text:
- A rapid lookup table with all the main factoids concerning the product
- Purchasing details! It's important to know how you can get your hands on the product
- I personally really like stats! Tasty they are (to quote Yoda). They'll help us decide if this is something you should purchase.
- The opinion of our users – precisely what really matters when evaluating a product
- Specifics of the unique bonus that we provide
Product Facts
|Product Name:
|Advanced Curveball Training
|Standard Price:
|Paul Reddick
|Leslie Trawler
|Bonus Offered:
Where to Buy
The first thing in the shopping process is usually to click through to the retailer's website: paulreddickbaseballvip.com. Sure, you'll have to look over the sales page, but that can typically be quite helpful. Track down the "Purchase It" or "Checkout" link and you'll be taken to the payment page, managed by the transaction processor Clickbank. Soon after paying you'll receive an e mail with exact information on how to download what you bought. If you do not intend to use an affiliate link (and miss out on your bonus!) to go to the product owner's web site you can click here.
Publisher's Description
A comprehensive curveball training guide
- Teaching you why you should not wait until you're 16 to throw a curveball
- Teaching you the proper way for young pitchers to throw a curveball
- Teaching you the Horseshoe method for gripping a curveball
- Teaching you about creating and unloading tension
- Teaching you the role of the thumb
User Comment and Discussion
It's about time to participate! Make sure you inform us just what you feel about this product – would you buy it now? Do you plan to purchase it? Just about all (non abusive) comments are published.


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Day 7: Bagan Today we set out to discover Bagan,
"city of four million pagodas" and one of the richest
archaeological sites in all of Asia. With some 2,000
pagodas, temples, and monasteries (still standing) spread
over a 16-square-mile site on the Eastern shores of the
Irrawaddy, Bagan distills the very essence of Myanmar's
Buddhist culture. We visit several important shrines,
including revered Ananda with its golden spires. This
afternoon we encounter Bagan's rich artistic heritage
as we see artisans craft lacquerware. We enjoy lunch
at a local restaurant then later return to Bagan to watch
the sun set over this sacred site. Tonight we dine in
the home of a local Burmese family. B,L,D
Day 8: Bagan Early this morning we have thespecial opportunity to see Bagan's ancient temples onan optional hot air balloon ride. Then we encountereveryday Burmese life up close today, first at the bus-tling Nyaung Oo fruitand vegetable marketthen at Phwar SawVillage. After lunchwe return to Baganwhere we explore bypony cart, venturinginto areas inaccessibleby car or bus. B,L
Day 9: Bagan/InleLake Area We flythis morning to Hehothen travel by coachto beautiful Inle Lake,whose shore andislands host 17 villageson stilts inhabited mostly by native Intha people.Primarily farmers and fishermen, the Intha propeltheir flat-bottomed boats with one leg and an oar – aunique style that we'll see during our stay. We arrivein Nyaung Shwe, gateway to Inle Lake, in time forlunch then continue on to our hotel. B,L,D
Day 10: Inle Lake/Inndein A morning visit to
the Inndein temple complex of decaying wooden
stupas surrounded and overtaken by huge banyan
trees offers an evocative and contemplative scene
reminiscent of the Khmer temples at Angkor Wat.
Lunch today is a small group highlight as we dine
in the floating home of a local Intha family. Returning to our hotel, we see the fishermen engaged in
their unique styles of rowing and fishing. B,L,D
Day 11: Inle Lake We encounter various ethnic
minorities today at the Five-Day Market, where hill
tribespeople come from all over the Lake Region –
in their traditional tribal colors – to trade with the
Intha. B,L,D
Day 12: Inle Lake/Heho/Yangon We return to
Heho today for the flight to Yangon. After checking
in at our hotel, the afternoon is at leisure. Tonight
we enjoy a farewell dinner. B,D
Day 13: Yangon/Depart for U.S. This morning
we see Yangon's downtown area, where well preserved
colonial buildings flank ancient pagodas. We visit the
colossal Chauk Htat Gyi Reclining Buddha, at 213 feet
one of the country's largest Buddha icons; and drive by
the home of Aung San Suu Kyi, "The Lady." Lunch
today is on our own; this afternoon is at leisure to relax
or to visit the Scott Market, famed for its large selection
of Burmese handcrafts and other goods. Tonight we
dine together at our hotel before transferring to the
airport for our flight to the U.S. B,D
Day 14: Arrive U.S. We arrive in the U.S. this
morning and connect with our flights home.
Your Tour Price Includes
• Round-trip air transportation from listed cities; all flights
within itinerary
• 11 nights' accommodations in Deluxe and Superior First
Class hotels
• 28 meals: 11 breakfasts, 9 lunches, 8 dinners
• Extensive sightseeing as described, including all entrance fees
• Services of an Odysseys Unlimited Tour Director
• Private motorcoach transportation throughout your trip
• Luggage handling for one bag per person
• Gratuities for local guides, dining room servers, airport and
hotel porters, and all drivers
• $100 frequent traveler credit towards your next Odysseys
Unlimited tour ($200 after 3 tours; $300 after 10 tours)
We visit iconic U Bein Bridge on Day 5.
2017/2018 Tour Dates and Pricesincluding international airfare and all taxes, surcharges, and fees
2017 2017 2018
Oct 31
Oct 17 Nov 14
Oct 24 Nov 28
2018 2018
Feb 27 Jan 30 Jan 9
Mar 6 Feb 6 Jan 23
Los Ang, San Fran $4,398 $4,598 $4,698
Atlanta, Chicago,
Dallas, New York, $4,698 $4,898 $4,998
Phoenix, Port (OR),
Seattle, Wash, DC
Boston, Denver, $4,798 $4,998 $5,098
Houston, Minneapolis
Baltimore, Charlotte,
Cincinnati, Cleveland, $4,898 $5,098 $5,198
Detroit, Mia, Orlando,
Philadelphia, Tampa
Please call if your city is not listed or for land only prices.
Prices are per person based on double occupancy and
include airline taxes, surcharges, and fees of $503, which
are subject to change until final payment is made.
Single travelers please add $1,495. Your $375 deposit
is fully refundable up to 95 days prior to departure. All
2017/2018 tour prices above (excluding airline taxes,
surcharges, and fees) are guaranteed.
Business Class upgrade on round-trip Trans-Pacific flight:
$3,895 per person
Please note: This trip involves considerable walking on
uneven terrain and embarkation/disembarkation on
small river and lake boats. You should be in good
physical condition to enjoy the tour to its fullest.
Young monks enjoy some fun.
• Air transportation Yangon/Siem Reap; Siem Reap/PhnomPenh, inclusive of airline taxes and fees• 4 nights' accommodations: 1 night in Yangon at ChatriumHotel Royal Lake (Superior First Class); 2 nights in Siem Reapat Sofitel Angkor Phokeethra (Deluxe); 1 night in Phnom Penhat Sofitel Phnom Penh (Deluxe); rooms reserved for late check-out in Phnom Penh• 7 meals: 4 breakfasts, 3 dinners• Three days' sightseeing of Angkor complex (UNESCO WorldHeritage site), including all entrance fees• Phnom Penh sightseeing• Services of an Odysseys Unlimited Tour Director• Private motorcoach transportation• Gratuities for dining room servers, airport and hotel porters,and all drivers
Land only guests: $1,745 total price
5 days/4 nights for $1,595 total price
Single Supplement: $395
A special opportunity to discover the amazingtemples and statuary from the Angkorian Empire,plus the Cambodian capital of Phnom Penh.Post-Tour Extension

subset: commoncrawl


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7 years ago we lost our joy, but you lost your pain. You have been such an inspiration to me and so many others. You have always and will always inspire me everyday. I miss you so much but I know you are in a much better place smiling down on us all. Thank you Michael for everything. You made the world a better place and I thank God for sending an angel to earth.
Love you even more,
"(I will) Never say goodbye, because goodbye means going away and going away means forgetting" - Peter Pan


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Huawei has today announced the MediaPad X2 as part of its MWC release, and it's either a giant phone or a small tablet, depending on your outlook. The successor to the MediaPad X1 has seen a bump in the internal hardware, with the big story being the Ultra-octa Kirin CPU. It's got full cellular capabilities, and if you look at it from the perspective of a tablet, it's impressive.
Using the same design philosophy as last years Ascend Mate 7 smartphone, the MediaPad X2 boasts an 80 percent screen-to-body ratio. That means tiny bezels at the sides and not a whole lot top and bottom. As such, you can actually one-hand this thing. OK, you need the other hand to actually do anything on it, but it's comfortable enough to hold without needing giant hands.
There are two versions, one with 16GB of storage and 2GB of RAM, and the "premium" version with 32GB of storage and 3GB of RAM. Cameras are 13MP round back and 5MP up front, it supports Cat 6 LTE, has a pretty large 5000mAh battery which promises excellent battery life paired with "only" a 1920x1200, 7-inch display.
Software has been bumped to Android 5.0 Lollipop, but it still sits far beneath Huawei's EMUI. Compared to the Ascend Mate 7, Lollipop is the only visible difference, with the UI, apps, even notification tray remaining exactly the same. Any software redesigns will probably be reserved for future releases in the Ascend series.
All told it's not a bad device. If you're looking for a one device fits all situations kind of thing, the MediaPad X2 could be a decent option. It's enormous as far as phones go, but it's one of the smallest 7-inch tablets we've seen to date. You'll need big pockets or a bag to carry it around, though.


