text:
Financial resources are sufficient to support student learning programs and services and to improve institutional effectiveness. The distribution of resources supports the development, maintenance, and enhancement of programs and service. The institution plans and manages its financial affairs with integrity and in a manner that ensures financial stability. The level of financial resources provides a reasonable expectation of both short-term and long-term financial solvency. Financial resources planning are integrated with institutional planning.
For the fiscal year (FY) final (adopted) budget 2006/2007 revenue and expenditure totals by major fund categories are found in the Final Budget Fiscal Year 06/07 as follows (3D.1):
General Fund 10: (Including other financing sources uses net) |
$24,302,847 | $24,302,847 |
Instructional Equipment/TTIP (Fund 24) | 148,697 | 148,697 |
Parking Fund (Fund 26) | 158,000 | 219,306 |
Categorical Restricted (Fund 27) | 5,749,479 | 5,749,479 |
Total General Fund | 29,007,048 | 29,068,354 |
Total Funds 72, 34, 21, 60, 92 | 3,469,400 | 21,364,830 |
Total Fiduciary Funds 47, 48, 66 | 1,979,638 | 1,965,316 |
Total All Funds (For memorandum only) | $34,374,712 | 52,317,126 |
Net Change in Ending Fund Balance | (17,942,414) | |
Beginning Fund Balance | 28,477,907 | |
Ending Fund Balance | $10,535,493 |
See attached Table III D 1 for a synopsis of FY 02/03 through FY 06/07 revenues and expenditures. More detailed data on revenues and expenditures can be found in the district's annual budget and annual audit reports.
Over the period FY 02/03 - FY 06/07 both the Total General Fund revenues and expenditures rose modestly despite budget problems at the state level.
The district's total expenditures (including capital and fiduciary funds) have fluctuated significantly across individual budget years because of substantial inter-year differences in facilities construction.
The modestly rising total general fund totals of revenues and expenditures shrouds the fact that some sub-fund totals have changed significantly over this period. For example, the state allocation of some district revenue sources has declined (e.g. Deferred Maintenance, Human Resource Development Advisory Committee (HRDC), Partnership for Excellence) while employee health benefits expenditures and emergency infrastructure repairs have risen.
With the advent of the state fiscal crisis, the district responded proactively to avoid what otherwise could have been a serious college budget crisis. This contravenes the view expressed in the 2000 accreditation report that based upon past history the district was ill prepared to effectively and collegially deal with a financial crisis (3D.2). In response to the uncertainty of state funding the district established an Expenditure Reduction Task Force in January 2003 (3D.3, March 11, 2003 Board agenda item 11(b)). The task force identified a cumulative $1.2 million in expenditure reductions (annually, about 3 percent of General Fund 10 expenditures) for FY 02/03 and FY 03/04. This allowed the district to redeploy revenue to sustain and enhance its mission.
The district initiated and voters approved Measure E, a $108 million general obligation bond. Proceeds from this bond issue were used to eliminate all of the district's remaining long term lease revenue bond debt (3D.1, p. 39), $3.9 million in principal was re-paid and a cumulative total of $.71 million in future interest expense was eliminated. Sixty-four million of the bond issue will be used to refurbish and update the district's infrastructure, management information system, buildings, and grounds. Upon completion, it is anticipated that what would otherwise have been significant future infrastructure repairs have also been eliminated from future general fund expenditures.
With regard to the escalation of health benefits expenditures, the district re-negotiated employee benefits in FY 03/04 to contain the impact on the budget. All full-time employees and some part-time classified employees have the choice between four health plans. Three plans are fully paid for by the district; any increases in the premium (over the base year) of the most expensive fourth plan are equally split between the district and the employee for employees hired before fall 2003 and fully paid by the employees hired after fall 2003.
To guide the annual budget process the Board has established operating budget standards (3D.1, p. 11). The annual budget guidelines list each year's selected new and in-process initiatives for educational improvement and mission enhancement.
The district recognizes that effective budget management requires not only containing and prioritizing expenditures but also managing revenues. Most of the total General Fund revenues are derived from the number of full time equivalent students (FTES) the district serves. FTES rose only slightly until this year, when it rose dramatically, although the district's population has grown significantly (3D.1, p. 1). As part of its operating budget standards, the district actively pursues state funded growth revenue. To enhance growth revenue, the district established a College of Choice Task Force to recommend strategies to attract district resident students who now choose to enroll in out-of-district colleges (3D.4). The district has implemented a noncredit program to broaden its range of services to the community. This new program should also enhance revenue. The district monitors its participation in the South Bay Regional Public Safety Consortium to receive its fair share of the allocated FTES. The district manages its schedule of classes to support and enhance student enrollment. The district engages in various advertising and outreach programs to enhance growth. Students are surveyed to identify scheduling and program preferences (3D.5). Revenue and services are also enhanced through agency grants (See Table III D 2).
For the period FY 02/03 through FY 06/07, the district, in most years was able to adopt balanced final budgets while pursuing new mission enhancing initiatives each year. Intra-year management of revenues and expenditures has resulted in modest additions to the General Fund 10 ending balance each year. For FY 06/07, the estimated General Fund 10 unrestricted reserve is about $1,985,562 or about 8.17 percent (3D.1, p. 28).
The district has no long-term debt except for retiree health benefits. Calculation of the actuarial liability is now complete (3D.6). To help fund this liability, the district is a member of a retiree health benefit program along with a number of other California community colleges. The actuarial study determined the district's overall liability to be $4.5 million (3D.6) and the district has already transferred over $3.2 million (71 percent of the total) to this program in order to provide resources to pay for the existing retiree health benefit obligations in the future. Although the district continues to pay for the immediate year costs of retiree health benefits by allocating current year budget funds, the Final Budget includes a 1.25 percent charge on all payroll expenditures to fund future retiree health benefit obligations.
The budget building process uses the following general guidelines for prioritizing budget requests (3D.1, p.11, and attachment B, p.1): Primary priority is given to identifying the level of necessary ongoing expenditures to sustain the district's current level of operational services. Subsequent priority is given to selecting new initiatives to enhance the mission by reviewing the various objectives listed in the Strategic Plan (3D.1, p.11, and attachment B, p.1) and selecting from among them those particular objectives to implement in the current year's budget. As described below, these selected objectives become the central component of each year's budget guidelines. Each year's budget guidelines list the current year's objectives for instructional and other institutional enhancement (3D.1, attachment B).
The district relies on its mission statement and various plans which support the mission when developing its financial plans. The process is governed by Board policy (3D.7, Board Policy 1200).
The district's mission statement is as follows: "In an environment that nurtures creativity and intellectual curiosity, Gavilan College serves the community by providing a high quality learning experience and preparing students for higher education, technical and public service careers, life-long learning and participation in a diverse global society" (3D.7, Board Policy 1200).
The Educational Master Plan, Facilities Master Plan, the Technology Plan, and the Five Year Full Time Faculty Hiring Plan provide the goals from which the district derives its multi-year Strategic Plan. The Strategic Plan lists specific objectives intended to enhance the achievement of the district's mission. This in turn informs the budget guidelines (3D.1, attachment B).
The unimplemented and the continuing multi-year objectives in the Strategic Plan and other district plans yield a "list" of potential new initiative options from which, subject to available funding, the current year's budget guidelines are developed (3D.1, appendix B). The process of prioritizing and selecting among these potential initiatives occurs annually when the budget guidelines are developed. Historically, the multi-year financial consequences of selecting an initiative are discussed, but not incorporated formally into a multi-year financial plan. In 2004, the district generated a multi-year projection of Fund 10 for FY 04/05-FY 07/08 which incorporates likely future plan initiatives (3D.8,FY 04-05 / 05-06 / 06-07 / 07-08).
The district's Educational Master Plan provides the broad context for implementing the mission. The Educational Master Plan is augmented by the Facilities Master Plan and the Technology Plan (3D.9, 3D.10, 3D.11). Recently, the district also adopted a Five-Year Full-Time Faculty Hiring Plan (3D.12). Historically, the district maintained a separate Capital Construction Plan and a separate Deferred Maintenance Plan. The content of these plans is now merged into the Facilities Master Plan. District plans are considered "living documents" which undergo periodic review and revision.
For example, voters approved a general Measure E obligation bond in March 2004 ($108 million) for modernization of district facilities, a new management information system, purchase of land for additional college sites, repayment of existing district long-term debt, and other objectives specified in the bond documentation (3D.1, Exhibit 8). The Facilities Master Plan was revised to incorporate the bond issue projects, and continues to be updated as the district implements Measure E. The current Board-approved Facilities
Master Plan includes the following four major documents (3D.10):
Board policy regarding budget development is as follows: Each year, the president of the college presents to the Board a budget, prepared in accordance with Title 5 and the California Community Colleges Budget and Accounting Manual. The schedule for presentation and review of budget proposals complies with state law and regulations and provides adequate time for Board study. Budget development meets the following criteria: the annual budget supports the District's master and educational plans, budget projections address long-term goals and commitments, and budget planning supports institutional goals and is linked to other institutional planning efforts (3D.13, Board Policy 6200, Administrative Procedure 6200).
Typically, once a new initiative is in operation, it is budgeted in subsequent budget years as an on-going expenditure if on-going expenditures are necessary to sustain the objective (for example, telephone registration). While achievement of the prior year's budget guidelines is part of the Board's discussion in selecting the coming year's guidelines, a formal report on the status of prior initiatives has not been produced since FY00/01.
The preliminary initiation, development, and prioritization and selection of the annual budget guidelines begins with its link to the Strategic Plan. Then the Board Budget Committee, in consultation with the president and the vice president of administrative services, refines the budget guidelines.
