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A simple India-China comparison to begin with. I left Delhi last Monday sailing through T3 with no problem. I returned to London T4; again no issue. I arrive at Beijing airport by Wednesday morning and the contrast was sharp. The luggage took ages to arrive, around twenty minutes. The distance between the place where the plane docked to where the luggage is delivered is too long. Then, all manner of confusion while trying to get out of the airport. No one, even on the airport information desk, knew enough English to direct me to the exitI tried in my best bada sahib style to speak loudly and slowly, but it didnt work. Only the cleaning ladies helped with a grunt after I had gestured my helplessness. Out in the open, the pollution was worse than in Delhi.
Otherwise, there are more similarities between China and India than one normally admits to. Both the economies have slipped from their spectacular growth performance earlier in the new century. China has just installed a new team in power. By all appearances, it will be weaker than the predecessors. An article in The China Quarterly explains that there is a sharp division between the princelings and the appartchiks. Xi Jinping is a princeling who has risen without any trace of ability thanks to who his father was (remind you of anyone?) while Li Keqiang has been clawing his way up by sheer ability. But the two factions have evenly divided all the top spots and the tension between them is likely to persist till one faction wins. Bo Xilai, who was a princeling, fouled his copybook and thus weakened the princeling camp, among whom was Hu Jintao. This is why Hu resigned all his positions including chairmanship of the military commission, unlike Jiang Zemin had done. The immediate result will be a stalling of reforms. China badly needs to rebalance its economy away from exports and towards domestic consumer spending. As of now, it does not look likely there is the capacity to do so. The investment bubble launched three years ago still has its after effects; there are 78 million housing units built but unoccupied and yet the regional satraps ask for more loans to keep building infrastructure. It may be a dictatorship, but it is not one in charge of the economy.
India is not very different. The elections are yet sixteen months off,


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A new paved road has made Cape Flattery, the most northwestern point in the contiguous United States, more accessible. With the new road, the Makah hope to see more tourism come to nearby Neah Bay.
The first in an occasional series about our spectacular and often overlooked places.
When Polly DeBari looks at Tatoosh Island, she sees the historic lighthouse, the crumpled old weather station and the crane clinging to the rocky terrain.
In her mind, she also sees the generations of Makah who once paddled out to the tiny coastal island off Cape Flattery for summer halibut and whaling seasons.
"You think about years and years ago, your parents, your great-grandparents, your ancestors were on that island," she said. "It's just kind of special to know you could be so close."
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In the summer, DeBari has a regular perch with a clear vantage of the island. She is a cultural interpreter for the Makah Cultural & Research Center, and spends summer days high above the sea at Cape Flattery, where the Pacific Ocean and the Strait of Juan de Fuca joust for territory.
She welcomes people to the Makah reservation and the most northwesterly point in the contiguous United States.
The Cape trail's 300-foot descent begins on packed gravel in quiet woods, where cedars are missing long strips of bark taken by the Makah for baskets and weaving. Visitors hopscotch over tree stumps and past lime-green ferns unfurling alongside salmonberry sprouts, which are plucked and peeled for their fresh, delicate flavor.
Cape Flattery reveals itself as the trail descends and the still air picks up the dull roar of the sea. At the first lookout, a visitor sees columns of rocks called sea stacks with mop tops of green, along with careening black pigeon guillemots, bald eagles and nesting gulls. At another lookout, iridescent cormorants chatter and nest in guano-streaked cliffs. Clustered on the rocky shore are black mussels and white gooseneck barnacles, still gathered by the Makah.
At the final platform five stories above the sea, gusts blow in with the sea's salty tang. Tufted puffins ride the waves. On a prized sunny day, visitors will feel reluctant to tear themselves away from the brilliance of sky and ocean. But even on overcast days, the sight is a feast for the eyes as rough seas lap at sea lions draped on a rock near Tatoosh and birds dart out of reach.
DeBari can smell when a gray whale is winding its way up the coast. ("It's a stink; it's not a good smell.") She can spot a puffin a half-mile away. She tells visitors the cacophony coming from the caves is not sea lions but cormorants.
At the Cape, she has met a man who walked across America, a man who bicycled across America and a man who played bagpipes across America. For all of them, the Cape was the end of their journey.
"You meet so many interesting people there," DeBari said. She wonders how they find out about the Cape. "It's not like Disney World."
