text:
Portex Policies
- Mandate of the Board of Directors (below)
- Audit Committee: Terms of Reference and Mandate
1. Introduction
The term "Corporation" or "Portex" herein shall refer to Portex Minerals Inc. and the term "Board" shall refer to the board of directors of the Corporation. The Board is elected by the shareholders and is responsible for the stewardship of the business and affairs of the Corporation. The Board seeks to discharge such responsibility by reviewing, discussing and approving the Corporation's strategic planning and organizational structure and supervising management to oversee that the foregoing enhance and preserve the underlying value of the Corporation.
Although directors may be elected by the shareholders to bring special expertise or a point of view to Board deliberations, they are not chosen to represent a particular constituency. The best interests of the Corporation as a whole must be paramount at all times.
2. Chairman, Composition and Quorum
The chairman of the Board will chair Board meetings and shall be responsible for overseeing the performance by the Board of its duties, for setting the agenda of each Board meeting (in consultation with the Chief Executive Officer), for communicating periodically with Committee chairs regarding the activities of their respective Committees, for assessing the effectiveness of the Board as a whole as well as individual Board members and for ensuring the Board works as a cohesive team and providing the leadership essential to achieve this.
The Board is composed of a minimum of three and a maximum of 15 members, and shall be constituted with a majority of individuals who qualify as independent directors, as determined by the Board. The quorum at any meeting of the Board is a majority of directors in office.
3. Duties of Directors
The Board discharges its responsibility for overseeing the management of the Corporation's business by delegating to the Corporation's senior officers the responsibility for day-to-day management of the Corporation. The Board discharges its responsibilities both directly and through its committees, the Audit Committee and the Compensation Committee. In addition to these regular committees, the Board may appoint ad hoc committees periodically to address certain issues of a more short-term nature. In addition to the Board's primary roles of overseeing corporate performance and providing quality, depth and continuity of management to meet the Corporation's strategic objectives, principal duties include the following:
Appointment of Management
- The Board has the responsibility for approving the appointment of Chief Executive Officer ("CEO") and all other senior management, and approving their compensation, following a review of the recommendations of the Compensation Committee. To the extent feasible, the Board shall satisfy itself as to the integrity of the CEO and other executive officers and that the CEO and other executive officers create a culture of integrity throughout the Corporation.
- The Board from time to time delegates to senior management the authority to enter into certain types of transactions, including financial transactions, subject to specified limits. Investments and other expenditures above the specified limits, and material transactions outside the ordinary course of business are reviewed by and subject to the prior approval of the Board.
- The Board oversees that succession planning programs are in place, including programs to appoint, train, develop and monitor management.
Board Organization
- The Board will respond to recommendations received from the Compensation Committee, but retains the responsibility for managing its own affairs by giving its approval for its composition and size, the selection of the Chair of the Board, candidates nominated for election to the Board, committee and committee chair appointments, committee charters and director compensation.
- The Board may delegate to Board committees matters it is responsible for, including the approval of compensation of the Board and management, the conduct of performance evaluations and oversight of internal controls systems, but the Board retains it oversight function and ultimate responsibility for these matters and all other delegated responsibilities.
Strategic Planning
- The Board has oversight responsibility to participate directly, and through its committees, in reviewing, questioning and approving the mission of the business and its objectives and goals.
- The Board is responsible for adopting a strategic planning process and approving and reviewing, on at least an annual basis, the business, financial and strategic plans by which it is proposed that the Corporation may reach those goals, and such strategic plans will take into account, among other things, the opportunities and risk of the business.
- The Board has the responsibility to provide input to management on emerging trends and issues and on strategic plans, objectives and goals that management develops.
Monitoring of Financial Performance and Other Financial Reporting Matters
- The Board is responsible for enhancing congruence between shareholder expectations, corporate plans and management performance.
- The Board is responsible for:
- adopting processes for monitoring the Corporation's progress toward its strategic and operational goals, and to revise and alter its direction to management in light of changing circumstances affecting the Corporation; and
- taking action when Corporation performance falls short of its goals or other special circumstances warrant.
- The Board shall be responsible for approving the audited financial statements, interim financial statements and the notes and Management's Discussion and Analysis accompanying such financial statements.
- The Board is responsible for reviewing and approving material transactions outside the ordinary course of business and those matters which the Board is required to approve under the Corporation's governing statute, including the payment of dividends, issuance, purchase and redemptions of securities, acquisitions and dispositions of material capital assets and material capital expenditures.
Risk Management
- The Board has responsibility for the identification of the principal risks of the Corporation's business and ensuring the implementation of appropriate systems to effectively monitor and manage such risks with a view to the long-term viability of the Corporation and achieving a proper balance between the risks incurred and the potential return to the Corporation's shareholders.
- The Board is responsible for the Corporation's internal control and management information systems.
Policies and Procedures
- The Board is responsible for:
- developing the Corporation's approach to corporate governance, including developing a set of corporate governance guidelines for the Corporation and approving and monitoring compliance with all significant policies and procedures related to corporate governance; and
- approving policies and procedures designed to ensure that the Corporation operates at all times within applicable laws and regulations and to the highest ethical and moral standards and, in particular, adopting a written code of business conduct and ethics which is applicable to directors, officers and employees of the Corporation and which constitutes written standards that are reasonably designed to promote integrity and to deter wrongdoing.
- The Board enforces its policy respecting confidential treatment of the Corporation's proprietary information and Board deliberations.
- The Board is responsible for monitoring compliance with the Corporation's Code of Business Conduct and Ethics.
Communications and Reporting
- The Board has approved and will revise from time to time as circumstances warrant a Disclosure Policy to address communications with shareholders, employees, financial analysts, the media and such other outside parties as may be appropriate.
- The Board is responsible for:
- overseeing the accurate reporting of the financial performance of the Corporation to shareholders, other security holders and regulators on a timely and regular basis;
- overseeing that the financial results are reported fairly and in accordance with generally accepted accounting standards and related legal disclosure requirements;
- taking steps to enhance the timely disclosure of any other developments that have a significant and material impact on the Corporation;
- reporting annually to shareholders on its stewardship for the preceding year; and
- overseeing the Corporation's implementation of systems which accommodate feedback from stakeholders.
Position Descriptions
- The Board is responsible for:
- developing position descriptions for the Chair of the Board, the chair of each Board committee and the CEO (which will include delineating management's responsibilities);
- approving the corporate goals and objectives that the CEO is responsible for meeting; and
- developing a description of the expectations and responsibilities of directors, including basic duties and responsibilities with respect to attendance at Board meetings and advance review of meeting materials.
Orientation and Continuing Education
- The Board is responsible for:
- ensuring that all new directors receive a comprehensive orientation, that they fully understand the role of the Board and its committees, as well as the contribution individual directors are expected to make (including the commitment of time and resources that the Corporation expects from its directors) and that they understand the nature and operation of the Corporation's business; and
- providing continuing education opportunities for all directors, so that individuals may maintain or enhance their skills and abilities as directors, as well as to ensure that their knowledge and understanding of the Corporation's business remains current.