These initial guidelines are submitted to the President's Cabinet, Board and college Budget Committees, and the President's Council for review and comment. Upon adoption by the Board of Trustees, these budget guidelines govern that portion of the budget building process which involves new initiatives.
The college meets this standard. The district's budget process conforms to district policy. The specific goals and objectives of district plans are integrated into the budget guidelines and provide the primary guidance for new initiatives in the district's financial planning. However, the formal reporting on the status of prior budget guidelines was terminated in FY 02/03. As district plans evolve, the new and revised goals and objectives are subject to available funding and Board approval, incorporated into the district's financial plans.
The revenue projections and the budget guidelines are reviewed by the President's Cabinet which then establishes budget assumptions that cost-center managers employ when building initial budget expenditure requests. Cost center managers receive prior and current year budget and actuals to facilitate budget building. The district also holds budget building workshops for the cost center managers.
The process for developing budget expenditure requests depends upon the category of the expenditure. Large capital projects are incorporated into the budget once the external funding source(s) are available. The Vice President of Administrative Services and the president are the lead developers of the capital budget in conjunction with the Board Facilities Committee, the President's Council, the college Health, Safety, Facilities, and Grounds Committee, and the President's Cabinet.
Excluding large capital projects, labor costs are the largest component in the budget, and therefore the most important part of budget development. The process begins with all cost center managers receiving prior and current year budget-to-actual employee data, relevant labor contract information, and budget assumptions. The labor costs are separated into three categories: 1) "permanent" on-going staff, 2) "non-permanent" staff, and 3) "potential new permanent staff". Cost-center managers verify the staff data, and submit potential labor budgets that take into account such things as expected retirements, re-assignments, negotiated labor contracts, stipends, new grants, new hires, etc. These labor budget recommendations also include potential new staff positions as provided for in the budget guidelines (Category #3 above).
Historically the "non-permanent" part-time faculty budget has been the most difficult labor category to accurately forecast and manage. For example, the use of substitutes is based on short-term needs and enrollment fluctuations and varies in forecasting from year to year.
Managers are also responsible for budgeting equipment and supplies. In the case of instructional supplies, the instructional area deans assess needs in consultation with department chairs who in turn consult with their faculty. In the case of instructional equipment, the vice president of instruction meets with the area deans and department chairs to establish equipment funding priorities. Non-instructional cost managers similarly consult with their employees to develop equipment and supply requests.
As with all expenditures, concern is given to the impact on education. For example, with regard to this year's equipment requests, one million dollars of Measure E proceeds are earmarked for new computers for faculty and students over the next three (3) years. The first priority is to upgrade the computers used by students in the math and writing labs and the Computer Place (3D.11).
Budget requests move up the chain of command from cost center managers and deans to the vice presidents who, in consultation with managers, amend these requests and forward them to the vice president of administrative services for incorporation into the tentative budget. This tentative budget is reviewed by the Board Budget Committee, the college Budget Committee, and the President's Council.
The tentative budget is subsequently updated (usually, after the state budget is adopted) and reviewed by the President's Cabinet, the Board Budget Committee, the college Budget Committee, and the President's Council to generate a Final Budget which goes to the Board for review and adoption.
Once adopted, the current year budget can be amended by the Board per Board policy (3D.14, Board Policy 6250, Administrative Procedure 6250).
Even under the best of circumstances, creating a budget is inherently fraught with uncertainty since a budget is an estimate of the unknowable future. To generate a best estimate of expenditures, budgeting looks to the past for guidance about the probable future. The budget process begins while the current year is still in progress and barely half complete and with the prior year "actuals" only estimated until the district "closes the books" and the auditors complete their report. To generate best estimates of revenues, budgeting, in part, depends on state funding. Yet, the process begins when the ink on the governor's budget proposal is barely dry, and that proposal can change significantly before a final state budget is passed.
Within this context, district budgeting and fiscal management has achieved admirably realistic and consistent results. For example, the FY 04/05 General Fund 10 "net change in ending fund balance" was budgeted as a modest loss of $66 thousand. The actual "net change..." was a modest gain of $248 thousand. The net difference between budget and actual is $314 thousand or less than 1.6 percent of General Fund 10 expenditures.
The budget process is collaborative, includes prioritized educational initiatives based upon planning objectives, and occurs within the context of retaining a healthy unrestricted reserve. The Board's target is 10 percent or a minimum of $1.5 million (3D.15, Administrative Procedure 6305) for unanticipated emergencies.
The process is, however, inherently imperfect; mistakes in budget building or budget management occur. The district is usually able to respond with intra-year strategies to recoup or minimize the error(s). The district then proceeds to redesign the budget development and/or management procedures to avoid repetition of the error.
Year end "actuals" which are typically about equal to the year's budgeted amounts belies the intra-year budget traumas that can occupy managers. Some intra-year budget "problems" are, by their very nature, intractable e.g. actual enrollment vs. enrollment projections. More typical are one-time events that are rectified by subsequent changes in the budgeting process. For example, the mid-year comparison between the FY 04/05 budgeted and the mid-year actual adjunct faculty expenditures indicated a 30 percent overage in adjunct budget expenditures which was a 2.5 percent overage in Fund 10. Proactive expenditure management of other expenditure categories offset the overage by year end. This overage would have been recognized and addressed earlier if budget to actuals were compared and analyzed more frequently by managers.
While mistakes do happen, the 2000 Accreditation Self Study identified two problems that contributed to the adjunct overage: (1) an archaic and user-unfriendly Management Information System (MIS), and (2) inadequately trained budget managers (3D.2).
The district is currently replacing the Management Information System (MIS) with a fully integrated and user-friendly Enterprise Resource Planning system (ERP). District hiring criteria for managers does include budget development and budget management experience in the job announcements. The district does currently provide in-house computer and manager training for new managers and refreshers on an as-needed basis for existing managers. It also holds workshops for managers on budget development and management. However, the adjunct budget overage implies that not all managers are trained adequately or prioritize items appropriately.
In the normal course of business, district decisions have financial consequences that extend beyond the current budget year. Examples include multi-year capital projects, multi-year labor contracts, retiree health benefits, multi-year leases, long-term debt obligations, structures and grounds maintenance, liability exposure, multi-year grants, etc. Additionally, the institution must each year conform to existing, revised, and new federal, state, and local guidelines and laws which have multi-year expenditure consequences, e.g. Title 9, OSHA, Fire Marshal Regulations, Field Act, etc. Moreover, district educational programs described in the current college catalog imply a contractual obligation between the district and its currently enrolled students to continue to fund these programs beyond the current year.
Expenditure priorities are governed by the budget guidelines that derive from the district's Strategic Plan, Technology Master Plan, and Facilities Master Plan. After the budget guidelines are adopted, the vice president of administrative services builds a preliminary (tentative) budget by estimating revenues and expenditures for the upcoming year.
Expenditures are estimated by identifying the level of necessary ongoing expenditures to sustain the district's current level of operational success in meeting the college mission; and selecting additional new initiatives to enhance achievement of the college mission.
The process of prioritizing and selecting among these potential initiatives is an annual process, with input from all constituent groups on campus. The vice president of administrative services gleans initial conservative estimates of revenue projections from the governor's preliminary state budget, enrollment projections, Chancellor's Office guidelines, awarded grants, and projected federal funding. Funding for capital projects is based upon state funding and bond issues.
Historically, the multi-year financial consequences of new initiatives have been discussed, but not incorporated formally into a multi-year financial plan. In 2004, however, the district generated a multi-year projection of Fund 10 (FY 04/05-FY 07/08) which incorporates likely future plan initiatives (3D.8, FY 04-05 / 05-06 / 06-07 / 07-08).
Budgeting and purchasing, including multi-year contracts, are governed by several sections of the Board Policy Manual (3D.16, Board Policy 6300, Administrative Procedure 6300, Board Policy 6330). Board Policy 6300 reads in part: "The district fiscal management shall: Provide determination of revenue prior to making short-term and long-term commitments" (3D.16, Administrative Procedure 6300). The district's participation in the Retirement Health Benefits JPA is an example of long term planning. The college has already funded 71 percent of the projected retiree health benefits liabilities as determined by a GASB actuarial valuation (3D.6).
The vice president of administrative services assures that all scheduled and contingent liabilities are incorporated into the budget and that the institution can afford potential multi-year obligations before entering into new contracts. In accordance with accounting principles, the district maintains schedules of liabilities and incorporates multi-year obligations into the budget building process. Other multi-year obligations such as negotiated labor contracts are similarly incorporated into each year's budget. In anticipation of the mandatory implementation of Governmental Accounting Standards Board (GASB) 45, the district has already established a contingent reserve of $3.2 million for retiree health benefits (Fund 92) and has verified an estimated actuarial liability (3D.1, p. 39). In addition, the final budget includes a 1.25 percent charge on all payroll expenditures to fund future retiree health benefit obligations. The district recently discharged the last of its long-term bond liabilities.
The district plans for and has successfully discharged its past financial obligations. The district maintains a healthy reserve and has already created a separate reserve for its contingent retiree liabilities. However, historically, the district has under-funded infrastructure maintenance. If it had not successfully passed its recent bond issue, it is quite possible that infrastructure decay could have threatened the continuity of the district. The panacea of the bond issue must not obscure the need for the district to more realistically assess and budget its long-term maintenance obligations in order to assure long term sustainability of the institution. There is a similar need to budget for the implementation and subsequent maintenance of the Enterprise Resource Planning system. The district is way ahead of other district's throughout the state in setting aside contingency funds for future retiree health benefits and in doing something currently to add to the contingency fund for current employees when they retire.
