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Improving Iron Status of Children: Potential of Amaranth
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Introduction: Iron deficiency anaemia remains a significant public health challenge. Localized food based approaches may offer a large opportunity to improve lives and address the widespread micronutrient deficiencies such as iron in affected households. Viable solutions where iron rich foods are not readily available may come through diversification approaches using foods such as amaranth grain reported to contain high iron content and good quality protein in conjunction with the use of in-home fortification.
Objectives: To determine the efficacy of maize porridge enriched with amaranth flour on improving diet quality, iron intake and status in children 12-59 months in a semiarid area in Kenya.
Study population: The study population will comprise children aged 12-59 months in Migwani, within the larger Mwingi district, Kenya. Mothers or principal caretakers will be interviewed on behalf of the children. In total, 270 children will be enrolled in the study.
Study design:
The study has a randomized controlled trial design conducted over a period of 4 months/16 weeks.
Treatment/hypothesis: All participating children will be required to take the provided porridge equivalent to 80g of flour 5 days a week for 16 weeks. There will be 3 treatments groups as follows; (1) maize porridge enriched with amaranth grain flour at 70:30 maize/amaranth ratio, (2) maize porridge fortified with a multiple micronutrient powder (MixMe™) and (3) plain maize porridge group. Hypothesis: there will be a significant difference in hemoglobin and iron status between the three groups.
Methods: Blood samples (5ml) will be collected by veni-puncture at baseline and after intervention. Hb concentration, Zinc protoporphyrin (ZnPP) and malaria infection will be assessed in the field. Analyses of serum ferritin, serum transferrin receptor and C-reactive protein (CRP) will be done at the participating laboratories.
Main study parameter/Endpoints: Change in Hb concentration is the primary outcome of this study. Body iron measured by serum ferritin (SF) and serum transferrin receptor (STfR) are the secondary outcome. Iron deficiency will be defined as SF concentration <12 µg/L and tissue iron deficiency will be defined as serum transferrin receptor concentration of >8.3mg/L. Infection will be assessed by raised CRP (>10mg/L) as an indicator of acute inflammation and presence of malaria.
|Anemia Iron Deficiency Anemia
|Dietary Supplement: Maize and Amaranth
|Study Type:
|Study Design:
|Allocation: Randomized
Intervention Model: Parallel Assignment
Masking: Open Label
Primary Purpose: Treatment
|Official Title:
|Improving Iron Status of Children in a Semi-arid Area of Kenya: the Potential of Amaranth Grain Flour
- Hemoglobin [ Time Frame: Start of study (T=0), End of study (T=4months) ]Hemoglobin (g/l)
- Iron Status [ Time Frame: Begin (t=0), End of study (t=4 months) ]Serum Ferritin microgram/l), serum Transferrin Receptor (mg/l)
|Estimated Enrollment:
|Study Start Date:
|October 2010
|Study Completion Date:
|June 2011
|Primary Completion Date:
|June 2011 (Final data collection date for primary outcome measure)
|Assigned Interventions
Experimental: Maize porridge with Amaranth
Maize porridge enriched with amaranth grain flour at 70:30 maize/amaranth ratio (80g/day)
Dietary Supplement: Maize and Amaranth
80g porridge per day, 5 days a week, for 16 weeks (4 months)
Other Name: Mix Me micro-nutrient powder
Active Comparator: Maize flour with multiple micronutrients
Maize porridge fortified with a multiple micronutrient powder (MixMe™)
Dietary Supplement: Maize and Amaranth
80g porridge per day, 5 days a week, for 16 weeks (4 months)
Other Name: Mix Me micro-nutrient powder
Placebo Comparator: Maize Porridge
Plain maize porridge group
Dietary Supplement: Maize and Amaranth
80g porridge per day, 5 days a week, for 16 weeks (4 months)
Other Name: Mix Me micro-nutrient powder
Show Detailed Description
|Ages Eligible for Study:
|12 Months to 59 Months (Child)
|Sexes Eligible for Study:
|Accepts Healthy Volunteers:
Inclusion Criteria:
- Aged 12-59 months at the time of entry into the study
- Resident in village for at least 6-months and the caretaker plans to remain in the area for the next year
- Apparently healthy at the time of entry into the study
Exclusion Criteria:
- Severe anaemia i.e. Hb concentration <70 g/L (See section 5.5)
- Taking iron containing haematinic supplements
- Transfused in the last six months
- Severely undernourished i.e. anthropometric indices <-3 Z score
Please refer to this study by its ClinicalTrials.gov identifier: NCT01224535
|Migwani Area
|Migwani Area, Mwingi District, Kenya
Additional Information:
Publications automatically indexed to this study by ClinicalTrials.gov Identifier (NCT Number):
|Responsible Party:
|Wageningen University
|ClinicalTrials.gov Identifier:
|NCT01224535 History of Changes
|Other Study ID Numbers:
10/15 ( Other Identifier: Wageningen University Ethical Comitee )
|Study First Received:
|October 18, 2010
|Last Updated:
|September 28, 2011
Keywords provided by Wageningen University:
Complementary foods
Food Based approaches
Iron Deficiency anemia
Arid Areas
Additional relevant MeSH terms:
Anemia, Iron-Deficiency
Hematologic Diseases
Anemia, Hypochromic
Iron Metabolism Disorders
Metabolic Diseases
Growth Substances
Physiological Effects of Drugs
ClinicalTrials.gov processed this record on July 19, 2017


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Mental Health
Have Mental Health Questions? Ask a Psychiatrist Online
Hi, I'd like to help you with your questions.
It sounds like you are on the right track with the relationship. But there are some concern over how he is handling the relationship so far. For one, he is in a relationship right now and is also with you twice a week and each weekend. You have been together for 5 weeks. This is something to pay attention to because it could mean that although he is a great guy, he might have a problem with staying faithful. People do meet others outside of their relationship and leave, but if he has done this before (like during his marriage), it may show a pattern you need to be aware of.
It might be a good idea to wait to get to know him better before you to open up emotionally in the relationship. Meet his children, spend time around him with his kids and get a better idea of how he treats his ex, his family and his friends. This will tell you a lot about his character. Also, your idea of taking this slow is good. It is easy to get caught up in the excitement of a new relationship and forget that you want this to be a long term (hopefully forever!) relationship. In order to be sure before you invest yourself, try watching what he does as if you are not involved with him, like an objective observer. It can help you have a more objective view and better judge what you see. This will help you see if he is real and serious about his feelings for you. Also, tell your friends and family about him and let them meet him. They can also help you see things about him that you may not be able to see right now.
Also, see how he handles the problems in his life. When something goes wrong, does he approach the problem by thinking it through or does he fly off the handle and get upset? In other words, is he quick to anger? Here are some other points to be aware of:
Does he seem dependent on others or does he handle his own life responsibly?
How does he seem with his money? Is he too generous, or does he seem unwilling to spend his money even for items that are needed?
Is he always thinking of others or does he talk about himself a lot?
Is he moody or does he seem laid back and easy going?
What attracted you to him? Does he still seem to have this trait and does it seem genuine?
Once you get a better feel of who he is, then you might want to let him know how you feel. The best way to do this is to tell him. Be honest and open. Let him know that as you have gotten to know him, you find you would like a relationship with him. See what he says. If he responds well, you can see if he is willing to have a monogamous relationship. Then let things develop from there.
I hope this helps you,
It sounds like you are looking very thoroughly at this relationship and what you are finding is good.
The stage you are in with your relationship is called the investigatory exchange stage and it typically lasts at least 6 months. This is where the two of you get to know each others lives and found out more about one another. Specifically you learn each others life goals and objectives, likes and dislikes, and beliefs. Although you cannot speed this stage up, you can have a lot of fun with it which will deepen your relationship and draw you closer without seeming to be pushy or too direct.
Here are some resources to help you:
Getting to Know You by Jeanne McSweeney
365 Questions For Couples- Michael J. Beck
The Book of Questions-Gregory Stock Ph.D.
Use these resources as a way to have fun getting closer to each other and making your relationship deeper. The more you can know about each other, the more sure you will be that you are compatible. And it will give you a good foundation to your relationship. Don't try to push the relationship before the two of you are ready. Just be yourself and enjoy each other. If you do that, I think you can count on a good and solid relationship.
Not if both of you are comfortable with meeting them and the reason for meeting them is just casual. You don't want anyone to imply more than that at this point.
You may also want to think about how you would introduce him. If you say he is a friend or boyfriend, how do you feel he would react to either? It might be a good idea for the two of you to talk about it before hand to be sure you have the same expectations. Also, how do you feel your family will react? Will they be friendly, protective of you, or hostile? If they give him a hard time, will he see it as a reason to end the relationship? If you consider these points and feel you can address them to your satisfaction, then it's probably fine.
Hello Sithembile,
It definitely sounds like the two of you are in the honeymoon stage of your relationship. It is ok to enjoy each other during this time. Be aware that you will want to be with your partner all the time and everything will seem perfect. This is the time that couples bond without knowing that much about each other. The attraction to each other takes over and recognizing differences and conflicts is non existent. As long as you are aware that this part of your relationship is temporary (as nice as it would be to stay in it!) and you both will become less intense about each other eventually.
Be careful that you don't push the relationship too hard. By that I mean that you don't try to do everything at once. Meeting each other's families is nice, but keep in mind that the two of you are infatuated with each other. Meeting families means you are committed to each other and you are not yet at that stage. As long as you are aware of that, there is nothing wrong with introducing your boyfriend to your family.
An important factor in your relationship is your boyfriend's current marital status. He may be separated and desperately want out of the marriage, but legally he still is married. Which means all of his assets and decisions will defer to his estranged wife. Until he is legally free from the marriage, he is committing adultery. And that may be used against him during the divorce. It is also a strain on his children because they have not yet had time to process their parents separation so introducing you into the picture may create some resentments and other issues.
To make your relationship work, you need to be aware of these issues and know when to be involved and when not to. Your boyfriend's wife and kids need to be priority until he is officially divorced. Then only his kids should be important. Allow for his need to be with them, maybe with you or maybe without initially. Be supportive but not intrusive. And allow your boyfriend to talk with you about his issues but don't respond by speaking negative about anyone in his life. You just want to be there for him for now.
Thank you ahead of time for your accept!