Nomination of Directors
- In connection with the nomination or appointment of individuals as directors, the Board is responsible for:
- considering what competencies and skills the Board, as a whole, should possess;
- assessing what competencies and skills each existing director possesses; and
- considering the appropriate size of the Board, with a view to facilitating effective decision making.
- In carrying out each of these responsibilities, the Board will consider the advice and input of the Nominating Committee.
- Director nominees shall be selected by a majority of the independent directors.
Board Evaluation
- The Board is responsible for ensuring that the Board, its committees and each individual director are regularly assessed regarding his, her or its effectiveness and contribution. An assessment will consider, in the case of the Board or a Board committee, its mandate or charter and in the case of an individual director, any applicable position description, as well as the competencies and skills each individual director is expected to bring to the Board.
Annual Review
- The Board shall review and reassess the adequacy of this Mandate at least annually and otherwise as it deems appropriate. The Board will ensure that this Mandate or a summary that has been approved by the Board is disclosed in accordance with all applicable securities laws or regulatory requirements in the Corporation's annual management information circular or such other annual filing as may be permitted or required by applicable securities regulatory authorities.
Terms of Reference and Mandate
1. General
The board of directors (the "Board") of Portex Minerals Inc. (the "Corporation") has delegated the responsibilities, authorities and duties described below to the audit committee (the "Audit Committee"). For the purpose of these terms of reference, the term "Corporation" shall include the Corporation and its subsidiaries.
The Audit Committee shall be directly responsible for overseeing the accounting and financial reporting processes of the Corporation and audits of the financial statements of the Corporation, and the Audit Committee shall be directly responsible for the appointment, compensation, and oversight of the work of any registered external auditor employed by the Corporation (including resolution of disagreements between management of the Corporation and the external auditor regarding financial reporting) for the purpose of preparing or issuing an audit report or related work. In so doing, the Audit Committee will comply with all applicable Canadian securities laws, rules and guidelines, any applicable stock exchange requirements or guidelines and any other applicable regulatory rules.
2. Members
The Audit Committee shall be composed of a minimum of three members. The quorum at any meeting of the Audit Committee is a majority of its members. Members of the Audit Committee shall be appointed by the Board. Each member shall serve until such member's successor is appointed, unless that member resigns or is removed by the Board or otherwise ceases to be a director of the Corporation. The Board shall fill any vacancy if the membership of the Committee is less than three directors. The Chair of the Committee may be designated by the Board or, if it does not do so, the members of the Committee may elect a Chair by vote of a majority of the full Committee membership. The Chair shall not have a second, or casting, vote. The Chair of the Committee shall be responsible for overseeing the performance by the Committee of its duties, for assessing the effectiveness of the Committee and individual Committee members and for reporting periodically to the Board.
All members of the Audit Committee must satisfy the independence, financial literacy and experience requirements of applicable Canadian securities laws, rules and guidelines, any applicable stock exchange requirements or guidelines and any other applicable regulatory rules. In particular the majority of members shall be "independent" and "financially literate" within the meaning of Multilateral Instrument 52-110 Audit Committees.
3. Meetings
The Audit Committee shall meet at least quarterly at such times and at such locations as the Chair of the Audit Committee shall determine, provided that meetings shall be scheduled so as to permit the timely review of the Corporation's quarterly and annual financial statements and related management discussion and analysis. Notice of every meeting shall be given to the external auditor, who shall, at the expense of the Corporation, be entitled to attend and to be heard thereat. The external auditor or any member of the Audit Committee may also request a meeting of the Audit Committee. The Chair of the Audit Committee shall hold in camera sessions of the Audit Committee, without management present, at every meeting. The external auditor and management employees of the Corporation shall, when required by the Audit Committee, attend any meeting of the Audit Committee. The Audit Committee shall submit the minutes of all meetings to the Board, and when requested to, shall discuss the matters discussed at each Audit Committee meeting with the Board.
4. Committee Charter
The Committee shall have a written charter that sets out its mandate and responsibilities and the Committee shall review and assess the adequacy of such charter and the effectiveness of the Committee at least annually or otherwise, as it deems appropriate, and propose recommended changes to the Board for its approval. Unless and until replaced or amended, this mandate constitutes that charter.
5. Duties of the Audit Committee:
- General
The overall duties of the Committee shall be to:
- assist the Board in the discharge of its duties relating to the Corporation's accounting policies and practices, reporting practices and internal controls;
- establish and maintain a direct line of communication with the Corporation's external auditor and assess their performance;
- oversee the work of the external auditor, which shall be responsible to report directly to the Audit Committee, including resolution of disagreements between management and the external auditor regarding financial reporting;
- ensure that management has designed, implemented and is maintaining an effective system of internal controls and disclosure controls and procedures;
- monitor the credibility and objectivity of the Corporation's financial reports;
- report regularly to the Board on the fulfillment of the Audit Committee's duties;
- assist, with the assistance of the Corporation's legal counsel, the Board in the discharge of its duties relating to the Corporation's compliance with legal and regulatory requirements; and
- assist the Board in the discharge of its duties relating to risk assessment and risk management
- External Auditor
The duties of the Audit Committee as they relate to the external auditor shall be to:
- review management's recommendations for the appointment of the external auditor, and in particular their qualifications and independence, and to recommend to the Board a firm of external auditors to be engaged;
- review the performance of the external auditor and make recommendations to the Board regarding the appointment or termination of the external auditor;
- review and approve, in advance, the engagement letters of the external auditor, for any permissible non-audit services, including the fees to be paid for such services;
- review, where there is to be a change of external auditor, all issues related to the change, including the information to be included in the notice of change of auditor called for under National Instrument 51-102 Continuous Disclosure Obligations or any successor legislation ("NI 51-102"), and the planned steps for an orderly transition;
- review all reportable events, including disagreements, unresolved issues and consultations, as defined in NI 51-102, on a routine basis, whether or not there is to be a change of external auditor;
- ensure the rotation of partners on the audit engagement team of the external auditor in accordance with applicable law;
- review and approve the engagement letters of the external auditor, both for audit and permissible non-audit services, including the fees to be paid for such services;
- review the performance, including the fee, scope and timing of the audit and other related services and any non-audit services provided by the external auditor; and
- review the nature of and fees for any non-audit services performed for the Corporation by the external auditor and consider whether the nature and extent of such services could detract from the external auditor's independence in carrying out the audit function.