The timing of budget development is governed by the budget calendar. All college constituents from the Board to students as well as the general public have the option to participate in budget development through the Board Budget Committee, college Budget Committee, and through cost center managers, or by direct query to the Board or district managers. Cost center managers consult with their constituents. The budget and financial reports, including the budget calendar, are, by law, public documents. They are distributed, reviewed, and approved at open Board meetings, at Board and college Budget Committee meetings, and at the President's Council.
Periodic meetings are held with managers and administrators to review their budgets. Budget updates are typically presented to all staff on mandatory flex (staff development) days (twice per year). The district publishes its final budget and its audit report and copies are available at the administrative services' office. In addition, a Citizens' Oversight Committee has been established to assure that the district adheres to the requirements of the Measure E bond enacted by the voters in 2004.
The college meets this standard. Financial planning allows for input from all college constituents, and financial information is readily available to all who are interested. In both spirit and action, the district treats financial data and the process of developing financial plans transparently.
The district has consistently met the requirement that 50 percent of general fund expenditures be used for instruction. In fiscal year 04/05, the district was just over 50 percent at 50.09 percent. The district realized that this is too low and in November 2005 developed a Five-Year Full-Time Faculty Hiring Plan (3D.12). In Fiscal Year 2006-07, five new faculty will be hired. If funding is available, the plan is to hire five more faculty each of the next four years.
Over six million dollars are spent on services that support student learning such as:
Financial Aid | $2,400,000 |
MESA, TRIO, Title V | $750,000 |
Matriculation | $268,000 |
Health Services | $80,000 |
In FY 99/00 (3D.17) there were five audit findings:
In FY 00/01 (3D.18) there were three audit findings:
In FY 01/02 (3D.19) there was just one finding. A current equipment inventory listing was not available for review. The district contracted for a fixed asset inventory. In May 2001 an inventory listing was also implemented for both audio-visual and MIS equipment. In November 2002 the district had a report prepared that developed a capital asset system to comply with the requirements of GASB statement 34.
For fiscal years ending 6/30/03 (3D.20), 6/30/04 (3D.21) and 6/30/05 (3D.22) there were no findings representing reportable conditions, material weaknesses, and instances of noncompliance related to the financial statements that are required to be reported in accordance with Governmental Auditing Standards. This was also the same in regards to federal award and state award findings. There were also no reportable findings in the 6/30/04 and 6/30/05 Measure E bond audit.
The district provides timely corrections to audit exceptions and management advice based upon the availability of staff and financial resources. Usually, the district can correct the problem immediately. However, some solutions are complex. For example, when the auditors identified a "separation of duties" exception because the payroll officer was creating new employees and maintaining employee records, it did take several years before human resources was finally able to assume these functions. In the interim, the district did respond by separating the functions of payroll and employee file creation and maintenance between different employees within the business office.
With the implementation of GASB 34 in 2002, colleges had to develop a fixed asset inventory. Up to this time, most educational institutions did not make this a priority. The district is now in conformity with GASB 34 in accounting for and depreciating of fixed assets.
The vice president of administrative services assures that district accounting conforms to standard accounting practices. Once the budget is adopted for a given year, the vice president of administrative services must approve all subsequent budget transfers and revisions. These checks ensure the proper allocation of funds. All budget transfers and revisions are also submitted to the Board of Trustees for action.
Purchase orders must have the approval of an administrator, which provides accountability on the use of funds. The assigned administrator's signature on the purchase order certifies appropriate use and availability of funds. All financial records are also subject to an independent audit each year. Business office personnel respond to all audit findings in a timely manner.
The college meets this standard. The budget is monitored for compliance with standard accounting practices. The vice president of administrative services and the director of business services direct this process. Financial records are audited and the audit report is published annually. For the last several years, the auditors have had no exceptions or recommendations.
All district constituent groups are represented on the college Budget Committee and the President's Council. Students, faculty, classified, and managers report back to their constituent groups and in turn bring their concerns to the committee. A mid-year review is presented in February of each year. This is an opportunity to discover problems and resolve them as the spring semester begins. The annual financial audit is also presented to the Budget Committee, as well as the Board Budget Committee, and full Board of Trustees at an open meeting.
Appropriately detailed financial information is available to support institutional management and planning on a timely basis. The annual budget development follows a budget calendar. The budget calendar, the budget guidelines, the adopted final budget, and college Budget Committee minutes are posted on the district intranet. Committee minutes and attachments provide information on budget development, financial planning, and fiscal condition (3D.23).
Twice annually, on staff development days, all employees receive a state-of-the-budget update. Account managers have on-line access to their budget(s), encumbrances to date, and remaining funds available through secure access to the district's accounting system. New account managers receive training in using the system, and on an as-needed basis, help is provided to all account managers through administrative services.
District expenditures are listed on attachments to the board agenda. Board agendas and minutes are accessible through the district's website. Questions about district finances can be directed to college Budget Committee members, the director of business services, or the vice president of administrative services. The audit report is published annually and is reviewed by the college Budget Committee, the Board Budget Committee, the President's Cabinet, and the full Board.
The District follows the budget calendar and delivers a timely final budget. Changes to the budget follow Board Policy. Financial information is widely available throughout the institution.
As noted during the 2000 accreditation (3D.2), the current online accounting system, Reflections, is a user-unfriendly command line system. Some program managers believe that the institution is too slow in processing purchase orders, posting encumbrances, updating balances, and paying some invoices. The district is in the process of selecting new hardware and user-friendly software in its purchase of a fully integrated Enterprise Resource Planning system. With appropriate training and support these problems should be alleviated.
The ending balances of unrestricted funds for the past three years are as follows:
Year Ending | Actual District
Reserve as a Percentage of Expenditures and transfers out. |
6/30/03 | 7.42% |
6/30/04 | 8.36% |
6/30/05 | 9.51% |
The district has access to cash in the County Treasury and to Tax Revenue Anticipation Notes (TRANS) should the need arise. The district has also established a commitment to a reserve of at least $1.5 million.
About $9 million of a $21 million budget for FY 05/06 was received through the monthly state apportionment. Another $11 million was received from San Benito County and Santa Clara County for the district's share of property taxes while student enrollment fees account for about $1 million. The district has not had a cash flow problem for at least five years.
The district is self-funded through a number of Joint Powers Agreements (JPA's). The district has sufficient insurance to cover its needs for standard insurance occurrences. Like most education institutions, the district is not insured for earthquakes, other catastrophic events, or terrorist events.
The district's goal is to have a reserve of at least $1.5 million and has maintained such a reserve for the past three years. The district monitors cash flow daily and "excess funds" are invested short term by the county treasurer. Specific reserves exist for several contingencies, including self-funded insurance, facility repairs, and emergencies. In 2004, the district was able to pay off two series of revenue bonds through the passage of Measure E.
The district participates in the Northern California Community College Pool (NCCCP) JPA for worker's compensation claims and the Bay Area Community College District (BACCD) JPA for a variety of liability and property claims. In addition, the district is a member of the Retiree Health Benefit Program JPA.
The district monitors workplace safety through the shared use of a safety officer from the NCCCP. The district has developed safety programs, plans, guides, and training sessions to protect students and employees. The Health, Safety, Facilities, and Grounds Committee has lead responsibility for assessing health and safety risks and recommending corrective actions.
The district maintains and periodically updates a schedule for "repair and maintenance" projects and budgets these items based on prioritization, with health and safety being the highest priority. The district provides employee health benefits subject to negotiations and provides mandatory accident insurance to students.
The college meets this standard. The district's use of insurance and self-insurance JPA's provides adequate insurance protection and periodically reviews its claims history. The district maintains a minimal contingent reserve for self-funded property insurance claims.
The 2006/07 budget projects an unrestricted general fund reserve of $1,985,562. This reserve (8.17 percent) substantially exceeds the minimum five percent mandated by the state. The target goal is ten percent of the unrestricted general fund.
Managers that are responsible for grants, financial aid, and other categorical funding are required to stay within their allocation. The director of business services is responsible for drawdown funds for the Federal Work Study Program, SEOG, PELL, TRIO, Title V and HSIAC grant from HUD.
Most managers of restricted programs monitor their expenses very closely. The director of business services will alert the manager if there is a potential problem but it is up to the managers to watch their programs on an ongoing basis. If the director of business services can not get the problem resolved with the manager then contact with the dean or vice president over that program may be necessary.
Designated administrators are responsible for their area budgets and for following proper program guidelines. Under the supervision of the vice president of administrative services and the director of business services, the business office personnel oversee the disposition of all district funds including financial aid, externally-funded programs, contractual relationships, grants and other categorical programs. The Gavilan College Educational Foundation is a separate accounting entity, but is audited as part of the annual district audit.
All funds, including grants, are reviewed for compliance with federal, state, and local laws and regulations. District funds are invested with the Santa Clara County Investment Pool. The Foundation's Board of Directors governs foundation investments.
The college meets this standard. The institution, under the supervision of the vice president of administrative services, practices effective oversight of finances. Department chairs, directors, and deans sign purchase orders and budget transfers to ensure compliance with grant or contract requirements and verify fund availability. The financial aid director oversees the disbursements for the financial aid program. For the last three years, the district auditors have reported no finding representing reportable conditions, material weaknesses, or instances of non-compliance.
Special funds are reviewed on a rotating basis, one year it maybe EOPS and DRC, the next year Title 5 and admissions and records. This is in addition to our regular audit of our financial statements. Outside agencies may also audit programs. There have been no audit findings for state or federal award programs for the last five years.
