It included mountains, tundras, deserts and jungles. To prepare units for combat, provision had to be made not only for hardening the troops, but for baking and freezing them, and equipping them to operate in an extreme variety of terrains. Denied friendly ports and beachheads, it became necessary not only to give this training at home, but also to make the preparations and give the training necessary to land the troops and their supplies on hostile shores. The new army would have to be made amphibious. Provision also had to be made for organizing and training them to be flown through the air and landed or dropped behind enemy lines. Furthermore, all troops had to be specially trained to work with friendly air forces and defend themselves against those of the enemy.[31]
The tendency to specialization not only called for closer central planning and coordination in the War Department: if not controlled wisely it could endanger the tactical integration and flexibility of the field forces. Mechanization and complex equipment made specialized training necessary. But "blitz" warfare required, with equally critical insistence, the welding of troops and troop units and the commands that employed them into cohesive forms of combat power. This called for the closest possible command and staff planning and coordination, and for intensive combined-arms training, to produce flexible and hard-hitting teams.
Two major problems were thus presented in connection with the organization by arms. One was to clear the way for new developments based on new weapons; the other was to keep specialization under control; more precisely, to find the level at which the integration of arms and specialties would deliver the maximum effective power of combined arms. The combat arms of the American Army presented difficulties for the solution of both problems. As organized, they did not correspond to the new pattern of military technology. On the other hand, with their influence over officer personnel, exercised through schools and promotions, they had developed, together with a desirable branch esprit, an aggressive and somewhat jealous branch spirit, which the new quasi-arms now developing tended to emulate. Their whole momentum was directed towards a specialization and exclusiveness that might endanger tactical efficiency. Finally, their position with reference to the General Staff was not clearly defined, so that it was difficult to bring the arms and services into effective coordination under plans made by that staff. The question confronting the Army was fundamental—
indeed, it was a basic question of modern civilization: how far could specialization based on machines and techniques be carried without impairing the versatility and initiative of individuals and tactical units qualities of vital importance to an organization such as the Army whose effectiveness largely depends on the availability of interchangeable parts? The problem of coordination and the most effective combination of arms could be met in a crisis, even in the training phase, only by command decisions.[32] In the crisis of 1940-41, it began to be felt by many that the organization of the United States Army on the traditional basis of powerful arms and services was obsolete and obstructive.
The events and tendencies just reviewed threw upon the War Department a task of staggering complexity and magnitude, which had to be executed with all possible speed. Certain needs were clearly indicated: (1) centralization of authority at the highest practicable levels of policy-making, to make coordination effective; (2) a type of training that would build coordination into the habits of soldiers and troop units; (3) quick action; (4) the widest possible decentralization of operative responsibility, to clear the desks of General Marshall and his immediate advisers.
Changes in the Organization of the High Army Command 1940-41
The first step in the decentralization of the high command had been taken when the responsibility for training the field forces in the United States was devolved on the "nucleus of GHQ" created on 26 July 1940. General McNair, acting in the name of General Marshall as Commanding
General of the Field Forces, proceeded with the execution of a program for the tactical training of an Army whose aggregate enlisted strength increased from 243,095 in July 1940[33] to approximately 2,000,000 in March 1942.[34] The program of training was prepared under the supervision of G-3, War Department, but with General McNair and his staff exercising a strong influence on the plans adopted and the decisions made. It culminated in the great maneuvers in the summer and fall of 1941 which brought the four armies into the field,[35] and was designed to test the teamwork of combined aims that had been built up as well as the combat readiness of the troops.
A further step in decentralization was taken on 3 July 1941 when GHQ was designated as the operational headquarters of the Army. This action was taken under the impetus of a group of officers led by Brigadier General Harry J. Malony, who were convinced that quick and effective action had become critically imperative. What the War Department needed, in their view, was "a spark plug" to speed up action—more precisely, a command post in the War Department with responsibility for prompt decisions and expedited action on war plans.[36] In the over burdened General Staff, responsibility was being evaded "under the cloak
of concurrences," and the Chief of Staff was being overtaxed. The immediate task looming up was the organization and control of the overseas bases which had been acquired by the destroyer-base deal with Great Britain. Immediately behind this was the task of preparing these bases to be used as springboards for offensive action regarded as inevitable by a group which included General McNair.[37] On 24 June 1941 General Marshall assigned General Malony and five carefully selected officers from the War Plans Division to General McNair's staff and General Malony was made General McNair's Deputy Chief of Staff.[38]
The first of the new tasks of GHQ was to prepare theater plans for the recently acquired overseas bases and defense commands. GHQ was then given control of these, one after the other, and after Pearl Harbor, of the Western and Eastern Defense Commands of the United States.[39] It looked as if GHQ were being groomed for the task contemplated for it by the Harbord Board in 1921, namely, as the headquarters of the United States forces overseas.
Plans for More Effective Organization
Decentralization to GHQ of the double responsibility for training and operations did not prove to be the solution for the problems confronting the War Department. The difficulties of the scheme were momentarily obscured by the dispatch and efficiency with which GHQ conducted its business.[40] But a fundamental issue was raised almost at once when GHQ requested control of supply as necessary to the effective operation of a proposed defense command in the North Atlantic, pointing out that "control of supply is an essential function of command."[41] In the existing organization logistical control was divided between the G-4 Division of the General Staff, the services, and the corps areas. When General McNair's request was not granted, he suggested that control of supplies be consolidated in a single Zone of Interior command modeled on the Services of Supply of 1918. In the discussion that followed GHQ took the position that the principle of command required that that headquarters be invested with full control of all means necessary to the performance of its mission as an operational headquarters. This meant control not only of supply but of the air forces required by theater plans. Despite acceptance of the principle of singleness of command as far as individual theaters of operations were concerned, full command powers were not vested in GHQ. The opposing argument, pressed home by the Army Air Forces, was that to give GHQ effective command of theaters of operation would mean giving
it powers which would place it above the War Department.[42] This argument would probably have carried less weight if GHQ had, in accordance with the old mobilization plan, passed into the field as the headquarters of a single principal theater. But it became evident, even before Pearl Harbor, that the field forces, if engaged, would fight in a number of different theaters, and that GHQ would remain in Washington. Located in Washington, a compact headquarters operating with conspicuous efficiency, it was acquiring a prestige and powers which rivaled those of the General Staff.
Again, however efficient in the discharge of its missions, GHQ could not solve the problem of coordinating and controlling the arms and services.
One of these arms, the Air Corps, had on 20 June 1941 become the Army Air Forces, with a complete staff. Before this date air tactical units, under the name of GHQ aviation, had been trained under GHQ, but General McNair had not taken an active role in supervising their training. After 20 June 1941 this supervision passed entirely into the hands of General Arnold as Chief of the Army Air Forces. Thenceforth GHQ, as a training headquarters, came to be recognized clearly as the training headquarters of the ground forces.
The regulation establishing the Army Air Forces confined its control of air operations to the units training in the United States. But when new overseas commands were set up under GHQ the Army Air Forces assumed an active role in making and pressing theater air plans, and through its Air
Forces Combat Command sought to obtain a share of control over the air units assigned to theaters.[43]
In the discussion of the War Department and high army command precipitated by General McNair's request for the grant of more authority to GHQ, two plans contended for favor. One was to strengthen GHQ, making it indeed the command post of General Marshall, the agency for quick action, in the War Department. The other was a plan of radical reorganization, first put forward in August 1941. Until late November the proposal to strengthen GHQ was supported, though not too vigorously, by the War Plans Division. In November 1941; the Army Air Forces, in a memorandum setting forth the "precious attributes of airpower," and reaffirming the objections to GHQ, put itself strongly behind the plan of reorganization. On 25 November the Chief of Staff ordered this plan to be placed on the drafting board.[44]