- Audits and Financial Reporting
The duties of the Audit Committee as they relate to audits and financial reporting shall be to:
- review the audit plan with the external auditor and management;
- review with the external auditor and management all critical accounting policies and practices of the Corporation, including any proposed changes in accounting policies, the presentation of the impact of significant risks and uncertainties, all material alternative accounting treatments that the external auditor has discussed with management, other material written communications between the external auditor and management, and key estimates and judgments of management that may in any such case be material to financial reporting;
- review the contents of the audit report;
- question the external auditor and management regarding significant financial reporting issues discussed during the fiscal period and the method of resolution;
- review the scope and quality of the audit work performed;
- review the adequacy of the Corporation's financial and auditing personnel;
- review the co-operation received by the external auditor from the Corporation's personnel during the audit, any problems encountered by the external auditor and any restrictions on the external auditor's work;
- review the evaluation of internal controls by the persons performing the internal audit function and the external auditor, together with management's response to the recommendations, including subsequent follow-up of any identified weaknesses;
- review the appointments of the Chief Financial Officer, persons performing the internal audit function and any key financial executives involved in the financial reporting process;
- review with management and the external auditor the Corporation's annual audited financial statements in conjunction with the report of the external auditor thereon, and obtain an explanation from management of all significant variances between comparative reporting periods before recommending approval by the Board and the release thereof to the public;
- review with management and the external auditor and approve the Corporation's interim unaudited financial statements, and obtain an explanation from management of all significant variances between comparative reporting periods before recommending approval by the Board and the release thereof to the public; and
- review the terms of reference for an internal auditor or internal audit function.
- Accounting and Disclosure Policies
The duties of the Audit Committee as they relate to accounting and disclosure policies and practices shall be to:
- review the effect of regulatory and accounting initiatives and changes to accounting principles of the Canadian Institute of Chartered Accountants or, if it should cease to exist, the entity which is the successor thereto, which would have a significant impact on the Corporation's financial reporting as reported to the Audit Committee by management and the external auditor;
- review the appropriateness of the accounting policies used in the preparation of the Corporation's financial statements and consider recommendations for any material change to such policies;
- review the status of material contingent liabilities as reported to the Audit Committee by management;
- review the status of income tax returns and potentially significant tax problems as reported to the Audit Committee by management;
- review any errors or omissions in the current or prior years' financial statements; and
- review and approve before their release all public disclosure documents containing audited or unaudited financial results, including all press releases, offering documents, annual reports, annual information forms and management's discussion and analysis containing such results.
- Other
The other duties of the Audit Committee shall include:
- reviewing any inquiries, investigations or audits of a financial nature by governmental, regulatory or taxing authorities;
- reviewing annual operating and capital budgets;
- reviewing and reporting to the Board on difficulties and problems with regulatory agencies which are likely to have a significant financial impact;
- establishing procedures for the receipt, retention and treatment of complaints received by the Corporation regarding accounting, internal accounting controls, or auditing matters; and the confidential, anonymous submission by employees of the Corporation of concerns regarding questionable accounting or auditing matters;
- inquiring of management and the external auditor as to any activities that may be or may appear to be illegal or unethical; and
- any other questions or matters referred to it by the Board.
6. Authority to engage independent counsel and advisors
The Audit Committee has the authority to engage independent counsel and other advisors as it determines necessary to carry out its duties, to set and pay the compensation for any advisors employed by the audit committee, and to communicate directly with the internal and external auditors.
The Corporation shall provide appropriate funding, as determined by the Audit Committee, in its capacity as a committee of the board of directors, for payment of compensation (a) to the external auditors employed by the issuer for the purpose of rendering or issuing an audit report, and (b) to any advisers employed by the Audit Committee.


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A Chat Show for Jewish Women
The Salon, The Jewish Channel women's issues chat show, is out with a new episode — featuring actress Tovah Feldshuh (of "Kissing Jessica Stein" and "Golda's Balcony" fame), Lilith magazine editor Susan Weidman Schneider, and comedy writer Julie Klausner. Panelists discuss whether women's milestones, like Kathryn Bigelow's historic Oscar win, should necessarily be celebrated as feminist victories and parse House Speaker Nancy Pelosi's role in passing health reform, among other topics. The monthly series is hosted by none other than Forward editor Jane Eisner, with Mediaite editor at large Rachel Sklar.
Watch the promo here, and then tune into The Jewish Channel for the full episode:
Your Comments
The Forward welcomes reader comments in order to promote thoughtful discussion on issues of importance to the Jewish community. In the interest of maintaining a civil forum, The Forward requires that all commenters be appropriately respectful toward our writers, other commenters and the subjects of the articles. Vigorous debate and reasoned critique are welcome; name-calling and personal invective are not and will be deleted. Egregious commenters will be banned from commenting. While we generally do not seek to edit or actively moderate comments, our spam filter prevents most links and certain key words from being posted and the Forward reserves the right to remove comments for any reason.

subset: commoncrawl


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The maxillary artery: Course, Branches and supply
The maxillary artery: Course, Branches and supply
– The larger of the two terminal branches of the ECA
– Enters the ITF by passing deep to the mandibular neck, between it & the sphenomandibular ligament, together with the maxillary veins & the auriculotemporal nerve
– It possesses a tortuous course passing usually (in 2/3 of individuals) lateral to lat. pterygoid according to which the artery is divided into three parts:
1- First "mandibular" part: before reaching the lateral pterygoid, it gives 5 branches each enters a bone.
2- Second "pterygoid" part: lies along (medial or lateral) to the lateral pterygoid, it gives 5 branches to soft tissue, 4 of them to the masticatory muscles & the 5th is the buccal.
3-Third "pterygopalatine" part: which enters the pterygopalatine fossa through the pterygomaxillary fissure & gives 5 branches that accompany those of the pterygopalatine ganglion & each branch of maxillary nerve.
Branches of the first part:
1- Deep auricular artery:
– Penetrates the external auditory meatus
– Gives a branch to the TM joint
– Supplies the skin of the meatus & outer surface of the tympanic membrane.
2- Anterior tympanic artery:
– Ascends parallel to the deep auricular artery
– Enters the tympanic cavity through petrotympanic fissure together with chorda tympani
– Supplies the tympanic cavity & the inner surface of the tympanic membrane
3- Middle meningeal artery:
– Is the prime artery of the cranial dura
– Ascends upward enclosed by the two roots of the auriculotemporal nerve, to enter the MCF through foramen spinosum
– At the floor of the MCF it lies between the greater wing of sphenoid & dura mater
– After a short course it divides into anterior & posterior divisions:
1-anterior; continues grooving the sphenoid then it reaches the parietal bone which it grooves near its anterior border as the artery ascends to the vertex.
2-posterior; goes back to groove the squamous temporal & ascends to the parietal bone near its posterior border, then along the superior sagittal sinus to reach the occipital bone.