Auxiliary activities support the programs and services of the district. Funds from student clubs and athletic booster clubs are kept separate from the General Fund and processed through the Associated Study Body Fund (ASB). The Gavilan College Educational Foundation is an auxiliary of the district with its own Board of Directors. Its fund-raising efforts provide scholarships and general support for students and district programs.
The cafeteria is contracted to an outside vendor; the district receives ten payments per year from this contract. The golf course is also contracted out. The district receives one supplemental payment in addition to the monthly lease payment that is a percentage of the golf course receipts. The bookstore contract with Follett Stores is based upon a percentage of sales. Payments are received on a quarterly basis.
The college meets this standard. ASB Clubs and athletic boosters are kept separate from the General Fund and processed through the ASB bank account. These funds continue to support district activities. A local CPA firm maintains the records of the Gavilan College Educational Foundation.
Contract agreements must follow Board Policy guidelines as established under Board Policy 6340 and Administrative Procedure 6340 (3D.24). The primary Measure E contractual agreements are with the project manager, Kitchell CEM, and the architects, BFGC Architectural Services. The district has also hired Cedar Enterprises to oversee the multi million dollar Enterprise Resource Planning system project. There are also various small contracts that are under the oversight of the vice president of administrative services. All contracts specify that they can be terminated when Gavilan College's required standards of quality have not been met. All contracts are reviewed by legal counsel.
Institutional policies and procedures govern all contractual agreements with external entities. The vice president of administrative services monitors agreements to ensure that the integrity of the contracts is maintained.
The college meets this standard. The vice president of administrative services monitors and reviews all contractual agreements to ensure that institutional policies and procedures are followed. Contracts are reviewed to ensure that there are no negative impacts to the district before they are forwarded to the Board for approval. The district employs an independent construction manager to oversee all major construction projects.
The district has an annual external audit. The preliminary review analyzes internal control procedures and discusses processes. Internal controls are scrutinized, as is the organization of overall fiscal operations. The vice president of administrative services periodically reviews the system and recommends improvement.
The institution reviews it processes periodically. This year the budget was revised. Instead of meeting with all the managers at once, four workshops were scheduled; one for each major division. It was felt that breaking the workshops into four smaller groups would provide a more comfortable setting to foster more interaction, participation, communication, and create a greater understanding and review of budget issues.
The college meets this standard. The vice president of administrative services and the director of business services review the annual audit report and current fiscal operations and make recommendations for improvement. The district is aware of the necessity to upgrade training and reporting so that the financial accounting system is more user-friendly and effective.
Synopsis of Actual or Final Budget 2002/2003 to 2006/2007 |
Final Budget |
Total |
Total |
Total Other |
Total |
Net Change |
Ending |
Revenues |
Expenditures |
Financing |
Expenditures |
Balance |
Sources |
Including |
(Uses) Net |
Total Other |
Financing |
Actual FY 02/03 |
Unrestricted General Fund 10 |
$19,717,725 |
$17,297,559 |
$(4,237,299) |
$21,534,858 |
$(1,817,133) |
$1,666,310 |
Total General Fund |
25,168,935 |
23,912,657 |
(3,151,700) |
27,064,357 |
(1,895,422) |
2,054,454 |
Funds 72, 34, 21, 60, 92 |
2,493,611 |
2,441,500 |
3,151,700 |
(710,200) |
3,203,811 |
4,203,076 |
Total Fiduciary Funds 47, 48, 66 |
2,045,846 |
2,032,682 |
0 |
2,032,682 |
13,164 |
305,949 |
Total All Funds for Memorandum Only |
29,708,392 |
28,386,839 |
0 |
28,386,839 |
1,321,553 |
6,563,479 |
Actual FY 03/04 |
Unrestricted General Fund 10 |
$20,226,133 |
$18,347,192 |
$(1,833,899) |
$20,181,091 |
$45,042 |
$1,711,352 |
Total General Fund |
25,552,125 |
25,099,995 |
(541,775) |
25,641,770 |
(89,645) |
1,964,809 |
Funds 72, 34, 21, 60, 92 |
34,033,116 |
8,452,113 |
541,775 |
7,910,338 |
26,122,778 |
30,325,854 |
Total Fiduciary Funds 47, 48, 66 |
2,270,660 |
2,243,677 |
0 |
2,243,677 |
26,983 |
332,932 |
Total All Funds for Memorandum Only |
61,855,901 |
35,795,785 |
0 |
35,795,785 |
26,060,116 |
32,623,595 |
Actual FY 04/05 |
Unrestricted General Fund 10 |
$20,857,876 |
$19,014,000 |
$(1,594,965) |
$20,608,965 |
$248,911 |
$1,960,264 |
Total General Fund |
26,924,349 |
26,194,815 |
(195,854) |
26,390,669 |
533,680 |
2,498,489 |
Funds 72, 34, 21, 60, 92 |
4,706,844 |
4,060,130 |
(304,146) |
4,364,276 |
342,528 |
31,168,423 |
Total Fiduciary Funds 47, 48, 66 |
2,282,414 |
2,230,480 |
0 |
2,230,480 |
51,934 |
384,865 |
Total All Funds for Memorandum Only |
33,913,607 |
32,485,424 |
0 |
32,485,424 |
1,428,183 |
34,051,778 |
Budget FY 05/06 |
Unrestricted General Fund 10 |
$21,687,317 |
$20,197,893 |
$(1,464,126) |
$21,662,019 |
$25,298 |
$1,552,679 |
Total General Fund |
26,279,562 |
26,629,189 |
(130,720) |
26,759,909 |
(480,347) |
1,861,521 |
Funds 72, 34, 21, 60, 92 |
4,108,530 |
6,154,155 |
130,720 |
6,023,435 |
(1,914,905) |
29,079,079 |
Total Fiduciary Funds 47, 48, 66 |
1,992,354 |
1,981,813 |
0 |
1,981,813 |
10,541 |
411,296 |
Total All Funds for Memorandum Only |
32,380,446 |
34,765,157 |
0 |
34,765,157 |
(2,384,711) |
31,351,896 |
Budget FY 06/07 |
Unrestricted General Fund 10 |
$24,302,874 |
$22,869,498 |
$(1,433,376) |
$24,302,874 |
$0 |
$1,985,562 |
Total General Fund |
29,007,048 |
28,986,980 |
(81,374) |
29,068,354 |
(61,306) |
2,130,725 |
Funds 72, 34, 21, 60, 92 |
3,388,026 |
21,364,830 |
81,374 |
21,283,456 |
(17,895,430) |
8,078,039 |
Total Fiduciary Funds 47, 48, 66 |
1,979,638 |
1,965,316 |
0 |
1,965,316 |
14,322 |
326,728 |
Total All Funds for Memorandum Only |
34,374,712 |
52,317,126 |
0 |
52,317,126 |
(17,942,414) |
10,535,493 |
Current Projects:
Title V Hispanic Serving Institutions Cooperative Grant, due March 2006
National Science Foundation Talent Expansion (STEP), due September 2006
Nursing expansion, Career Technology COCCC (SB70), due April 2006
Hispanic Institutions Assisting Communities (HUD-HSIAC). U.S. Department of Housing and Urban Development, $600,000 over three years, due June 2006
Mathematics Engineering Science Achievement (MESA) $81,500 + Matching annually
Funded Projects:
Federal TRIO Student Support Services, $1.07 million over four years (2005-2009). October 2005. (Submitted August 31, 2004)
Kaiser Permanente Foundation, Increasing Success and Supply of Qualified Nursing Students via an Online Anatomy Laboratory, $50,000, November 2004
Centers for International Trade Development, Statewide Leadership, February 2004, $152,000 annually
Grant: EdShare, Web-based curriculum for Student Financial Aid Responsibility, $120,000 over 3 years
Grant: Community Technology Center; Breaching the Digital Divide, Hispanic Institutions Assisting Communities (HUD-HSIAC), $600,000 over three years, (2002-2005); October 2002, U.S. Department of Housing and Urban Development (100 points)
Grant: Federal HSI Title V Collaborative with Hartnell College, $2.9 million over five years ($1.4 million Gavilan share), (2002-2007), August 2002
Grant: Biotechnology Regional Economic Development Center, State of California (EDNET), $800,000 over five years, June 2002, (2002-2007)
Grant: Integrating Multimedia video with Web-based Information Competency courses, Fund for Instructional Improvement, State of California, $65,000, June 2002
Grant: Wireless MobiLan Technology Laboratory for MESA (Math, Science, Engineering Achievement), $100,000, June 2001. Hewlett Packard Corporation
Grant: Federal TRIO Student Support Services, April 2001, $1.2 million over four years (2001-2005)


text:
Tom Burgess was a two-year letterwinner in football. As a senior on the 1985 squad, he was named honorable mention Associated Press All-American after setting 14 school records in passing and total offense. He finished ninth in the nation in total offense with 266.1 yards per game. Burgess also received Colgate's Andy Kerr Trophy, given annually to the squad's most valuable offensive player. He threw for a school-record 2,565 yards in 1985 and gained a school-record 2,927 yards of total offense. The former Red Raider co-captain also established marks for most touchdowns responsible for in a season with 29 and most points responsible for with 182. In his final Red Raider appearance, he passed for 346 yards and three touchdowns against Boston University for the fourth best single-game effort in school history. Following his collegiate career, Burgess had an outstanding professional career in the Canadian Football League. He won two Grey Cup titles - 1989 with the Saskatchewan Rough Riders and 1990 with the Winnipeg Blue Bombers. He was the most valuable offensive player in the 1990 title game.
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text:
Inside job: Nikola Pekovic, Dante Cunningham dominate as T'Wolves finally beat Celtics | 04.01.13 at 10:21 pm ET |
Another road game. Another undermanned Celtics team. And another road loss.