text:
I've got a couple of pdfs to share with you all in this post. Here are those:
1. eBay Marketplace Architecture – Architectural Strategies, Patterns and Forces – Randy Shoup, eBay Distinguished Architect
2. How to do 100K+ TPS at less than 1ms latency – Martin Thompson & Michael Barker
You can view these pdfs right here with slide notes for impatient souls:
eBay Architecture – Slide Notes
1. What eBay is up against? – Some Stats
1 Billion Page Views/Day
4.4 Billion API Calls/Month
44 Billion SQL Executions/Day
2. Architectural Strategies
Partition Everything (Patterns: Functional Segmentation and Horizontal Split)
Databases – No Database Transactions
Application Tier – No Session State
Async Everywhere (Patterns: Message Dispatch and Periodic Batch)
Automate Everything (Patterns: Adaptive Configuration and Machine Learning)
Remember Everything Fails (Patterns: Failure Detection, Rollback and Graceful Degradation)
How to do 100K+ TPS at less than 1ms latency – Slide Notes
Tips for High Performance Computing
1. Show good Mechanical Sympathy (Memory/CPUs/Networks/Storage)
Keep the working set In-Memory
Write cache-friendly code
Write clean compact code
Invest in modelling your domain
Take the right approach to concurrency
2. What's possible when you get this stuff right?
3. How to address the other non-functional concerns?
4. Concurrent access to Queues – The Issues
5. Disruptor


text:
Nollywood actress, Rita Dominic, got the chance to try out her boxing skills on film director, Moses Inwang, on the set of a movie. Watch the video to see the hilarious results.
Tuesday, July 29, 2014
Nollywood actress, Rita Dominic, got the chance to try out her boxing skills on film director, Moses Inwang, on the set of a movie. Watch the video to see the hilarious results.
1 comment:
- AnonymousJuly 30, 2014 at 11:54 AM
You could Be Making 780USD Weekly, it depends on youReplyDelete
view details at http://sarahfreeman11.wix.com/workathome
Let's start by creating two e-currency accounts, Perfect money and Egopay.
*To Create a Perfect Money its free go to or www.perfectmoney.com
*To create a egopay Account its free go to www.egopay.com
now you have to fund your egopay account with $20 (example)
To fund or Withdraw money from your egopay account go to https://www.egopay.com/exchange or google any reliable exchanger close to you like www.Naira4dollar.com
and a host of others.
it is the USD($) account number example (U1234567) in the perfect money account you will use while making exchange, and not the ID itself.
(ii), it is the email address you used to open Egopay, or pecunix account that is your account ID,
(1). To earn from currency exchange Go to www.rapidgoldex.com and exchange(EXAMPLE) $50 from your Egopay account to Perfect money account.Note @ rapidgoldex $1 Egopay->$1.28 perfect money, so $50 Egopay -> $64 Perfect money USD.
Next step : you go to https://magneticexchange.com/ or https://xchanger.org/ and re-exchange $64 Perfect money--->$61.32 Egopay
that means you have made a profit of $11.32 to your Egopay account with your $50 PM.
your Egopay account balance is now $61.32
(2). Repeat the exchange process from egopay---->Perfect money, and perfect money--->Egopay continuously because the more you exchange
between perfect money and Pecunix ,, the more you earn.
10 times of exchange or about one hour the clear profit will be more than $100 and above depending on your Capital.
You can always increase your capital, because the more money you exchange the faster u make your cash. I can make up to 800 USD per day. doing up to 25 exchange per hour. But there is also no harm in starting small.
To Withdraw money from your Egopay account go to www.Naira4dollar.com
or www.standardgoldng.com, or any reliable one close to you.
and sell to them, they will credit your local bank account within few hour.
"The only place where success comes before work is the Dictionary."
*This blog is just for illustration purpose the amount you see there can be varied depending on your ability and capability
*How much money you make depends on your capital and the amount of time you put into this venture.


text:
GRANT — Energy policy is by far the most important issue in this year's presidential election, one that transcends partisan politics and dwarfs the nation's current economic crisis, according to Robert F. Kennedy Jr.
Kennedy, an environmental activist and attorney, addressed a crowd of nearly 700 people Tuesday at Grant High School. His visit was part of the Fremont Area Community Foundation's Speaker Series.
In a nearly two-hour speech, the son of the late Bobby Kennedy opined on everything from pollution and politics to religion, world history and how he believes media monopolies are hurting the nation's democracy.
But his central theme was that America must transition from a carbon-based economy, which relies on petroleum products, to one powered by clean energy harvested from the wind, sun and the Earth's heat.
"The way we deploy energy in this country is really the key economic and national security issue in this election," Kennedy said. "Carbon is the principal drag on American capitalism.
"We're borrowing a billion dollars a day to buy oil from countries that don't like us very much," he said. "What we're spending to bail out Wall Street ($700 billion) is chump change compared to what we spend every year on foreign oil."
Massive wind farms in the Great Plains and solar power fields in the Nevada desert could provide all the electricity needed for every building and vehicle in the U.S. That would end America's need for foreign oil, generate billions in new investments and create millions of jobs, Kennedy said
The nation's current energy policy relies largely on foreign oil and coal-fired power plants, which contribute to global warming and a host of other environmental and public health problems.
Kennedy said the U.S. should follow the lead of countries like Sweden and Iceland, which use alternative energy sources -- wind, solar and geothermal -- to generate nearly all of the electricity needed to power their economies, homes and vehicles.
Building the energy grid needed to capture and distribute energy from clean sources could cost more than $500 billion. But a modern power grid capable of handling wind and solar power could do for the nation's electric economy what the Internet did for the personal computer industry, Kennedy said.
"The electrons are hitting the Earth every day, free of charge -- all we have to do is harvest them and get them to the consumer," Kennedy said. "All it takes is a little leadership."
He praised presidential candidates John McCain and Barack Obama for pledging support for alternative energy and reducing America's dependence on foreign oil. Kennedy said either candidate would be an improvement over President Bush, who he called the most environmentally destructive president in the nation's history.
"He's lead a stealth attack ... that has eviscerated 30 years of environmental regulations," Kennedy said.


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Wednesday, 13 July 2016
Stampin' with Picture Perfect for Challenges
8 comments:
Love the leafy stems and grunge background! Thanks for playing along with us at CC&S!ReplyDelete
A lovely card Jay. I really like the touches of gold and the green scalloped circle really make the rose pop. Thank you so much for playing along to the Global Design Project this week.xoReplyDelete
I like how you added "both" of us! That is so creative and a great idea! Thank-you for playing along with the GDP ~ Krista Frattin from CanadaReplyDelete
I like how you softened the background with the use of the white. Clever thinking! Thanks for sharing your card with us at CC&S. :)ReplyDelete
Lovely choice and mix of stamps. Thanks for joining us at CC&as this week. Caro xReplyDelete
Gorgeous Jay! Thanks so much for sharing your talents and joining in with this week's Global Design Project!ReplyDelete
Love the delicate use of the wink of Stella pen and the way that you softened the background with white. Thanks for joining us at CAS Colours & Sketches again this week. Liz xReplyDelete
Great sentiment on your card Jay, it's so sweet. Well done on combining two challenges. Thank you so much for playing along with this week's Global Design Project challenge xxReplyDelete


text:
Still not sure which Sennheiser product is right for you? Click Here For Live Assistance! You can also call us toll free at 877.434-8647- Our online team of experts will be happy to create a custom quote for you.
Sennheiser CC510
Over the head, monaural headset supplied with ultra noise canceling microphone and Sennheiser's exclusive ActiveGard protection technology.
You have no items in your quote.


text:
The first major task was to mount the left chain stay to the bottom bracket on Sarah's bike. I choose to work off my drawings and pin the joint. What made this difficult was that I had to bend the BB socket down 8.5 degrees. This is, after all, a kids bike on 20" wheels.
I wasn't too sure about doing this, and I'm still not entirely sure that the main shell of the BB didn't get bent (next time I'll have to get some old BB cups and mount them during the bending process). I began by elongating the socket with the die grinder. I didn't want to use this as my primary method, but did want things to be a little loose to begin. I mounted the BB in my vice between to pieces of 3/8" plywood and tightened it down. Then I put the stay into the socket and pulled down.
I was concerned about bending the stay instead of the socket, but needn't have been. The end inside the BB shell hit the top of the shell and bent down some, but that part needed to come off anyway. So, I worked the stay out, trimmed back the inside end, and set it back in place to check against the drawing. A couple of more smaller pulls and I had it made. Then I drilled the BB shell for two pins, close to 180 degrees apart, fluxed everything up, fit the stay back in, adjusted to the drawing, drilled the stay for the pin, fluxed a pin and set it lightly. I checked against the picture, made some adjustments, drilled for the second pin, fluxed the pin and set it. I checked against the drawing one more time, clamped the piece in my stand, and proceeded to braze it up with brass. I got a clear visual of the brass pulling through and the outer joint was pretty clean so I left it to cool.
When I checked against the drawing, I was spot on. I'm a little surprised by that one.
After this, I started work on a practice fork. Actually, if it comes out well it'll go on my current bike (12 year old trek w/ 3 main tubes in carbon and the rest including the fork in aluminum). I'm sure it's way overbuilt, but I've never fully trusted the aluminum fork. Forks are one of those things that I just don't think should be made of aluminum.
Anyway, I have a Walter (which I suspect is a Long Shin or Everest) crown. It's the ultimate cheater's crown. The rake is built in (7 degrees), the brake-holes are dimpled, there's an internal seat for the steering tube, it's hollow so the fork legs don't need a vent hole, and there is a hole on the underside which can be tapped for a fender or rack and which serves as an additional vent hole. Meanwhile I have some nice but problematic fork tips from Bringheli. They are stainless and look very nice. The fit internally to the tube and have a platform on the end above which a central stub projects. So, it's very easy to set a coil of silver on the end and push the tip into the tube for brazing.
There's just one thing, the tips are pretty big around. I trimmed the fork legs from the bottom exclusively and I still had to grind down the bore of the tip to get it into the fork. This is a slightly tedious process of checking and fitting and checking and fitting. It would probably be a great use for a lathe.
The tips have one other nice feature. On the inner side, there is a hole drilled through the bevel (or arch) between the tip itself and the body that goes up into the the fork leg. This hole goes all the way through the stub at the back end of the tip. So, there is no need to drill a lower vent hole either.
Assuming that one fits the tips correctly to the tubes, it should be a simple matter of checking the leg lengths for equality before brazing the legs to the crown.
Life, however, is not without its challenges. I'm not sure if the crown is straight. Its hard to tell because it doesn't have any straight surfaces on it. I tried laying the steerer on v-blocks, squaring the face of the fork into a vertical plane, and then squaring against the bottom tips of the fork leg sockets. This shows a discrepancy. However, I'm not sure that the crown is that precisely and symmetrically made. I think I'm going to have to face the crown and try to square against the face while holding the steerer in the v-blocks.
Meanwhile, a dry assembly of the fork w/ a wheel indicated that the legs were equal length. So, I thought I'd install the tips. All went well with this process until things were cooled down. Then I found:
- 2 very small dimples in the fill between the leg and tip on one side.
- 2 tips twisted relative to the leg, one slightly and one majorly, but both significantly.
This was after I'd finished filling down the first joint. I guess I'll have to reheat the joints and try to slip them into their proper position. First I'm trying to thing of some kind of marking I can use to sight whether the tip is straight or not.
I would have continued working tonight to get the tips right, but I've finally run through my first tank of Oxygen. I'll have to get a refill this week. Meanwhile, I have time to consider how to mark the tip orientation.
Stay tuned for more adventures.