4- Accessory meningeal artery:
– Frequently a branch of the middle meningeal
– Supplies some extracranial structures
– Enters foramen ovale to supply the trigeminal ganglion & adjacent dura mater
5- Inferior alveolar (dental) artery:
– Descends to the mandibular foramen behind the accompanying nerve
– Before it enters the foramen, the artery gives two branches:
1-lingual; with the lingual nerve
2-mylohoid; with mylohyoid nerve, piercing the sphenomandibular ligament & supplies the muscle
– In the bone, the artery supplies the teeth in a manner similar to nerve supply
– Terminates near the mental foramen by dividing into incisive & mental arteries
Branches from the second part:
1- Masseteric artery:
– Enters the mandibular notch
– Supplies masseter & anastomoses with the transverse facial artery
2- Anterior & posterior deep temporal arteries:
– Accompany the corresponding nerves to temporalis
– The accompanying veins impress the bone in the temporal fossa
3 & 4- Pterygoid branches:
– Supply the two pterygoids
5- Buccal artery:
– Accompanies the long buccal nerve
– Goes to the region of buccinator
– Supplies skin of the cheek & mucous membranes of the mouth
Branches from the third part:
A) Branches which accompany those of the pterygopaltine ganglion:
1-Posterior superior lateral nasal arteries.
2- Greater palatine artery.
3- Lesser palatine arteries.
4- Nasopalatine (anterior palatine) artery.
5- Pharyngeal artery.
B) Branches accompanying the maxillary nerve branches:
1- Posterior superior alveolar artery.
2- Infraorbital artery.
3- Anterior superior alveolar artery.
Category: Anatomy, Oral Anatomy


text:
Alumnus of the Year Matt Gillam turned his GGU project into a $90 million company
By Susan Fomoff
Photos by Ed Ritger
Matt Gillam had no reason to go back to school for his MBA. As an account executive for a prominent event management company in San Francisco, he enjoyed an exciting career traveling the world for as many as 274 days of the year, charming senior executives and CEOs with his 110 percent service commitment.
So what on earth was he doing in Phuket, Thailand, faxing a term paper back to an instructor at Golden Gate? And why was he on a plane, buried in books, while his first-class seatmate, then-client and now good friend Raphael Che, made merry with fellow travelers?
"His job was not easy — it was a big job," Che said. "When people go to school and they are also working, they have two very serious jobs. But he was very highly motivated."
Gillam didn't know it at the time, but his work at Golden Gate would have a powerful impact on the direction of his career. In fact, it produced the business plan for a then-fictional startup, which today is Enterprise Events Group, a 90-employee, $90 million company that is the biggest privately held event-management company west of the Mississippi.
Using its innovative, ever-evolving proprietary software platform, EEG provides full-service management for events ranging from a 10-person board meeting to a reward for a company's top 1,000 performers to a conference for 15,000. Flight reservations, hotel bookings, ground transportation, logistics, entertainment — even welcome gifts — fall under its purview.
"We didn't have to write a thesis for the MBA program I was in," Gillam said in a sit-down at EEG's ever-expanding San Rafael headquarters. "But I took it upon myself to do some sort of project. … I told myself, I'm going to write a business plan, a marketing plan, forecast, budgets, everything. So the whole concept of EEG started at Golden Gate. I still have the paper somewhere. I turned it in."
He showed the paper, some weeks later, to colleague Rich Calcaterra. The company they were working for, Creative Marketing Incentives, had been sold and was beginning to lose the personal stamp of its leader, Joyce Clark. One of Clark's partners, Dick Hodge, had hired and mentored Gillam and was not the least bit surprised when Gillam and Calcaterra struck out on their own to create a competitive venture built on their years of experience and deep industry knowledge.
"No more than a month after I hired him, I could see he'd have his own business," Hodge said. "He's a charming guy who is smart and high-performing. I understand what entrepreneurism looks like and what those genes are. And I think the MBA gave Matt the confidence to do that."
Not that anyone would have described Matt Gillam as lacking in confidence. As a child, he built forts and then made pitches to his grandfather for toy soldier funding; by age 7 he was working in the family bakery business, stemming strawberries and assembling doilies. And when he graduated from high school, he became a full-fledged German baker for the Santa Clara bakery.
"I baked everything from cakes to cookies to pies, you name it. My specialty: breads and cookies," he said. "Then I woke up one day, I was 19, and I thought…"
There he was 19, getting up at 4 every morning to go down to the bakery, open it up, start the ovens and make bread. In that kind of equation, 19 and 4 simply don't add up.
"I went to see my mother in Honolulu and started at the University of Hawaii," he said. He would have stayed there, except that his mother advised him to return to the mainland.
Gillam, who loves to swim and has classic blond California looks, left Hawaii and went to UCLA. It was the Reagan era, his life was good and banking beckoned.
He trained at Bank of America as a lending officer and ended up opening the company's first loan center, in San Mateo. And soon enough, there he sat in an office, surrounded by stacks of paper. Once again, he thought, "I hate this, I'm bored, this is not what I want to do," he said.
So, what did he want to do? He remembered a college girlfriend whose mother had worked for Sheraton in Hawaii. Now that, he thought, would be a great job — hotel pools, fine dining, what a life.
He sought out a manager's job, dropping off his resume with every big hotel in the Bay Area. Finally an HR person told him to start at the bottom and get some experience, and that was how he began a hotel career that started at the front desk on the graveyard shift and led him up the ladder to Hyatt and sales.
He was on the team that opened Hyatt Waikoloa, the Grand Wailea and the Hyatt Kauai. And it was in that job that he crossed paths with Joyce and John Clark, whose Creative Marketing Incentives worked with world-class resorts to plan meetings, events and incentive trips for companies large and small.
The Clarks brought Gillam back to San Francisco to be their first account executive, and soon hired Calcaterra to work alongside him.
"I had come from a competitor and was very familiar with the industry and how companies became successful," Calcaterra said. "And Matt came from the hotel side, so we were just sort of a natural fit."
Joyce Clark had a company incentive program in those days. She would subsidize advanced degrees, paying 100 percent for an A in a class, 75 percent for a B, and 50 percent for a C, though Gillam noted, "She said, 'Don't come to me with any Cs.'"
He had been out of school nearly 10 years by now, yet felt a compulsion to go back. "I just always felt in my gut I needed to go," he said. "I didn't really have a specific thing in mind at that time, I just felt that I needed it. I'm always looking at ways in which to learn or grow. I believe in constantly learning. Who said it — Bob Dylan? That he who is not busy being born is busy dying? It's that sort of thing. I'm constantly looking for ways to push."
He looked to Stanford and Berkeley immediately, but then thought, "I can't do that! Not with my job!"
Discovering GGU
He found Golden Gate in the neighborhood of his office at 1 Sansome, and met with counselors.
"They stressed things like, 'We're a lot more flexible for the business person who's working; we know you travel and we make arrangements for that,'" he said.