GHQ was still to reach the peak of its activities. On 5 December 1941 the staff was organized more effectively to perform its dual function, with Brigadier General Mark W. Clark as Deputy Chief of Staff for Training, Brigadier General Malony as Deputy Chief of Staff for Operations, and a G-5, or training section added to the staff;[45]and in the emergency after Pearl Harbor it was given control of all bases and defense commands, except in the Pacific, where the Hawaiian and
Philippine Departments remained directly under the War Department. But it never supervised an active theater.
The alternative course was followed, that of reorganizing the War Department and the high command of the Army. The plan first proposed in August 1941, as revised by an ad hoc Executive Committee, was put into effect on 9 March 1942. GHQ was abolished. Theaters of operations and the four Defense Commands of the continental United States were put under the direct control of the War Department General Staff. The planning for theaters that had been delegated to GHQ was restored to the War Plans Division of that staff. Keeping top control in the War Department, the General Staff, and in General Marshall as Chief of Staff, the reorganization delegated the Zone of Interior functions of the War Department to three new major commands, the Army Ground Forces, the Army Air Forces, and the Services of Supply. The arms and services were subordinated to these commands. Two of the seven combat arms, the Engineers and the Signal Corps, were combined with the Services of Supply, under General Somervell. One, the air arm, was left in the Army Air Force, which now became a major command, under General Arnold. The four remaining combat arms, Infantry, Cavalry, Field Artillery, and Coast Artillery, together with the Armored Force, were combined in the Army Ground Forces. General McNair, as Commanding General of the Army Ground Forces, became their chief. He was thus invested with full authority to perform the mission which had fallen to GHQ—the intensive preparation of the ground forces for combat.[46]
[1] Report of the Secretary of War to the President, 1940, pp. 26-27. The enlisted strength is given in round thousands, and does not include some six thousand Philippine Scouts.
[2] Annual Report of the Chief of the National Guard Bureau, 1940, p. 6.
[3] Ibid.
[4] Report of the Secretary of War to the President, 1940, p. 40.
[5] WD ltr OCofS, 9 August 1942, Subject: "Establishment of the Field Armies."
[6] A brief history of the Second, Third and Fourth Armies in the period preceding mobilization will be found in the Histories of these three armies in Studies in the History of the Army Ground Forces, Part III, Nos. 1, 2 and 3. The composition of the four field armies on the eve of mobilization (June 1940) was as follows: (To be filled in from Army Histories when available.)
[7] The purpose in view was fully explained by Gen. MacArthur. "... heretofore, the War Department has never been linked to fight-elements by that network of command and staff necessary to permit the unified tactical functioning of the American Army." Before the first World War "the military force then existing was conceived of and administered as a collection of infantry, cavalry and artillery regiments." By establishing the "skeletonized army group on a satisfactory basis," and by decentralizing certain responsibilities to army commanders Gen. MacArthur believed that the War Department was "providing a suitable framework for the assimilation of the thousands of recruits who will, almost simultaneously with the declaration of war, volunteer for service with the colors." Without the constitution of authority for the segregation and disposition of this influx, the effect would be to swamp and immobilize existing units with organizational and training detail, "The four Field Army organizations ... constitutes a logical and definite basis for initial expansion." Ltr WD, OCofS to the OG's, the four Field Armies, 22 October 1932, Subjects "Development of the Four Field Armies."
[8] The replacement training centers were not set up until the spring of 1941, and their output was never sufficient for the purpose stated. From the beginning, many of the fillers went directly to tactical units and received in these their training in Mobilization Training Programs which were programs for basic training in the various arms and services. In the actual process of expansion the tactical unit became the school of the individual soldier.
[9] The deliberations and report of this board will be found in Historical Documents Relating to the Reorganization Plans of the War Department and to the Present National Defense Act (1927) pp. 568-648.
[10] Preliminary Report of Committee on "Nucleus for General Headquarters in the Field in the Event of Mobilization," 11 July 1921, especially par 9; Sec IV, par 15, G.O. No.__, WD, Aug ___, 1921. Ibid, pp. 571 ff and 646.
[11] Ibid, p. 576.
[12] Biennial Report of the Chief of Staff, USA, 1941, pp. 3-4.
[13] The best and most authoritative review of these can be found in the Report just noted.
[14] WD ltr AG 320.2(7-25-40)M(Ret)M-OCS, 26 July 1940.
[15] The directive stated that the jurisdiction of GHQ was to be "similar to that of Army Commanders."
[16] The reason given for the activation of GHQ was "to decentralize the activities of the War Department," assisting Gen. Marshall "in his capacity as Commanding General of the Field Forces."
[17] 17. Corrected WD ltr AG 320.2(9-27-40)M-C, 3 October 1940, Subject: "Organization, Training and Administration of the Army." In GHQ Records 320.2/8.
[18] WD ltr AG 320.2(10-14-40)M-C-M, 19 October 1940, Subject: "Organization, Training and Administration of the Army." In GHQ Records 320.2/8.
[19] 3d Ind., 16 September 1940, to Memo of G-3, WDGS, for the CofS, 19 July 1940.
[20] History of General Headquarters, United States Army, 1940-42, (S); Studies in the History of the Army Ground Forces, No. 1.
[21] WD ltr AG 320.2(2-28-41)M-WPD-M to CG' s, CofS, GHQ, etc, 17 March 1941, Subject: "Defense Plans—Continental United States," with attached charts. In GHQ Records 320.2/158/2.
[22] See Chap III, "Command and Planning Activities of GHQ, USA, 3 July 1941-9 March 1942," History of GHQ, USA, 1940-42 (S), pp. 34-46.
[23] WD ltr AG 320.2(2-28-41)M-WPD-M to CG's, CofS, GHQ, 17 March 1941, Subject: "Defense Plans—Continental United States," with attached charts. In GHQ Records 320.2/158/2.
[24] History of GHQ, USA (S), pp. 26-27.
[25] Ibid.
[26] (1) Telegram (S) to CG, WDC, 14 December 1941, signed "Marshall, Official, Hyssong." In 320.2/34 WDC Strength (S), TAGO Records. (2) WD ltr AG 371(12-19-41)MSC-E-M(C), 20 December 1941, Subject: "Creation of ETO." In 371(12-19-41)(S), TAGO(Classified) Records.
[27] The War Department's over-all strategy designated as the primary task of the Army the building of "large land and air forces for major offensive operations." Rainbow 5, Sec IV, par 15. In OPD Records (S).
[28] It was recognized as an autonomous "force" in AR 95-5, 20 June 1941. At the same time, Gen Arnold, Chief of the AAF, became DCofS for Air, and an Asst Sec of War for Air was appointed.
[29] "The Armored Force under GHQ," History of GHQ, USA (S), Chap V, pp. 86-110; History of the Armored Force (C), pp. 1-17. Studies in the History of the AGF, Part I, No. 1, Part III, No.7.
[30] WD ltr AG 320.2(11-5-41)MR-MC to CO, TDT&FC, 27 November 1941, Subject: "Organization of Tank Destroyer Tactical and Firing Center." In GHQ Records 320.2/736. For background see Chap VI, History of GHQ, (S).
[31] For a survey of the problems and progress of specialization before 9 March 1942, see Chaps V-IX inclusive, History of GHQ, USA (S), pp. 86-170
[32] For the views of Gen McNair as CofS, GHQ, see "General Proficiency vs Specialization in the New Army," History of GHQ, USA (S), pp. 56-8.
[33] Report of the Secretary of War to the President, 1940, p. 29. This is the total, exclusive of the Philippine Scouts.
[34] Biennial Report of the Chief of Staff, USA to the Secretary of War, 1943, Chart 2.
[35] See "The GHQ-directed Maneuvers, 1941," History of GHQ, USA (S), pp. 63-69.
[36] "The Point of View of GHQ on Reorganization," ibid, (S), pp. 191-3.
[37] "Outside hemispherical and U. S. defense, our military effort should be offensive as exclusively as possible," he wrote in November 1941. Memo for the ACofS, WPD, 8 November 1941, Subject: "U. S. Token Force, ABC-1." Copy in GHQ Records 381 R-5/13(S). Even after Pearl Harbor he advocated reduction of defensive forces to the minimum, regarding the occupation of Iceland as "a dispersion of forces ... We must take the offensive in our own way, in our own theater, with the greatest possible force, and at the earliest practicable time." Memo for the CG, FF, 15 January 1942. In WPD 4511-49(S). OPD Records.
[38] Quarterly Report of Planning and Operations Activities GHQ, to include 10 September 1941. Copy in GHQ Records 320.2/1(S).
[39] "Command and Planning Activities of GHQ, USA, 3 July 1941-9 March 1942," History of GHQ, USA (S), pp. 34-46.
[40] History of GHQ, USA (S), pp. 37-9.
[41] Memo for the CofS, USA from CofS, GHQ, 25 July 1941, Subject: "Defense Commands." In WPD 4558(S), OPD Records.
[42] Par 7, Memo for the ACofS, WPD from the CofAAF, 24 October 1941, Subject: "Functions, Responsibilities and Authority of GHQ." In WPD 4558, OPD Records (S). The whole discussion is reviewed in History of GHQ (S), pp. 178-88.
[43] History of GHQ (S), pp. 180-188.
[44] (1) Memo for the CofS, USA from the CofAAF, November 1941, Subject: "Reorganization of the War Department." WPD 4614 (S), OPD Records. (2) Memo OCS 21278-6 for the ACofS, WPD, 25 November 1941.
[45] History of GHQ (S), pp. 42 ff.
[46] Circular No. 59, WD, 2 March 1942.
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Last updated 3 May 2005