subset: commoncrawl


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Gettysburg College is one of the "best values" among American private liberal arts colleges, according to Kiplinger's Personal Finance magazine.
Gettysburg is among institutions "that deliver a high-quality education at an affordable price," the magazine reported this fall, when it released its list for 2010-11.
The magazine analyzes data from 600 institutions before choosing 100 liberal arts colleges and 100 private universities with graduate programs. "Our lists exclude schools that do not meet our criteria for academic quality and affordability," the magazine said on its website.
Gettysburg College ranked 57th overall. The magazine said it bases its rankings "on measurable criteria, such as student-faculty ratios, admission rates, on-time graduation rate, sticker price and financial aid. Neither our opinion nor anyone else's affects the calculation." See Gettysburg's statistics.
The Kiplinger Letter, launched in 1923, remains the longest continually published newsletter in the United States. In 1947, Kiplinger's created the nation's first personal finance magazine.
Founded in 1832, Gettysburg College is a highly selective four-year residential college of liberal arts and sciences with a strong academic tradition that includes Rhodes Scholars, a Nobel laureate and other distinguished scholars among its alumni. The college enrolls 2,600 undergraduate students and is located on a 200-acre campus adjacent to the Gettysburg National Military Park in Pennsylvania.
Contact: Jim Hale, senior staff writerPosted: Tue, 9 Nov 2010
Get all the latest news delivered to your inbox or RSS reader:
The Office of Communications and Marketing is looking for stories about Gettysburgians doing great work.
Send your suggestions to email@example.com.


text:
What is the difference between a website that starts with "http://†and one that starts with "https://�
Https: is a secure, encrypted connection. This is what you need to look for whenever you shop on line to be sure that your connection (and information) is safe.If you go to a website that starts ...
Read More »
What is a babys name that starts with f?
fabiola, fabiana, fernanda, franchesca, fransisca, felicita, flor, florianna, faith, felix, fabian, fabio, fiorella, florencia Florence, Felix, Floyd, Francine, Frank
What is a name of a TV Show that starts with s?
What is the name for a spinachlike plant that starts with o?
orach, also called mountain spinach


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The 2016 Agua Bendita Bendito Ilusion One Piece is a bold statment of vivid colors. The One Piece Monokini has halter front and center cut out, removable padding, racerback strappy back, and a ruched rear with a minimal brazilian rear coverage.
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Taxation of LLPs
Taxation of LLPs is governed by the Income Tax Act, 1961, as amended by the Finance Act, 2009 which introduced provisions for the taxation of LLPs (effective from assessment year 1 April 2010 to 31 March 2011):
LLPs shall be taxed in the same manner as partnerships, that is, income of shall be taxed in the hands of the LLP, and remuneration to partners shall be exempted.
The Finance Act made the following changes to the Income-tax Act, 1961:
(i) the word 'partner' would include a partner of an LLP
(ii) 'firm' would include an LLP and
(iii) 'partnership' would include an LLP
Filing tax returns
The designated partner shall sign the income tax return of an LLP, or where, for any unavoidable reason such designated partner is not able to sign the return or where there is no designated partner as such, any partner shall sign the return.
Liability for tax payments in case of liquidation: In case of liquidation of an LLP, every partner will be jointly and severally liable for payment of tax unless he proves that non-recovery cannot be attributed to any gross neglect, misfeasance or breach of duty on his part.
Consequences of filing documents late or violating other provisions of the LLP Act
For defaults/non-compliance on procedural matters such as time limits for filing requirements provisions have been made for charging default fees (on daily basis), say, for example, at the rate of Rs. 100/day after the expiry of the date of filing upto a period of three hundred days. Charging of such default fees would, however, be in addition to any other action or liability under the Act, if the filing is made beyond the expiry of three hundred days.
For any offences under the LLP Act, punishments are provided either:
(i) by way of imposition of fine, or
(ii) by imposition of fine as well as imprisonment of the offender.
Imprisonment has been provided for:
(i) making of a false statement at the time of incorporation of LLP by an person,
(ii) carrying on business of LLP with
a) intent to defraud, or
b) for any fraudulent purposes, and
(iii) making false statements or omitting any material fact with the knowledge that the concerned statement is false or material, in any regulatory filing or return that is prepared as per the Act.
The offences which are punishable with fine only can be compounded by the Central Government, by collecting a sum not exceeding the amount of maximum fine prescribed for the offence.
Note: Address of Registrar and helpline numbers
Office of Registrar (for registration, etc. of LLPs):
3rd Floor, Paryavaran Bhavan, CGO Complex, New Delhi-3.
E-Mail: firstname.lastname@example.com
Ph: 011-66336666


text:
by R. Scott Rodin, MTh, PhDTen years ago I faced a crisis of faith. I'd been raised to believe that there was a pecking order to God's love: our eternal souls first, our physical bodies a distant second, and creation a very distant third. Life and faith were evaluated through this criteria screen, and creation almost always paid the price.What caused me to question this flawed filter was my Trinitarian theology. In considering God's triune nature I reached a point where I could no long … [Read more...]
How the Trinity Changed my Mind on Creation Care
April 30, 2013 by Leave a Comment


text: I rather like the Creative Commons system for copyrights; it's clear, easy to use, and fairly low key. Some recent discussions made me think of how one might easily indicate how to treat one's stuff. What would y'all think of something like this? There are three kinds of stickers (see pic), with a few variants of each (like CC's commercial/non-commercial, by / no-by, share-alike / non-sa). Stick 'em on the thing in question, leave it around, and people can easily tell what you want 'em to do with it. At the moment I mean this as a general idea; whether NB folk would use it or not is a separate question. (FWIW though: NBers are already using NB stickers to mean "hack this, it's ours", AFAICT.) http://www.flickr.com/photos/26792823@N07/3853689665/ - Sai PS Yeah I suck at being pretty. And consider it public domain.


text: Sandy Continues To Disrupt Lives As It Heads West News & Features Audie Cornish , Joe Palca · NPR · Oct 30, 2012 Listen Story audio 2min 28sec Copyright 2017 NPR. Stay Informed The news on your schedule from MPR News Update Email Address* Zip Code MPR News Update AM Edition MPR News Update PM Edition See our Privacy Policy. Must be age 13.


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In hospitals this is passed to the dietitian, who carries out the directions laid down by the physician.
There are many problems that still call for an answer by the chemist and dietitian.
It is this fact, from the point of view of the dietitian, that commends vegetable candy so highly.
dietitian di·e·ti·tian or di·e·ti·cian (dī'ĭ-tĭsh'ən)
A person specializing in dietetics.