Last year, more than 15,000 people visited Cape Flattery, driving to Neah Bay and then up the grueling, 4 ½-mile final stretch of rutted gravel road. The Makahs paved the road last summer, cutting the driving time to about 10 minutes; the $4.1 million project also included a new parking lot and RV and bus turnaround.
The tribe added a cedar boardwalk and tree stumps in the late 1990s to help navigate the muddy, three-quarter-mile trail. Four lookouts provide vistas of the wave- and wind-lashed coastline. Guides, funded by the cultural center and the Olympic Coast National Marine Sanctuary, are there seven days a week in summer.
"People love to come to those extremes," said Janine Bowechop, executive director of the cultural center. "Then they come and realize it's beautiful."
Awesome sights
DeBari, 52, a registered Makah, grew up in Neah Bay and in the woods on the Cape, where she waited in clearings while her mother gathered berries, flowers and cedar bark.
The mother of six, who wears a gold-and-blue whale tail pendant around her neck, has a sly sense of humor. She will look out at the ocean and say with a straight face: "I'm getting ready to call the whales."
She had to learn bird names when she became a guide, although she already knew the area's history. She tells visitors that Tatoosh is named for a Makah chief, and the lighthouse was built in 1857. DeBari also grew familiar with the coyote who showed up on the same grassy knoll every morning. She's seen cougar tracks in the winter. When she's working, she carries plastic gloves and a plastic bag — in addition to her emergency radio, first-aid kit, binoculars and telescope — to pick up wet tissue off the trail.
One recent day, the visitors included Jose Mendiola and Joel Steinpreis, who drove the five hours from Seattle. They were hoping to see whales and puffins, but that day had seen two eagles, seagulls and black birds they couldn't identify.
"We're definitely out of the city," Mendiola said.
The new road has also made life easier for locals, who still head up to the woods and craggy shore to gather seafood and bark. Bowechop and DeBari went to a rocky beach nearby for seafood one day and sighted three whales off the coast.
"They were so awesome," DeBari said.
A new type of tourist
Tourism is starting to grow gradually, with more hikers and sightseers supplementing people who come to fish. Along with the new road, the tribe has also built new cabins, RV parks and a restaurant nearby.
"The goal is to make sure some beautiful spots on the reservation are easy to enjoy and people learn how many wonderful things there are to do," Bowechop said. "All these projects are connected to seeing what we can do to create a sustainable economy."
Before the road was paved, as many as 400 people hiked the trail in a day during busy periods like Makah Days, a three-day festival in August celebrating Makah tradition and culture.
Open since September, the road has drawn a new variety of tourist.
John Hewitt, president of the Miata Club Northwest, learned about the road online. Club members drove eight cars to the Cape in mid-June.
The smooth, windy road is perfect for a sports car, he said, and the Cape itself is a beautiful destination.
"Now that we know what the road is like, we'll come back again and again and again," he said.
Nicole Tsong: 206-464-2150 or email@example.com

subset: commoncrawl


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Karen "Dear Steve, I am 62, divorced, working full time and heavily in debt. I tried Consumer Credit counseling, Debt Settlement by closing what little 401K I had and finally have filed for bankruptcy. My court date is in 1 month and I just received an audit from the IRS and find I owe another 5000 due to my own ... Read More »
I'm in Debt Because of Too Much Fish. – Michael
Michael "Dear Steve, I've had a hellish trip through misery and desperation the past few years. In 2006, I experienced a health condition and illness from heavy metals and mercury through extreme consumption of fish and seafood since beginning to eat them more frequently in 1997. In Jan 2007, I had to leave my established sales career because of the ... Read More »
I'm About to Have a Nervous Breakdown Because of My Debt. –
"Dear Steve, 60k in IRS debt and 20k in credit card debt, already living paycheck to paycheck supporting kids and adopted grandkids What can I do, IRS has placed a federal tax lien so i can't get a loan and credit card company is calling my work and home 20 times a day and applying 20% interest but is unwilling ... Read More »
Advertisements About Eliminating IRS Debt Not Honest
Attorney General Abbott Charges JK Harris With Misrepresenting Its Ability To Reduce Unpaid Tax Debts South Carolina firm's advertisements overstated, misrepresented its tax resolution services AUSTIN – Texas Attorney General Greg Abbott today charged JK Harris & Company, LLC, its owners and two related firms with materially misrepresenting their ability to help Texans resolve their unpaid tax obligations. According to ... Read More »
Don't Pay Your Taxes With a Credit Card
It's getting towards that time of the year again when tax bills will come due and many will hope for a big refund to save them from financial disaster. If you owe the IRS, one of the payment options is to use your credit card to pay the bill. But the IRS is special. They get to violate one of ... Read More »
Misty Didn't Have Health Insurance And Got Sick. Now The Bills Are Rolling In.