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On Wed, 16 Jul 2003, Joe Doran wrote:
> Here is a neat question. I have a peace of software that grabs a
> flat file from a web server every so many hours and stores the data in
> memory. So I put it in m0n0wall for a test. The data is grabbed from an
> internal web server on the LAN side, but it cannot connect to the LAN
> web server, but if I go out on the WAN side to get the data, it works.
You'll have to be more specific. How can you go "out on the WAN side" to
the same server, or are those different servers? Is this one of those
cases where you're relying on NAT redirection to make the webserver appear
to have a different IP address to teh world?
> Now I tried ping both the LAN side, and then WAN side from m0n0walls
> internal ping program, and everything seams to work.
Pinging what? The m0n0wall's own interfaces? Some other server in each
Fred Wright


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BEIJING/STOCKHOLM – China has almost doubled its weapons exports in the past five years, a military think tank said Monday, as the world's third-largest weapons exporter pours capital into developing an advanced arms manufacturing industry.
In 2011 to 2015, China's arms imports fell 25 percent compared with the previous five year period, signaling a growing confidence in the country's homegrown weaponry despite areas of weakness, the Stockholm International Peace Research Institute (SIPRI) said in a report on global arms transfers.
Chinese exports of major arms, which excludes most light weaponry, grew by 88 percent in 2011-2015 compared to the earlier five-year time frame, SIPRI said.
The country still accounted for only 5.9 percent of global arms exports from 2011-2015, well behind the United States and Russia, by far the world's two largest arms exporters.
"The Chinese until ten years ago were only able to offer low-tech equipment. That has changed," said Siemon Wezeman of the SIPRI arms spending program. "The equipment that they produce is much more highly advanced than ten years ago, and attracts interest from some of the bigger markets."
China has invested billions developing its homegrown weapons industry to support its growing maritime ambitions in the South China Sea and the Indian Ocean, and also with an eye toward foreign markets for its comparatively low-cost technology. Its total military budget in 2015 was 886.9 billion yuan ($141.45 billion), up 10 percent from a year earlier.
The U.S. and Russia saw weapons exports grow by 27 percent and 28 percent respectively, while exports of major arms by France and Germany, the fourth and fifth largest weapons exporters, fell over the same period.
Most of China's arms sales went to countries in Asia and Oceania, the report found, with Pakistan accounting for 35 percent, followed by Bangladesh and Myanmar.
Pakistan is a key Chinese ally, and close military ties between the two countries has sometimes stoked tensions with neighboring India, which is seeking to boost its own homegrown weapons industry. India remains by far the biggest importer of major arms, accounting for 14 percent of the total; twice as much as second-placed Saudi Arabia and three times as much as China.
China still needs to import weapons including large transport aircraft, helicopters as well as engines for aircraft, vehicles and ships, according to the report. It signed deals in 2015 to buy air defense systems and two dozen combat jets from Russia, its largest arms supplier.
The report also noted that the overall global transfer of major arms has risen in recent years, with the United States increasing its dominance of the trade, while the flow of weaponry to Africa, Asia and the Middle East has also increased.
The volume of international transfers of major weapons — including sales and donations — was 14 percent higher in 2011-2015 than over the five previous years, with the U.S. and Russia doing most of the exporting.
Aside from China, the biggest importers were India, Saudi Arabia, China and the United Arab Emirates.
The authors of the report singled out the conflict in Yemen, where a Saudi-led coalition is backing the government against Iran-supported Shiite Houthi rebels.
"A coalition of Arab states is putting mainly U.S.- and European-sourced advanced arms into use in Yemen," Wezeman said in the report.
The United States has sold or donated major arms to a diverse range of recipients across the globe, the report said.
"As regional conflicts and tensions continue to mount, the USA remains the leading global arms supplier by a significant margin," said Aude Fleurant, director of the SIPRI Arms and Military Expenditure Program.
"The USA has sold or donated major arms to at least 96 states in the past five years, and the U.S. arms industry has large outstanding export orders," including for over 600 F-35 combat aircraft, said Fleurant.
The biggest chunk of U.S. major arms, 41 percent, went into Saudi Arabia and the rest of the Middle East.
"Despite low oil prices, large deliveries of arms to the Middle East are scheduled to continue as part of contracts signed in the past five years," Wezeman added.
Russia remains in second place on the SIPRI exporters list, with its share of the total up three points to 25 percent, though the levels dropped in 2014 and 2015 — coinciding with Western sanctions against Moscow over the Ukraine conflict.
India took the largest chunk of Russian weaponry and SIPRI also listed pro-Moscow rebels in Ukraine among the recipients.
The overall transfer of arms has been upwards this century after a relative drop in the previous 20 years.