The Celtics, playing without Paul Pierce and Kevin Garnett, were overpowered by Nikola Pekovic, Dante Cunningham and the Minnesota Timberwolves in a 110-100 loss at the Target Center Monday night. Pekovic took advantage of an undersized front court with a game-high 29 points while Cunningham added 19 points and five rebounds off the bench for Minnesota, which beat Boston for the first time in 12 meeting dating back to the pre-Garnett era in Boston.
The defenseless Celtics (38-36) fell for the second straight night and dropped their seventh in nine games. With Milwaukee beating Charlotte, the seventh-place Celtics are just 1.5 games ahead of the Bucks (one game in loss column) for eight-place. If Boston, which has eight games left, finishes eighth, they will face Miami in the first round.
What Monday's game lacked in star power it made up for in offense from unexpected places.
The Celtics were without Garnett (left foot) and Pierce (personal reasons) while the Timberwolves were still without U.S. Olympic champion Kevin Love (broken hand).
The Timberwolves (27-46) turned to Pekovic and he responded with a huge opening quarter. The 27-year-old native of Montenegro scored 15 points as Minnesota dominated the paint and took a 27-25 lead after 12 minutes.
Since acquiring Garnett – the most accomplished player in Timberwolves history – after the 2006-07 season, the Celtics were 10-0 against Minnesota. Overall, the Celtics had won 11 straight against Minnesota dating back to Boston's last loss, 109-107, on Feb. 11, 2007 in Minnesota.
Adding to Boston's misery on the inside, big men Shav Randolph and Chris Wilcox each picked up three personal fouls. Courtney Lee's three with 3:15 left in the second quarter tied the game, 45-45. But the Timberwolves came back with the next four points before Avery Bradley connected on a jumper as the game kept a quick tempo leading up to halftime. Bradley's hit 6-of-8 in the first half and single-handedly kept Boston within range with 15 first half points. Bradley led the Celtics with 19 points on 8-of-14 shooting.
Boston was manhandled in the paint in the first half. Pekovic scored 21 points in the first half, part of an effort that had Minnesota outscoring getting outscored 34-18 and allowing Minnesota to grab a 57-52 halftime lead.
The Timberwolves went on a 10-4 run midway thought the third to open their biggest lead, 80-66, before Jason Terry responded with a long two-point jumper. Terrence Williams followed that up with a baseline three to cut Minnesota's lead down to nine, 80-71, with just over three minutes left in the third.
Randolph picked up his fifth foul seconds later but stayed in the game to give the Celtics some size in the paint. As the Celtics were making a run late in the third quarter, Jeff Green came up limping, holding his left hip. Green, who played the entire first half and the first six minutes of the third quarter before finally coming out for a breather, took a knee from Pekovic to the left thigh/hip area. Green stayed in the game and was part of a 12-4 run that cut Minnesota's lead to six, 84-78, heading into the fourth. Green finished with just 10 points in 38 minutes.
With the Celtics defense forcing a near turnover, Derrick Williams hit a three to open the fourth quarter and push Minnesota's lead back to nine.
Lee came in for Green with just over 10 minutes left as Celtics trainer Ed Lacerte tended to Green's left hip. The T-Wolves went on a 7-0 run midway through the fourth that was capped by an Alexey Shved three with 7:45 left to put Minnesota up, 96-82. The Celtics could get no closer than eight the rest of the way.
The Celtics are off Tuesday before hosting the Pistons on Wednesday night at TD Garden. For more, visit the Celtics team page at weei.com/celtics.
Paul Pierce (personal reasons) out against Timberwolves | at 8:06 pm ET |
Paul Pierce will not play Monday night against the Timberwolves in Minnesota due to personal reasons. Pierce was not with the team as they prepared for their second game in as many nights on a trip through New York and Minnesota.
Celtics coach Doc Rivers made the announcement prior to Boston's game at the Target Center.
Pierce was spotted with an ice wrap on his right foot in the closing moments of Sunday night's loss at Madison Square Garden. But Rivers told reporters before the game that his foot had nothing to do with the absence and that Pierce would return to the lineup on Wednesday against the Pistons at TD Garden.
Monday marks just the second game Pierce has missed this season in 74 contests. He leads the Celtics in scoring at 18.8 points per game in 72 games.
Courtney Lee took Pierce's place in the lineup, giving the Celtics a starting lineup of Lee, Avery Bradley, Jeff Green, Brandon Bass and Chris Wilcox.
For more, visit the Celtics team page at weei.com/celtics.
Keyon Dooling signs with Memphis Grizzlies for playoff run | at 12:50 pm ET |
Keyon Dooling is heading back to action in the NBA. He is coming out of retirement but not with the Celtics.
The 32-year-old veteran guard has agreed to terms with the Memphis Grizzlies to help them in their playoff push in the Western Conference. Entering Monday, the Grizzlies are 49-24 and in a tight three-way race with Denver and the Clippers for third place in the highly competitive Western Conference.
Dooling made the announcement Monday on his Twitter page: "I am so honored to announce that I AM BACK! I am heading to officially sign w/ @MemGrizz and am looking forward to being back on the court!"
Dooling had been serving as a player development coordinator for the Celtics before accepting the offer to play with the Grizzlies on Monday. Dooling will be playing for his seventh NBA team since entering the NBA with the Clippers at the age of 20 in 2000. Dooling has averaged 7.0 points and 2.2 assists in 721 career games. He averaged 4.0 points and 1.1 assists in 46 games for the Celtics during the 66-game schedule in the 2011-12 season.
On Dec. 9, 2011, Dooling and a 2012 second-round pick were traded to Celtics in exchange for the draft rights to Albert Miralles. Then at the end of last season, Dooling re-signed with the Celtics.
But after being waived by the Celtics on Sept. 20, he decided to retire from the Celtics and accept a front office/coaching position with the team. Dooling thanked GM Danny Ainge and head coach Doc Rivers on Monday after announcing his return.
I want to thank Danny Ainge, Doc Rivers and the entire #Celticsnation ! Once a #Celtics always a @celtics
— Keyon Dooling (@AmbassadorKD) April 1, 2013
Dooling is also a former Vice President for the NBA Players Association.
Dooling will join former Celtics guard Tony Allen, who also welcomed him back to the NBA via his Twitter page.
@ambassadorkd. Welcome My Guy!!!
— Tony Allen (@aa000G9) April 1, 2013
Easter bummer: Hot-shooting Knicks overcome Jeff Green and Paul Pierce, beat Celtics | 03.31.13 at 10:03 pm ET |
Jeff Green and Paul Pierce were not enough to overcome a 3-point barrage as the Knicks blew out the Celtics, 108-89, Sunday night at Madison Square Garden.
Pierce had 24 points and 15 rebounds while Green led the Celtics with 27 points on 10-of-14 shooting from the field as the Celtics (38-35) had their modest two-game winning streak snapped. Carmelo Anthony scored 24 points to lead the Knicks, who won their eighth straight to improve to 46-26. Big man Chris Copeland came off the Knicks bench to score 22 points, as New York won the season series, 3-1.
While Pierce and Green were highly productive, Boston's three other starters, Avery Bradley, Chris Wilcox and Brandon Bass could only manage two points apiece and combined to shoot 3-for-11 from the floor.
The loss all but assured the Celtics of seeing their five-year reign atop of the Atlantic Division come to an end. Boston is 8.5 games behind the Knicks but more importantly, now 2.5 games behind the sixth-place Hawks in the Eastern Conference. The Celtics are now just 2.5 games ahead of eighth-place Milwaukee, two games in the loss column.
The Knicks raced out to a halftime lead of 65-48 thanks to a scorching performance from beyond the 3-point circle. The Knicks made 11-of-16 attempts from 3-point range as the Celtics allowed a season-high in first-half points. New York finished 14-of-27 from long range while the Celtics were just 7-of-25 from 3-point range.
Anthony had 18 of his 24 points in the first half to lead New York.
The Celtics were within 11, 55-44, when the Knicks closed out the first half on a 10-4 run. Boston closed to within 11 again midway through the third but the Knicks again closed with a big run, 11-4, to head into the fourth quarter with a comfortable 86-69 lead.
Avery Bradley continues to struggle, finishing with just two points in 24 minutes on 1-of-5 shooting with one rebound and one assist before fouling out in the final two minutes.
Pierce did not play in the fourth quarter as the Knicks built their lead up to as many as 21. Pierce was spotted with an ice pack on his right foot for the entire quarter. The Celtics said it was simply a precaution and that there is no serious injury involved.
The Celtics left immediately after the game for a game Monday night in Minnesota against the Timberwolves. Boston returns home for a Wednesday night game against Detroit, a game that kicks off a four-game homestand at TD Garden. For more, visit the Celtics team page at weei.com/celtics.
The Celtics love them some Shavlik Randolph | 03.30.13 at 2:12 am ET |
When security opened the Celtics locker room after Friday's 118-107 win over the Hawks, reporters rushed to Shavlik Randolph's locker, but the PR staff announced he had already left. The Duke product generally makes postgame small talk for a bit with anybody willing to listen, so his absence came as a surprise to some.
For the C's, though, it should be refreshing. On the best night of his NBA career, Randolph ducked the media scrum, dodged questions that would have made his China-to-Boston journey the headline in Saturday's papers and generally just avoided becoming the focus on a night when veteran teammates Paul Pierce (20-10-10 triple-double), Jeff Green (game-high 27 points) and Jason Terry (24 points on 10 shots) all performed better.
In other words, Randolph knows his role. That or he wanted to watch his alma mater's Sweet 16 date with Michigan St. Either way, his new teammates welcomed the opportunity to heap praise upon the journeyman.