Thus, the faxed tests and book-buried flights. He never took a C to Joyce Clark and rarely had a B. Hodge watched as the degree took effect.
"Number 1, it gave Matt more confidence, not that he was lacking any," Hodge said. "Second, he developed a broader understanding of business that helped him also understand his customer. And third, it gave him the foundational skills that would help him start a business."
And in the end, he went to Calcaterra with that school project.
"I always felt bad for Elvis (Presley) because he had no one to talk to," Gillam said. "The Beatles had four guys to talk to. I wanted a business partner. Rich had just married Wendy and she was pregnant. Why would he want to do this? We had high-paying jobs, we were established, we could have easily stayed."
"Honestly," Calcaterra said, "I thought it was kind of a no-brainer. The company had been sold; it was changing. And we both were really ready to roll."
Che's Genstar Container Corp. was their first customer. "Our first trip for them was amazing," Gillam said. "We went to the Four Seasons in Paris and bought out the Four Seasons, and then chartered the Orient Express and took it down to Venice, where we bought out the Danieli hotel for another five nights."
Gillam says "we" because he and Calcaterra make a point of providing personal service. They divide the clients 50-50, and even today leave their families to hit the road at least a couple of times a month. (Gillam and wife Shawn have a daughter, Ari, in first grade and a son, Jackson, in third.)
Now in its 17th year, EEG has had to weather turbulence that was unimaginable when Gillam drew up that business plan.
Weathering the Storm
There was the dot-com implosion blip and later a recession in which businesses were publicly flogged for taking employees on anything remotely resembling a junket.
The partners had to consider the possibility that there might not be anything for their employees to do. They let a few go, and made 2009 the only year of their 17 that they did not increase salaries. In fact, they cut them.
Yet they made it through, and recently expanded their headquarters.
Here are a few of the secrets to the Gillam-Calcaterra success story:
• A diversified customer base. "You could just focus on tech, but the problem is when tech goes off the cliff, you go with it," Gillam said. So there are clients in healthcare, pharmaceuticals, transportation, energy and retail — including some smaller and younger companies with growth potential.
• Living within their means. "We run a very conservative company," Gillam said. "So we have a lot of cushion to take on longer periods of downtime than a lot of other people can."
• A concentrated customer base — focusing on doing good work for 30 to 35 clients rather than spreading thin across 100.
• An emphasis on the kind of service that guarantees repeat business and word-of-mouth endorsement. "We're interested in the whole relationship, not just the pieces that are profitable," he said. EEG hasn't even done sales, in the traditional sense.
The aspirations of Gillam and Calcaterra seem modest. They've hired an account executive, readied a new software launch and set a growth goal of 20 percent, to a $110 million company.
Gillam, who gets particularly animated and talks even faster than his usual 1,000 words a minute when he talks about his time at GGU, remembers sitting in class with other working professionals like himself and having this argument:
"You gotta grow your company," they'd insist.
"Why do you have to grow your company?" he wondered. "Why couldn't you choose to be the best in your space, and only be about this size, and just dominate the space? Why couldn't you be happy doing that? No one really knew the answer."
But of EEG, he said, "That's kind of where we are now."
Special thanks to the Hiller Aviation Museum (www.hiller.org), where we photographed man-on-the-move Matt Gillam.


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|By Marketwired .
Article Rating:
|January 21, 2014 12:18 PM EST
JUPITER, FL -- (Marketwired) -- 01/21/14 -- GelTech Solutions, Inc. (OTCBB: GLTC) (OTCQB: GLTC), creators of FireIce, a revolutionary water enhancing fire suppressant that has the potential to change current firefighting techniques, announces its appreciation to the shareholders who attended the Company's annual shareholder meeting on Friday, January 17th 2014 at GelTech Solutions headquarters in Jupiter, Florida.
"On behalf of the directors and employees, I would like to thank those shareholders who attended our annual meeting," stated Michael Reger, chief operating officer of GelTech. "We appreciate your passion and commitment to GelTech as demonstrated by your attendance and participation with thoughtful questions and comments during the meeting."
About GelTech Solutions, Inc.
GelTech Solutions creates innovative, Earth-friendly, cost-effective products that help industry, agriculture, and the general public achieve environmental and safety goals such as water conservation and protecting lives, homes and property from fires. All the products currently marketed by GelTech Solutions, Inc. were created for the Company by inventor and chief technology officer, Peter Cordani.
FireIce is a patent pending fire suppressant used for direct attack of fires as well as a medium term retardant for structure protection. FireIce can be used in all types of apparatus: fire extinguishers, pumper trucks, aerial units for wildfires and home defense units for personal home protection.
GelTech has recently developed the patent pending Emergency Manhole FireIce Delivery System (EMFIDS) which is an innovative system designed to deliver a mixture of FireIce and water into a manhole in order to coat the ladder and the utility worker in the event of an incident involving an explosion or fire in the manhole while utility workers are performing routine repairs or maintenance.
GelTech also markets Soil2O which is both a non-toxic soil conditioner and a dust abatement product. Soil2O "Dust Control" products and solutions stop all types of particulate matter from entering the air and water, solving even the most stubborn dust control problems. Soil2O Granular and Topical blends reduce water consumption up to 50% and promote healthy root development in plants and lawns, generating faster seed germination by keeping nutrients and moisture at the root level longer.
For more information on GelTech, please visit: http://www.geltechsolutions.com/.
Investor contact:
Christine Petraglia
CSIR Group, LLC
[email protected]
SYS-CON Events announced today that delaPlex will exhibit at SYS-CON's @CloudExpo, which will take place on June 6-8, 2017, at the Javits Center in New York City, NY. delaPlex pioneered Software Development as a Service (SDaaS), which provides scalable resources to build, test, and deploy software. It's a fast and more reliable way to develop a new product or expand your in-house team.
May. 28, 2017 06:45 AM EDT Reads: 5,074
Most DevOps journeys involve several phases of maturity. Research shows that the inflection point where organizations begin to see maximum value is when they implement tight integration deploying their code to their infrastructure. Success at this level is the last barrier to at-will deployment. Storage, for instance, is more capable than where we read and write data. In his session at @DevOpsSummit at 20th Cloud Expo, Josh Atwell, a Developer Advocate for NetApp, will discuss the role and value...
May. 28, 2017 06:45 AM EDT Reads: 1,187
In order to meet the rapidly changing demands of today's customers, companies are continually forced to redefine their business strategies in order to meet these needs, stay relevant and continue to see profitable growth. IoT deployment and development is integral in this transformation, and today businesses are increasingly seeing the value of investing their resources into IoT deployments. These technologies are able increase ROI through projects such as connecting supply chains or enabling sm...