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Norpro Stainless Steel Penguin Cocktail Shaker
The Stainless Steel Penguin Cocktail Shaker from Norpro is a fresh interpretation of a whimsical 1930s-era design. Elegant and essential forthose who love to entertain, this premiere quality piece of barware is forged of 18/8 stainless steel and features a built-in strainer.
Vintage steel medical cart re-purposed as a medicinal bar of sorts.Added 7 Years Ago from Fusionfurnituregallery
This is so funny! This is for anyone who goes to the gas station to buy a 40 and puts it in a brown paper bag!


text:
Which brings us back to the main point of this post: How to Wash Your Hands. Wash your hands before and after preparing food, after using the toilet, and any time they are grossly contaminated. (In between, use pump-action alcohol-based hand-sanitizer.) The single best way to prevent the flu is to wash your hands. But not everyone knows how to do it. Here's how:Link
1) Turn on the water and get it to a temperature you like.
2) Lather up using soap. (Soap does not kill germs. A bar of soap is a great medium for growing germs. The surfactant action of soap helps the running water flush the germs away. That's how it works. It's purely mechanical. Antibacterial soap is a waste of time and money, and just helps breed antibiotic-resistant bugs.)
3) Rub your hands vigorously together, paying special attention to the fingernails, getting up onto the wrists, for as long as it takes you to sing one stanza of The Star Spangled Banner or two verses of Little Mattie Groves.
4) Rinse off the soap with the running water.
5) Dry your hands with a paper towel.
6) Use the expended paper towel to turn off the water.


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On 8/17/05, Peter Parnièan <peter at procad dot sk> wrote:
> Hi Kerem,
> pls. could u send more info about your settings (or just few steps how to
> set up..).
> Im really interested in this solution.
Just follow the PPTP instructions in the docbook, it sets you up with
PPTP IP's on your LAN which is what you need for this.


text: Surprising Cleaning New Uses Facebook Pinterest Twitter Print Mail Save Left Arrow Right Arrow Photo by Anita Calero Left Arrow Right Arrow 77 of 101 Grid View See All Vinegar as Coffeemaker Cleaner Clean a coffeemaker or a tea kettle by making a pot using a mixture of water and vinegar. Follow with several cycles of water to rinse. Start


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Senator Seward, Assemblyman Lopez and Schoharie County Officials Call Upon The Governor To Rescind New Driver's License Policy
October 1, 2007
On Monday, October 1, Senator James L. Seward (R,C,I – Milford) and Assemblyman Pete Lopez (R,C,I – Schoharie) joined County Sheriff John Bates and other officials in calling upon Governor Spitzer to rescind his policy change that will allow illegal immigrants to obtain driver's licenses in New York. "The governor's action – again trying an end run around the legislature – would seriously place every New Yorker at risk and dramatically compromise our security," Seward said. "And it's not fair to the thousands of immigrants who played by the rules and became part of our society legally." "We need to have open debate and discussion about this issue before we can possibly allow these changes to occur," Lopez said. "Not only does this Administrative Policy Change directly contradict measures that will be put in place by the Federal Real ID Act, but it will allow possible foreign terrorists to obtain the right to travel throughout our country, and that is unacceptable." Last week the governor rescinded an Executive Order issued in 2002 that required all applicants seeking a New York State drivers license to show a valid Social Security card which proves they are citizens of the United States. These representatives of the people point out that Spitzer's policy creates dangerous loopholes in state motor vehicle regulations that allow anyone to apply and receive a driver's license regardless of citizenship status. Furthermore, this new policy may violate the Federal Real ID Act and could make a state driver's license an unacceptable form of proof of citizenship at our nation's borders. "A valid New York State Driver's License currently is a universally acceptable form of identification," said Schoharie County Sheriff John Bates. "It is accepted because of the stringent requirements to obtain one. Weakening those requirements compromises the integrity of our system and makes law enforcement efforts more difficult." "The man we thought we elected is not the man we got," said John Radliff, Schoharie County Dairy Farmer. "The people of New York deserve better than this."


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Fontana powers up for JetHawks
No. 11 Astros prospect collects four hits, four RBIs in rout
By Josh Jackson / Special to MLB.com | June 30, 2013 9:23 PM ET
California League pitchers, take notice: Nolan Fontana is getting back into the swing of things.
The Astros' No. 11 prospect was 4-for-6 with two doubles and four RBIs in Class A Advanced Lancaster's 17-3 rout of Rancho Cucamonga on Sunday.
"I was just trying to do the same thing as every day -- stick to my approach, get good pitches to hit and capitalize on those mistakes that pitchers make," he said.
Houston drafted Fontana out of the University of Florida in the second round last year, and he played 49 games with Class A Lexington. This season, Fontana had been hitting .317 before being sidelined with a wrist injury from May 15 to June 3, and he admitted he'd faced an adjustment since returning from the disabled list. The 22-year-old native of Winter Gardens, Fla. saw his batting average dip to .271 before his four-hit performance.
"When you take some time away from the game, it always takes a little bit to get the feel for things again," he said. "But I feel like things are moving in the right direction."
Fontana enjoyed facing two-time Major League All-Star Ted Lilly, but he didn't have success against him in his first two at-bats. Lilly was pitching for the first time since June 4, when a neck strain sent him to the disabled list. The southpaw struck out the left-handed hitting shortstop in the first and got him to bounce to second base in the second.
"He made a couple of great pitches, and you've just got to tip your cap," Fontana said.
Two innings later, Fontana laced an RBI double to right off Raydel Sanchez. His two-bagger made it a four-run game. He repeated the trick off Lindsey Caughel in the sixth, plating another couple of runs, and singled against Caughel in the next inning.
"Any time you get some guys in scoring position and do your job, that's big at any point, especially when it's a close game and you're a part of a rally," Fontana said. "The whole team did a good job of not letting up."
With the JetHawks ahead headed into the eighth, 10-2, the Quakes put infielder Pedro Guerrero on the mound. Fontana poked an RBI single through the right side and loaded the bases, which chased Guerrero and led to a grand slam by Andrew Alpin off Scott Wingo -- another infielder.
"It's one of those things," Fontana said. "You've just got to think of it as being another pitcher. Sometimes it might be a little harder to focus, but you've got to take it as seriously as you take any at-bat against anybody else."
Lancaster had 18 hits in the game, and top Astros prospect Delino Deshields Jr. reached base three times, swiped a bag, scored twice and knocked in a run. Brandon Meredith had four hits, four runs scored and two RBIs.
Carl Crawford, out of the Dodgers lineup since June 1 with a right hamstring strain, was 2-for-3 with a run scored in his first rehab game with Rancho Cucamonga.
"Any time you get to play against big leaguers," Fontana said, "it's a fun experience."
Lilly went three innings, giving up four runs on five hits and a two walks. He struck out four. Lilly exited after taking a liner off the shin, but he reportedly wasn't injured.
Josh Jackson is a contributor to MLB.com This story was not subject to the approval of the National Association of Professional Baseball Leagues or its clubs.View More