Misty "Dear Steve, I have a large amount of medical bills coming in from when I didn't have health insurance. On top of that I have about $2,000 in credit card debt and roughly $10,000 in student loans. I have another $2,000 from a loan I took out. I now have two judgements on my credit and they are starting ... Read More »
Tina Says "My CPA is Under Investigation For Fraud"
"Dear Steve, I am currently unemployed. I have approximately $20k in credit card debt. I have been contacted by the IRS that my CPA is under investigation for fraud and I have to refile my taxes from 2002-present. So far, I owe $4k for 2007 to the IRS but have not refiled the previous years. I have completely stopped paying ... Read More »
Jennifer Says "We Have Accumulated So Much Debt And Bad Credit. What Do We Do?"
"Dear Steve, We have accumulated so much debt our credit score is to low to even buy a house. I've been looking into different programs to help, unfortunately the charge money I can't afford either, we have to do this on our own. If a creditor is offering to let you pay over 4 payments and only 55% of what ... Read More »


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Fuck you, Elvis. Fuck you for stopping men from wearing hats – and top hats in particular.
I mean, to be fair, it was Elvis and JFK who stifled this fashion. There's actually a great scene in Mad Men that addresses the rise of youth culture. Roger says, "Nobody will vote for Kennedy. Have you seen him? He doesn't even wear a hat." Pete, a younger member at the firm replies, "Elvis doesn't wear a hat."
Pete is correct. By the late 1960s, no one remotely cool was going to be wearing a hat.
If you like history, Pete is by far the most fun character to listen to on Mad Men, because, despite being a douchebag, he accurately predicts the outcome of every major world event. But no one listens to him because everyone hates him, and that is why Pete is my favorite character.
But I really think you're getting me a little off track here.
What you may not know is that disdaining hats was probably the most rebellious Elvis or JFK ever got, not including music or politics. Or sex. The top hat was first created at the end of the 18th century, when fashionable dandies were attempting to outdo one another with outrageous fashion statements. These days, it is exceedingly exciting if men wear any accessory whatsoever, but people tried harder then. Also, there was no television, so they didn't have much to do.
In January 1797, a certain Hetherington appeared in the streets of London. The hat maker walked along the thoroughfare wearing a top hat in the shape of a stovepipe. Within a short time, a large crowd had gathered around him. There was such chaos that the 'officer of the law' grabbed Hetherington by the collar and summonsed him before the court. He was accused of disturbing public order.
The officer, who dealt with the scandal, described the offence as follows: "Hetherington had such a tall and shiny construction on his head that it must have terrified nervous people. The sight of this construction was so overstated that various women fainted, children began to cry and dogs started to bark. One child broke his arm among all the jostling."
The hat maker relied in his defense on the right of every Englishman to place what he wanted on his head.
The Times defended him saying, "Sooner or later, everyone will accept this head wear. We believe that both the court and the police made a mistake here."


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3. Hats
Most guys are perplexed by a woman in a hat. Any kind of hat freaks them out; the baseball cap is too much like their buddy, and you can't rock a stocking hat in the middle of spring. With a curly guy, he will never second-guess that you might just be having a lazy hair day and for the sake of your relationship, will more than endure a day wearing anything on that head that you wish. Added bonus: most curly guys I have dated keep a plethora of hats stashed all over, and in the strangest places!
4 Reasons To Date Another Curly
2011-02-02 15:33:59
2011-02-02 15:33:59
4 Reasons To Date Another Curly
The Curly Fashionista explains the perks of dating a fellow curly


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Multi-Generational Management
August 20, 2008
A multi-generation workforce is greatmore viewpoints and ideas to contribute towards innovation. But as great as it is, organizations are concerned about employee tension due to differing experiences, values, expectations, work habits, and communication styles. Luckily there are proven strategies for coping, and even thriving, with a multigenerational staff.