May. 28, 2017 06:45 AM EDT Reads: 683
SYS-CON Events announced today that Cloudistics, an on-premises cloud computing company, has been named "Bronze Sponsor" of SYS-CON's 20th International Cloud Expo®, which will take place on June 6-8, 2017, at the Javits Center in New York City, NY. Cloudistics delivers a complete public cloud experience with composable on-premises infrastructures to medium and large enterprises. Its software-defined technology natively converges network, storage, compute, virtualization, and management into a ...
May. 28, 2017 06:30 AM EDT Reads: 6,263
New competitors, disruptive technologies, and growing expectations are pushing every business to both adopt and deliver new digital services. This 'Digital Transformation' demands rapid delivery and continuous iteration of new competitive services via multiple channels, which in turn demands new service delivery techniques – including DevOps. In this power panel at @DevOpsSummit 20th Cloud Expo, moderated by DevOps Conference Co-Chair Andi Mann, panelists will examine how DevOps helps to meet th...
May. 28, 2017 05:30 AM EDT Reads: 4,609
A strange thing is happening along the way to the Internet of Things, namely far too many devices to work with and manage. It has become clear that we'll need much higher efficiency user experiences that can allow us to more easily and scalably work with the thousands of devices that will soon be in each of our lives. Enter the conversational interface revolution, combining bots we can literally talk with, gesture to, and even direct with our thoughts, with embedded artificial intelligence, whic...
May. 28, 2017 05:30 AM EDT Reads: 5,489
As DevOps methodologies expand their reach across the enterprise, organizations face the daunting challenge of adapting related cloud strategies to ensure optimal alignment, from managing complexity to ensuring proper governance. How can culture, automation, legacy apps and even budget be reexamined to enable this ongoing shift within the modern software factory?
May. 28, 2017 05:30 AM EDT Reads: 4,658
Every successful software product evolves from an idea to an enterprise system. Notably, the same way is passed by the product owner's company. In his session at 20th Cloud Expo, Oleg Lola, CEO of MobiDev, will provide a generalized overview of the evolution of a software product, the product owner, the needs that arise at various stages of this process, and the value brought by a software development partner to the product owner as a response to these needs.
May. 28, 2017 05:15 AM EDT Reads: 4,185
SYS-CON Events announced today that A&I Solutions has been named "Bronze Sponsor" of SYS-CON's 20th International Cloud Expo®, which will take place on June 6-8, 2017, at the Javits Center in New York City, NY. Founded in 1999, A&I Solutions is a leading information technology (IT) software and services provider focusing on best-in-class enterprise solutions. By partnering with industry leaders in technology, A&I assures customers high performance levels across all IT environments including: mai...
May. 28, 2017 05:00 AM EDT Reads: 1,473
SYS-CON Events announced today that delaPlex will exhibit at SYS-CON's @ThingsExpo, which will take place on June 6-8, 2017, at the Javits Center in New York City, NY. delaPlex pioneered Software Development as a Service (SDaaS), which provides scalable resources to build, test, and deploy software. It's a fast and more reliable way to develop a new product or expand your in-house team.
May. 28, 2017 04:30 AM EDT Reads: 4,555
SYS-CON Events announced today that Tappest will exhibit MooseFS at SYS-CON's 20th International Cloud Expo®, which will take place on June 6-8, 2017, at the Javits Center in New York City, NY. MooseFS is a breakthrough concept in the storage industry. It allows you to secure stored data with either duplication or erasure coding using any server. The newest – 4.0 version of the software enables users to maintain the redundancy level with even 50% less hard drive space required. The software func...
May. 28, 2017 04:30 AM EDT Reads: 5,878
Most technology leaders, contemporary and from the hardware era, are reshaping their businesses to do software in the hope of capturing value in IoT. Although IoT is relatively new in the market, it has already gone through many promotional terms such as IoE, IoX, SDX, Edge/Fog, Mist Compute, etc. Ultimately, irrespective of the name, it is about deriving value from independent software assets participating in an ecosystem as one comprehensive solution.
May. 28, 2017 04:30 AM EDT Reads: 2,819
SYS-CON Events announced today that EARP will exhibit at SYS-CON's 20th International Cloud Expo®, which will take place on June 6-8, 2017, at the Javits Center in New York City, NY. "We are a software house, so we perfectly understand challenges that other software houses face in their projects. We can augment a team, that will work with the same standards and processes as our partners' internal teams. Our teams will deliver the same quality within the required time and budget just as our partn...
May. 28, 2017 04:30 AM EDT Reads: 2,341
Regardless of what business you're in, it's increasingly a software-driven business. Consumers' rising expectations for connected digital and physical experiences are driving what some are calling the "Customer Experience Challenge." In his session at @DevOpsSummit at 20th Cloud Expo, Marco Morales, Director of Global Solutions at CollabNet, will discuss how organizations are increasingly adopting a discipline of Value Stream Mapping to ensure that the software they are producing is poised to o...
May. 28, 2017 04:15 AM EDT Reads: 712
In his keynote at @ThingsExpo, Chris Matthieu, Director of IoT Engineering at Citrix and co-founder and CTO of Octoblu, focused on building an IoT platform and company. He provided a behind-the-scenes look at Octoblu's platform, business, and pivots along the way (including the Citrix acquisition of Octoblu).
May. 28, 2017 03:30 AM EDT Reads: 825


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67 years old Arkadelphia, Arkansas Volunteer at Arkansas Senior Center Rider for 35 years Harley-Davidson Electri Glide Ultra Fun and kind-hearted, Doris Love has made riding a part of her life and doesn't intend to stop any time soon. "If you have ever had a desire to ride, you need to take the motorcycle safety Read More
Motorcycle Mama: Doris Love
July 20, 2011 By Leave a Comment
Motorcycle Mama: Joette Slaasted
July 20, 2011 By Leave a Comment
56 years old Cedarburg, Wisconsin Executive Assistant to the Vice President/General Manager of a Defense Manufacturing Firm Rider for 6 years Harley-Davidson Heritage Softail Classic "It's not just for boys any more! Why should they have all the fun? Women are just as capable of riding a bike as men. Bikes are being built to Read More


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Carol and/or Bill (Or anyone else that can help me for that matter...Like
maybe Kent, Marc, etc.)
What exactly does it mean for the upcoming First Look Competition in Philly
regarding the statement that, "no form...of the plant can have been offered
for sale in print."
I have a plant that I personally have been selling for a few years
now...listed on my sheet along with the other 100 or so plants I have for sale each
year. I want to know if that would disqualify that plant for entry into the
contest...because I have it listed on my personal availability sheet...or are
the rules referring to something else...like listed in Steve Greene's Hosta
Finder, or for sale in a trade journal, etc.
Please get back to me tonight, so I can decide if I should bring that plant
along with me tomorrow or not...for competition at this years "First Look".