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Chapter XIV
Ninth Service Command
John J. Loutzenheiser, M.D.
It was not until December 1943 that an orthopedic consultant was appointed in the Ninth Service Command. This consultant was Col. John J. Loutzenheiser, MC, who had entered military service more than a year earlier. His prior service as chief of orthopedics in a general hospital proved to be useful and had allowed him to obtain full knowledge of many of the problems that concerned an orthopedic section in a general hospital. With such a background, a consultant had more sympathy with the multiple difficulties which existed on the home ground of the various hospitals in his command.
On reporting to the Ninth Service Command headquarters at Fort Douglas. Utah, the new orthopedic consultant was briefed on his duties by Co1. John B. Flick, MC, Consultant in Surgery, before reporting to Brig. Gen. John M. Willis, who was surgeon of the command. Colonel Loutzenheiser's introduction to the consultant group with which he was to work was an important moment in his military service. As he recalls it, General Willis said: "We have a great medical team here, and we will insist that you be a team player." It did not. take long for Colonel Loutzenheiser to realize that this command had taken a group of brilliant individualistic doctors and had welded them into an efficient consultant team for military medical purposes. Col. Verne R. Mason, MC, Col. Lauren H Smith, MC, and Colonel Flick were the medical, psychiatric, and surgical consultants. These consultants gave Colonel Loutzenheiser a few words of advice which should be noted here because undoubtedly this advice helped him in his relationship with hospital commanders as well as with his fellow orthopedic surgeons in service. They stated: "We make an effort. to work harder than anyone else in the hospital we are inspecting and you must do likewise if you expect. to gain the respect of your confreres, be helpful before you are critical, study the commander's personality as well as his personnel, and report only accurate, factual, existing circumstances."
The geographic area of the Ninth Service Command was comprised of the eight Western States of Montana, Idaho, Washington, Oregon, Nevada., Utah, California, and Arizona. This area contained 12 general hospitals, 11 of which were located in the coastal States of California, Oregon, and Wash-
ington, and the other in the State of Utah. There were in California two regional hospitals at Oakland and Pasadena and large station hospitals at Fort Ord, Camp Roberts, Camp Haan, and Camp Stoneman. In addition, there were large station hospitals at Fort Lewis, Wash., and at Fort Huachuca, Ariz. There were other hospitals to be visited, such as those of the ports of embarkation at Seattle and San Francisco and the prison camp hospital at Phoenix, Ariz. Air Force hospitals were occasionally visited when the need was indicated. When one considers the great distances which had to be covered in the Ninth Service Command and the number of hospitals to be inspected, it is evident, that the consultant spent almost as much time traveling as he did in actual work.
In order to design a practical plan for inspecting this command, the area was divided into four sections: Northwest (Washington and Oregon); northern California and Nevada; southern California and Arizona; intermountain--Idaho and Montana, where there were no general hospitals; and Utah, where the service command headquarters and amputation center were located. Ideally, one needed a 3-day stay in a large general hospital to accomplish the optimum good, but, often, no more than 1 or 2 .days could be spent because of the time required to cover the service command. A consultant should not have been absent from his headquarters for more than 2 weeks. That length of time allowed one to visit from four to six hospitals on each inspection trip. In an area as large as the Ninth Service Command, it might have been better if a regional consultant system had been set up which would have allowed all the station hospitals within a given area to come under the consultation of a top orthopedic surgeon from a nearby general hospital. Such a plan should have worked well and improved the care of patients in the smaller hospitals. Unfortunately, it was difficult to divide responsibility or delegate authority when one was personally responsible to the surgeon of a command. As it was, the mission of the orthopedic consultant would never have been accomplished, and the job could never have been done, had it not been for the extraordinary efficiency and cooperation of the Surgical Consultants Division in the Office of the Surgeon General, the service command surgeon, and fellow service command consultants. It can be stated also that the chiefs of orthopedic surgery in the general hospitals of the Ninth Service Command were highly competent surgeons who made the work of the orthopedic consultant much more a pleasure than an irksome duty.
Outstanding Orthopedic Surgeons
A list of the orthopedic surgeons who did fine work in the Ninth Service Command would necessarily be long, but they must be named. Many of them not only carried on their regular duties, but also assisted the orthopedic consultant in establishing teaching centers for the training of surgeons in certain
limited phases of orthopedic surgery. These officers are not identified with a particular hospital because they often served in more than one. Where possible, the chiefs of orthopedic surgery are listed with their assistants, as they worked as a joint team. In all instances, however, the chief of service, was responsible for the high character of the work, loyalty, and enthusiasm of his assistants, Lt. Col. Ernest E. Myers, MC, and Maj. Harold W. Woughter, MC, Lt. Col. Richard B. McGovney, MC, and Capt. Mario F. Tagliagambe, MC, Maj. Carroll O. Adams, MC, and Capt. A. Luckey, Lt. Col.. Edward K. Prigge, MC, and Capt. Frederic W. Rhinelander, MC, Maj. Thomas H. G. Aitken, SnC, and Capt. Alvin J. Ingram, MC, Maj. Robert. F. Warren, MC, and Capt. Robert B. Portis, MC, Maj. George E. Waters, MC, Maj. Norman II. Brown, MC, Capt. Harold Unger, MC, Maj. Robert H. Denham, MC, and Capt. Walter Carpenter, MC, Maj. (later Lt. Col.) Maurice M. Pike, MC, and Capt. Donald R. Pratt, MC. Maj. Donald B. Slocum, MC, and Capt. (later Maj. Donald E. Moore, MC. and Maj. Robert King, and Capt. Joel Hartley, MC. These were the men who made a. great contribution to orthopedic surgery in the Ninth Service Command. There were others who played an almost equal part in this command but did more important things elsewhere. Undoubtedly, the latter will be listed for their accomplishments in the reports of other consultants.
Relationship of Consultant With Orthopedists
The relationship of the consultant with the orthopedists in the various hospitals was one of mutual respect. Open criticism of procedures was never made except in private. Ward rounds were a procedure for observation, information, and note taking for later critical survey. Criticism of care in the presence of patients was prohibited, but useful discussion was allowed. Orders from higher authority were enforced by the consultant, but he never tried to force a confrere to his opinion. There were times when criticism was better accomplished by asking for a written review of patient care when some particular procedure was in question. This procedure may have been a favorite of the orthopedist on duty, and one that was not in full accord with overall surgical policy. After he had made a review of his patient care he often came to the proper decision without any comment from the consultant. Another approach to the problem of getting an orthopedist to change his ways was to discuss the success that some other hospital was having with an approved procedure. If these methods failed, one gained cooperation either by bringing an important orthopedic civilian consultant on hospital rounds to criticize, while making valuable suggestions, or by bringing another capable orthopedic officer in to work alongside the recalcitrant chief of section. Soon the competitive effort of fine work would improve the entire orthopedic service. It was necessary to have a personnel officer in the headquarters of the service command who was willing to work with the consultant in order to accomplish these ends. Forcing a chief of section to agree with the consultant, going over his head to the hospital commander, or undermining him with his chief of
surgery were not proper or effective methods. If the surgeon was competent but stubborn, there were better ways of handling the situation. On the other hand, if he refused to be cooperative, it was advisable to move him immediately. Rarely was there a surgeon who did not have some real value. A man who was considered to be incompetent in one job might prove to be competent in another. The consultant was obligated to find a proper place for each man.
It took the consultant a little time to realize that others had problems as well as he. It took time for a hospital commander to develop an adequate organization, and, once it was obtained, any commander was understandably unwilling to have the organization disrupted. In the movement of personnel, it was necessary to replace able officers with officers equally able, thus maintaining harmony with efficiency. To attain this harmony and efficiency, the consultant was advised to make an effort to establish understanding with the command officers of the hospitals. Where this was possible, it always led to mutual benefit. Occasionally, when the commanding officer of a hospital was desirous of having some change made in his orthopedic service, the consultant was able to meet his desires and better his service. At the same time, such changes made it possible to improve orthopedic service elsewhere which could make better use of the medical officer subject to transfer. Colonel Loutzenheiser did not desire to be considered overly politic during his inspection trips. Notwithstanding, he considered it a duty as well as a privilege to know commanding officers well. There were a few commanding officers who considered the consultant system a nuisance, but most of them appreciated its usefulness.
It was recognized that few of the general hospitals had adequate orthopedic facilities. Most hospitals were built on a 1918 plan, with a plaster room not much larger than a clothes closet and without adequate X-ray equipment nearby. There were no braceshops of any importance. Orthopedic departments were overloaded with inpatient and outpatient consultations. Patients waited for the operating schedules to provide time and space sufficient for their care. Consequently, the first reports sent in by the new consultant were extremely critical-not of the hospitals themselves, but of the facilities which they offered. Many hospital commanders were offended by such surveys and considered the consultant's report incorrect and unjust.
On arriving back at headquarters, the consultant soon sensed that he was just about as unpopular there as he was in the field. It was presumed that some of the endorsements on his reports suggested that the orthopedic consultant. was attempting to force the hospitals commanders to request improvements and additional facilities which they did not believe necessary, on the basis that a good commander gets along with what he has and does the best he can with it. Fortunately, at about that time, The Surgeon General established a precedent for adequate orthopedic facilities, and clarification through his office allowed all improvements to be made which did not require new construction.
The Ninth Service Command immediately provided adequate orthopedic facilities in all its hospitals.
Suggestions resulting from this conflict in opinion as to the adequacy of orthopedic facilities included the following : (1) That a consultant in the Medical Department should have rank commensurate with his position, (2) that, planning for improved facilities in all hospitals for specialized care was needed, (3) that the sick and injured should have the best facilities available and have them when needed, not months later, and (4) that the orthopedic consultants should be briefed in the Office of the Surgeon General before reporting to their assignments and twice a year thereafter, if possible.
It should be stated that this consultant rarely found it satisfactory to deal entirely with the executive officer of a hospital. The commanding officer who considered it more efficient to have his executive officer deal entirely with a consultant never reached the degree of rapport necessary for the proper coordination of his hospital activities with the service command or with the Office of the Surgeon General.
Orthopedic Consultation in Hospitals
In the face of heavy workloads, it became necessary to solve the problem of providing inpatient and outpatient orthopedic consultation for the other hospital services. It was noted that patients were being referred for consultation from all sections of a hospital for trivial reasons; that is, nondisabling back ailments and shoulder, knee, and hip complaints for which orthopedic consultation was believed to be necessary. With the consent of the commanding officers of the hospitals, courses were established for training medical officers on other services in basic orthopedic examination. The routine examination of the feet, back, and other joints was not outside the province of any medical officer. After the development of these teaching courses, the consultation load dropped off markedly, and the valuable time of the orthopedic surgeons was released for longer periods in surgery. Concurrently, the youngest medical officers were grateful for the more adequate knowledge they had gained.
Screening and Grading Patients for Surgery
As the consultant became familiar with his job, he soon realized that the remote wards of the hospital often contained large numbers of patients awaiting surgery. As capacity loads appeared, he found the most needed surgery being well done, but patients with chronic surgical conditions were waiting too long for their operations. As a result of this finding, the consultant reversed his ward rounds and from then on started with the convalescent wards and worked up through the hospital to the acute wards. This resulted in a different system of orthopedic care. With more exciting criteria for screening
and grading patients, the chronic bone and joint infections were moved into acute wards and took their place on the daily surgical schedule. In order to accomplish this with only a few orthopedic surgeons, it was necessary to train junior medical officers with surgical background in limited surgical procedures. The technique of careful cleanup of chronic bone infections, secondary closures, and split-skin grafting allowed a better production line in the surgical pavilion.
Some of the hospitals were staffed with medical officers who were much more capable of teaching than officers in other hospitals and consequently were selected as teaching centers. As young surgeons were assigned to the Ninth Service Command, they were further assigned to these teaching centers for later distribution overseas or into the hospitals of greatest needs. Such maneuvering demanded complete cooperation between the personnel officer and the surgical consultant.
Under the new system of ward arrangement. with regard to the patient's condition, the number of wards designated as convalescent decreased. When a patient reached a convalescent ward in the new system, he knew that he was on his way to recovery. The descriptive terms "acute," "subacute," and "chronic.'' with respect to wards were discontinued, and the terms "active surgical," "continuing surgical," and "convalescent" were used in their place. On acceptance of this classification, the number of patients available for transfer to special surgical-reconstruction centers increased, and the number of convalescent bedpatients decreased. Further benefit was derived by getting these patients to the special centers with their chronic bone infections cleaned up and the skin closed, thereby reducing the workload in the special centers and allowing them to move ahead with their particular type of reconstructive surgery. Before the establishment of this system of care, when the patient was recognized to have a combined bone, nerve, and skin lesion, he might have been wrapped up in plaster and shipped out with his chronic infection only to sit in the special center and await care first by the orthopedic section, then by the plastic section, and finally by the neurosurgical section. This led to the overloading of special centers, with consequent delay in elective surgery, and with the production of surgical backlogs. Acceptance by orthopedic sections of their full responsibility in the care of chronically infected bone and joint, lesions before transfer to special centers overcame this problem.
Diagnostic Screening in Unit Dispensaries
In the Ninth Service Command, the orthopedic consultant had infrequent contact with line officers. Problems did arise in the command's large military camps, but, with few exceptions, they were efficiently cared for by the medical officers assigned to those stations. The line officers at Camp Roberts, however, never could be convinced that their training program created more casualties
than necessary. Marching double time on paved areas when fatigued would keep a ward or two filled with march or fatigue fractures.
On one occasion, Fort Lewis developed a sudden paralysis of its medical dispensary system when the troop concentration there became high. This failure of the dispensary system led to a breakdown of the station and general hospital services. In order to get patients out of the dispensary, they were sent for laboratory and X-ray investigation. Consequently, they stood in line waiting to get in dispensaries, laboratories, and X-ray stations, thereby creating a traffic jam in medical service. In the absence of other consultants, the service command surgeon was forced to send the orthopedic consultant for investigation of the medical situation at Fort Lewis. This is mentioned only because it gave the consultant an opportunity to provide a diagnostic screening service for the dispensary medical officers, thereby protecting both the station and general hospital inpatient and outpatient services from being overloaded. An internist., surgeon, psychiatrist., and orthopedist were put in charge of this screening and diagnostic service. These medical officers organized a course of instruction for the dispensary officers and trained them in techniques of examination so that only problem cases would come from the dispensary to the screening and diagnostic service. The dispensary officer's were allowed to attend consultations when possible. Such organization greatly improved the morale of the dispensary officers who had previously felt as though they were being left out of things. It also gave the service command an opportunity to use several medical officers of high rank whose ability had not been fully utilized in their former assignments. These officers made a real contribution and gained a sense of personal accomplishment which up until that time they had not enjoyed. The process of finding the right man for the right job and having him dedicate himself to it and consequently feel that he had served his country fully, gave this author a gratification probably as great as any other that he had while in the service.
Integrated Physical Rehabilitation
After another tour of inspection of the general hospitals, Colonel Loutzenheiser found that little was required of him for the proper functioning of their orthopedic sections. Unanimously, the chiefs of orthopedic surgery had suggested that an improvement in the coordination of physical and occupational therapy was indicated. As the census increased in the hospitals, the physical therapy departments became overcrowded and it was difficult for the physical and occupational therapists to get their work done with the limited number of personnel assigned to these tasks. Inasmuch as these therapists were most important to the care of orthopedic patients, recommendation was made that they be coordinated and work as one therapy team.
The orthopedic consultant, with his interest in establishing effective rehabilitation, soon found that he was involved with the reconditioning program.
FIGURE 40 - Patient in rehabilitation program at Baxter General Hospital, Spokane, Wash., proudly displays completed boat.
Some of the psychological aspects of this program were excellent ( fig. 40) A grouping of convalescent patients for physical restoration led to a greatly improved system of convalescent care. The employment of permanently handicapped for performing piecework in war industry while in the hospital was of great psychological benefit to these patients. There were many features, however, in the reconditioning program which led to confusion and bizarre interpretation. Many reconditioning activities should have been placed in a convalescent center or completely eliminated, as they had no place in a general hospital.
Certain facts were learned in the reconditioning program, however, and these indicated the way to develop a productive system of physical reconstruction. A production line for rehabilitative therapy was set up in most of the hospitals. Selected Women's Army Corps personnel were obtained and trained to do limited portions of physical therapy so that the well-trained physical therapist was saved for the more important portions of her work. The departments of physical therapy were further assisted by the reconditioning officer and his assistants, who developed a heavy work and exercise program for patients who had reached that stage of recovery. In some instances, the patients were taught to treat each other when both would benefit from such treatment, particularly in cases of patients with hand disabilities or with amputations.