"He understands who he is," said Celtics coach Doc Rivers, "and he does it."
Celtics sharpshooter Jason Terry was 5-of-7 from 3-point range and finished with 24 points off the bench has the Celtics held off the Atlanta Hawks 118-107 Friday night at TD Garden.
Terry passed another milestone as he became the fourth player in NBA history with more than 1900 3-point field goals. Entering Friday, only Ray Allen (2,841), Reggie Miller (2,560) and Jason Kidd (1,976) have more.
Terry has 1,903 threes. Paul Pierce is 93 behind with 1,810 and in sixth place. Chauncey Billups (1,813) is in fifth place.
Doc Rivers on Rajon Rondo: 'They say he's doing tremendous' | 03.29.13 at 11:39 pm ET |
The Celtics got an added boost on their bench for Friday's showdown with the Hawks.
Rajon Rondo made his first appearance on the sidelines with the team since having season-ending ACL surgery on his right knee.
'It was nice. It was nice," coach Doc Rivers said. "He told us today he was coming in, and it was good to have him back around. He's moving okay. You know, it's funny, I'm looking at it knowing he's nowhere near, but that's the first thing you look at. Having gone through that experience, we sat and talked about a lot of the stuff you have to go through. So, it brought back these horrendous memories, actually. But he's, from his doctors, they say he's doing tremendous.'
Rivers was asked to describe Rondo's spirits while on the sidelines.
'Oh, I don't know, I have no idea," Rivers said. "I mean, I don't care who you are, especially if you're on a team sport I think these types of injuries are very lonely. Very hard, because rehab is all by yourself with some stranger. And you're away from your team. Just brutal rehab. That's what it is. He's been in ' wherever, Jacksonville, wherever, Florida, Pensacola ' and that's tough. His family has been going back and forth. But he's made the commitment and he's been great.'
Asked if Rondo tried to exert himself in the huddle, Rivers laughed, "No, no, no. I told him to be nice. And he was."
The players were the most affected – and inspired – by Rondo's presence.
'Definitely," Paul Pierce said. "It's good to get him around the guys, to see some of his new teammates. Who knows ' a lot of these guys might be here for him next year. It's good for him to get acquainted with them. He's done his surgery, he seems to be in good spirits, so its good to see him.'
"It was fun. It was good to see him. He's got a little fro now," Jeff Green laughed. "It was good to Rondo, glad he's doing well. Wish he were on the court but I think it was a big emotional boost for us to have him on the bench with us."
How big of a boost was it to the players?
"It's big," Green said. "I think a lot of people counted us out when he went down, when Sully [Jared Sullinger] went down, too. But we've been coming together, doing our part, playing hard. We've been talking and he's been seeing things from a different point of view.
"Definitely, most definitely," Green added. "He sees us playing hard and that's all you can do."
Since Rondo had his ACL repaired on February 12, the Celtics have added several new players, including Shav Randolph, DJ Williams, Jordan Crawford (at the trade deadline) and Terrence Williams.
Latest from Bleacher Report
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text:
AMERICA with those known parts in that unknowne worlde both people and manner of buildings Discribed and inlarged by I.S.Ano.1626
- Type of resource
- Cartographic
- Imprint
- [London] : Thomas Bassett and by Richard Chiswell
- Date created
- [1676]
- Map data
- [ca. 1:46,000,000]. ; (W 160° --E 20°/N 90° --S 90°)
Available online
In collection
The Glen McLaughlin Map Collection of California as an Island
Images from the Glen McLaughlin Collection of California as an Island maps, a collection of nearly 750 maps obtained by Mr. McLaughlin over nearly 40 years. Included in the collection are hemisphere and world maps, celestial charts, title pages, globe gores and a medal. The dates range from 1622 to the mid-1800's.
- Digital content
- 737 items
- Collection PURL
- http://purl.stanford.edu/zb871zd0767
More options
- Author/Creator
- Speed, John, 1552?-1629 (creator)
- Subject
- America > Maps
- California as an island > Maps
- Genre
- Map
- Digital maps
- Early maps
- Separate map
Bibliographic information
- State 4
- [1676], "are to be sold by Thomas Bassett in Fleet Street, and by Richard Chiswell in St. Paul's Churchyard." The text on verso is rewritten and there is no fleuron heading. Map is still dated 1626. Issued in his: The Theatre of Great Britaine, London, 1676.
- References
- LC 442 and 488; Wagner 301b; Wheat 39; Tooley 2, 3, 4, 5 (Plate 27); Leighly 6 (Plate IV); UCB; Goss (Plate 25); Burden 217 (Plate 217); Clancy (Map 7.6).
- Note
- California with flat northern coast and with place names mostly taken from Brigg's map. Inset: The northerly part of America (upper left). The borders of the map on the top contain plans of towns and on the sides figures of the inhabitants of different countries. Text on verso paged 9 and 10. Engraved by: Abraham Goos Amstelodamiensis Sculpsit (lower right).
- Original McLaughlin Book Number (1995 edition)
- 3
- Original McLaughlin book number (1995 edition) with latest state information
- 3-04
Access conditions
- Use and reproduction
- Image from the Glen McLaughlin Map Collection courtesy Stanford University Libraries. Images may be reproduced or transmitted, but not for commercial use. For commercial use or commercial republication, contact email@example.com.
- Copyright
- Property rights reside with the repository. Copyright © Stanford University. All Rights Reserved.
- License


text:
Expert Travel Advice to Ein Gedi
Let the Dead Sea Lift Your Spirits
Away Travel -
Touring Israel: What You Need to Know
Away Travel -
A Visit to Jordan and Jerusalem
Gorp Travel
Top Answers To Ein Gedi Travel Questions
Barbara asked:Answer this1 AnswerAlistair answered:Barbara, I couldn't find specific information about shared taxis to Ein Gedi, as these seem mostly to operate to operate between the airport and city center. There are a number of bus routes to Ein Gedi on Israel's largest bus line, Egged (which, according to Wikipedia is also the world's second-largest bus company!). There looks to be about ten services throughout the day, running every hour or so. The most frequent is the #486, which is an express service that takes about 1.5 hours. Departure is from Jerusalem's Central Bus Station. Check the Egged website for more information about fares and times here: http://www.egged.co.il/


text:
NIST Authors in Bold
Author(s): | Angela R. Hight Walker; Uwe Arp; Gerald T. Fraser; Thomas B. Lucatorto; J Wen; |
Title: | New Infrared Beamline at the NIST SURF II Storage Ring |
Published: | October 01, 1997 |
Abstract: | The success of the infrared program at the National Synchrotron Light Source [NSLS] has motivated the establishment of an infrared beamline at the infrared beamline and its associated infrared microscope instrumentation and show preliminary Fourier-transform infrared spectra. In addition, we present measurements of the long wavelength [> 1 cm] synchrotron emission and the noise spectrum of the infrared synchrotron radiation. The microwave measurements were undertaken to help assess the utility of SURF II as a submillimeter and far-infrared source. |
Citation: | SPIE series |
Volume: | 3153 |
Keywords: | FTIR,infrared,infrared microscopy,microwave,synchrotron |
Research Areas: |


text:
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Many of Abraham Lincoln's "firsts" happened in Vandalia: his first legislative office; his first public protest against slavery; his first challenge to duel (by fiery William Lee Davidson Ewing); and his first, long-lasting friendship, with a lady, Eliza Browning.


text:
Geremek, Bronisław
From Library of Congress Name Authority File
Geremek, Bronisław
Instance Of
Scheme Membership(s)
Collection Membership(s)
- Lewertow, Benjamin
Exact Matching Concepts from Other Schemes
- found: His Najemna siła robocza w rzemiośle ... 1962.
- found: Biedni i bogaci, 1992: t.p. (Bronisławowi Geremkowi) jkt. (b. 1932; Polish medievalist)
- found: New York times WWW site, July 14, 2008 (Bronislaw Geremek; killed in a car accident Sunday [July 13, 2008], western Poland, aged 76; pivotal figure in the fight to end Communist rule in Poland and one of the leading statesmen of the democratic era that followed; historian who specialized in medieval France)
- found: Wikipedia, July 19, 2013: (b. Benjamin Lewertow Mar. 6, 1932; d. July 13, 2008)
Change Notes
- 1981-10-19: new
- 2013-07-19: revised
Alternate Formats


text:
Effies Offers Tips on Award Show Behavior
To hype the 2008 Effies, the organization has created a three-video series which offers tips for effective awards show behavior. The first is, well, obvious: don't steal an award. Earn it. The two other videos will follow as the show approaches. The entry deadline of October 19 has passed but has been extended to November 7.


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ick for a PDF (printable document format) printable version of Hunt the Fact Monster Hunt Extra #2.
This is the Hunt the Fact Monster hunt for use in the primary grades (grades 2 to 4). If you are looking for intermediate-grade Hunt the Fact Monster hunts, see the Hunt the Fact Monster Archive.
Scroll down or click for an answer key to this hunt.
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1. helicopter; 2. Lake Havasu City, Arizona; 3. Australia; 4. capybara; 5. Naples (Italy).
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1. Igor Sikorsky is best known for his work building what form of transportation?
2. The London Bridge used to span a river in London, England. But in the 1960s the bridge was moved to the United States. Where will you find London Bridge today?