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Interim Chelsea manager Rafael Benitez has hit back at Marco Materazzi, calling the former Inter Milan defender "a liar" after he criticised the Spaniard's brief spell in charge of the Italian giants.
Materazzi was quoted by France Football as saying that if he had the choice, he would never appoint Benitez as a manager, that he made players feel like schoolboys and that he had tried to undo everything that had made Inter successful under predecessor Jose Mourinho.
"The Inter that won the treble in 2009-10 was well behaved, hard working, disciplined, knew how to go about things," Materazzi said.
"A great coach, like Jose Mourinho or Lippi, lays down unwritten rules on a squad. But Benitez wanted to have ten or 12 written rules. It was like the highway code or being at school."
Materazzi also said that Benitez had all the photographs at Inter's training ground featuring Mourinho, one of his Chelsea's predecessors who continues to be linked with a return to Stamford Bridge, removed.
But Benitez had no time for Materazzi's account on Tuesday, telling reporters: "He's lying. Marco Materazzi is lying. He's lying, just lying.
"Everything that he said is a lie."
Tuesday's news conference was called, as far as Benitez was concerned, to discuss Chelsea's League Cup semifinal second leg away to Swansea on Wednesday, where the Blues will look to overturn a 2-0 first leg deficit.
And that meant the manager, whose Liverpool links allied to the fact he replaced fans' favourite Roberto di Matteo have seen him repeatedly jeered by Chelsea supporters, was in no mood to talk about reports that current Real Madrid boss Mourinho was in regular contact with the London club's owner, Roman Abramovich.
The Portuguese was a popular, trophy-winning, figure during his time at Stamford Bridge and has long been linked with a return to Chelsea.
However, Benitez said: "In Spain, as in England, we have the same situation: we have a window for football, tactics and Swansea; there is another window for other issues.
"We talk about contracts and other things at the other window. This window is for football and tactics."
Benitez added England left-back Ashley Cole had agreed a one-year contract extension, something both Chelsea and the player confirmed later Tuesday on the European champions' website.
However, doubt remains over the future of two more Chelsea stalwarts in midfielder Frank Lampard and club captain John Terry.
Former England skipper Terry, who has 18 months left on his contract, has made just one brief substitute appearance since suffering a knee injury in the first half of a draw with Liverpool.
Asked if, as a result, the 32-year-old central defender was annoyed, Benitez replied: "No. I think he knows he will need time…He'll be involved in the squad and is an option."
Chelsea's first-leg loss to Premier League rivals Swansea means they must win the second leg against the Welsh club by three clear goals if they are to take the tie on the away goals rule.
However, Benitez said he did not plan to field both Fernando Torres and fellow striker Demba Ba in his starting line-up.
"It's not easy for us to play both at the same time given the quality of the players playing behind," Benitez said. "It's an option for 15 minutes, and we can do it if necessary.
"We have to go there and try to win. Not just 1-0 – we have to do a bit better than that. But we can do it. We have enough quality."


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Frustules globose, ellipsoidal or cylindrical, concatenate, closely joined together.
Here it is usually enclosed in the cephalis and is spherical, ellipsoidal or spheroidal, often flattened almost into a disc.
Thus the cell outline is clearly marked, the nucleus large and spherical or ellipsoidal.
This species being observed alive, showed a transparent central capsule of ellipsoidal form, two-thirds as large as the shell.
Ovoid or ellipsoidal branchlets or receptacles, single or in groups, occur at intervals along the sides of both stem and branches.
Shell composed of four concentric shells, two ellipsoidal cortical shells, and two spherical medullary shells.
Finally the nuclear disc assumes an ellipsoidal form and becomes the nuclear body.
Medullary shell (fig. 9) half as large as the cortical, ellipsoidal and papillate, with regular, circular pores.
Shell composed of two ellipsoidal, cortical, and two spherical medullary shells.
Small animals with ellipsoidal form and about twice as long as broad.


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Dr. Maithel collaborates with a variety of cancer treatment teams to deliver top, multidisciplinary cancer care to Winship patients.
Titles and Roles
- Associate Professor, Division of Surgical Oncology, Department of Surgery
- Emory University School of Medicine
- Research Program
- Discovery and Developmental Therapeutics
Shishir K. Maithel, MD, FACS, is Associate Professor in the Division of Surgical Oncology, Department of Surgery of Emory University School of Medicine. A board certified surgeon, Dr. Maithel's clinical interests include tumors of the liver (metastatic and primary), bile ducts, pancreas, stomach, colon and small intestine. He joined Emory Healthcare in 2009.
Dr. Maithel provided the medical direction and voice-over narration for the "Surgical Anatomy of the Liver" iPad app which is used to teach surgical liver anatomy to trainees nationally and internationally.
Dr. Maithel currently coordinates national efforts for clinical cancer research through his efforts in the Eastern Cooperative Oncology Group as Surgical Co-Chair of the Gastrointestinal Committee. He is a member of the Discovery and Developmental Therapeutics Research Program at Winship Cancer Institute. He also holds memberships with American College of Surgeons, Society for Surgery of the Alimentary Tract, Americas Hepato-Pancreato-Biliary Association, and Society of Surgical Oncology.
Dr. Maithel earned his medical degree at the University of Chicago, Pritzker School of Medicine graduating Alpha Omega Alpha. He completed his internship and residency at Beth Israel Deaconess Medical Center of Harvard Medical School. Before joining Emory, Dr. Maithel completed a fellowship in both surgical oncology and hepatopancreatobiliary surgery at Memorial Sloan-Kettering Cancer Center in New York.
Dr. Maithel has a variety of research interests. He has worked in clinical investigation and outcomes analysis of patients treated for tumors of the liver, biliary tract, pancreas, and stomach. He also leads the translational research program in the Division of Surgical Oncology that focuses on identifying tumor specific molecular biomarkers as predictors of outcome and chemotherapeutic response for tumors of the liver, biliary tract, pancreas, and stomach (including colorectal liver metastases and pancreas cancer).
Dr. Maithel is also the principal investigator on a novel protocol testing the benefit of giving two chemotherapy drugs instead of one after complete resection of pancreatic cancer and is a member and leader of three multi-institutional research consortiums that study tumors of the liver, biliary tract, pancreas, and stomach. He also leads the active research program in the Division of Surgical Oncology aimed at training post-graduate research fellows.
Below is a listing of current federal grants for the above principal investigator.
GrantNumber Title
Dr. Maithel has authored or coauthored over 150 publications and in addition, he serves on the editorial board of the Journal of Surgical Oncology and Annals of Surgical Oncology.
Publications Publication Date
Dr. Maithel has received numerous awards including the Medical Student Research Award and the Department of Surgery Medical Student Award from the University of Chicago as well as the Outstanding Resident Teaching Award and First Place in the Annual Residents' Research Competition from Harvard Medical School. In 2015, he received the Junior Resident Teaching Award from Emory University. He is an alumni member of Alpha Omega Alpha Honorary Medical Society.


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Get an overview of this hotel3-star hotel with restaurant and indoor pool
Popular property highlights
Situated in Oak Ridge, this hotel is within 1 mi (2 km) of American Museum of Science and Energy and Oak Ridge Art Center. Oak Ridge Playhouse and Children's Museum of Oak Ridge are also within 3 mi (5 km).
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A restaurant, an indoor pool, and a bar/lounge are available at this hotel.
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All 98 rooms offer satellite TV, coffee makers, and free newspapers.
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- Spotless guestrooms
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- Pool
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Staybridge Suites Oak Ridge
Hotel Amenities
Hotel Amenities
The hotel offers a restaurant. A bar/lounge is on site where guests can unwind with a drink.
- Total number of rooms - 98
- Number of floors - 2
- Restaurant
- Bar/lounge
- Indoor pool
Room Amenities
- Free newspaper
- Coffee/tea maker
- Satellite TV service
Where to Eat
Staybridge Suites Oak Ridge has a restaurant on site.
Nearby Things to Do
Recreational amenities at the hotel include an indoor pool.
If you have requests for specific accessibility needs, please note them at check-out when you book your room.
- Accessible bathroom
- Roll-in shower
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An Atlantic City man is wanted on charges of murder and weapons offenses in the killing of a man in Pleasantville last month.
Gregory J. Gibbs, 36, is accused of killing Chikki Smith, 33, who was found shot outside Sam's Rialto Bar on South Main Street just before midnight Dec. 3.
Gibbs was charged with murder, unlawful possession of a weapon and possession of a weapon for an unlawful purpose in a warrant signed the day after the shooting.
His bail has been set at $1 million full cash by Superior Court Judge Max Baker.
In 2004, Atlantic City police found Gibbs in possession of a fully loaded Tech-9 semiautomatic pistol during a traffic stop. The serial number had been scratched off, and the gun was in a homemade leather sling, which police at the time said could be used for easy concealment.
Most recently, Gibbs was one of three men shot June 1, 2011, at Pleasantville's Sassafras Run apartments. He was wounded in the foot.
Smith's cousin Antuoine Harmon, 35, also was the victim of a homicide outside a bar last year. Harmon was hospitalized Sept. 15 after a fight outside Proud Mary's Bar in Atlantic City. He died at a Camden County health care facility Nov. 11. An autopsy the next day ruled it a homicide.
There have been no arrests in that case, which had not previously been released as a homicide by authorities.
That brings to 19 the number of people killed in Atlantic City last year, including a police-involved shooting last month, which is still under investigation by detectives with the Atlantic County Prosecutor's Office.
Smith, who lived in Atlantic City, was the sixth homicide victim in Pleasantville last year. Two days later, two teens were shot and killed, bringing Pleasantville's total homicides to eight for the year.
Contact Lynda Cohen:
Follow @LyndaCohen on Twitter