Integrated Reconstructive Surgery
In the course of time, the Office of the Surgeon General established a number of special centers in selected hospitals. On visiting hospitals so designated, the orthopedic consultant realized that the activities of the special center were taking precedence over all others in the hospital, with consequent loss of a sense of proportion for combining the interests of the special center with the rest of the hospitals activities. It took a good deal of doing on the part of all the consultants to make some of these centers realize their full obligation in one instance, it was necessary to make a factual survey of the existing conditions within a certain hospital before full cooperation of the various sections could be gained for the development of a complete reconstruction surgical team. Recommendation was made for establishing a therapy conference of orthopedic and plastic surgeons and neurosurgeons who were to decide in each problem case the mode of procedure and the timing of the various and subsequent procedures that would be necessary to restore the patient. A follow up report of these patients was made every week. Experience with such an integrated special therapy program proved that this was an advantage over methods used formerly. The recommendation was then made that special centers be combined into special reconstructive surgical centers. This was not accomplished by 1946, but this consultant felt that it would have been a. better method than the one in use. Thoracic surgery might have remained as a single special center, but the other surgeries would have functioned more efficiently if they had been combined. Amputation centers might have been another exception to the idea of combined centers, as the need for group therapy, for amputation surgeons to work with limbfitters, and for special shops for prosthetic manufacture presented a problem best handled in a single special center.
Prosthetics research. - The amputation center in the Ninth Service Command was located at Bushnell General Hospital, Brigham City, Utah. This hospital was located within 60 miles of service command headquarters, and the orthopedic consultant was ordered as his first duty to make a comparative study of the Army and Navy amputation prostheses. As a result of this duty, an amputation prosthesis research center was established and financed at the start by Mr. John Northrop of the Northrop Aircraft Company. This consultant was responsible for Mr. Northrop's interest in this field and worked with him and his engineers during the last 2 years of the war. Improvements were made in upper extremity prostheses with the use of lightweight metals and plastics and with the application of latest engineering principles (fig. 41). On the artificial legs, plastic sockets were developed to replace those made of leather. The Committee on Prosthetics Services, National Research Council, reported these research activities in considerable detail with due credit to this consultant
FIGURE 41. - Northrop prostheses for the arm. A. For lower-arm amputations. B. For upper-arm amputations.
at a symposium 1 on research projects held in Chicago, Ill., on 16 and 17 January 1946.
By the end of 1945, the amputation center at Bushnell General Hospital maintained a census of between 1,000 and 1,500 patients, which made an operative schedule of 150 to 200 amputations a month necessary. The amputation prosthesis shop was enlarged to take care of this load, and new methods were instituted to allow the completion of 150 to 200 prostheses a month. Plastic sockets were now made in one-fifth the time that it had taken to make a leather socket, and it was proven that these plastic sockets were odorless and were better fitting and cheaper than, and just as durable as, leather sockets. Plastic material was also used in the manufacture of the upper-extremity prosthesis and gave the artificial arm a cleaner and more efficient appearance. Further research included an improvement on the elbow joint, which would allow automatic locking and unlocking, and arm improved mechanical artificial hand, which could be covered with an acrylic, specially treated latex glove which would have the natural appearance of a hand. This consultant felt that the ideal artificial hand should have three dynamic digits. Such a hand could take an object out of a
1 Research Reports on Artificial Limbs: First Annual Report of the Committee on Prosthetics, National Research Council. 1 April 1946, pp. 17-24.
pocket. The rigid artificial hand could not do this. At that time, the grotesque hook was the only practical substitute for a hand.
After study of the amputation centers and initiation of prosthetic research, the problems of the general and station hospitals occupied the major position of the orthopedic consultant's time. Inspection of the orthopedic services at 12 general hospitals and twice that number of station hospitals demanded too much time but, was a necessary background for learning the problems of each hospital, as they were all dissimilar. The major problems to be solved were (1) placement of personnel best fitted for their job, (2) development of adequate facilities within the hospital to allow the work to be done efficiently and rapidly, (3) arrangement for proper movement of patients with particular regard to the pathological situation, (4) coordination of physical and occupational therapies into one therapy program, and (5) organization of effective rehabilitation programs for the convalescent patient.
Orthopedic Personnel
The personnel problem was always difficult but not insurmountable. There was never adequate. personnel. The problem was solved in part by utilizing the well trained to the best advantage and having them train additional personnel to do limited surgery (the same procedures again and again until the junior surgeons had reached a. high degree of proficiency). This allowed the trained orthopedic surgeons to complete the major definitive surgery. The chiefs of orthopedic surgery were selected for surgical ability and quality of leadership. Their personal accomplishments, devotion to duty, and kindness to their patients were more than noteworthy. It was their outstanding character that inspired so many young surgeons to become orthopedic surgeons. The problem of personnel placement divided itself into several components as follows: (1) Selection of department heads (chiefs of sections), (2) evaluation and assay of personnel to work with the chiefs of sections, (3) training of medical officers for limited special surgery, and (4) movement of any orthopedic officer for betterment of service.
Selection. - The method used for selection of chiefs of section was satisfactory. The Office of the Surgeon General assigned an orthopedic surgeon to the service command with a recommendation that he be made chief of section. The service command knew the needs and usually made proper placement of the qualified officer. In the Ninth Service Command, the service command surgeon ordered the consultants to work with the personnel officers in all problems of placement and transfer within the service command. This order resulted in many benefits as the consultants knew the personnel intimately as to person-
ality, ability, and leadership; and the personnel officer knew only their names, grades, and classifications.
Evaluation. - The evaluation or assay of orthopedic officers was accomplished soon after their assignment. Three months of on-the-job service was usually an adequate period for evaluation, although there were times when one month proved to be adequate. Only a few of the officers who had been certified as orthopedists by the American Board of Orthopedic Surgery were incapable of acting as chiefs of sections. These few had acquired little training in the surgery of trauma and were of necessity trained within the service command. Occasionally, the transfer of such an officer would lead to misunderstanding between the Office of the Surgeon General and the service command. The opportunity to evaluate orthopedic officers for particular assignments occurred in the Ninth Service Command by the end of time year 1943.
Training. - As early as 1942, the problem of training officers for particular assignments was answered by the assignment of medical officers to permanent general hospitals, such as Letterman General Hospital, San Francisco, Calif. In this hospital, the surgical services were well organized, and teaching services were easily established with superior personnel working in a city where two medical schools were located and were wiling to assist in any teaching problem. Later, other hospitals had to be used for teaching and training centers since Letterman General Hospital became more and more concerned with the receipt and disposition of casualties from oversea theaters. Well-staffed and well-organized orthopedic, plastic, amputation, and neurosurgical sections were used to train and evaluate medical officers with surgical training assigned to the command. In this manner, particular surgical talents in the young surgeons were developed and they became more useful for oversea or general hospital assignments.
Transfers. - The need for moving medical personnel from one hospital to another has been mentioned earlier in this discussion. One had to be certain that the transfer of a valuable medical officer was demanded by need for improvement of the service. All the reasons for the transfer of an officer had to be fully justified, or the consultant would have been considered fanciful and untrustworthy. When transfer was justified and allowed, there was considerable inconvenience and Government expense occasioned. Consequently, transfers or changes of station within the service command of married officers had to be infrequent. During war, there is no situation which can be considered completely static or stationary. The personnel one has today may be gone tomorrow, and the consultant's recommendations of last week may appear stupid and ridiculous next week because of a change in events over which he has no control. The safest course was to postpone the action believed advisable and save this move on one's mental checkerboard for the day he might be forced to make it. The following phrase is used by tacticians for this method of procedure: Never do today what you can do better tomorrow.
The second major problem--that concerning adequate working conditions within the hospital for optimal care of patients--was a real and serious problem. General hospitals were built on plans which were outmoded for the existing needs. The development of facilities for efficient orthopedic care could have been planned in advance, but such facilities were totally inadequate in the newly constructed general hospitals of 1942. Recommendations should have been presented to hospital commanders for the best utilization of existing accommodations to provide adequate orthopedic space. As it was, hospital commanders opened their hospitals with these fixed plans and gave one the impression that they would be criticized by higher authority if the deviated from them. Also, the surgical consultants who were burdened with all the early problems had too many troubles to worry about orthopedic facilities. Should there ever be a "next time,'' orthopedic consultants should be appointed at the start along with other consultants in the major branches of military medicine and surgery. Although this consultant had the privilege of serving with a helpful, cooperative group of consultants under efficient and loyal commands, it remained his opinion that orthopedic surgery should have been given a place equally important as so-called general surgery. There was a need for a specially trained liaison officer to coordinate the surgical specialties for the hospital. Such an officer could have served on the same level with the executive officer under the hospital commander and eliminated considerable interservice and section friction. The presumed and actual higher authority of a chief of surgical service was too often a roadblock to the rapid improvement of facility for, and service, to, patients.2
Proper Movement of Patients
The third of the listed major problems pertained to the need for proper movement of patients with particular regard to the pathological situation. This problem could be further divided into three areas where improvement was needed: (1) Selection of patients to be held for continuing care upon their arrival at a general hospital, (2) transfer of appropriate patients to special centers where their care could be better accomplished, and (3) movement of patients within a hospital to give them a proper psychological attitude toward their own individual problems.
Experience in the Ninth Service Command noted the difficulties and dangers of mass movement of patients in their evacuation from one hospital to another, both within the command and from overseas into it. Fractures of long bones were subject to multiple changes of immobilization apparatus during a period of repair which resulted in displacement of fragments, delay in healing,
2 The organization plan for a general hospital now includes the position of a chief of professional services to coordinate all professional activities, but a chief of surgical service still retains the direct responsibility for supervising all surgery in the hospital. - J. B.C., Jr.
and loss of joint function. Delay in early wound cleanup (after wounding) led to serious surgical disaster. The Army Air Forces performed a magnificent job in air evacuation, but failure by medical officers to think in terms of pathological time caused irreparable damage to occur in a wounded extremity which should have been surgically cleaned up or debrided within the so-called golden hours before bacterial fixation in avascular tissue Air transport might have allowed emergency surgery to be performed at considerable distance from the place of wounding, but it had to be performed within the time limits decreed by the pathological situation. Simple bullet wounding occurring where gas bacillus contamination existed resulted in extremity amputation when the patient was transported by air for too many hours before stopping for surgical cleanup. Grafting that there may have been overriding military situations, many patients who would have benefited from air evacuation spent excessive periods in oversea hospitals in the Pacific awaiting ship transport to centers for definitive care. In a number of instances, the care could have been provided where they were. Mass evacuation and "thou shalt not" orders from higher authority presented greater dangers than the evils they were designed to prevent when careful screening of pathological conditions and selection of patients for evacuation did not occur. Every medical officer should have recognized that care of the patient was a personal responsibility and the orders designed for overall improvement in care did not lessen his personal obligation to the patient.
Effective Rehabilitation and Convalescent Programs
Long-term planning. - Efforts to coordinate a complete rehabilitation plan for the sick and wounded were made in the Ninth Service Command before the inception of formal reconditioning programs. Ideas prevailing in the Ninth Service Command differed considerably from those presented in some portions of the reconditioning program. Rehabilitation, in the Ninth Service Command concept, began prior to definitive care. Orthopedic surgeons were requested to plan the entire surgical reconstruction before performing the first definitive operation. Surgery was considered an important part of rehabilitation and often the most important part. Envisioning the entire course of rehabilitative care often eliminated procedures which promised little benefit, in the total care. The important question that arose in such planning conferences was the following one: What will be the optimal end result if all goes well? The next important question, which had to be answered in the monthly follow up review of such problem cases, was the following: Should our original opinion regarding optimal end result be changed? An optimal end result was considered the best that one could obtain in a given pathological condition. Once this type of thinking governed decision as to surgical procedure and follow up care, a satisfactory base was established for a sensible productive system of reconstructive surgery and patient rehabilitation. After
one year's experience in a general hospital with such a plan, the consultant encouraged other hospitals to design a system of orthopedic care based on long-term thinking rather than on short-term thinking.
By 1945, this consultant was convinced that the plastic surgeons and the neurosurgeons should participate with the orthopedic surgeons in a planned system of surgical reconstruction. Thereafter, the procedure was adopted wherein a weekly group meeting of these specialists determined the future surgical course of patients whose pathological problem involved the three specialties. The benefits in patient care accruing from these methods suggested that hospitals with these three surgical specialties should act as centers for reconstructive surgery and should be so designated.
Convalescent hospitals. - In 1945, the Ninth Service Command was ordered to establish convalescent hospitals which actually were to function as rehabilitation centers, should the war continue into 1946-47. Complete facilities for these centers were set up at Fort Lewis and at Camp Mitchell, Calif. These camps had some accommodations already available which made the early establishment of such centers possible. Unfortunately, neither convalescent center was climatically suited for its purpose. The handicapped and disabled soldier in actual need of rehabilitation should have had a comfortable climatic environment. Although there was an excellent group of officers in charge of the convalescent centers and an efficient rehabilitation plan was in action, it soon became obvious that the patients were not happy in their surroundings. The following two conclusions were drawn from observation of the two convalescent centers of the Ninth Service Command: (1) The truly disabled and handicapped were anxious to receive adequate medical care in addition to retraining for a new occupation which they could carry out with their known handicap and (2) many patients who had no real need for convalescent care were sent to a convalescent center. It was further concluded that careful study of the rehabilitative needs of various types of patients was necessary before designing a convalescent hospital. A common fault in hospitals seeking to rid themselves of the ambulant chronic complainer was to send him to a convalescent hospital. This was the type of patient who did not belong in a rehabilitative facility which dealt with the truly handicapped and disabled.
Résumé of Hospital Orthopedic Care
During the last year of the war, orthopedic sections geared to care for 400 orthopedic patients found themselves with a census of 800 to 1,000 patients. The total census increased until in late 1945 a peak load of 13,000 orthopedic patients, excluding those in station hospitals, were being called for in the Ninth Service Command. By that time, the hospitals were well equipped to handle their surgical load,. A few hospitals which never should have been anything more than medical centers were obliged to carry on with large censuses of surgical patients with only three available operating rooms. The staffs of
these hospitals deserve special commendation for taking exceptionally good care of their patients. The training systems devised one year before were now paying dividends, and there were now many young surgeons able to assist the limited number of orthopedists in doing their work.
Experience during the period of 1944-45 occasioned two recommendations. One of these was that smaller station hospitals should not have an orthopedic section inasmuch as directives from the Office of the Surgeon General prohibited the performance of any major orthopedic surgery in that type of hospital. The other recommendation was that reconstruction centers be created which would allow neurosurgery, plastic skin repair of the extremities, and orthopedic surgery to be performed in the same hospital. It was found that orthopedic care in convalescent hospitals was best accomplished when officers trained in disability evaluation were placed in charge of the convalescent physical restoration of these patients. It was further recommended that each of these medical officers be trained in a center for surgical restoration, supervising both physical and occupational therapy and the physical reconditioning of his patients.
The Ninth Service Command owed a debt of gratitude to Dr. Leroy Abbott, Professor of orthopedic surgery at the University of California School of Medicine, who on several occasions toured the service command general hospitals offering advice and stimulating the orthopedic medical officers on duty. This consultant has already praised the work of the orthopedic surgeons who served in the Ninth Service Command, but he would be remiss if he failed to emphasize the dedicated work of Colonel Myers at Bushnell General Hospital. This great gentleman and accomplished surgeon worked 16 hours every day caring for his patients, and his tremendous workload brought him well past the point of physical exhaustion from which he never fully recovered.
In summary of Colonel Loutzenheiser's experiences as consultant in orthopedic surgery for the Ninth Service Command in the year's 1944 and 1945, the following final suggestions are offered for further consideration:
1. The orthopedic consultant to a service command should be carefully indoctrinated before
reporting to his assignment.
5. Contrawise, separate centers for orthopedic surgery, plastic surgery, and neurosurgery are
disadvantageous and lead to multiple transfers and delay in patient care.