Best wishes,
Dave Jennings
Glenville Gardens
20 Pine Street
Scotia, NY 12302
To sign-off this list, send email to firstname.lastname@example.com with the
message text UNSUBSCRIBE HOSTA-OPEN
To sign-off this list, send email to firstname.lastname@example.com with the
message text UNSUBSCRIBE HOSTA-OPEN


text:
This article, entitled "School Work Bags," comes from Chrissy Ensign.
Between working in a school and having school-aged children, A LOT of paper comes through my house. When my son first entered preschool, I knew that I had to think of something to manage all of the papers. It's so easy to get wrapped up in how darling the projects are that they bring home and as moms we want to keep them all…preserve the memories of that moment and that age. Not to mention, my kids want to save everything! I am often told, "Mom, please don't recycle that yet!" So I started a "school work file" for each child. Nearly all schoolwork, crafts, and art projects that are brought home are put into a file. As the year continues, I keep adding to the file. When the school year comes to a close, I sift through the work and deem what is acceptable to consider keeping and what is not. These things are pretty easy to spot when you are looking at a years worth of work. Then we take all of the pieces and lay them on the floor. I take a picture of all the work, and also of the kids standing in the middle of the work.
This way we have record of all the amazing things they did in a picture. Afterwards the kids narrow the work down to their top 5 things…
Before finally selecting the one piece they want to keep.
No input from Mom…this is 100% their decision. That being said, I have been known to keep just one more piece if it really tugs at my heart. The kids love it and feel such pride in choosing their favorite piece of schoolwork from the year. This special piece of work gets tucked into their large envelopes that I created for them, and the rest gets recycled!
In this large envelope I also created a simple sheet that has a line for each level of schooling, preschool through 12th grade. Each year, I have the kids "sign" their name on the line. It's just another quick thing I like to capture that time in their lives.
My son has loved nothing more than looking back at his work so far and seeing how much he has grown. This is the first year that I have completed this project with my daughter, so I have created a step-by-step tutorial for you how to make a large envelope out of a paper grocery bag. I have seen this same idea done with a pizza box, but a teacher in my building makes theses paper bag envelopes with her students every year, and I knew the minute I saw them that I would create them with my own children. Enjoy collecting the memories!
School Work Bag Tutorial
1. Start with a paper grocery bag. If necessary, you will want to carefully remove the handles.
2. Push out the sides of the bag and crease the bag along the outer fold in the opposite way. This will make your bag wider.
3. The bottom of the bag should remain the same. Fold it up on its existing folds so that it lays flat.
4. From the top of the bag, measure and mark 4 inches along each side of the bag.
5. Cut 4 inches along the side of the bag on the fold.
6. With the top of the bag facing up, fold down the strip you just cut…
...then fold it back and tuck it into the bag.
7. The remaining flap, created with the back of the bag, can be folded down over top of the front to create a closure.
8. Decorate your bag any way your like. I used wrapping paper to cover both sides and to reinforce the bag. I also printed out their names in large letters to go across the front.


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Die-hard pop fans already know this man well. The Man With The X-Ray Eyes, Clevenger's 1997 release, is an essential addition to any good record collection. For what it's worth, it popped up on a bunch of 1997 critics' lists. Sporting a perfect marriage of power pop, rootsy rock and West Coast country music, these 14 new songs rock 'n' roll with a tuneful immediacy. Jangly guitars alternate with Bakersfield twang and slinky guitar riffs. Imagine Buck Owens jamming with the Hollies or the Beatles at Abbey Road circa 1965.
The musical variety is highlighted by the jaw-dropping vocal harmonies of "Sinking Ships," the jangle-pop meets the Who of "That's When You Come Back," the Buddy Holly-esque "All My Love," and the Owens-drenched "Only You." Love Songs To Myself is truly an all-star pop-fest, with guest appearances by Jamie Hoover (The Spongetones), Michael Mazzarella (The Rooks), and Robbie Rist (The Andersons).
Published at: http://www.popmatters.com/pm/review/clevengerwalter-love/


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HomeDecorVases & Plates12"H Ceramic Vase in Light Green Color and Glossy Finish by Benzara
Express your taste for creativity by adding this wonderful ceramic vase to your living space. The highlight of this vase is the avant-garde pattern of repetitive twisted folds that is held in a special array. Attractive in light green color, this vase further looks fabulous with a glossy finish, which also makes it highly resistant to dust and stains. Versatile in nature, this vase comes in handy to decorate the dining table and invite your friends and guests for a peaceful and beautiful dinner. Fill it with some exotic flowers and keep it on top of the accent table of your living room or on the bedside table of your bedroom for a fresh look. With its outstanding durability and delightfully long lasting performance, this vase is sure to adorn the tables of your living room for years to come. This elegant vase will add a touch of class to the interior of your home. It comes with following dimensions:


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Happy New Year, all!
As the new year begins, there are changes to be found at Catholic World Report. On our homepage this
morning you'll find an overview of these changes including the introduction of CWR's new editor, Carl E. Olson.
We will also be bulking up our daily contributions to this blog, so be sure to subscribe to our RSS feed, here.
"I take on that title and responsibility with a mixture of trepidation and
optimism," Carl writes. "Trepidation because I am keenly
aware of the standard of excellence that CWR has maintained for two decades,
and optimism because I think CWR has much to offer its readers in the years to
come, and I believe the Internet provides a means of responding to events and
news with a flexibility and immediacy not always available with print."
Click here to read "A Distinguished Past,
a Changing Present, an Online Future" at the CWR homepage.
All comments posted at Catholic World Report are moderated. While vigorous debate is welcome and encouraged, please note that in the interest of maintaining a civilized and helpful level of discussion, comments containing obscene language or personal attacks—or those that are deemed by the editors to be needlessly combative and inflammatory—will not be published. Thank you.
View all Comments


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NEW YORK—I have just received from the Maico Company, Inc., which is an organization I know nothing about, a pamphlet which says: "There are three alternatives—which do you choose?"
At the top in red ink there is written: "Dear Mrs. Roosevelt: In view of the problems, how can you honestly answer this question? The note is signed L. A. Watson, Pres."
On reading the pamphlet I find that the gentleman desires us to take "a strong, determined policy that risks war with Red China now but offers the possibility of solution and future peace." The other two alternatives, which he does not advocate, are: "Peace now, probable catastrophe for our children in 15 or 20 years by a policy of complete U.S. withdrawal from Asia," and "peace now, but not for many years, by a policy of gradual retreat and yielding."
I cannot see why anyone has to take any of these three alternatives.
If we are firm but willing to discuss, and in our discussions are reasonable and fair, if we use astuteness and bargain wisely and well, there is no reason in the world why we cannot have peace in Asia without risking war.
We can use the United Nations, we can make friends instead of enemies in Asia—but we must be fair and reasonable.
I see by the newspapers that Generalissimo Chiang Kai-shek on Formosa is suggesting that an effort be made to reconquer the mainland, so what he means is that the U.S. would take the mainland for him. I hardly think that is a practical suggestion.