3. Europe is the only continent that has no deserts. On which continent will you find the Simpson Desert?
4. The largest member of the rodent family lives in Central and South America. What is the name of that rodent?
5. A huge volcano eruption happened almost 2,000 years ago at Mount Vesuvius. Near what city is Vesuvius located?


text:
Tuesday, March 20, 2012
Bleachers' Brew Podcast #5 Shooting the breeze with the Ateneo Women's Volleyball Team's Jem Ferrer, Fille Cainglet, Dzi Gervacio, and Gretchen Ho
50 comments:
- AnonymousMarch 21, 2012 at 1:36 PM
ang ganda ng mga boses nila. ang sarap pakinggan ! ang cute !\\
ReplyDelete - AnonymousMarch 21, 2012 at 7:21 PM
their boses are so ganda and cute.. parang I want to stitch their mouths na.. I wish they were boses na lang.. hahaha.. :D
ReplyDelete - AnonymousMarch 21, 2012 at 9:24 PM
i cannot tell if it's Dzi or Gretchen who's talking. parang same voice lang. hehe
ReplyDelete - AnonymousMarch 22, 2012 at 1:02 PM
Ang cute ng mga boses nila and ang cute din nla :) mag dodouble major pala si Gretchen ho :) Good Luck :)
ReplyDelete - AnonymousMarch 22, 2012 at 2:27 PM
gretch & fille's voice are very distinct..for me :) fun fun podcast ALE!
ReplyDelete - AnonymousMarch 31, 2012 at 10:15 PM
hi, good job in doing this interview with the seniors of ALE. Hope we can hear the rookies as well. thanks.
ReplyDeleteRepliesThanks. It sure helps I have quite a history with this team. I made a mistake. The last time I watched a full season of the team was during the rookie year of Jem, Dzi, Fill, Gretch, and A. Anyways. I am planning to do another one with the rest of the team Alyssa, Sarah, Den, Mary, Bea etc soon.
- AnonymousApril 3, 2012 at 12:08 AM
ang cool ng boses ni jem. didn't expect na ganyan boses nya.
so awesomeeee! - AnonymousApril 17, 2012 at 4:56 AM
will you also do an interview with bea pascual, please? i'm sure many are interested to know how she is now.
ReplyDeleteReplies- AnonymousApril 18, 2012 at 1:21 AM
I would love to hear an interview with Bea Pascual, what she does now, and life after volleyball.
- AnonymousApril 18, 2012 at 1:17 AM
Dzi sounds so smart. I would love to hear a solo interview with her, about herself, her personal views, things she believes in, her personal choices in life, her personal experiences, etc...
ReplyDelete - AnonymousApril 18, 2012 at 9:16 PM
I want to see the leadership of Dzi on the court and hope to see her play as a setter as well (not to take anything away from Jem) because she looks like she has a potential playing as a good setter. And yes, please also do a solo interview with her about how she'll bring the team into the championship as a leader.
ReplyDelete - AnonymousApril 24, 2012 at 11:45 PM
been listening to this for the nth time! i love dzi already!
ReplyDelete - AnonymousApril 26, 2012 at 9:58 PM
Same here, been listening to them almost everyday...haha...One Big Fan!
ReplyDelete - AnonymousMay 25, 2012 at 6:08 AM
can't believe i'm listening to this AGAIN for the nth time! won't there be a part 2 after they bag in the v-league championship? haha, assuming na agad :) i'm loving dzi already!!! solo interview with her please?!? she's going to be team captain naman for uaap 75, right? beggin' you please...
ReplyDeleteReplies- AnonymousJune 12, 2012 at 2:11 AM
wooootwoooot... champions!!! dzi played a big part!!! Sir Ricky, please do a solo interview with el capitana gervacio!!!
- AnonymousMay 26, 2012 at 11:11 AM
They're voices are so cute!!! Ilang beses ko na 2 pinakinggan kasi nakakaadik eh!!
ReplyDelete - AnonymousJune 2, 2012 at 5:46 AM
Dzi is MY MVP! THE most improved player! I've watched her the past 4 years and she seems to me like a butterfly coming out of her cocoon, ready to spread her beautiful wings and soar... Solo interview with her please?
ReplyDelete - AnonymousJune 3, 2012 at 10:35 PM
agree, Dzi really improved a lot, can't wait to see her play in the UAAP.
ReplyDelete - AnonymousJune 5, 2012 at 2:24 AM
Used to be "they're the team with the pretty girls that don't really win". Now they're the team with the pretty girls that win with a smile! Been watching this team for the past 4 years and seen them bloom! Each time I leave the arena, I'd always be infected with their smile, and feeling good - win or lose. Fille is so sweet...
ReplyDelete - AnonymousJune 6, 2012 at 10:10 PM
their smiles really are infectious, their smiles will forever be remembered. With emphasis on the word remembered because So sad I if will not see them play again...:(
ReplyDelete - AnonymousJune 7, 2012 at 2:32 AM
Wow, awesome interview! Feels like talking to the girls myself! THANK YOU!!!
I was tempted to do a countdown on their use of "parang" and "like". lol :) cute though! I have not heard A.Nacachi speak yet, ever. Sayang wala sya dito. I love Dzi's laugh.
I miss Bea Pascual...how about an interview with her too, please? - AnonymousJune 7, 2012 at 9:23 PM
Parang ang sarap kausap ni Gretch... Wow, double major... Nice interview! Thanks Sir!
ReplyDeleteReplies- AnonymousJune 9, 2012 at 3:36 AM
Agree! Gretchen is so funny - in a good way, so lovable. There was a time she bumped into Boom G. while he was doing a live coverage, and that was caught on TV. Cute! Then another time tinatawag na yung starting line-up. Tinawag si Dzi, then Gretch started running... buti nahila siya at napigilan ni Denden - caught on TV too! Kakatuwa!
Looking forward to her transformation in the UAAP 75 - magt-trash talk narin daw sya. :))) Super like her! - AnonymousJune 9, 2012 at 8:55 PM
no please, no trash talking...just show the swagger just like what Dzi is doing, that alone says a lot to the opponent...trash talking is not a good to the reputation of the team...:)
Delete - AnonymousJune 9, 2012 at 11:44 PM
yeah, no trash talking. it's not in their character din so wag nalang. plus these girls are so nice and pretty, and that's what they're famous for. that's why i love them!
Delete - AnonymousJune 10, 2012 at 8:51 PM
excactly!, we love them because of their character and attitude inside the court, they are all nice...fans loved them because of these...Congrats by the way for winning the Championship in Shakey's V-League...this will be a good boost going into UAAP...I love the performance!
- AnonymousJune 8, 2012 at 10:35 PM
sarap nilang pakinggan, how much more if complete sila kasama rookies?? sana ma-interview din rookies and a solo interview with the phenom Alyssa Valdez...
ReplyDelete - AnonymousJune 13, 2012 at 2:12 AM
Thanks for this interview Sir, sana part 2! I'm sure sobrang saya, after nilang talunin sa championship ang uste! Sana kumpleto sila! Congrats to them! My favorite is Super DZI!!!!
ReplyDelete - AnonymousJune 13, 2012 at 10:10 PM
Yes Sir, please do a solo interview with swagger Dzi and another interview with the whole team...:)
ReplyDelete - ChrissyJune 22, 2012 at 9:18 PM
Hello members of the champion team!!! Wow, Go Gretchen Ho, the captain! Sir, is it possible to have a solo interview with the captain Dzi? I'd like to know how she plans to lead her team to the championship in UAAP 75. She's my favorite!
ReplyDelete - JayjayJune 25, 2012 at 9:24 PM
Confession time: Dati akong FEU fan. That game you mentioned vs FEU, that was UAAP 71 right? Napanood ko yun sa TV. That was when I started to fall in love with the lady eagles, kasi nakakatuwa, rookies palang ang gagaling na! Well, now I'm a certified ADMU fan! And a die hard Dzi fan! :)
ReplyDelete - AnonymousOctober 12, 2012 at 10:43 AM
history has been set by the Ateneo men's basketball team, it's time for the Lady Eagles to set its own record...malapit na ang UAAP Volleyball! Makikita ko na ulit sila maglaro...! :)
ReplyDelete - AnonymousFebruary 15, 2013 at 10:01 PM
tama, sana me part 2 then c alyssa valdez and denden
ReplyDelete - AnonymousMarch 2, 2013 at 9:43 PM
of all the teams I've seen played in UAAP volleyball, only ALE can show different plays with a high degree of difficulty yet they pulled it through to the delight of the fans and viewers, La Salle is just playing plain and simple volleyball and of their height. ALE can dominate La Salle with those tricks they play...they just need to have a strong finish...Keep playing those tricks ALE, you can beat La Salle!
ReplyDelete - AnonymousMarch 6, 2013 at 10:58 PM
Fab 5, we will surely miss you...thanks for choosing and playing with ATENEO...OBF!


text:
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Aberrated point-spread functions for rotationally symmetric aberrations
Applied Optics, Vol. 22, Issue 19, pp. 3035-3041 (1983)
Enhanced HTML Acrobat PDF (863 KB)
The effect of fourth-, sixth-, and eighth-order balanced spherical aberrations on the incoherent point-spread function of an optical imaging system with a circular pupil is considered. It is shown that the location of the first minimum remains practically unchanged and its value remains close to zero as aberrations are introduced into the system. Thus, the central Airy disk maintains its size and distinction. Moreover, the aberrations reduce the irradiance distribution inside the Airy disk quite uniformly. The central irradiance, i.e., the Strehl ratio, can be determined quite accurately from the phase aberration variance according to
© 1983 Optical Society of America
Original Manuscript: December 27, 1982
Published: October 1, 1983
Virendra N. Mahajan, "Aberrated point-spread functions for rotationally symmetric aberrations," Appl. Opt. 22, 3035-3041 (1983)
Sort: Year | Journal | Reset
- V. N. Mahajan, J. Opt. Soc. Am. 72, 1258 (1982). [CrossRef]
- V. N. Mahajan, J. Opt. Soc. Am. 73, 860 (1983). [CrossRef]
- Some of this work was presented at the 1982 Annual Meeting of the Optical Society of America, Tucson, Arizona, October 1982.SeeV. N. Mahajan, J. Opt. Soc. Am. 72, 1812A (1982). [CrossRef]
- R. Barakat, J. Opt. Soc. Am. 51, 152 (1961);a factor of 4 is missing on the right-hand side of Eqs. (3.1)–(3.8) in this paper. [CrossRef]
- R. Barakat, M. V. Morello, J. Opt. Soc. Am. 54, 235 (1964). [CrossRef]
- J. H. Rosen, "Diffraction Patterns Produced By Focused Laser Beams," Rand Corporation Report No. R-925-ARPA (April1972).