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This is the background; in the foreground, institutions such as NTNU (the Norwegian University of Science and Technology) and SINTEF Energy Research, international companies like Statkraft – one of Scandinavia's largest energy producers – and various collaborative entities such as the Centre for Renewable Energy – are at the heart of researching and developing new and existing technologies.
"A core element of the Government's policies is to be in the forefront when developing our renewable energy resources and using them efficiently," Norway's Oil and Energy Minister, Terje Riis-Johansen, told the Scandinavian Renewable Energy Forum. "This includes a continued development of hydropower as well as increased development of other renewable energy resources."
Commercial Specialists
Norway also contributes significantly to the production and engineering of specific elements essential to hydropower production around the world. Hydroenergi AS is one such example, having secured a niche in the production and delivery of turbines and control systems for small and medium hydro power plants. The Gjøvik based company has international experience, having delivered turbines to Italy, Turkey, Iran and the Baltic states, and offers Francis, Pelton, Kaplan and Propeller turbines, as well as hydraulic control systems, generators and transformers and other specific systems for local and international markets, based on the company's inherited expertise from its own power stations. Small Turbine Power AS (STP), established with origins in the work of NTNU's Hydropower Laboratory in Trondheim, also produces its own, patented range of turbines with a range of 500 kW – 10MW. The company is owned by a number of large Norwegian power companies, including Tinfos AS.
Other leading niche contractors include Giertsen Tunnel AS, which specializes in the waterproofing of tunnels and rock caverns. The WG Tunnel Sealing (WGTS) system has a number of applications, and has been used at hydropower stations around the world.
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Norway's 99% hydropower electricity production statistic compares very favourably with the worldwide statistic of around 19%. Professor Ånund Killingtveit, at NTNU's Department of Hydraulic and Environmental Engineering, explains the origins of the situation when hydropower development started in Norway, before oil was found. "Norway had the resources and the determination to develop hydropower, and not much of the other energy resources (coal and so on). Hydropower could be developed and scaled up from small to larger power plants, which are well geographically distributed," he says.
This has led to Norwegian expertise being actively sought out across the globe, and is especially relevant in areas where the geography most closely resembles Norwegian hydropower sites. The state-owned company, Statkraft, is Norway's largest hydropower producer, accounting for around 40% of the production in Norway. Statkraft operates a number of power stations around the world, and recently acquired new projects in Turkey for the development of seven hydropower plants to the tune of EUR 600-700 million. "We are extremely pleased with this agreement. Statkraft will be taking over a portfolio of profitable hydropower projects, which will provide Turkey with more clean energy – while establishing a foothold for Statkraft in the Turkish market, which is in the process of becoming integrated into the European energy market," said Bård Mikkelsen, President and CEO of Statkraft. Global Investment Holdings, a Turkish company has agreed to sell the projects that were operated by its subsidiary, Yesil Enerji.
Statkraft also operates 58 hydropower plants in Sweden, 11 in Germany, 4 in Finland and one in the UK. In addition, Statkraft is at the forefront of consultancy work in regions such as the Balkans, where it has an office in Serbia and projects in Romania, Bulgaria and Macedonia. In these regions, Statkraft's ability to draw on expertise stretching back well over a hundred years is a fact. Ever since the state bought its first power plant at Paulafossen in 1895, Norway's unrivalled historical competence has been a factor in securing worldwide consultancy and development contracts.
Statkraft, together with Norfund, which aims to invest risk capital in profitable business in developing countries, formed a new company, Statkraft Norfund Power Invest AS (SN Power) in 2002. With its headquarters in Oslo, the company operates a number of hydropower plants in Asia, Latin America and Africa. Part of SN Power's aim, in accordance with the Millennium Development Goals, is to dramatically increase global electricity production, is to reduce poverty through appropriate use of efficient, renewable technologies. Examples of some of SN Power's projects and operations include the Magat Hydroelectric Power Plant in the Philippines, the Khimti Hydropower Plant in Nepal and the Malana Hydropower Plant in India.
Statkraft's research and development projects highlight the company's desire to remain ahead of the game worldwide. Amongst them is a project, Vakle, designed to assess the significance of climate change as a result of global warming where it affects the management of – especially regulated – river systems. The project aims to discuss methods of improving environmental conditions and assess the possible effects of abiotic changes from a new climate and patterns of power generation, including their effect on life in the river systems. Another project, Hydrofish, aims improve the management of alpine reservoirs such that negative impacts on fish and aquatic organisms are avoided.
The World's Largest Power Derivatives Exchange
In many areas of the world, hydropower is a highly effective way to harness natural resources whilst simultaneously meeting global environmental targets. "Investment in developing countries will help to reduce emissions at a lower cost than would have been the case in industrialized nations," said Nord Pool's President, Torger Lien (Nord Pool Annual Report, 2006). Nord Pool is the world's largest multinational exchange for trading electrical power, and has become the model for the potential establishment of similar stable energy markets around the world. In recent years, Nord Pool's consultancy division has shared expertise with, amongst others, France's Powernext and Japan's Techno Research Institute, as the astounding success of the Scandinavian model has attracted worldwide attention.
Developing New Methodologies & Technology
Norway is host to a number of organizations and institutions concerned with improving existing hydropower technology, and increasing the global reach of this effective, but often underdeveloped, renewable resource. Historically, there have been a number of barriers to increasing the number of countries from using hydropower to the same extent as Norway. The high cost of initial investment is amongst them. "Many countries have developed their hydropower resources, but few could supply nearly 100% of electricity from hydro alone," says Killingtveit. "But cheap oil and coal with low initial investment compared to hydro may have been important," he adds.
Research into new methodologies and technology is an important area of concentration for the Norwegian hydropower industry, with important institutions, including SINTEF Energy Research, NTNU and the Centre for Renewable Energy (SFFE). There is a strong sense of cooperation between the research institutions; SFFE for example consists of NTNU, SINTEF and IFE (The Institute for Energy Technology), and the specialized hydropower laboratory at NTNU, (Vannkraftlaboratoriet) in Trondheim is also the site of close industry cooperation. At these institutions, projects include assessments of the environmental impact of hydropower, the design of individual machines and components, and, at NTNU's hydraulic laboratory, research within dam security, river engineering and the intake and transport of water. The Water Power Laboratory at NTNU and the Hydro Lab in Nepal are also important cooperative partners.
The Future of Hydropower
Amongst the important institutions working within hydropower in Norway is a new centre, CEDREN (the Centre for Environmental Design of Renewable Energy) is currently being established, and is one of the 7 new centres for research on renewable energy (SFFE), selected in February this year. CEDREN is the only one to focus on hydropower. With both a local and global perspective, the centre will focus on the development and dissemination of environmentally and socially responsible design solutions for renewable energy production. Elsewhere, the International Centre for Hydropower (ICH) in Trondheim is an international company and organization association, promoting the industry and increasing competence and awareness across the industry.
As climate change and environmental issues continue to be of the utmost importance nationally and internationally, the growing potential of hydropower energy production is becoming increasingly important. SFFE estimates that only 25-30% of economically viable hydropower installations are so far being exploited globally, which leaves a huge opportunity in the path of Norwegian companies and institutions that have proved themselves, time and time again, as world-leading experts. An energy source that leaves such a small ecological footprint cannot be ignored for long.