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Purple Potato Salad
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READY IN: 50mins
Recipe by catxx
Don't let the colour put you off (nor the spelling - I'm Aussie...that's 'color' for some of you!)! This salad looks and tastes beautiful, and comes from Jamie Oliver's vibrant and inspiring book "Jamie's Kitchen". (Prep. time includes cooling time for the potatoes.)
See Discussion:
Ingredients Nutrition
- 6 tablespoons extra virgin olive oil
- 1 to 2 lemon, juice of
- 255 g creme fraiche
- 500 g baby new potatoes
- 500 g purple potatoes
- sea salt
- fresh ground black pepper
- 1 bunch radish, finely sliced
- 1⁄2 cup mint leaf, chopped
- 1⁄2 cup chives, chopped
Directions See How It's Made
- For the dressing: mix together olive oil, lemon juice and creme fraiche.
- Cook the potatoes in plenty of boiling salted water until tender (about 20 mins).
- Drain well.
- When cool enough to handle, rub the skins off with a knife and chop into bite-size pieces.
- Mix with the dressing into the potatoes, add the radishes and herbs, and season well to taste.


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October 13, 2012
Swag on Swag: Led Zeppelin Knows How Good They Were...
To make it as a big rock act in the '70s, letting your ego run wild was practically a requirement. It would come as no surprise that Led Zeppelin have some big egos, but to still have all of that bravado? Now, that's a feat. Via The Guardian:
"There was a Zeppelin swagger, definitely," Jones says drily. "We knew we were good. At our best, we thought we could be a match for any band on the planet. And at our worst, we were better than most of them."
Always so modest, those guys.


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Robert L. Heichberger: Follow the whispers of your heart
I was a shy 9-year-old rural boy from the farm country. Rarely did we have the opportunity to visit the "big city." Whenever we did, it was special.
On one sunny Saturday in May, before the spring planting began, my family and I went to visit my aunt and uncle who had just moved to the North Side of Buffalo.
On that afternoon, my uncle took me for a brief walk around their neighborhood. He pointed to a set of large gray stone buildings on a low hill in the distance. One of the large buildings had a clock tower stately erected at the top. Uncle Fred, pointing to the skyline of impressive buildings, said, "See that hillside over there with all those buildings? That is the University of Buffalo on Main Street. The building with the clock is called Hayes Hall."
I looked with utter awe, and gazed at the impressive sight. My only remark was "Really … A university?!" I knew that a university was something very special. Further, I knew that I probably would never see that sight again. Instinctively, it went through my mind that a university is for really smart kids and rich folks. I just knew that I did not fit into either one of those two categories.
Time moved on, and I so wanted to go to that university. During the ensuing years, dreams began to become reality. I married, and we both became educators and the parents of a son and a daughter.
Exactly 31 years from that time I first saw the university from a distance – again on a bright sunny Saturday afternoon in May – and within the shadow of Hayes Hall with the clock tower in the background, I received the Ph.D. degree. And 28 years after that event, again on a Saturday afternoon in May, our daughter was awarded the M.D. degree with honors from the same University at Buffalo. To be sure, dreams, hopes, reality are the story of possibility.
You know, in life so many things are possible even when you think they are impossible to achieve. Hopes and dreams are the steps on the ladder of possibility. Accomplishment can happen by fanning the tiny inner sparks of hope into flames of achievement.
The truth of the matter is, possibilities are always within reach. You may not be able to develop new skills by osmosis; but every day contains within that day countless opportunities, all dictated by the choices we make, obstacles notwithstanding.
You know, obstacles and problems are opportunities in work clothes. There is hope to every challenge. One cannot let oneself think that it is impossible just because it has never happened. One needs to have a passion for the moments of possibility. I have found that when a great moment knocks, it is often no louder than a whisper. So I have found, keep your eyes focused on your passion and follow the whispers of your heart; there are many folks in one's life who contribute generously to those whispers.
To be sure, there are scores of individuals who contribute, perhaps even unknowingly, to the accomplishments of others. This is so true in my life. We are so reminded, "The things you do for yourself are gone when you are gone, but the things you do for others remain as your legacy."
My thanks to so many generous individuals, including my Uncle Fred, who took me for a walk one sunny Saturday afternoon in May.


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From: "Sasa Stupar" <sasa at stupar dot homelinux dot net>
> --On 18. november 2005 7:32 +0100 Sasa Stupar <sasa at stupar dot homelinux dot net>
>> --On 18. november 2005 0:25 -0600 Lee Sharp <leesharp at hal dash pc dot org> wrote:
>>> From: "Sasa Stupar" <sasa at stupar dot homelinux dot net>
>>>> --On 17. november 2005 18:38 -0500 "Bryan K. Brayton"
>>>> <bryan at sonicburst dot net> wrote:
>>>>> Well, my psychic sense tells me he's running a Pentium 166 Mhz in that
>>>>> deskpro, running on a 66 MHz bus...
>>>>> Strangely, my esp fails me trying to read his NIC manufacturers though
>>>> All three NIC's are Realtek 8139 series.
>>> Well, the CPU is a fairly weak starting point. You are also light on
>>> memory. However, the network cards are the killer. They are the nic
>>> equivalent of a WinModem. All of the "heavy lifting" is done by the
>>> If you bump the memory up to 128 meg, and replace the nics with Intel
>>> http://www.directron.com/8460c.html or
>>> http://www.cmishop.com/store/ShowDetails.asp?txtProductName=nic/pila8472-
>>> bk&txtMfgPartNo=&nCategorySubID=125&txtSiteTrack=pw I would bet your
>>> throughput will go up significantly. Perhaps even double.
>> I was suspecting that the NIC are the issue. I think memory is not since
>> when I look at the system info it shows only 40% of used memory.
> OK. Now I am in the search for NIC. I looked on the link but here I can't
> get those. Can anyone recommend which NIC ( a list) would be adviseable to
> buy.
> I can get the following:
> - Netgear FA311
> - 3com 3C905 series
Intel is widely regarded as the best FreeBSD nics, since they write the
driver for them in house. 3com also is highly regarded, but not as highly
as Intel. Via Rhine chipsets have been reported to be quite good as well.
The Netgear uses it's own chipset, so it will be better than the RealTek,
but not as good as the Intel or the 3com.