- M. Born, E. Wolf, Principles of Optics (Pergamon, New York, 1975), p. 482.
- R. Bracewell, The Fourier Transform and Its Application (McGraw-Hill, New York, 1965), p. 247.
- Ref.8, p. 250.
- G. N. Watson, Treatise on the Theory of Bessel Functions (Cambridge U.P., New York, 1944), p. 134;Ref. 17, p. 484.
- R. Barakat, A. Houston, J. Opt. Soc. Am. 53, 1244 (1963). [CrossRef]
- R. Barakat, J. Opt. Soc. Am. 54, 38 (1964). [CrossRef]
- R. Barakat, "The calculation of integrals encountered in optical diffraction theory," in The Computer in Optical Research, Methods and Applications, B. R. Frieden, Ed. (Springer, Heidelberg, 1980), pp. 35–80. [CrossRef]
- B. R. A. Nijboer, Physica 23, 605 (1947). [CrossRef]
- Ref. 7, Sec. 9.2.
- V. N. Mahajan, J. Opt. Soc. Am. 71, 75 (1981);J. Opt. Soc. Am.71, 1408 (1981). [CrossRef]
- M. Abramowitz, I. A. Stegun, Handbook of Mathematical Functions (Dover, New York, 1970), p. 887.Only 1-D integral is considered here. The formula for the 2-D integral can be obtained by repeating the formula for a 1-D integral.
- Ref. 7, p. 396.
- Ref. 7, p. 398.
- Ref. 7, Sec. 8.8.
- R. E. Stephens, L. E. Sutton, J. Opt. Soc. Am. 58, 1001 (1968). [CrossRef]
- J. C. Dainty, Opt. Commun. 1, 176 (1969). [CrossRef]
- V. N. Mahajan, Appl. Opt. 17, 3329 (1978). [CrossRef] [PubMed]
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text:
Leveling, Johannes and Jones, Gareth J.F. (2010) Classifying and filtering blind feedback terms to improve information retrieval effectiveness. In: RIAO 2010 - 9th RIAO Conference, 28-30 April, 2010, Paris, France.
Full text available as:
The classification of blind relevance feedback (BRF) terms described in this paper aims at increasing precision or recall by determining which terms decrease, increase or do not change the corresponding information retrieval (IR) performance metric. Classification and IR experiments are performed on the German and English GIRT data, using the BM25 retrieval model. Several basic memory-based classifiers are trained on dierent feature sets, grouping together features from different query expansion (QE) approaches. Combined classifiers employ the results of the basic classifiers and correctness predictions as features. The best combined classifiers for German (English) yield 22.9% (26.4%) and 5.8% (1.9%) improvement for term classification wrt.precision and recall compared to the best basic classifiers. IR experiments based on this term classification have also been performed. Filtering out different types of BRF terms shows that selecting feedback terms predicted to increase precision improves the average precision significantly compared to experiments without BRF. MAP is improved by +19.8% compared to the best standard BRF experiment (+11% for German). BRF term classification also increases the number of relevant and retrieved documents, geometric MAP, and P@10 in comparison to standard BRF. Experiments based on an optimal classification show that there is potential for improving IR effectiveness even more.
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text: I discovered this anime just a few days ago and wondered why I never heard about it. The basic story, for those who may not know, is: Four young men whose cover is that of florists are members of a secret organization known as Weiss. Weiss employs assassins (such as these four) to fight the corrupt who would escape justice if pursued by ordinary legal means. I really enjoyed this and wanted to hear feedback from anyone else who may have seen this.


text:
Director: David Lord
Company: Bad Seed
Justin Magnum, Alex Sanders, Nick Manning, Emily George, Derrick Pierce, Christian (I), Whitney Stevens, Ryaan Reynolds, Brandy Talore, Tanya Hardin
Critical Rating: AAA 1/2
Genre: Specialty
This features five lovelies known in the industry for their probably true claims to be naturally busty. This also has some, like Whitney Stevens, who go beyond the usual breast worship and appreciation and tit fucking and add anal to their routine.
Note that naturally busty doesn't always have to mean huge tits. Ryaan Reynolds has a superb pair of hooters, as Derrick Pierce will attest, but they aren't anywhere close to as big as, say, the large balconies that adorn Whitney Stevens and Brandy Talore. Natural and nice. Good stuff.
Retailing: Natural boobs, from medium to very large, are the selling point(s). Recommended.


text:
Today many persons are suffering with a bad fat in their body.Every day doing excercise will reduce fat but we are having some home remedies with this we can burn fat in our body to make slim and trim.But we need fat in our body to function bone lubrication that must be in limited quantity.
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1.Ginger:This is the common herb which is available to you in home.This is the best one to reduce fat in the body.
How to take:1)This can be taken with teaspoon of ginger with milk.
2)By taking this with a hot soup or having giner tea.
2.Wheat Grass:This is another herb which is used to burn fat in our body.
For this we need some hard work.This is having a fibre in good ammounts and it is rich in iron,minerals,magnesuim and protein which is more higher than greeny vegetables and sprouts.
How to take:This can be taken in the form of juice.
3.Cayenne Pepper:This is also available for us in our kitchen.This is having the accelarating rate for the digestion in body.This is a powerfull fat burner.This must be taken in a little proportions.
How to take:This must be taken with the suggestion of doctor.
4.Orange:The natural remedie available in nature to burn fat normally with the help of this.This is having the quality of citrus.It speeds up metabolism rate and it slowly cuts down the fat normally.
How to take:This can be taken daily as a fruit or in the form of juice.
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How to take:Having daily 2 cups of grean tea.
These are the best homeremedies to burn fat easily and normally with out having any side effects.Doing excercise daily along with this home remedies helps to burn fat easily.
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Subhas Chandra Bose was a rival of Gandhi and during the war he threw his lot with the Fascist powers and joined them. He had a one point agenda to overthrow
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Subhas Chandra Bose was a rival of Gandhi and during the war he threw his lot with the Fascist powers and joined them. He had a one point agenda to overthrow
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Burn your Fat with Available Home remedies.
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Party explores reasons for defeat in Lok Sabha polls
The Communist Party of India (Marxist) [CPI(M)] district committee has come to the conclusion that a share of its votes has shifted to the Bharatiya Janata Party (BJP) in the wake of the aggressive campaign of its Prime Ministerial candidate Narendra Modi.
CPI(M) candidates A. Vijayaraghavan and A.N. Shamsheer were defeated in the Kozhikode and Vadakara Lok Sabha constituencies respectively.
Both the constituencies were retained by Congress nominees M.K. Raghavan and Mullappally Ramachandran. Mr. Raghavan won by a margin of 16,883 votes, while Mr. Ramachandran, former Union Minister of State for Home, a slender margin of 3,306 votes.
"The presence of smaller parties such as the Aam Aadmi Party and Social Democratic Party of India also damaged our prospects. This is apart from the votes received by None Of The Above (NOTA) in both the constituencies which were above 6,000 votes. But the party had secured more votes than in the last elections," CPI(M) district secretariat member M. Bhaskaran told The Hindu on Monday.
The BJP has vastly improved its performance possibly on the Modi factor that was seen in most constituencies in the State.
"But it is not the CPI(M) votes alone that have drifted towards the BJP. The Congress party too lost votes," he said.
The former Mayor said that Kozhikode could not be classified as a traditional Left seat. Only thrice we have won — E.K. Imbichi Bava (1980) and M.P. Veerendrakumar (1996 and 2004), then Janata Dal (Secular). However Vadakara was our stronghold. The party believes that the Revolutionary Marxist Party shifted its votes for Congress candidates. We had expected that party to get at least 35,000 votes," Mr. Bhaskaran, who is in charge of district secretary in the absence of T.P. Ramakrishnan, who has proceeded on leave for a month.
Possibly, some of the religious groups might have favoured the Congress candidate in Kozhikode. This was seen in the voting pattern in Kozhikode city, Elathur, Koduvally, and Kunnamangalam.
He dismissed the theory that the outsider tag of the CPI(M) candidates worked against both of them. "Mr. Shamsheer is from Thalassery Assembly segment falling under the Vadakara constituency. One cannot compare the case of Mr. Vijayaraghavan, as Mr. Raghavan is actually from Payyannur," Mr. Bhaskaran said.
"Our party machinery was in full gear. No undercurrents can be attributed to the defeat of our candidates. There was no problem with our candidates," he said.


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text: Tintek is a company out of the Czech Republic that has developed a real skill in the vinyl wrapping of sports cars. And while the latest trend in vinyl wrapping seems to be matte colors, Tintek goes the complete opposite with their fleet of sports cars wrapped in chrome. After dressing up a Chevy Camaro SS and an Audi TT, the company released photos of their latest creation, a chromed C6 Corvette Coupe with verticle doors.


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