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AWID Asia, founded in July 2008 and based at Taiwan, is a subsidiary of AWID. AWID Asia teams up talented engineers with strong RF and software background, assisting AWID in localizing the RFID solutions, including firmware modification, integration with tags and middleware, and other many other devices and applications. In addition, AWID Asia also covers the marketing and sales activities in Asia market, and the service of goods sold, helping our partners build up competitive RFID solutions.
No. 16-1, Nan-Er Road, Tan-Tzu,
Taichung, Taiwan 42760, ROC
Tel: +886-4-2532-2163
Fax: +886-4-2533-9429
www: www.awidasia.com
Rm# 706, Rong Ke Bldg, No. 443, Da Pu Lu
Lu Wan Qu, SHANGHAI, CHINA
Tel: +86-21-60752201
Fax: +86-21-60752203
www: www.awidchina.com


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Wynter Pitts is the founder of For Girls Like You, a ministry to girls (age 6-11) and their parents, that includes a quarterly print magazine, journal, and other print and web resources. Wynter has a passion and drive to introduce young girls to Christian values in a way that they are able to palate and digest, so they can walk passionately and boldly in who God has created them to be. A native of Baltimore, Maryland, Wynter resides in Dallas, Texas. You can find Wynter on Twitter and Facebook, and at her site, http://www.forgirlslikeyou.com/.
Help shift your daughter's attention this holiday season with these 5 prayers for others. Print them and encourage her to pray one daily!
Download and print the PDF here!
Each prayer is written by girls just like yours!
Print them, post them, decorate them, share them!