text:
Chapter I:
The War Department and Army Organization
at the Beginning of World War II
When the Japanese dropped their bombs at Pearl Harbor, War Department organization still reflected the basic thinking developed from America's experience in World War I. United States participation in that war had produced its share of organizational conflicts. The most important of these involved the relation between the Chief of Staff and the commanding general of the American Expeditionary Forces, General Pershing. General Pershing had been highly critical of the operation of the War Department General Staff. In his eyes the Chief of Staff in Washington "erroneously assumed the role of Commanding General of the Army."
He was convinced that strategic and tactical direction in the field belonged solely to him and that his only superior was the Commander in Chief, the President of the United States. He saw the job of the Chief of Staff in the War Department mainly in terms of providing him with the troops and supplies he requested.
Just how much authority the Chief of Staff had to direct the war effort was not clearly defined until three months before the end of the war.
By general order it was then declared that the Chief of Staff
by law took rank and precedence over all officers of the Army and had authority in the name of the Secretary of War to issue orders throughout the Military Establishment. This provision was distasteful not only to General Pershing, but also to many of the Army bureau chiefs.
As Chief of Staff after March 1918, Gen. Peyton C. March was confronted with many difficulties other than those arising from General Pershing's concept of his office. The general staff system, established in 1903, had been disliked by many Army officials through the intervening years. World War I provided its first real test. Faced with the necessity of proving itself, it sought to meet the challenge by more effective organization, particularly by bringing the administrative and supply bureaus of the department under close supervision.
The supply responsibilities of the War Department General Staff were exercised from August 1918 and thereafter through a Purchase, Storage, and Traffic Division.
This division was scarcely a "staff agency" as most Army officers understood that term. The director of the division, Maj. Gen. George Goethals, was determined to bring all supply activities of the Army into one integrated organization, based on functional specialization. In July 1918 he had developed a plan for centralizing procurement of all but a few items notably aircraft and heavy guns and ammunition under The Quartermaster General. The Purchase, Storage, and Traffic Division also took over direct operation of the Army Transportation Service and created a central storage agency to handle all military supplies before they were issued to troops in training in the United States or shipped overseas. On 28 July 1918, Secretary of War Newton D. Baker in a letter to General Pershing proposed that General Goethals' authority be extended to include the Services of Supply of the AEF. General Pershing firmly and successfully opposed this idea, and he immediately strengthened his SOS by placing his intimate associate, Maj. Gen. James G. Harbord, in command.
Much pentup hostility to WDGS control, especially as exercised by the Purchase, Storage, and Traffic Division, was released by the Armistice. General March defended its actions at some length in his report at the end of the war.
He pointed to the earlier tendency of each bureau to purchase supplies without concern for the procurement activities of other bureaus. He mentioned that there had been nine different methods for estimating supply requirements, five different agencies storing and issuing supplies, and ten different agencies handling finances. This had been so confusing that the War Industries Board could not obtain "adequate information" about the supply needs of the
War Department as a whole. Under the circumstances, General March said, "a consolidation of procurement, . . . of storage, of finance, and of transportation, together with a positive central control of these activities by the General Staff, was essential . . . to the rapid, efficient, and economical utilization of the resources of the country for the development of the Army program as a whole."
He admitted that the General Staff, forced by circumstances, had extended its control at the expense of the supply bureaus. But in any future war, he continued, it would again be necessary to have a top staff to direct the many agencies of the War Department. "It can be stated without qualification that the success of an army in modern war is impossible without such a general staff."
The bureau chiefs of the War Department were not convinced by such views. When Congress began hearings on Wax Department proposals for new defense legislation, they directed many criticisms against the General Staff itself. The Chief of Ordnance, Maj. Gen. Clarence C. Williams, told a House committee: "I think I may say, so far as the Ordnance Department is concerned, that not one single constructive thing has come out of the Purchase, Storage, and Traffic Division."
The Chief of Engineers, Maj. Gen. William M. Black, was equally vigorous in his statement .
The director of the Chemical
Warfare Service, Maj. Gen. William L. Sibert, said that the "attempt of the General Staff, through the Purchase, Storage, and Traffic Division, to interfere with or take over largely the administration of the bureaus, is due to a misconception of the real supply problem." He complained that the creation of the "P.S. and T" had led to a "duplication of work" and had tended to cut the bureau chief out of "control of his own bureau."
Aside from such criticism the reorganization of the War Department General Staff proposed after World War I faced another obstacle. Secretary Baker during the war had, held that his own office should exercise close supervision over all procurement operations through civilian personnel. With that in mind one of his first steps had been to enlist the assistance of Edward R. Stettinius, who in January 1918 was given the title of Surveyor General of Supplies and after April became Second Assistant Secretary of War. In the meantime Mr. Baker had asked his assistant secretary and fellow citizen of Cleveland, Benedict Crowell, to supervise War Department procurement activities. Mr. Crowell was given the additional title of Director of Munitions.
Mr. Crowell was deeply perturbed by America's production performance during World War I. Almost no preparation had been made before April 1917 for large scale output of munitions. It took time to convert industrial resources to actual production of guns, airplanes, and tanks. Then too, the military handling of overseas transportation was faulty so that much of what was produced never reached its destination. American manpower in the AEF was effective in a military sense largely because of the great quantities of armaments provided by the British and
French. While the United States supplied most of the food, clothing, and motor transport for the AEF, it produced a mere 160 of the 2,000 75-mm. field guns used by American troops overseas. All 1,000 of the 155-mm. howitzers came from the British and French. The infant air force used 1,000 pursuit planes provided by the French.
This experience made a lasting impression on Crowell. It confirmed his opinion that close civilian supervision of procurement operations was necessary in wartime. It also led him to the conviction that henceforth the War Department should include plans for industrial mobilization in its defense preparations.
Changes in the National Defense Act
In August 1919 the Secretary of War presented proposals to Congress for the postwar organization of the War Department. These proposals had been developed by the General Staff under General March's leadership. The suggested legislation provided for a General Staff Corps with a total strength of 230 officers, to be headed by a Chief of Staff with the rank of general. The Chief of Staff was to exercise "supervision of all agencies and functions of the Military Establishment" under the direction of the President and the Secretary of War. The
further provided that "the Chief of Staff shall be the immediate adviser of the Secretary of War" on military matters. He was to plan, develop, and
execute the war program and issue orders to insure the efficient and harmonious execution of policies by the various corps, bureaus, and other agencies of the Military Establishment. The obvious intention was to strengthen the General Staff as the top management organization for the War Department.
Much of the subsequent legislative discussion therefore centered upon the question of the role of the General Staff in the War Department. During the hearings, Assistant Secretary of War Crowell injected a new issue for consideration by Congress when he proposed to the House Committee on Military Affairs that the functions of the War Department be divided into two principal elements, a military function and a procurement function. Although the Secretary of War would be the top civilian administrator over both, Mr. Crowell proposed separate assistants for each activity. The Chief of Staff, as head of the Military Establishment, would advise the Secretary of War on military matters; the head of a Munitions Department would advise him on procurement .problems. Yet Crowell did not suggest that the supply bureaus should be placed exclusively under the Munitions Department. The General Staff would give orders to the bureaus on supply requirements, troop training, and distribution of supplies, while the Munitions Department would give orders to the same supply bureaus on the purchase and manufacture of munitions. Mr. Crowell's proposal reflected in part an effort to strengthen civilian control over business matters, in part his belief that it would rarely be possible to find an Army officer with the experience and skill necessary for supervising the procurement and production of war materials. He hoped that an industrialist
with ability and background would head a Munitions Department.
In submitting his proposal, Mr. Crowell omitted any account of his wartime relation to General Goethals, director of the Purchase, Storage, and Traffic Division. His conception of his job then had been to throw "full immediate operational responsibility" on General Goethals. Mr. Crowell did not customarily give orders directly to the supply bureaus; instead he worked through General Goethals. He concerned himself primarily with general supervision and specific trouble spots. As an industrialist, he was especially interested in the production problems of the Ordnance Department. He also maintained close relationships with the War Industries Board, which mobilized the general economic resources of the nation.
Thus, in practice, as Director of Munitions, he had actually worked through a General Staff division headed by an Army officer. The House Committee on Military Affairs apparently was unaware that Mr. Crowell's proposal was in contradiction to his own administrative experience in World War I.
Secretary Baker disagreed with Crowell and opposed his recommendation before the House committee. The Secretary told the committee that he doubted that a man of wide business experience could be found, particularly in peacetime, to fill the position of Assistant Secretary of War to head a Munitions Department. In addition, the Secretary disapproved of the proposal to give a statutory assignment to an Assistant Secretary of War because
this would interfere with the freedom of the Secretary to assign responsibilities to his principal associates as 'he saw fit. A future Secretary of War might be an industrialist who would take more interest in the procurement operations of the War Department than in its other work. Under these circumstances he might want an Assistant Secretary who would give principal attention to the non procurement activities.
The National Defense Act of 4 June 1920 continued the General Staff organization and the position of Chief of Staff as created in 1903. Under the direction of the President and the Secretary of War, the Chief of Staff was to see that the General Staff made plans for recruiting, organizing, supplying, equipping, mobilizing, training, and demobilizing the Army of the United States. Other functions of the General Staff were to include authority to investigate and report on the efficiency of the Army and its state of preparation for military operations, to develop plans for the mobilization of civilian manpower for war, and to render professional aid and assistance to the Secretary of War. The War Department General Staff was limited to the Chief of Staff, four assistant chiefs of staff, and eighty-eight other officers, a group about one third the size recommended by General March.
Congress adopted in part the recommendation put forward by Mr. Crowell. Section 5a of the law provided that the Assistant Secretary of War would supervise the procurement of all military supplies and plan economic mobilization for war. But Section 5a offered no solution to the basic issue of military versus civilian control of procurement. It did not establish a civilian dominated Munitions Department; the Assistant Secretary, who
was to supervise military procurement, was given no operating staff.
War Department orders issued in August 1920 implied that the Assistant Secretary would look for staff assistance to the Supply Division of the General Staff.
Policy control without a staff organization was only the shadow, not the substance, of authority. Unless future Assistant Secretaries were willing to depend upon what help the General Staff could provide them, they would have no alternative but to create their own organization.
There was a curious anomaly in the Assistant Secretary's position. With his responsibility to plan economic mobilization for the government as a whole, he was required to think far beyond the War Department. It seems reasonable to assume that the legislation did not intend to give him supervision of wartime industrial organization; during World War I, the War Industries Board had been a separate agency reporting directly to the President. In the event of another war, it was then probably contemplated that a similar agency would be created. Nevertheless, the Assistant Secretary's responsibility for economic planning made him potentially more important than many cabinet members, possibly even more important than his chief. At the same time he was a subordinate official in his own Department. And as though to heap confusion upon confusion, Section 5 of the National Defense Act gave to the General Staff powers which could easily be interpreted as overlapping those of the Assistant Secretary;
it charged the Staff with the "mobilization of the manhood of the nation and its material resources in an emergency." Section
of the act of 1920 thus constituted a compromise compounded of ambiguity, confusion, and the raw material of future jurisdictional disputes.
The Pershing Reorganization
When General Pershing became Chief of Staff on 1 July 1921, one of his first acts was to create a board of seven officers to study the organization of the War Department General Staff.
Its chairman was Maj. Gen. James G. Harbord, who had been General Pershing's first chief of staff in France, and later commanding general of his Services of Supply.
General Pershing's thought was to create a general staff system in the War Department which would closely parallel the staff he had developed for the AEF in France. After arriving in France in 1917, he had at once begun to study the organization of the British and French armies in the field in order to decide on arrangements for his own command. As General Pershing remarked in his memoirs: "It required no genius to see that the coordination and direction of the combat branches and the numerous services of large forces could be secured only through the medium of a well constituted general staff, and I determined to construct it on the sound basis of actual experience in war of our own and other armies."
The actual experience of AEF headquarters in organizing its activities is not relevant here.
Suffice it to say that this experience provided a major field of study for the Harbord Board. Yet curiously enough, the precedent of a Services of Supply as part of the AEF organization was nowhere reflected in the report of the Harbord Board. Rather, the board directed its attention primarily to the problem of the position of the Assistant Secretary of War under the National Defense Act of 1920 and to the question of his relations with the WDGS. Implicit in this problem was the delicate policy question of military versus civilian control of the Department. General Harbord appointed a subcommittee of three to inquire into this issue. Two of the three members of this subcommittee were General Staff officers,
which may account for the fact that it tended to build up the role of the General Staff and to play down the independence of the Assistant Secretary.
In its report to the board, the subcommittee identified seven essential stages in military supply:
1. Preparation of specifications and drawings.
2. Testing of pilot models.