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Roberts Funeral Home assisted the family with arrangements. There will be a private service at a lat
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Big Disappointment: Carnival Fantasy Cruise Review by MARMIE55
Overall Member Rating
Big Disappointment
Destination: Eastern Caribbean
Embarkation: Charleston
Food was acceptable. We ate dinner each evening in the Celebrity Dining room. We had anytime seating. If we went in between the 2 assigned seating times, the service was very slow. So we just went about 15 minutes after an assigned time. The food was not fabulous. However I did not go hungry. The food on the Lido deck was fine for lunch. They offered pretty much the same thing every day. I suggest taking advantage of being able to bring a 12 pack of soda on board with you. Cans are $1.95 each. The ice tea and lemonade were the only free cold drinks.
I thought the entertainment left a lot to be desired. We went to the show each More evening. If you did not get there early, the available seats made viewing the stage difficult. The first evening was to be a great send off show. It was lousy and merely an introduction to the entertainment staff. One night was a tribute to the Beatles. It was ok. Another night a juggler, another night a hypnotist. Pretty lame. We did go to see the comedian which was ok, but not great. There was one group called Boardwalk (I think). They were great and we enjoyed listening to them. I really expected games and contests and prizes around the pool. That was very limited and the prize was a plastic repica of a ship. We tried the trivia which was something to do to take up time. We played mini golf a few times. Mostly we had to entertain ourselves by playng ping pong or cards. The pool was very small. I have a 16'x32' pool at home. This one on the ship was smaller. You had to stand in it like a soldier. The water slides were fun.
The biggest disappointment was that our stop in Nassau was cancelled due to a medical emergency. I realize the severity of the problem and the fact that the man needed medical treatment. However, Carnival should have done something to compensate the rest of us. The stop in the Bahamas was the reason why I booked the cruise. When I returned home, I tried calling and emailing Carnival. Their customer service representatives were not at all helpful and flatly refused to discuss any form of compensation. The port of Half Moon Cay was great! Very beautiful. Grand Turk was a disappointment. Don't bother going into town. It was 6 small buildings selling flea market items. There are no resorts on the island. The beach at the dock was pretty nice and the pool at Margaritaville was nice. We had just hoped to get away from the crowds and find something to do. The disembarkation was smooth. We transported our own luggage. Less
Published 06/19/11
Cabin review: 4B Interior
We had an inside cabin with 2 twin beds. The beds were comfortable. Our room was kept very clean. Bathroom was small but fine. No hair dryers were provided. But there was a razor and shampoo. We had to put a towel under our door each night because for some reason the AC seemed to draw cigarette amoke into our room.Read All Interior (4B) Reviews >>
Port and Shore Excursions
Read Cruise Critic's Carnival Fantasy Review >>
Cruising the seas with RC on t...
Amazing Equinox Experience
Great Ship - More to do than I...
Don't have overly high expecta...
Lots of Shenanigans
Lots of winners and few losers...
Not bad for what it is
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Roads will be busy for holiday travel
TAMPA, Fla. (970 WFLA) - AAA predicts more people traveling this holiday weekend than on any other Labor Day weekend since the start of the great recession.
AAA's Mark Jenkins says nearly 35 million Americans, including 1.7 million Floridians will travel 50 or more miles from home.
Also driving the increase in travel, is the fact that consumer spending is up.
More people also tend to travel when this holiday weekend begins in August.
Photo Credit Getty Images


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Important Information for 2014 Test
The Cascade GED Testing Center is now open for computerized testing. The Willow Creek Testing Center is still in transition. Check their website for the schedule and details: https://www.pcc.edu/resources/testing/ged/
PCC offers computer-based GED examinations at the Cascade Campus and Willow Creek GED Testing Centers.
All students may access the adjustable font size (up to 20 point), adjustable color/contrast options (10 settings), or an ergonomic keyboard/mouse without needing to make a formal accommodation request.
Students who have documented disabilities must follow the formal request process outlined below for the following accommodations:
- Extended time
- A distraction-reduced site
- A raised workspace
- A reader (no audio or Braille versions are available)
- A writer to type responses
- A sign language interpreter for directions
Initial Requests:
Here are the steps to receive GED accommodations:
- Create a GEDTS Account. Visit GED.com or call 877.392.6433 (tutorial video available).
- Receive an email confirmation that your account has been created. It will give instructions on how to create a USERNAME and PASSWORD. It will have an active link to reach the registration screen.
- Complete the registration form. Answer the questions (tutorial video is available at http://www.gedtestingservice.com/testers/test-on-computer-tutorials). The last one will ask if you wish accommodations:
- Select NO if you need adjustable font size (up to 20 point), adjustable color/contrast options (10 settings), or an ergonomic keyboard/mouse. You may use these features without going through the formal accommodation request process.
- Select YES if you need extended time (25%, 50%, or 100%), breaks, a calculator for Part 2, a talking calculator, a separate room, a reader, or a scribe. Your registration is suspended and you are notified to wait for an email from GEDTS.
- Receive an email from GEDTS. It provides instructions on how to request accommodations and has a link to the five Accommodation Request form options and Diagnostician Guidelines.
- Complete the Accommodation Request form. Work with your diagnostic professional and include all documentation required (video available).
- Submit the Accommodation Request packet to Wendy Palmer. Aim to submit your request no less than 60 days prior to your desired test date so that you can make corrections if necessary. Send via fax (971.722.4882) or USPS (Sylvania ST 229, P.O. Box 19000, Portland, OR 97280-0990). If the packet is complete, she will send it to GEDTS.
- Receive an email notification from GEDTS. It may take 30 days or longer. The message provides instructions on how to schedule appointments. Accommodations are approved for one year of the decision date. Extensions may be filed with current documentation. You may appeal the decision only if you have additional documentation.
Making an Appointment:
Here are the steps for making an appointment:
- Call the Accommodations Scheduling Office at 800.466.0450 (you cannot schedule an accommodated exam online and accommodations cannot be applied to a test that's already scheduled). A request for a separate room, reader, or scribe can be arranged with a 10 business day notice.
- Pay for your appointment via the on-line system.
Canceling an Appointment:
If you must cancel an appointment, do it by the deadline. You will lose your payment if you do not cancel your appointment by 48 hours and if you are 15 minutes late to your appointment start time.


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Private Jets can cost about five million dollar just for the standard size plane. To book a jet can be about five thousand dollars a trip. This can be expensive especially if you have to go out a hire a pilot with great experience. Private Jets are use a lot of gasoline and you can spend ten thousand dollars on a complete tank refueling. As with any form of transportation, private planes have a huge risk when traveling to an airport. The Jet will have to pass the FAA test, just an inspection on a vehicle. Owners have to be careful to not overload the place with suitcases which can weigh the plan down. Just to make sure things are right every owner should read over the rules and regulations.
In this day and age of heightened security at all the airports of the world, booking a private jet can be not only a delightful way to travel, but it can be convenient and cost-effective. No longer just in the realm of the rich and famous, private jet charters are being used, more and more by large businesses and corporations to, not only, avoid wasted time in airports, but to meet tight schedules in a fast world and conduct business in route. Time is money. Private air charters can be found in all the major airports in an airport and there are aircraft to meet all needs. With speeds in excess of 300 miles per hour and ranges approaching 6000 miles, there are charter jets that can accommodate anywhere from four to over 60 passengers. Private jets offer luxury, comfort, impeccable service and are well equipped with business in mind.
A private airplane is a compact plane with a limited amount of of space. The plane was designed for people who travel often for business. It is known that only the affluent will take a jet instead of waiting for in a airport for the commercial airplane. A private jet can hold anywhere from four to twenty passengers depending on the size of the craft. Travelers in a jet can leave and arrive anytime that is convenient for them. The jets usually arrive a bit earlier to an airport than normal planes because they don't have to stop no more than gas if its a long trip. Just being able to ride in a private jet just gives you a higher status since everyone can't afford to ride in one.
ركوب علي الطيز, صور لزب رجل طويله, صورالجماع الحيوانات, ولاية هافر دي جراس, فديوهات اكثر وقت نيك, "الحصول على موردين عن طريق الانترنت", حيوانات تضاجع, زب وكس بس, مطار مينيتا سان خوسيه الدولي, أسعار ساعة كارتيه, كساس حاوة, طائره اوكس, ظبر فنان عربي, فديونيك بنت, صور لزب رجال , فيرفيلد, اين توجد مدينه ويتشيتا, مطارات جورجيا, اسعار الاكل في ولاية اوهايو, الينسبورغ واشنطن, rbc ykdl, rbc ykdl, rbc ykdl, rbc ykdl, rbc ykdl, rbc ykdl, رابغ - المملكة العربية السعودية, طلبات السفر الى بوسنه والهرسك, اين تقع مدينه جوبلن في ميزوري, ولاية ونيستا