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If you are going to do any grilling this weekend and are running low on propane, print this$2/1 off one purchase or exchange of an AmeriGas cylinder printable.
While you are on Coupons.com be sure to print the $1/1 Cascadian Farms product printable. Pair it with a sale to get inexpensive products!
More Printable Coupons:
- Save $1.50 any Wholly Guacamole – These freeze great! Thanks, Common Sense With Money!
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Looking for more printable coupons? Don't forget to search my Coupon category. Just use the search bar located at the top of my blog. Also, you will can find printable coupons available on the following websites: Coupons.com, Red Plum and Smartsource.
Disclaimer: This post contains affiliate links. See my DisclosurePolicy for additional information.


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Call Us for More Information
What is the life span with stage 5 kidney failure with creatinine 8.6? Now, this article will explain it in details and then rely you as soon as possible. You also can add WhatsApp/Wechat+0086182023203537. The renal doctor will analyze your illness condition accurately and then reply you as soon as possible.
First of all, I need to tell you patients' life span mainly depends on your current kidney function. As long as your condition is improved, your life expectancy can be prolonged naturally. Since different patients have different illness condition, we can not give a exact answer that what is the life expectancy with stage 5 kidney failure. However, you need to try your best to improve kidney function and prolong your life expectancy as long as possible. And then, coming to next question, what should patients do to improve kidney function.
Most of patients may think that kidney transplant is a direct way to help you improve kidney function. Kidney transplant is a procedure in which a new kidney way placed into body to replace the diseased one. However, patients always suffer from rejection problem with kidney transplanted and patients have to take a great amount of medications to deal with rejection problem. In order to help patients avoid kidney transplant, many renal experts in Beijing Tongshantang Hospital of Traditional Chinese Medicine work together for many years and then develop a natural treatment for patients to deal with kidney disease problem. This treatment is called Micro-Chinese Medicine Osmotherapy. Since this treatment mainly works to improve kidney function by extending blood vessels, promoting blood circulation, anti-coagulation and anti-inflammation, the active substances will come out and then penetrate inside kidney lesions directly. In the meanwhile, sufficient blood and oxygen also can be delivered inside kidney lesions directly.
Medicated Bath, Foot Bath, Circe Therapy are also can be provided for patients. By taking the treatments, the kidney function can be improved comprehensively.
If you want to know more details about the natural treatment for prolonging the life expectancy with stage 5 kidney failure, please send your present condition to firstname.lastname@example.com. The renal doctor will analyze your illness condition accurately and then reply you as soon as possible.
Leave your problem to us,You will surely get the free medical advice from experts within 24 hours!
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Bart Gold
Funny Story.
Bart Gold is a broad spectrum content creator. As a screenwriter, Bart has written film scripts for Universal Pictures, Lawrence Gordon and Lionsgate. At DreamworksTV he wrote live action sketch and animated shorts starring Dreamworks' franchise characters such as Shrek, Puss In Boots, Madagascar's King Julien and Kung Fu Panda.
Bart worked as a joke writer for JackFM's national network on
ABC rock radio, and as a story analyst for the one-act play festival Sci-Fest LA and film producers including New Line, Brett Ratner, Richard Donner, Wendy Finerman and Jerry Bruckheimer.
Bart works as a producer on storytelling show Don't Tell My Mother and has worked on reality TV including The Bachelor, Bridezillas, National Geographic's Building Wild, and shows on MTv, BET and the Oprah Winfrey Network. Bart has also produced web content such as Crazy Making Behavior, The Humungus Reacts, the Myst spoof MYLK and webtoons including A South Park Orange.
An avid maker, Bart's art has been spotlighted on Mental Floss, BoingBoing, the Onion's AV Club and other fun spots around the web. Bart has worked in the fabrication of props for projects including Star Trek, Babylon Five, Numbers, The Island, Solaris, and the movie Minority Report. Bart makes 2d and 3d work, graphics, and edgy TV show lunchboxes.
A role as a Nerd in the Brent Spiner web series Fresh Hell spawned a series of Nerdshirt designs, edging Bart improbably into the worlds of Star Trek footnotedom and apparel design.
Along the way, he has jumped from a perfectly good airplane, been called 'talented and creative' by Jon Voight and watched several friends from the world of Improv travel from obscurity to fame. It is all so very very weird. Bart hails from Newton, Mass. He is married and lives in Los Angeles.
Bart Gold story analyst, script reader, screenplay consultant


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The Health and Safety Program provides standards, set expectations, and provide guidance for the Directors and Managers; to assist them in their efforts to provide a safe and healthy working environment for all employees and volunteers; to protect borough property from damage and loss; and to promote the safety of all employees in our operations and the public utilizing borough facilities.
All employees are encouraged to participate, cooperate and support the Borough's goal of a healthy and accident-free work place. Individually and collectively, all employees have roles and responsibilities in working towards the program objectives to provide safe, healthy, and productive workplaces for themselves and safe and efficient service to our customers, the General Public.
Right To Know MSDS Library
National Safety Council
National Fire Protection Association
Occupational Safety & Health Administration (OSHA)
Alaska Occupational Safety and Health (AKOSH)
For Fairbanks North Star Borough and School District Safety Questions or Information Contact:Gail Murray
Occupational Safety & Health Technician (907) 459-1456 (907) 459-1187 FAXContact Us