3. Inspection of facilities to determine their productive capacity.
4. Acquisition of necessary materiel through purchase, lease, or other business or legal arrangements.
Production, including those activities necessary to insure the systematic and orderly flow of component parts.
6. Inspection, test, and acceptance.
7. Storage and issue, including all questions of transportation.
By asserting that the Assistant Secretary of War was properly concerned with the
third through the sixth steps in this process, the subcommittee attempted to guard against the possibility of that official reaching over into the functions of specifying requirements and disposing of materiel after procurement. The Assistant Secretary, the subcommittee held, should supervise the work of the supply bureaus so far as purchasing, production, and inspection were concerned, while the General Staff should supervise the remaining phases of supply. The subcommittee expressed the belief that a formula for coordinating military and economic policy could be easily devised. The General Staff would determine the military requirements for defense and war, and would present these to the "business side" of the War Department, that is, to the Assistant Secretary of War. Where disagreement occurred between the General Staff and the Assistant Secretary, the Secretary of War would have to resolve the difference. The subcommittee further proposed to strengthen General Staff influence by detailing one or more General Staff officers to work for the Assistant Secretary. In general these recommendations were in line with the principle, upheld by the subcommittee, that military efficiency required the subordination of administration and "business" activities to strategic and tactical command.
The report of the subcommittee further stated that the Assistant Secretary had concurred in its proposals. It should have added, though, that this concurrence was won only after the subcommittee had yielded to at least three vital modifications affecting the special status of the Assistant Secretary. The phrase "for the approval of the Secretary of War" was stricken out of the provision charging the Assistant Secretary with responsibility for directing procurement and industrial planning. If
this phrase had been retained, the War Department General Staff would have had a basis for acting on behalf of the Secretary. The subcommittee failed also in its effort to perpetuate the ambiguity of the act of 1920, which had given the Supply Division of the General Staff a toehold in the planning of economic mobilization. The modified version left the General Staff out of the general planning picture and ordered that the various branches of the Army request decision on military phases of procurement from G-4, and "decisions on business or industrial questions from the Assistant Secretary of War." Finally, General Harbord withdrew the subcommittee's recommendation for attaching General Staff officers to the Office of the Assistant Secretary.
Other recommendations of the Harbord Board dealt with the organization of the War Department General Staff into five divisions instead of four Personnel (G-1), Military Intelligence (G-2), Operations and Training (G-3), Supply (G-4), and War Plans (WPD). The Supply Division was to direct the calculation of Military supply requirements and the distribution of supplies. In addition, the Supply Division was to supervise the construction and maintenance of buildings for War Department activities, the hospitalization of troops, and the preparation of the War Department budget. The recommendations of the Harbord Board, as modified, were accepted by the Chief of Staff and the Secretary of War, and duly put into effect.
Perhaps the most important single consequence of the Harbord Board's work was the creation of a strong general staff sys-
tem in the War Department. General Pershing himself was largely responsible for this development. While his General Staff was limited in size, it was the top management agency of the Military Establishment. Many different commands, supply bureaus, administrative bureaus, and other agencies might function as part of the War Department, but all received top direction from the General Staff. In the second place, the Harbord Board recommendations suggested the desirability, when war seemed imminent, of creating a General Headquarters (GHQ) which would become a field command and eventually move overseas. This recommendation was to be partially put into effect in July 1940. In the third place, the Harbord Board paved the way for a new top office in the War Department, the Office of the Assistant Secretary of War. This acted to some extent as a brake on the authority of the General Staff. Although War Department orders of August 1920 had implied that the Assistant Secretary would carry out his responsibilities through the Supply Division of the General Staff, the orders of August 1921 suggested an independent supervisory responsibility. Henceforth, on procurement matters, the supply bureaus of the War Department were to work under the direction and control of the Assistant Secretary. The bureaus having supply responsibilities at this time were the Coast Artillery Corps, the Air Service, the Ordnance Department, the Quartermaster Corps, the Medical Corps, the Corps of Engineers, the Signal Corps, and the Chemical Warfare Service. Thus, on procurement and economic planning, the authority of the Assistant Secretary of War was established. The jurisdiction of the General Staff no longer embraced all phases of military supply, as it had before
and during World War I. The supply bureaus now had two superiors, the War Department General Staff and the Office of the Assistant Secretary of War.
Except for this limitation in the economic field, the influence of the WDGS grew steadily from 1921 to 1940. Assignment to the General Staff Corps became a high military honor with a promise of later field command for most of those selected.
Developments Between 1921 and 1941
While no major peacetime modifications were made in War Department and Army organization after the report of the Harbord Board, the military organization nevertheless showed signs of stress and strain which indicated that it might not be able to withstand another major war without change. The single greatest problem was the relation of the air arm to the ground arm. Essentially the issue was whether the strategic and tactical mission of the air forces should be considered as being different and separate from that of the ground forces.
The establishment of
the Air Corps in 1926, and the segregation of combat air units as the General Headquarters Air Force in 1935, were steps toward a greater degree of autonomy for the Army's air component.
Another problem was the organization of the Army on a geographical basis. The establishment of nine corps areas in 1920 proved to be unsatisfactory for the tactical training of ground combat units. Finally in 1932 the corps areas were ,grouped together under four armies for this purpose, and the senior corps area commander in the army area became the army commander.
Throughout this period much attention was paid to the planning of economic mobilization policies for a future war. In fact, this planning became the chief interest of the Office of the Assistant Secretary of War. In June 1922 the Secretary of War and the Secretary of the Navy joined in creating the Army and Navy Munitions Board (ANMB) to provide a common meeting ground for the discussion of procurement planning problems and for the development of joint policies. The Army members generally tended to take more interest in these matters than did those of the Navy. The board itself, made up of the Assistant Secretary of War and the Assistant Secretary of the Navy, was never very active. In February 1924 the War Department also established the Army Industrial College, where primary attention was given to procurement problems of World War I and their implications for a future war emergency.
The staff of the Office of the Assistant Secretary of War not only cooperated closely with the staff of the Industrial College, but also after 1926 engaged in the preparation and revision of industrial mobilization plans, the latest revised plan being that of 1939.
Congress also began to take an interest in various aspects of the problem. A War Policies Commission, recommended by President Hoover and set up by legislative action, noted the importance of procurement planning in its report on 3 March 1932. This commission, consisting of six cabinet officers, four Senators, and four members of the House of Representatives, recommended that Congressional committees review procurement plans every two years. In 1933 the Senate special committee inquiring into the munitions industry, under the chairmanship of Senator Gerald P. Nye, extended the scope of its investigation to take into account the current industrial mobilization plans.
In spite of the increased interest of the Office of the Assistant Secretary of War in procurement planning, there was little friction between it and the Supply Division of the General Staff at this time. The volume of military purchasing was too small to raise serious jurisdictional problems. The average annual sum available for augmentation and replacement of arms and equipment in the fiscal years 1926 through 1933 amounted to $25,500; 000, and but $91,000,000 in the fiscal years 1934 through 1940.
Nevertheless, one incident in the 1930's revealed that conflict between the Office of the Assistant Secretary of War and the War Department General Staff was more than a possibility. Harry H. Woodring, Assistant Secretary of War from 1933 to 1936, was convinced that the so-called protective mobilization plan of the General Staff was unrealistic in its scheduling of Army strength at various periods after
mobilization. He felt that it would be impossible to provide the necessary equipment for the contemplated force within the time period stated in the plan and so he requested the WDGS to revise its schedule for mobilizing troop strength. This the General Staff was reluctant to do. After the death of George Dern, Woodring became Secretary of War, and the conflict flared out into the open. In an attempt to settle the issue, he directed the General Staff to revise its time schedule .
Several changes in Army organization followed the beginnings of American mobilization in the summer of 1940. As proposed by the Harbord Board in 1921, a General Headquarters was activated on 26 July 1940. In October a second change was made when the command of the four armies and the corps areas was separated. Shortly afterward, on 19 November, the General Headquarters Air Force was taken from the chief of the Air Corps and assigned to the recently activated General Headquarters. Since GHQ was expected to command overseas operations in the event of war, this move failed to please most airmen.
The proponents of an independent air force had long been dissatisfied with War Department organization as it pertained to the air arm. European war experience reinforced their claims that the plane had its own distinct strategic and tactical mission. This was partly recognized by Secretary of War Stimson, who stated in his first report: "The functions of modern air power which have been developed and demonstrated during this war have vitally affected previously approved methods of warfare. They have been carefully studied by our own Army and have powerfully affected our plans and organization."
On 20 June 1941 the War Department
created the Army Air Forces which absorbed both the Air Corps and the GHQ, Air Force. At the same time, all airfields within the United States were brought under the jurisdiction of the AAF. Combat planes of all kinds were now separated from Army ground troops. A separate air force within the Army had finally come into being. This change in the status of the air arm was the most important alteration in Army organization between 1918 and Pearl Harbor. By comparison, even the creation of General Headquarters was of secondary importance.
The organization for the direction of supply and procurement activities was modified only in a minor particular after the European war began. On 16 December 1940 Congress authorized the President to appoint, with confirmation by the Senate, an Under Secretary of War. In addition, Section 5a of the National Defense Act of 1920 was amended to give the Secretary of War power to assign procurement supervision to any of his staff members. To fill the position of Under Secretary, the then Assistant Secretary of War, Robert Patterson, was nominated and confirmed, and on 28 April 1941 the Secretary of War delegated his procurement supervisory duties to the Under Secretary. Meanwhile, as Army procurement operations expanded during 1940 and 1941, the Office of the Under Secretary of War (OUSW) grew in personnel strength. Whereas on 1 July 1939 the Office of the Assistant Secretary of War had a total strength of only 78 officers and civilians, on 1 November 1941 the Office of the
Under Secretary of War numbered 1,136 persons, of whom 257 were officers and 879 were civilians.
Supply activity in the General Staff was likewise growing, and at the time of Pearl Harbor it required a G-4 staff of about 250 persons, of whom 100 were officers.
At the outbreak of the war with Japan, the military organization within the United States under the Secretary of War consisted of five major elements:
First, the top direction of military activities was vested in the Chief of Staff, assisted by the General Staff. The volume of General Staff activity had become such that in addition to the five divisions, each headed by an assistant chief of staff, there were three deputy chiefs of staff: one for supply, one for administration, and one for air matters. This last position was held concurrently by the chief of the Air Forces.
Secondly, there were two major commands, the Army Air Forces and General Headquarters. The AAF was responsible for the development and procurement of air supplies, the training and control of air combat units, and the planning of air operations. GHQ was responsible for the tactical training of ground combat units, combined air-ground training, and overall planning for the defense of the continental United States. Four territorial defense commands, created in the spring of 1941, provided a skeleton organization for conducting defense operations.
In the third place, the War Department in Washington contained the offices of a number of combat arms, service arms, supply services, and administrative bureaus. The chiefs of the combat arms Infantry, Field Artillery, Coast Artillery, and Cavalry were responsible for the operation of training schools and for developing tactical doctrine for their individual arms. One, the Chief of the Coast Artillery Corps, also had procurement responsibility for certain coastal defense equipment and ammunition. The service arms and supply services were headed respectively by the Chief of Engineers, the Chief Signal Officer, the-Chief of Ordnance, The Quartermaster General, The Surgeon General, and the Chief of the Chemical Warfare Service. The Adjutant General's, Department, The Inspector General's Department, the Judge Advocate General's Department, and the Finance Department were the War Department's administrative bureaus.
In the fourth place, there were the four armies and the nine corps areas. The armies commanded most of the ground combat forces within the United States, and the corps areas supplied and managed most of the military posts. The corps areas were also responsible for performing much of the work of mobilizing a civilian army in case of an emergency, as they had been doing under the Selective Training and Service Act of 1940.
Finally, there were a number of miscellaneous installations reporting directly to the Chief of Staff in Washington. These included ports of embarkation, certain schools such as the Command and General Staff School and the United States Military Academy, disciplinary barracks, and general depots.
Prior to the outbreak of war the proper role of the Air Forces, the ambiguous position of General Headquarters in relation to the General Staff and to field com-
mand, and the uncertain relationship of the General Staff to the Under Secretary of War in supply matters remained unsolved problems. These accumulated problems brought about a reexamination
of War Department organization soon after the United States plunged into the war. From this study emerged the reorganized Army which was to fight World War II.
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NEW YORK (Dec. 17)
Two Arab students at the Hebrew University of Jerusalem have been awarded the sixth annual Judah L. Magnes scholarships, it was announced here today by James Marshall, president of the Magnes Foundation. The recipients of the scholarships are Yosef Abu Dali Ibrahim, now in his third year at the Hebrew University-Hadassah Medical School, and Elias Shoufani, who is studying Islamic civilization at the university.
Established in tribute to the late first president of the Hebrew University, the Judah L. Magnes scholarships are awarded annually to Arab honor students at the university. More than 100 Arab students are currently enrolled at the university.