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So, Charles Barkley Doesn't Wear Pants on the Job
Charles Barkley usually gets attention for what he says, not for what he wears. Or, more precisely, for what he doesn't wear.
Charles Barkley usually gets attention for what he says, not for what he wears. Or, more precisely, for what he doesn't wear.
A school's decision to recite the Pledge of Alliance in Arabic has incited a firestorm of controversy.
Hey, America. You need to relax.
Bad news for adults too lazy to cook and parents of kids who are picky eaters.
Like the rest of America, you're probably fretting over just how to fill out your NCAA Tournament bracket. Well, here's some help from an unexpected source.
Mississippi and Hampton each won First Four games in the 2015 NCAA Men's Basketball Tournament on Tuesday night. The Rebels and the Pirates advanced to first-round games on Thursday.
A frightening scene on a flight headed from the nation's capital is raising eyebrows.
The NCAA men's basketball tournament field of 68 was announced on Sunday evening, meaning everyone at your office is working harder on their brackets than their real jobs today.
For some reason, we develop an attachment to our T-shirts that should be reserved for puppies and expired milk in our fridge that we refuse to throw out.
This kid dreams as big as he plays.


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January Jones Will Star in "The Shuddering"
Hoping the scare the bejeezus out of audiences, January Jones signed on to star in "The Shuddering."
Directed by George Ratliff, the thriller follows a woman who returns to the town where she began experiencing strange visions to try and discover their meaning.
The project will be a nice little jumpstart to her post-"Mad Men" career as shooting begins in this summer after the hit AMC series wraps.
In the meantime, Ms. Jones has another thriller in the works. "Good Kill," is written and directed by Andrew Niccol and follows a family man who questions the ethics of his job as a drone pilot.


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Cutbacks Are Noticeable: Radiance of the Seas Cruise Review by nana2many
Overall Member Rating
Cutbacks Are Noticeable
Destination: Alaska
Embarkation: Vancouver
We arranged our own travel to the port of embarkation, Vancouver. Vancouver is a difficult city to maneuver on your own. Maybe better to book your arrival transportation with the cruise. Check in was a breeze, with very friendly service.
The stateroom was comfortable and roomy. We had a nice view from the window. It was not obstructed. The amenities in the bathroom were non-existent, only a bar of soap and some sort of all purpose gel in the shower. Now that the airlines are being so restrictive on baggage weight, I left all my shampoos and lotions at home and was disappointed that RCCL didn't offer any. No robes either. I was told that RCCL is a "cut above" other cruise lines, but didn't find it to be.
The ship was beautiful and easy to find your way around. No crowding issues.
Dining was delightful. The food and service were excellent. We were at a table for six in a side More room, not the 2-story main part, but found it quite comfortable and the noise level was good. The buffet was huge and very good. There was no trouble finding a table, unless you were holding out for a window view. I wish they would provide trays to carry your food. It is very difficult to balance a soup bowl, salad plate, main dish plate, and silverware all at once. The beverage bars were separate and efficient.
Onboard activities were less than expected. There wasn't much going on, except activities you pay a surcharge for.
Service was excellent. It was by far, the friendliest ship we have ever been on. The staff seemed happy and loving their jobs. We have never had a bad experience with service, but we were genuinely pleased with this crew. Even the Captain, Chief Engineer, etc. were friendly and informative.
Entertainment was good, not exceptional. We enjoyed the production shows. The ship's main band was very good, and so was the cruise director.
Disembarkation was smooth.
I wish our expectations hadn't been so high. So many people we had talked to think RCCL is the best. I found it average. In reading recent reviews of other ships, I realize that they have all undergone cutbacks. Perhaps I wouldn't be as impressed with them now as I was last year. Value for your money is still great on cruises. I will continue to cruise and will consider RCCL for future cruising if the itinerary and price is right. Less
Published 10/06/10
Cabin review: H3568 Large Ocean View Stateroom
Nice room. Not too small. No overhead bunks to smack your head on. Comfy bed. Unobstructed view from window. Closet and drawer space adequate for 7 day cruise. Might be small for a longer cruise. Bathroom was disappointing. No toiletries. Only a bar of soap and all purpose gel dispenser in shower. No lotion, facial soap, shower cap, shoe polishing cloth, etc. I left my stuff home because I knew? they would supply it. I've had better amenities at a Motel 6. I know all cruise lines are looking for ways to cut back, but this really came across as cheap. I couldn't even get what I needed by asking the cabin steward. They were simply not available.Read All Large Ocean View Stateroom (H) Reviews >>
Port and Shore Excursions
Read Cruise Critic's Radiance of the Seas Review >>
Alaska Cruise
LONG Review!
Awesome cruise
Alaska cruise tour
The whole family fell in love ...
First Cruise
Sorry to report
First visit to Habana, Cuba
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Joan and I are really heartened to see that there are so many movements around the world that are about 'making this a kinder and gentler world'.
One that is exciting to us because Brock Tully here in Vancouver has a vibrant branch of this kindness movement, is The World Kindness Movement (WKM) worldkindnessmovement.org. I will quote what it says as the introduction to this site:
"The idea behind the World Kindness Movement (WKM) crystallized at a conference in Tokyo in 1997 when the Small Kindness Movement of Japan brought together like-minded movements from around the world. The WKM was officially launched in Singapore on 18 November 2000 at the 3rd WKM Conference. The mission of the WKM is to inspire individuals towards greater kindness and to connect nations to create a kinder world".
Yeah! This is a movement to get fully behind!
May your days be full of kindness……………….


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Our dreams
It is said that as a man grows old he remembers his youth, as far as his early childhood. It would make sense that the memory does not fade, as it would spare us many troubles.
But never mind.
The oblivion and a memory unveiled bring us many happy moments.
The same is with our dreams. We dream our whole life, despite the fact that we don't live out our dreams. Dreams are meant to help us on difficult paths, bring awareness into them, or simply warn us about the obstacles. Many theories have been set and techniques taught about how to dream and how to remember our dreams. Read more …