By now most employers know todays workplace is multi-generational, and includes different values and work styles. The four generations are typically categorized as Traditionalists or Veterans (65 years and older); Baby Boomers (48 years and older); Generation X (28 years and older); and Millennials or Generation Y (who began to enter the work force in 1990). With employees having grown up in different times, experiencing different world events, and raised with different values and philosophies, clashes of perspectives, expectations, work habits, and communication styles are expected. But that's no reason the focus should be on the differences between the generations, rather than the commonalities.
Successful organizations develop strategies that result in the generations working effectively together, learning from one another, and showing mutual respect. They are talent smartadaptable, innovative, and creative as they try to recruit new talent while retaining their present talent. What strategies can organizations and their leaders develop to emphasize commonalities among the generations and build a "we" culture? What can they do to keep their best talent, no matter their age, engaged and productive? Strategies need to address what the four generations value and want to experience in the workplace. At the same time, differences in these individuals work methods, tools, and procedures also need to be considered. With that in mind, here are five strategies that might help you:
Strategy One: Work and Life Balance
Work/life balance is the juggle of work, family, friends, re-energizing, and personal wellbeing. When employees experience a good balance between their work and personal lives, they feel the organization is well functioning and supportive. They feel they are working in a healthy environment, and want to remain. One element of work/life balance important to all generations is flexibilityhow, where, or when they get their work done. But flexibility is viewed differently by each generation. According to authors Beverly Kaye and Sharon Jordan-Evans, the mindsets for each generation are:
"I've earned it." This is my time to spend with my family or think about retirement.
"I want it." Now that my children are grown-up, I want to travel and peruse avocation interests, or have time to care for aging parents.
"I deserve it." I want to choose how and where I do my work or spend my time. Give me space to make decisions.
"I expect it." I want freedom not to be tied to a desk. Thanks to technology I can work anytime, anywhere.
Flexibility can be provided in various ways to meet the lifestyles of the four generations, including by providing company blackberries and laptops, flextime, opportunities to work from home, and sabbaticals.
Strategy Two: Learning Opportunities and Career Development
All employees want to learn to do their job effectively and efficiently. And, except perhaps for those who have reached the top rung of their career ladder, they want training to advance to the next level. But organizations need to take into account generational learning differences in styles and experiences. A survey by Eric Lesser and Ray Rivera on changing workforce demographics reveals that trainers need to accommodate the different learning method preferences that exist between older and younger generations.
While traditionalists and boomers are more comfortable with conventional class-based or trainer-led learning methods, X'ers and Millennials prefer technology--based learning. Yet even these two generations are not alike in their approach to technology. X-ers prefer Web classes they can work on by themselves, while Millennials like working with others via blogs.
While all generations are interested in learning opportunities, they want different content and topics. They are in various places in their career development and movement, and consequently, need or desire different knowledge and skills. Employee survey and self-assessment results will give your HR staff clearer insights regarding curriculum development and delivery methods. This common interest also is an opportunity to bring the generations together to learn and grow from each other. Here's what they have to share:
Have a significant knowledge base to pass on before retiring. They can teach the intangibles of a role, the realities of the workplace, and the advantages and disadvantages of leadership. HR can partner with senior staff to develop and facilitate seminars.
As they plateau, their passion needs to be reengaged. As managers and bosses of Xers and Millennials, they are in a position to act as coaches, and experience their staffs enthusiasm and energy. With proper training, Boomers can work with younger staff to set career paths that are aligned with team and organizational goals. In a coaching role, first-line supervisors can help these generations become aware of career growth and advancement opportunities.
X'ers and Millennials:
Once they settle into their position, they are ready to acquire new skills and experiences to determine their next moves. HR staff, in cooperation with company departments, can create opportunities for cross-functional positions, assignments in different locations, and short-term projects that place workers on senior-level teams. At the same time, they can be called on to bring older peers into the high tech world by sharing their knowledge of the latest technological products and services.
Strategy Three: Talent Management and Performance Appraisals
Fifty-four percent of senior executives cite as talent management barriers senior managers who do not spend enough time on talent management, according to a recent survey by McKinsey & Company, while 52 percent cite line managers who are not sufficiently committed to employee development. Managers who are effective, no matter their level, work with: a) new hires to envision their future with the organization, and b) establish staff to keep them engaged and motivated.