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Startup Bootcamp for NYU Scientists & Engineers
NYU Entrepreneurial Institute & NYU School of Engineering
Tuesday, May 20, 2014 from 12:30 PM to 5:30 PM (EDT)
Who's Going
San Francisco, California
London, United Kingdom
Florence, Italy
Event Details
The NYU Entrepreneurial Institute will be hosting its next Startup Bootcamp for NYU Scientists & Engineers on Tueday, May 20th, Kimmel Center for University Life room 405.
The Startup Bootcamps are half day events intended to expose our faculty, graduate students, and researchers to the basic activities of commercializing research via a startup venture.
The agenda for the afternoon is as follows:
- 12:30pm Introduction
- 12:45pm Business Model Development & Validation
- 2:00pm IP 101-Working with OIL (Office of Industrial Liaison)
- 2:45pm Break (light refreshments)
- 3:00pm Funding 101-Venture Capital & Non-dilutive Sources
- 3:30pm Startup Resources at NYU
- 4:00 pm NYU Entrepreneurs Fireside Chat
- 4:30pm Networking Reception (light refreshments)
When & Where
Kimmel Center for University Life
60 Washington Square South
Room 909
New York,
Tuesday, May 20, 2014 from 12:30 PM to 5:30 PM (EDT)
Add to my calendar
NYU Entrepreneurial Institute & NYU School of Engineering
Founded in 2012, the NYU Entrepreneurial Institute offers educational programming, events, resources, and funding, via the NYU Innovation Venture Fund, to inspire, educate, connect, and accelerate entrepreneurs across NYU. Learn more at nyu.edu/entrepreneur.