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Mid-Hudson Regional Economic Development Council Endorses 21 Projects as Regional Priorities for 2013 Competition
The Mid-Hudson Regional Economic Development Council (MHREDC) today announced that it unanimously voted to endorse 21 projects as regional priorities for this year's round of Governor Andrew M. Cuomo's Regional Council initiative. If awarded funding this fall, the projects have the potential to generate over $572 million in economic activity and the potential to create and retain more than 5,061 full-time jobs as well as create 6,268 construction jobs in the Mid-Hudson Region (Sullivan, Ulster, Dutchess, Orange, Putnam, Rockland and Westchester counties).
"When the Council endorses a project as a Priority Project it sends a strong message to the State that it advances our strategic plan to grow our economy and continue creating much needed jobs in the Mid-Hudson Region. We are pleased that this year the Council received a record number of project applications seeking priority status, as well as a total of more than 380 Consolidated Funding Applications – the most in the state," said MHREDC Co-chairs Dennis Murray, PhD, President of Marist College and Leonard Schleifer, MD, PhD, President & CEO of Regeneron Pharmaceuticals, Inc. "This is one of many indications that the regional council process envisioned by Governor Cuomo when he established the councils in 2011 is helping us to develop a broad-based consensus about the best opportunities to grow the regional economy and recommend to the State how to best allocate limited resources toward those opportunities. We are confident that we have identified those projects that will create jobs and grow the regional economy by turning our Strategic Plan into a reality."
As part of their ongoing efforts to engage the public, earlier this summer the Council issued a call for projects seeking consideration for endorsement and submission as regional priorities for Round III of the Regional Economic Development Council initiative. The MHREDC received 101 priority project proposals from across the region and, after conducting its due diligence and a thorough review, selected several applicants who were invited to provide a full presentation to members of the Regional Council. After 10 hours of presentations and several hours of deliberation, the Council identified 21 projects that had risen to the level of priority project designation.
Each of the Mid Hudson's seven counties are represented, ensuring the diversity and needs of many communities are accounted for. Moreover, the projects advance each of the Council's goals, as contained in the Strategic Plan, thus ensuring each project advances the implementation of the Plan itself.
The following projects have been endorsed by the Council as priority projects:
- Taylor Biomass Energy – The project will create 576 jobs, including 384 construction jobs and will establish the region as a leader in creating clean, renewable energy from organic waste. (Orange)
- 3D Printing Initiative at SUNY New Paltz – SUNY New Paltz will establish the region as a national center where additive manufacturing (3D Printing) technology, design, research and manufacturing takes place. (Ulster)
- White Plains Multimodal TransCenter – A planning project designed to improve the quality and variety of public transportation service options for White Plains and the area localized around the White Plains Metro-North Train Station while realizing the economic development potential of the surrounding area. (Westchester)
- Dutchess County Airport and Business Park – This infrastructure project extends municipal water service to the Dutchess County Airport and Business Park, providing adjacent businesses the opportunity to abandon failing water systems by connecting to this water main extension. This will allow for better economic development in the Business Park. (Dutchess)
- Putnam Hospital Center – The hospital will develop construct and equip a new surgical suite to allow the hospital keep pace with emerging technologies and eliminate the need for Mid-Hudson residents to seek medical care outside of the region. (Putnam)
- Nyack Hospital – The hospital plans to expand and modernize its Emergency Department to expand its capacity to deliver high-quality care in a growing region. (Rockland)
- 5 Scobie Partners – This project will create and retain 230 jobs by remediating and redeveloping vacant, city-owned land to include a 140,000 square foot, state-of-the-art research and development, design, assembly and distribution facility for Hudson Valley Lighting. (Orange)
- City of Newburgh – This infrastructure project will construct utility upgrades including a sewer lift station and a force main connection to the existing sewer system and a watermain connection from the existing water distribution system to support the 5 Scobie Partners project as well as the adjacent city owned and privately owned parcels. (Orange)
- EPT Concord Resort – This project will employ 3,049 construction workers in the creation of a resort community that will include an 18 hole golf course, Casino Resort, harness horse racetrack, grandstand/showroom, simulcast facility, hotels, an RV park, and an entertainment village with a cinema and supporting retail, including restaurants and banquet facilities. When complete, it will support 2,704 new jobs. (Sullivan)
- LTL Local Food Distribution Hub Network – The Network will meet the need for less than trailer load (LTL) freight service to enable transactions between farmers and wholesalers within their local areas while also opening up farmers and food processors to larger New York City, Hudson Valley and Northeastern markets. (Capital and Mid-Hudson Regions)
- Kolmar Labs – This project will enable the company to build a dedicated bulk manufacturing area for dermatological preparations and create 54 new jobs. (Orange)
- Teutonia Buena Vista –This project provides 361 units of housing in the Waterfront District of Yonkers, creates 20 new jobs and 1020 construction jobs, and partners with Yonkers Public Schools to provide internships and job training to high school students. (Westchester)
- Warwick Valley Local Development Corporation Business Park Redevelopment Plan – A planning project to lay out the redevelopment designs for a 130 acre business and technology campus housing incubators, research facilities and light manufacturing on preapproved parcels at the former Mid-Orange Correctional Facility. (Orange)
- Northern Dutchess Hospital – The hospital plans to construct an 81,000 square foot, state-of-the-art Medical Pavilion which will allow it to offer a broader range of complex surgical procedures to patients who often travel to Manhattan for such treatment. (Dutchess)
- Yonkers Downtown – The construction of a public waterfront esplanade along the Hudson River in Yonkers that will create 75 construction jobs and support 114 new jobs. (Westchester)
- Echo Lake Corporate Park –This project involves the construction of new infrastructure providing access to a 200 acre tract of land that will be developed for a 1,500,000 square foot building. (Orange)
- Harbor Square Waterfront Redevelopment – A mixed-use waterfront redevelopment project that will include a waterfront restaurant and a new waterfront park and promenade along the Hudson River. (Westchester)
- Clear Labs Solutions – A newly commissioned, multi-faceted, turn-key contract manufacturing facility will be established at a currently vacant site, creating 200 new jobs. (Putnam)
The Council also designated two projects as priorities for the Opportunity Agenda and one for the Innovation Hot Spots initiative:
- FITT to Grow New York – A flexible, innovative training and technical assistance project in support of the economic and workforce development needs of the City of Peekskill and the Village of Brewster that will provide lessons for region in terms of promoting economic development in distressed communities. (Putnam and Westchester Counties)
- MHREDC Opportunity Area Feasibility Study – A planning project to prepare Strategic Plans/Feasibility Studies into re-purposing obsolete buildings in Peekskill's Opportunity Area and to define a path forward for redevelopment of Brewster's Main Street Corridor. (Putnam and Westchester Counties)
- Mid-Hudson Incubator Hot Spot – Hudson Valley Research Park plans to attract new companies and start up businesses to the Mid-Hudson Region by offering the high tech resources, shared services, small business services and incentives, and academic resources of CGAM, IBM, Marist College, SUNY, and members of the Dutchess County Economic Development Alliance. (Dutchess)
All of the priority projects are subject to the Consolidated Funding Application (CFA) requests and information submitted by the project sponsor to their respective agencies. Applicants who submitted a priority project request, but were not named above, will still have an opportunity to compete for CFA funding. The CFA award announcements will be scheduled for later this year.
About the Regional Councils
The Regional Economic Development Council initiative is a key component of Governor Andrew M. Cuomo's transformative approach to State investment and economic development. The Councils are public-private partnerships composed of local experts and stakeholders from business, academia, local government, and non-governmental organizations. The Regional Councils have redefined the way New York invests in jobs and economic growth by putting in place a community-based, bottom up approach and establishing a competitive process for State resources. As a result of the first two rounds of awards, $1.5 billion in resources have been awarded to support more than 1,400 regionally significant economic development and community revitalization projects that are creating or helping to retain an estimated 75,000 jobs across the Empire State and generating investments to grow the economy. For more information, please visit www.regionalcouncils.ny.gov.