Managers play a key role establishing understanding and agreement among the generations by:
Setting an example of respect, tolerance, and appreciation of efforts and contributions made by all employees
Establishing a culture of trust and confidence by giving people freedom to achieve outcomes their own way
Managing different people differently, knowing not everyone has the same motivation for success or perspective of how to get the work done
Caring about the people who work for them, and stepping in when misunderstandings or clashes arise
Encouraging cooperation and a "team mentality"
One of the most critical responsibilities managers have is conducting performance appraisals. This can be a time when misunderstandings and disagreements readily happen and impact morale. What's more, young managers are increasingly responsible for older staffs, a situation ripe for resentment and condescension. An effective manager knows performance appraisals are a cornerstone of talent management that calls for careful planning, thoughtful discussion, and constructive comments. Done right, it benefits the individual, supervisor, and team.
A positive performance review process is a partnership between the manager and the employee that is employee-driven, adult-to-adult, creates "stakeholders," and results in a commitment to future career goals and work improvements. A partnership mentality implies collaboration for a common purpose. Elements of this type of evaluation system include:
Building consensus between the supervisor and employee
Holding more frequent informal check-in meetings to ensure everyone is on the same track and moving forward
Giving employees the initiative to create performance goals and learning objectives
Focusing on objectives and omitting biases and subjectivity
Evaluating actual performance outcomes, not individualized work styles and habits with the attitude of, "Would I have done the work in the same manner?"
Strategy Four: Two-Way Communications and Trust
A major difference between the generations is their communication styles and how they interact with other people. Traditionalists and boomers tend not to question or challenge authority or the status quo, while Xers and Millennials have been taught to speak up and not just accept what they're told. How can clashes and misunderstanding be avoided? How can confidence, credibility, and reliability be established?
All employees, regardless of age, want to work with people who are honest and trustworthy. They want to feel everyone is "up front" regarding commitments and agreements. Open communication builds trust, which, in turn, builds loyalty. Leaders who develop consensus among the generations know no one has all the answers, and most importantly, that all groups contribute to the achievement of departmental goals and the organizations success in the marketplace.
Organizations need to find innovative ways to quickly build trust among co-workers, supervisors, and facilitators, especially when involved in short-term projects or virtual teams. Promoting open collaborative communication is important when an organization needs older generations to stay engaged and younger generations to commit to the organization's culture and values.
is one way to foster understanding and agreement among the generations. A study conducted by Jodi Davis, reveals that in 77 percent of companies, implementation of
mentoring programs
increased retention rates. Senior level executives bring their own unique organizational history and experiences to the relationship, and are ideal role models for Xers and Millennials, who gain valuable knowledge about the organization and its "way of doing things." Mentoring allows generations to establish in-depth, meaningful relationships, creating an environment that's open and honest about employee views, feelings, and opinions.
Strategy Five: Recognition and Respect
Workers of all ages want to be recognized for their accomplishments. People want acknowledgement they feel has been earned and deserved from leaders, supervisors, and colleagues. However, different age groups define this differently:
Feedback is not necessary, but they want to know they made a difference. This group wants reassurance their vast experiences are respected and their perseverance valued.
Documented feedback on a yearly basis is fine. They want to know their contributions are noticed, and reflected in bonuses or cash awards.
Feedback should be often and honest to let them know they are on the right track. Personal acknowledgements received from managers and senior executives can be as important as monetary rewards.
They want immediate feedback that tells them what they're doing right and what they're doing wrong. They prefer quarterly bonuses to yearly ones.
Increasingly organizations are offering customized rewards programs to meet the changing expectations of employees. Note, though, that rewards won't act as a motivator unless they are individually tailored. Surveys can be conducted to learn what employees want as rewards and how they want to be recognized. In addition to financial compensation and time-off, requests can include: an award given in front of peers, a thank you note from a leader in the organization, acknowledgement of their employment anniversary date, project leadership, and/or cross-training opportunities.
Treating human capital as an asset is good for business as it creates a "talent point of view" throughout the organization. From top leadership to front-line supervisors, the emphasis should be on building a work environment where all employees are supported and nurtured to remain passionate, resilient, and competitive.
The attention given to multiple generations in the workplace should be on common experiences and shared expectations. Different is neither right nor wrong, just different.
Each individual's unique talents and contributions should be respected and valued.
Annabelle Reitman, Ed.D., is a Career Management Consultant and SME with Insala, a leading global talent management software provider. Among other published books and articles, she is the author of "Talent Retention," an Infoline Series for ASTD Press, 2007.
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While the agriculture sector has improved its safety performance over the years — from an injury rate of 3.6 in 2002 to a rate of 2.3 in 2011 — there are still concerns in this industry.