text:
Medical Definition of Forensic
Forensic: Dealing with the application of scientific knowledge to legal problems and legal proceedings as, for example, in forensic anthropology, forensic dentistry, forensic experts, forensic medicine (legal medicine), forensic pathology, forensic science, etc.
The word "forensic" has an unusual history. It comes from the Latin word "forensis" pertaining to a forum. In ancient Rome the forum was a market place where people gathered, not just to buy things, but also to conduct all kinds of business, including that of public affairs. The meaning of "forensic" later came to be restricted to refer to the courts of law. The word entered English usage in 1659.
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As the old saying goes, The most inexpensive and most powerful form of advertising is word of mouth. Facebook has taken the idea of word of mouth to a much broader level. Many businesses and organizations use Facebook as a means of getting out the word as to what they are doing.. WVAA now has a fan page! The fan page is a great way to tell the community just what we are doing and to promote our growing art community.
If you have a Facebook account, be sure to come like us, and get your friends to like us too! The Facebook fan page can be found at www.facebook.com/wivalleyart


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"At a rodeo, in a stall, in a three-way," says McConaughey with a chuckle.
A madam asked me to be part of a three-way with her boyfriend.
Two of them depart, and Franco engages in three-way sex with Benson and Hudgens in a pool.
So they decided to figure out how to make a three-way relationship work.
Blonde, pretty, and all smiles on the trail, she beat a right-wing incumbent in a three-way battle.
The third channel of the three-way tap is connected, by means of rubber tubing, with the nozzle of an ordinary separator funnel.
Diagrams of three-way switches are given in Figures 176 and 177.
I might remind you gentlemen that although we're supposedly a three-way partnership, actually, everything's in my name.
At the end of the horizontal tube there is a three-way cock connecting with the air or an aspirator.
For action has been taken within the three-way framework of the Constitution of the United States.


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IndyPlanet store is online – thousands of titles are available now and more are added daily! IndyPlanet has comics printed-on-demand as well as hundreds of comics available as digital downloads.
Order 5 copies or more and get 25% off on this book!
Great deal for re-sellers! (Discount shows up at checkout.)
IndyPlanet :: A New World of Comics is a 01Comics company. All images are © and TM the respective owners. Printing and fulfillment by Ka-Blam Digital Printing!


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Joe Jonas on His New York Magazine Interview: "It Felt Really Amazing"
Last night, Joe Jonas (and his sweet 'stache) showed support for cover girl Demi Lovato at the NYLON December/January Cover Launch Party, sponsored by McDonald's.
With a gorgeous Blanda Eggenschwiler on his arm, Jonas spoke about his recent interview with New York Magazine, in which he admitted to trying pot with Lovato and Miley Cyrus, among other revelations.
"I think there was a lot of anxiety that came about from it, just because it's something that's so raw and real," Jonas told me. "I had good people supporting me, a close-knit group of people that knew it was going to be released.
"I remember talking with my manager and he was just like, 'Look man. This is your life. This is your story. You gotta put feelings to the side for a second and just know that this is what you want to say.' It felt really amazing to do that.
And now?
"I feel really relaxed," he said.
While Lovato is fine with the article now, her initial reaction was far from it.
I was like, "Dude, really?" Lovato said on the red carpet.


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The 27-year-old Nottingham fighter, unbeaten in 13 fights, believes he has the style to defeat Calzaghe, regarded as the world's best super middleweight.
"I'd like to fight Calzaghe, probably next year after a couple of fights for the British title," said Froch.
"I know exactly what to do against his style, I'm really confident going in there that I'd look brilliant."
Froch added: "That would be an outrageous win because Calzaghe's a good fighter, a very strong fighter, he's been around a few years, and I just feel I've got exactly what you need to beat him."
Froch fights Derby's Damon Hague for the vacant British super middleweight crown on Friday while Calzaghe next faces Kabary Salem on 22 October.
Should Calzaghe win, the Welshman still hopes to land a dream fight at light heavyweight against Antonio Tarver.
Failing that, though, a rematch with Charles Brewer could be on the cards.
The WBO are looking to arrange a final eliminator for Calzaghe's super middleweight title between Brewer and Mario Veit.


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We are in a new era, where new voices and creative thinkers are being asked to lead. Help to make a difference with others who are willing to follow relevant leadership. As a team, we can identify local issues and organize strategy for change. Our presence is being requested, but most of us are not showing up. A thought, "If you are not at the table, then you are on the menu" (think about it)!or·gan·ize /ˈôrgəˌnīz/ verb 1. Arrange into a structured whole; order: "organize lessons in a planne … [Read more...]
#WisdomWed… Get Off the Menu
March 13, 2013 by Umar Hakim Leave a Comment


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Our Wedding Day
de Hall Album Designs
Acerca del libro
Mark & Teresa Hall's Wedding Day
Características y detalles
- Categoría Bodas
Apaisado grande, 33×28 cm
58 Páginas
- Fecha de publicación jul. 10, 2008
- Etiquetas Album Designs
Acerca del creador
Hall Album Designs is a powerhouse of creativity. We are a full-time freelance Graphic Design husband and wife team, a with a ten-year proven track record of quality and professionalism in the graphic design industry. We help professional photographers, and individuals turn their images into beautiful and professional digital coffee-table style albums that are both classic and modern in design. At Hall Album Designs we never use templates. Every album we design is truly one-of-a-kind. If you choose us to design your book or album we know you will be extremely happy with the decision. We will not just showcase your photography and artwork in a creative, tasteful, and unique manner but we will be fast, dependable, and have a very clean design with every album and book. We also offer services outside of wedding book/album design such as digital artwork, business marketing, and more graphic design services with our other company Teresa E Hall Design http://teresaehall.weebly.com/
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1 Comentarios
Jmangumr It's a beautiful book I love it O by the way I love you too you are a very talentin women. Love mom


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Check out the schedule for Chesapeake Ghost Walks and find the next upcoming tour.
Mindie Burgoyne, author of Haunted Eastern Shore: Ghostly Tales from East of the Chesapeake will lead a walking tours through historic towns on the Eastern Shore of the Chesapeake region. She will highlight some of the town's stories included in her book and will also share town history, legends, ghost stories, alleged hauntings and tales of the dead. Her research was done by studying each town's history, old newspaper articles, oral commentary and the folklore collection in the Nabb Research Center at Salisbury University. She will point out places for where others have snapped digital images and seen apparitions and oddities.
Haunted Berlin – The Ghost Walk of historic Berlin will include the Atlantic Hotel, citing commentary from employees, guests and contractors. Also featured on the tour are local commercial and residential properties plus a few tales of the dead.
Meet 15 minutes before the start of the tour in front of the Atlantic Hotel on N. Main Street.
Atlantic Hotel in Berlin, MD – Haunted? Yes.
COST: $15 per adult, $9 for kids 8 to 12 years old. Advanced Registration is required.
TIME & WEATHER: Ghost Walk begins on time. We walk in all kinds of weather except heavy rain and thunder storms. Dress for the weather and be aware that each ghost walk takes at least an hour and covers between 1 and 1.5 miles.
- Bring your umbrella if it looks like rain
- Wear comfortable shoes
- Bring a flashlight.
In cases where the scheduled tour is SOLD OUT a second tour at 8:30 pm may be added. In the unlikely event that the tour will be cancelled due to weather, registered guests will be called.
CANCELLATIONS AND REFUNDS: Full refund will be given if cancellation is made 48 hours prior to the tour's start. If cancellation is NOT made within 48 hours of the tour, no refunds will be given. However, all registrations are transferable, so feel free to allow a friend or family member to attend in your place. Just give them your order voucher.
If you like this post, SUBSCRIBE by email for updates (free).
Get the Travel Hag E-Newsletter (Free subscription)


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Ernst-Senff Choir
Mahler: Symphony No. 3
Hailed as one of the pre-eminent interpreters of Austrian composer Gustav Mahler's works, conductor Bernard Haitink famously led the Berlin Philharmonic Orchestra through a Mahler cycle in the early 1990s. This program captures part of that cycle: the Third Symphony, a six-movement piece that Mahler considered one of his best. Vocalists include mezzo-soprano Florence Quivar, along with the Ernst-Senff Choir and the Tolzer Children's Choir.


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Sydney, Aust (Dec. 3)
David A. Brown, American Jewish Communal leader and director of the $14,000,000 drive of the Joint Distribution Committee, arrived here on his tour around the world.
Mr. Brown, while visiting the various countries, placed himself in the service of the Palestine Foundation Fund on behalf of which he addressed two successful meetings in Oakland and Wellington. A large gathering has been arranged in Sydney, where Mr. Brown will speak for the Keren Hayesod.