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Options of Kitchen Tiles Flooring
The kitchen floor is the hardest-working floor in the house because the kitchen is the busiest room in the house. Updating the kitchen tiles floor is an excellent way to give your space a whole new look and feel. Tile is a perfect choice for the kitchen because it's durable, easy to clean and repairs are relatively easy. There are several different options for kitchen tiles that great for your kitchen. Kitchen tiles can be attractive without being the center of attention.
Different Options of Kitchen Tiles Flooring
Ceramic tile is a popular option in the kitchen. It is easy to install, available in a wide variety of colors and styles, durable, easy to maintain and it adds value to a home. However, it is more expensive than other options. Ceramic tile is available either glazed or unglazed. Glazed tile is easier to keep clean and resists moisture better than unglazed, though these qualities can be much improved in unglazed tile by sealing it. Ceramic tile is available in a range of hardness, rated on a scale from zero to five (five being the hardest). Plan to use tile that is at least a three for your kitchen floor. Even the hardest tile is subject to cracks if heavy enough objects are dropped on it, so be sure to purchase extra tiles for repairs.
Ceramic Kitchen Tiles
Vinyl floor tile is economical, easy to install in its peel-and-stick form, and easy to clean. Tiles are available in 12- and 18-inch squares; there are also 3-by-37-inch vinyl tiles that simulate hardwood. They can be installed over pre-existing flooring surfaces as long as the original surface is solid and level. There is a range in the quality of vinyl tile. The least expensive will need replacing within 10 years, but higher quality products will last much longer. The downside to vinyl tile is that moisture and dirt may work its way between the tiles and eventually undermine the integrity of the surface. On the other hand, you can also choose another option such linoleum kitchen tiles. Linoleum has been improved over what it was in the past. There are many colors to choose from, and it is long lasting and easy to clean. Though linoleum costs more than vinyl and requires special glue to install, it is environmentally friendly, does not scratch or scuff, has natural bacterial resistance and hardens over time to become ever more durable.
Cork kitchen tiles has several unique advantages as a kitchen flooring material. It is hypoallergenic, which means it doesn't absorb dust or mites. It is resilient and has has some give, which makes it less tiring to stand on for long periods. It is durable, water resistant and easy to clean. It is a natural insulator, which means that it absorbs noise and is not cold underfoot. Cork is also "self-healing" so you needn't worry about dropping something sharp-edged or heavy; any nicks or dents will fill in over time. Heavy appliances and furniture, however, will leave permanent indentations if they are left in place for long periods. Placing padding under pressure points will avoid this problem. Cork is also naturally fire-resistant. Regular sweeping and dry mopping will reduce wear on the cork surface.
Cork Kitchen Tiles
Vinyl Kitchen Tiles
Porcelain Kitchen Tiles
Porcelain tile is one of the hardest, most durable kitchen tile flooring options. It tends to be more expensive than ceramic tile, but less expensive than various types of stone floors. Because it is so hard, it requires special tools to cut and size and so is not easily installed by the do-it-yourselfer. This hardness makes it extremely resistant to scratching, abrasions and stains. It will also be unaffected by UV rays and most chemical agents. It is much more water resistant than ceramic tile. Maintenance is easy, though a natural or polished porcelain should be sealed for easier cleaning. These were some different option of kitchen tile flooring. After all, maintaining comfort, quality standards, durability and ensuring regular sanitation control are significant to kitchen floor tiling. Most homes go after making their kitchen look fabulous with fancy floor tiles; rather they should be making a buy that's more durable and long lasting. To ease one's movement in the kitchen yet, provide the room the necessary element of fine tile flooring is an interesting and important task to achieve.


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Euro Tek Dive Conference
EuroTek Dive Conference 2016
EUROTEK.2016 Dates
10th January 2015, 13:54
EuroTek Dive Conference 2012
***Eurotek Feedback***
9th November 2012, 09:13
EuroTek Dive Conference 2010
Eurotech 2010
22nd December 2010, 13:46
EuroTek Dive Conference 2008
Missed the talk on deep CCR...
26th November 2008, 03:59
The Britannic expedition 2009. A group of very experienced divers are diving the famous wreck that lies in deep waters in the Mediterranean. They are...
The Advanced Diving Conference
At the ICC in England, EUROPE 16th & 17th October 2010
see website for all...
Does anyone know if this is going ahead ?
The first interviews of Eurotek 2008 are now on line!
You can view them directly from the RBW website:
Submerge Productions - Rebreather World
We have a few EuroTek.08 Tek diving show T Shirts left. If anyone missed out on one you can find information on the website of how to purchass.
A number of photo galleries from the EuroTek Tek diving conference are now on the EuroTek website Eurotek advanced diving conference
Well done Eurotek
Just wanted to thank the organizers and everyone who presented at Eurotek.
I was there yesterday, what a great day, relaxing...
Hey guys, me and Roger are coming over to Birmingham on Friday afternoon.
We have yet to book the Gala Dinner and i wanted to ask you guys who is...
hi all, just a small question, I'm trying to get to Euro Tek on sunday, only..
- no flights on sunday from brussels..
- car takes ... minimum 5...
Use this control to limit the display of threads to those newer than the specified time frame.
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Often times book bloggers either over share (and stray from reviewing books) or share too little about their lives. I want to share a little bit about myself so that you, the reader, will know who I, the writer, am. I have no intention of turning this into a personal blog but after seeing Currently posts from Sometimes Sweet I felt that it would be a nice break every once in awhile.Watching: Supernatural and trying to finish all of the seasons. This is an endeavor I took on in April and have been slowly conquering. I'm up to Season 5 right now so at least I've passed the halfway point!
Listening to: A playlist I made called "Adventure" with all the songs that remind me of vacations and the south. Typically when I prepare for a vacation I make a playlist of my favorite songs and one song specifically reminds me of that trip. The lyrics may have nothing to do with where I went but for some reason when I hear it I'm overwhelmed by the nostalgia of the trip.
|Swamp Tour!
|Cafe du Monde in the French Quarter
|Battle of New Orleans location.
|A home in the Garden District.


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becky_339 needed a new logo design and created a contest on 99designs.
A winner was selected from 128 designs submitted by 18 freelance designers.
Flawless Events
We are a young, fresh and vibrant events company creating funky vibrant and flawless events from product launches to awards nights, from weddings to gala dinners. We want to appear as fresh, vibrant and exclusive!
Our market is professionals, business executives, media and communications companies, entertainment companies, artists & performers.
The logo we require needs to be:
- Fresh
- Clean
- Colourful
- Unique
- Recognizable
- Bold
- Bright
- Creative
- Professional but Edgy
- Funky
We have had the idea of either the words Flawless Events or the letters FE as the logo. We would also like a favicon designed which will be very similar, if not the same as our logo.
We want it to go on a white background, so no background colours please.
We will use this template for our website but changed around a bit with no apple, none of the photos, or similar colours like that, so please don't take that into account when designing the logo, as it is just our template, but it gives you an idea. http://osc.template-help.com/joomla_27335/
Find out how a design contest works or learn more about our logo design services.


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This formula can give an immediate success in a child's room, as a headboard or simply as a decorative coating. The idea is to reuse the planks to place them in the wall, but before a city skyline has been created carving these heads like buildings.
Do you want to look for more pallet coverings?


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October 26, 2012
How was your week so far?
Anyway, my DH is better, I have been able to sleep a little bit more, and finally the video I mentioned weeks ago is finally done, I had problems with the editing, somehow the music didn't want to cooperate with me until I did it the 4th time; also I have been filming for another class. I would cross my fingers for it to be ready fast, but then how would I keep working, right? :oB
I hope you are not too cold where you are, we just started to get some cool breeze and cold nights, but nothing compared to more to the north.
Have a great weekend!
Check my available art and online classes get my newsletter
21 comments:
- Anonymous26 October, 2012
you have a lovely set of faces in that sketchbook of yours. and i believe one of them is mystele of little glimpses? thanks for sharing your process. alpha shanahan #28ReplyDelete
Not too cold here... in fact about to be hit by our first summer storm... so black... will send you some warmth when it clears though...xxReplyDelete
Lovely to see you paint. I know: the days fly by like a whirlwind! I can't believe it's almost November ...ReplyDelete
Martha I love your videos!!! Great seeing your creations come to life!!! Happy DH is better ;o) Hugs ;o)ReplyDelete
Hi Martha. Loved watching you paint and listening to you. I liked the music too. The colors are great. It's a little chilly over here, but not much. The sun is out right now. Have a wonderful weekend. We're headed out to Black Oak this weekend. tee hee.:)ReplyDelete
I couldn't open the video, but I'll try again later. Blessings!ReplyDelete
yes the days do fly! Thanks for sharing your art on PPF! LindaReplyDelete
Hi Ayala,ReplyDelete
I saw the original fayum lady in Egypt.
You made a great job indeed.
Cool Video
great video - so interesting seeing a piece coming together like that! It looks wonderful - such a noble face and amazing eyes!ReplyDelete
That was awesome viewing Martha...love this lady :D XXXReplyDelete
Well...since I live in Colombia...the video is unavailable AND it's HOT. (At least I think that's why it won't play for me). But I do see your art from time to time and love it.ReplyDelete
- Anonymous28 October, 2012
I loved getting to look through your sketchbook. I think faces are my favorite subject, too. I always enjoy seeing yours.ReplyDelete
Fantastic video! :) And we have snow actually. It's been snowing for 2 days now. Hope it ends soon. Not liking it.ReplyDelete
Thanks Ayla for showing us a glimpse of your arty world and sketchbook. Some lovely images there.ReplyDelete
Nice work Martha.ReplyDelete
I like your video and music very much.
Interesting to see you work and hear your voice, thanks for creating and sharing it with us. I truly enjoyed it.
Happy Halloween ~ Annabelle m^._.^m ~^..^~
Will the 29faces workshop run again or can you join anytime?ReplyDelete
I just love to see how you're working! =)ReplyDelete
this piece is absolutely wonderful!! =)