The multiple deaths and serious injuries to agricultural workers on a highway and at a mushroom composting operation exemplify the importance of health and safety obligations. Following a Coroner's Inquest (May 2012) into the deaths of three workers and permanent injuries of two others, WorkSafeBC and the Farm and Ranch Health and Safety Association (FARSHA) have commenced work on the jury's recommendations. This information can be accessed through the following links:


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How I Made Partner at . . . Boies Schiller: 'Get Out of the Weeds'
When David Boies made his speedy departure from Cravath, Swaine & Moore in 1997 to start his own firm, he immediately brought in his son, Chris, a former Sullivan & Cromwell lawyer, to help launch a corporate department at Boies, Schiller & Flexner.
Eleven years later, the corporate side of BSF — which is still thought of as primarily a litigation shop — continues to grow, albeit slowly. There are 27 lawyers. This year, the group made a new partner: 30 year-old Mike Huang, who arrived at BSF just three years ago via Taiwan, Berkeley ('99), Columbia law school ('02), and, coincidentally, Cravath — making him a sixth-year associate.
We spoke with Huang earlier this week, shortly after he returned from the firm's annual jaunt to Jamaica.
Hi Mike. First of all, congrats. Did you know you'd made partner prior to the Jamaica trip?
I found out beforehand that I was being put up. But they have the vote down there, so once the vote was announced it was a surprise. The results weren't determined until everyone raised their hand.
Did you get to enjoy Jamaica?
Yes. But sometimes, unfortunately, you have to work down there. That's standard. We're always available to our clients, no matter where we are.
Are you a "I always knew I wanted to be a lawyer" kind of person?
No. [Laughter] The real story is that I had no idea I wanted to go to law school until my junior year in college. I was an engineering major at Berkeley, and it was during the dot-com boom, so I thought I'd maybe go to Intel or a company like that, but I didn't know for sure. Then I had a conversation with a history teacher from high school. He asked me what I wanted to do when I graduated. I said I didn't know. So he said, at the end of the day, if you can't think of anything, give law a try.
So how'd an engineering guy find his way to M&A?
After summering at a litigation boutique in San Francisco, I decided litigation wasn't for me. Then I went to Cravath for my second summer of law school. That was the first time I ever did what, at that point, they called a deal. No one ever explained to you what a deal was until you did one. Back then, they told me I had to go to a closing. I said, what's a closing?
Seems like you picked it up pretty quickly.
Even now, in interviews, when I'm asked what corporate law is like, I say it's like an apprenticeship. You learn everything on the job.
How did Cravath partners feel about you joining Davis Boies's firm?
A couple of the partners at Cravath I talked to had nothing but nice things to say about David.
I enjoyed my time at Cravath. I left not because of Cravath but because of Boies Schiller. [Cravath] asked me to think about staying. But I was excited about the opportunity to be part of this growing corporate practice. And from a work perspective there wasn't much of a difference.
Got any advice for associates out there who aim to make partner by 30?
Well, in corporate work, you start off in the weeds — at a granular level — on any transaction you work on. It's hard to step back and see what's really going on. What's the business deal being cut? What does the client want? For me that was hard. And it's not like you have a business background from law school. So what I had to do is not only do the day-to-day work, like making sure there are no typos and that the the documents are conformed, but also take the time to try to understand what's going on. That's not necessarily a task you're asked to do.
What's the longest you've ever worked without sleep?
At Cravath I once pulled three all-nighters in a row.
You think you'll sleep more or less now that you've made partner?
[Laughter] I don't know. Now that I have a chance to reflect on it while I'm talking to you, I don't think it'll change my life much. It's not a pit stop or an end goal. We're going to continue to move along.
OK, Mike. Good luck.


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American Heritage is proud to host the
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"Save America's Treasures" has been totally eliminated—the largest Federal program supporting preservation of such treasures as the original Star Spangled Banner and George Washington's tent.
65% of Americans don't know what happened at the Constitutional Convention, according to a recent survey by Newsweek.
The "Teaching American History" grants—the largest Federal program supporting history education—have been completely eliminated.
Visits to the Top 20 Civil War battlefields have dropped in half from 1970 to 2009 according to official National Park Service statistics.
40% of Americans can't identify whom we fought in World War II, according to a recent survey by Newsweek.
A quarter of Americans believe Congress shares power over U.S. foreign policy with the United Nations, according to a recent Annenberg survey.