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- Neighborhood: Center City
- 258 South 15th Street, Philadelphia, PA
- Phone: 215-546-4695
- Website | Facebook | Twitter
- Cuisine: Bar
On Sunday, October 19th, The Bloody Mary Libation Party will be hosting their first Bloody Mary Festival at Howl at the Moon from 1 p.m. until 4 p.m. The Libation Party will be gathering the 10 – 12 purveyors (bars and restaurants) that make the best Bloody Marys in Philly. Restaurants and bars supplying the beloved brunch cocktails include Ela, Nodding Head Brewery, Bar Ferdinand and more.
There will be expert judges voting for the best Bloody Mary. Each attendee will also cast a vote for their favorite Bloody Mary and help crown the title of "The People's Choice." There will also be local artisan food samples and music.
Bloody Mary Festival Tickets [EventBrite]
Philadelphia Bloody Mary Festival [Facebook]
We've received word that the closed Buca di Beppo on 15th Street between Spruce and Locust Streets is going to become Howl at the Moon piano bar. The dueling-piano bar concept has thirteen locations nationwide plus one on the cruise ship, Norwegian Epic. The web site markets itself to bachelorette parties and private parties.
We wonder, is this better or worse than having a Buca di Beppo at the location?


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Espresso Machines
Shop the Best Espresso Machines
Are you in the market for cafe quality espresso shots at the push of a button? We have many superautomatic espresso machines for a quick morning latte fix. Or maybe you enjoy the ritual of espresso and are in pursuit of the perfect shot. If that's the case, we have one of the largest selections of semi-automatic espresso machines around.
Read detailed espresso machine product descriptions and user reviews, watch YouTube videos with Gail and Kat and learn about the care and maintenance of your home espresso machine.
Learn More about Espresso Machines
Krups Barista EA9010 Superautomatic Espresso MachineGlimpse into the future of superautomatics with the Krups Barista One-Touch. The EA9010, an update from its predecessor (the EA9000), brings new meaning to superautomatic with its fully integrated one-touch digital screen and easy to read illustrated options. Customize up to eight different recipes per user profile for volume, temperature, and coffee dosage desired. Or simply start-up the Barista One-Touch and select from one of 17 pre-programmed recipes with just a touch of a button. Learn More$2,999.95
Saeco Gran Baristo Avanti HD8967/47 Superautomatic Espresso Machine
Quick, take your favorite superautomatic features like pulse drip coffee brewing, a removable milk carafe and bean hopper, adjustable spouts, profile programming, maybe one touch controls. Now, squeeze them into a slim and long shape that looks great on counter tops or shelving. The Saeco Gran Baristo Avanti is the stretch limo of espresso machines. Not enough features? the Avanti also comes with its own iOS and Android smartphone app that lets you brew from across the room, program your favorite drinks, and set up cleaning profiles on your way out the door.Learn More$2,799.00
Delonghi ECAM 44660B Eletta Plus Cappuccino Espresso Machine♩ ♩ But you'll look sweet upon the street, on a bicycle built for two. [ ] Finally, a superautomatic machine that remembers both you and your significant other! The Delonghi Eletta Cappuccino Superautomatic features one-touch brewing capability with a special 'two-coffee' button and dual dispensing spouts that lets you brew double the espresso in a single touch! Its perfect for mornings shared (or for emergency quad shots of espresso). Only espresso fiend in the family? The Eletta also features dedicated hot water and americano buttons, a removable cappuccino carafe and a bypass doser for decaf. DeLonghi also packs in their LatteCrema system, which lets you adjust your milk foam from latte thin to cappuccino foam with the turn of a dial. ♩ ♩ On a bicycle built for two ♩ ♩ Learn More$2,399.99
Jura J90 Superautomatic Espresso Machine - SilverLeave it to a bright and colorful screen to put us in a frenzy over the Jura Impressa J9 One Touch TFT. Jura has taken the typical espresso machine digital screen a notch higher — maybe even a few notches higher — with this interactive and visually striking version. At the push of the rotary button, the J9 One Touch's menu pops up, complete with text and images, to reveal a list of specialty drinks from which to choose as well as a helpful guide to customize your own drinks, maintain your machine, and when to refill your water tank. To the detail-obsessed users: You can even choose the color scheme of your screen. Talk about personalization. Move your kitchen into the modern era with the Jura J90 Superautomatic Espresso Machine. A vibrant TFT screen and a user-friendly scroll wheel selector makes it easy to find your favorite drink in a sea of customizable options (even for guests). Smart features like automatic alerts for cleaning cycles, empty water tanks and full dump boxes make keeping up with maintenance an effortless affair. And, with automatic milk heating and texturing at the touch of a button, you'll find a perfect drink for anyone in you family. Learn More$2,999.00
Jura WE8 Professional Superautomatic Espresso MachinePut a spring in your coworkers' step with the Jura WE8 Superautomatic Espresso Machine. The WE8 offers the capacity for 30 to 40 drinks a day—just the thing for a busy office space. And, thanks to the large reservoir, bean hopper and drip tray you can focus less on upkeep and more on delicious coffee (and work, obviously). Equipped with effort-saving features like descale-reducing smart filters, one-touch operation and a simplified control schema, the WE8 is the quintessential breakroom barista. Learn More$2,499.00
Breville Oracle Touch BES990BSS Espresso MachineThe Breville Oracle Touch strikes the balance between convenience and quality with dead-simple operation and the prosumer-inspired basics to back it up. True to its name, the Touch flaunts a vibrant 4-inch touchscreen that lets you zip through controls and menus, change settings, and program and save custom drinks—all at the flick of a finger. The streamlined screen means friendlier operation for owners and guests alike, while also enabling custom drinks and labels to make your mornings easier. The Oracle Touch's impressive featureset finds its roots in traditional espresso machine designs: dedicated brew and steam boilers, PID temperature control, a heated brew group, and built-in pre-infusion (to name a few). And just like the original Oracle, the Touch sports an automatic dosing and self-tamping grinder (that now supports both single and double espresso baskets), volumetric shot programming, and best-in-class automatic milk steaming that rivals most cafes. Learn More$2,499.97


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Steve Anderson Photographer
KaiModel Female Long Beach, California, US
Mayhem # 244335
About Me
My puppy is now a dog and knows how to use the toilet. Literally knows how to use the toilet. Pretty impressive huh? I should start shooting again. For those of you whom I've agreed to shoot tpf with, let's talk and work out scheduling. Everyone else there is the possiblity, but there's a line ahead of you. Of course paid work takes precedence.
Have you worked with Kai? Add Credits for Kai! >>
Credit Notes
Steve Anderson Photographer
RAW-R IMAGE Photographer
GW Burns Photographer
Lee LHGFX Photographer
redinhawaii Photographer
Studio Le Femme Photographer
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Consolidated Edison (ED)
Consolidated Edison (ED) is down 3% since Nov. 6 and has a dividend yield of 4.6%. Although ED's forward P/E of more than 14 seems a little high, it is in line with other utility-sector dividend stocks. On the down side, ConEd is experiencing flat revenue growth in its regulated utility businesses — in large part because regulators have moved to freeze utility rates.
That said, much of the nation has experienced brutal winter weather — and ConEd's metropolitan New York regulated service area has experience more than its fair share, driving up gas and electric consumption. Although the New York Public Service Commission voted on Thursday to freeze ConEd's electric and gas rates for two and three years respectively, the rate freeze affects only delivery charges, not the cost of the commodities.
That means ConEd will still be able to move ahead with $1 billion in infrastructure upgrades over four years. Despite near-term profit pressures, ED is likely to remain one of the best dividend stocks for investors.
As of this writing, Susan J. Aluise did not hold a position in any of the aforementioned securities.


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Online Student Health Services
Welcome to Online Student Health Services; you may now schedule an appointment online at a time that is convenient for you ***. First, you must register and create a unique user name and password to gain access to our on-line appointment scheduler; click on the following link to register:https://coastal.medicatconnect.com/
After registering, the on-line appointment scheduler may only be used to schedule appointments for the reasons listed below:
* Allergies (NO ALLERGY INJECTIONS, runny nose, nasal congestion, postnasal drainage, watery eyes, etc…)
* Bite/Sting (Skin)
* Cold or Flu symptoms
* Coughing
* Dermatology or skin problem
* Vomiting, nausea, diarrhea
* Mouth pain
* Ear problems
* Eye problems
* Respiratory problems
* Sinus problems
* Sore throat
* Urinary symptoms-Males Only (painful and/or frequent urination)
* Blood Pressure Management
*** Women's health, gynecological and physical exam appointments CANNOT be made using the online appointment scheduler.
Remember, if the reason you need an appointment is not shown above, you must call 843-349-6543 to schedule the appointment.