"There is little that is more important for an American citizen to know than the history and traditions of his country," John F. Kennedy wrote in American Heritage.
The "We the People Program," which touched some 30 million students and 90,000 teachers over 25 years, has been completely eliminated.
Two-thirds of Americans could not correctly name Yorktown as the last major military action of the American Revolution, according to a recent national Gallup survey.
The National Heritage Areas and Scenic Byways program, the only major Federal program encouraging visits to historic places, has been completely eliminated in Congressional committee.
Regimental History of the First Delaware Volunteers. First Regiment, Delaware Infantry Organized at Wilmington, Del., September 10 to October 19, 1861. Moved to Fortress Monroe, Va., October 20-21, 1861. Attached to Fortress Monroe, Va., Dept. of Virginia, to May, 1862. 2nd Brigade, 1st Division, Dept. of Virginia, to July, 1862. Weber's Brigade, Division at Suffolk, Va., 7th Army Corps, Dept. of Virginia, to September, 1862. 3rd Brigade, 3rd Division, 2nd Army Corps, Army of the Potomac, to May, 1863. 2nd Brigade, 3rd Division, 2nd Army Corps, to March, 1864. 3rd Brigade, 2nd Division, 2nd Army Corps, to July, 1865. SERVICE.-Duty at Camp Hamilton, Va., till May, 1862. Engagement between "Monitor" and "Merrimac" in Hampton Roads, Va., March 8-9, 1862. Expedition to Norfolk May 9-10. Occupation of Norfolk May 10, and duty at Norfolk, Portsmouth and Suffolk till September 8. Moved to Washington, D. C., thence to Antietam, Md., September 8-16. Battle of Antietam, Md., September 16-17. Moved to Harper's Ferry, W.Va., September 22, and duty there till October 30. Reconnoissance to Charlestown October 16-17. Advance up Loudon Valley and movement to Falmouth, Va., October 30-November 17. Battle of Fredericksburg, Va., December 12-15. At Falmouth till April 27, 1863. "Mud March" January 20-24. Chancellorsville Campaign April 27-May 6. Battle of Chancellorsville May 1-6. Gettysburg (Pa.) Campaign June 11-July 24. Battle of Gettysburg July 1-3. Pursuit of Lee to Manassas Gap, Va., July 5-24. Williamsport, Md., July 13-14. Duty on line of the Rappahannock and Rapidan till October. Advance from the Rappahannock to the Rapidan September 13-17. Bristoe Campaign October 9-22. Auburn and Bristoe October 14. Blackburn's Ford October 15. Advance to line of the Rappahannock November 7-8. Mine Run Campaign November 26-December 2. At and near Stevensburg, Va., till May, 1864. Demonstration on the Rapidan February 6-7. Campaign from the Rapidan to the James May 3-June 15. Battles of the Wilderness May 5-7. Laurel Hill May 8. Spottsylvania May 8-12. Po River May 10. Spottsylvania Court House May 12-21. Assault on the Salient "Bloody Angle" May 12. North Anna River May 23-26. On line of the Pamunkey May 26-28. Totopotomoy May 28-31. Cold Harbor June 1-12. Before Petersburg June 16-18. Siege of Petersburg June 16, 1864, to April 2, 1865. Jerusalem Plank Road, Weldon R.R., June 22-23, 1864. Demonstration North of the James July 27-29. Deep Bottom July 27-28. Mine Explosion, Petersburg, July 30 (Reserve). Demonstration North of the James August 13-20. Strawberry Plains, Deep Bottom, August 14-18. Ream's Station August 25. Yellow House October 1-5. Boydton Plank Road, Hatcher's Run, October 27-28. Dabney's Mills, Hatcher's Run, February 5-7, 1865. Watkins' House March 25. Appomattox Campaign March 28-April 9. Boydton Road and White Oak Ridge March 29-31. Crow's House March 31. Fall of Petersburg April 2. Pursuit of Lee April 3-9. Sailor's Creek April 6. High Bridge, Farmville, April 7. Appomattox Court House April 9. Surrender of Lee and his army. At Burkesville till May 2. March to Washington, D. C., May 2-12. Grand review May 23. At Washington, D. C., till July. Mustered out July 12, 1865. Regiment lost during service 12 Officers and 146 Enlisted men killed and mortally wounded and 3 Officers and 118 Enlisted men by disease. Total 279.
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