Formosans should be allowed to decide their own destiny. This should be done in consultation with the U.N. We cannot and should not control the great continent of Asia. The countries there want freedom and they are entitled to freedom. We can make friends there, since it is quite evident, as brought out at the Bandung conference, that there are many in that area who do not wish to be under Communist domination.
With wisdom and statemanship we do not have to accept any of the three alternatives presented by the Maico Company. Peace in Asia can be achieved, and I think we have men in our midst who are wise and can achieve it. But our people should not be fooled by anything as foolish as being asked to decide on three alternatives when none of them really faces the situation as it actually exists.
(Distributed by United Feature Syndicate, Inc.)


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Lyrical, surreal forms rendered in simple, dreamlike strokes on unprimed canvas are a hallmark of the work by this German figurative painter, who lives and works in London. The approach behind her latest canvases—illustrating common animal-related expressions, such as the elephant in the room—seems direct enough, but it yields the luminous, otherworldly results typical of this artist.
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|Event website:
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Type: Posts; User: fastvr67
Selling my mk3 orange / red tail light set. Mint except for the light with the key hole. It has a small crack/chip around the key hole but doesn't affect anything. 50$ come pick them up
732 343...
Mint mk4 door card set. No inserts. $50 come and pick them up
732 343 4407 for pics
I have a set of mint black doorcards with no inserts. LMK $60
Someone pick these up or they going in the trash. CNJ
Anyone need cloth seats?
I got:
1 full black cloth set. Driver/passenger seats are good, backs have some rips in the stitching ($30 for the set, not parting out)
1 full set of tan wolfsburg...
Need a stock 01 vw jetta 1.8t downpipe and cat. Let me know if you have one. Need asap thanks
How much for the spacers?
I have 2 10mm spacers for sale
Just door cards?
30 shipped on the 4 shims?
Need a pair of 10mm hubcentric wheel spacers. Thanks
Someone buy my friends clean unmolested vr6 jetta!! Great Price for a great car!! 5 speed, silver, block cloth interior, vr6, many new parts and its...
Recaros picked up.. how much?
Want a nice set of gli recaros


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We have a very strong and powerful technology support team, The chief engineer, An Australian 30 years experience Mechanical Engineer, is personally involved in the design of all of our products and our QC program. The time, the effort, and the expertise invested in the development of our management system allow us to provide outstanding and trustworthy products unparalleled in quality.Why choose us?We win the customer in the market by our specialization, technology, quality and service. Trust us because of our good reputation. Quality control lets problems away. Service is the insurance to our friends. We do our best all details for business between us. Experienced engineers in the company, make sure the version of vehicle is upgraded and updated, and help us show our advantages in the market. Q.A. and Service department assures you of our quality and let you feel a good choice to choose us. FANG POWER 4 Link® Bar rear suspension ,Shaft Drive, factory direct, top conditionwe offer chain drive FX250 SPIDER for market need, would you like? Please let us know~ Shaft drive 250CC UTV: FX250 SPIDER1,Top state with Australia Design Oil Cooling 250CC engine 2,12"Al-rim &25" tyre 3,260mm high ground clearance 4,Metal roof 5,LED heading light&Fog light 6,Full covered bumper 7,Fashionable half metal door 8,Fuel meter & Speed meter 4 Link® Bar rear suspension design top condition, assures your market share, different color for choice Engine type4-stroke,Single-Cylinder, Air/Oil-cooledEngine>Australia DesignDisplacement232ccHorse Power10.5kw(7500r/min) 14.5HPValve ConfigurationOHVCompression ratio10.3:1FUEL SYSTEMFuel Delivery SystemFuel Pump+Vacuum Diaphragm CarburetorChoke SystemAutomaticFuel capacity9.5L (2.1 Gallon)Fuel meterLED Fuel MeterDRIVETRAINDriveline Type2X4Final DriveShaft-DriveTransmissionConstantly Variable TransmissionGear SelectionR-N-DSpeed meterLED Speed MeterELECTRICAL SYSTEMForward LightsHigh & Low BeamHeading LightLEDDriving LightLEDRear LightsBrake Lights & Left/Right Signal lightsStarting systemElectric startIgnition systemD.C.D.ISUSPENSION / BRAKESSuspension FrontDouble A-arm SuspensionSuspension RearFang power 4-Link® bar Rear SuspensionBrakes FrontFront Dual Hydraulic DiskBrakes RearRear Dual Hydraulic DiskTIRESFront Tread1150mm ( 45.3 in)Rear Tread1040mm ( 41in)Front & Rear tire size25x8-12 / 25x10-12Front & Rear rim size(Alloy)12x6 / 12x8MISCManufacturers Defect Warranty6 MonthsTop speed60km/hDry weight340kg ( 750lbs.)Gross weight348kgs(766lbs)Wheelbase1980mm (78in)Vehicle dimension (L×W×H) (Heading Light Height included)2590x1350x1660mm (102x 53x65.4 in)Ground clearance260mm (10.2in)SafetyDriver & Passenger Triple Point Fix Seat Belts/ Metal Semi-Door 1. 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A: sample can ship immediately ,14 days for 8pcs(20") ,27days for 26pcs(40")2.Q:Payment terms A:TT or L/C 3. Q: Can I mix different models in one container? A: Yes, different models can be mixed in one container. 4. Q: How does your factory do regarding quality control? A: Every product will be fully assembled and carefully tested before it's packed for shipment.5. Q:Can I order spare parts? A:We have all the parts list available for our models. 6.Q:How about your company dealer system ? 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The Valley's Home Page
Published: Sat, May 29, 2004
Marriage licenses
George A. Sims, 31, of 3854 Murray Ave., Campbell, and Monifia M. Robinson, 27, of 113 Jean St., Campbell.
Shawn D. Conroy, 25, of 152 N. Roanoke Ave., Austintown, and Kristin A. Martin, 24, of 5538 London Court , Austintown.
Robert D. Carcelli III, 23, of 409 Edison St., Struthers, and Erin L. Bloomberg, 22, of 264 Hopewell.
Divorces asked
Patricia J. DeJane, 1440 Columbiana-Lisbon Road, Columbiana vs. James DeJane, 5178 W. Garfield Road, Salem.
Abdalla Shakharreh, 1520 Market St., Youngstown, vs. Cheryl Shakharreh, 1251 Sheilds Road, Boardman.
Dissolutions asked
Jessie L. Lovell, 230 E. Walnut St., Lowellville, and Erica C. Lovell, 630 Lincoln Ave., Struthers.
David J. Hamrock , 1409 Humbolt Ave., Youngstown, and Noreen Hamrock, 29 S. Cadillac Drive, Boardman.
Roseann Protain Prachick, 568 Spring St., Struthers, and Joseph E. Prachick, 2797 Rosemont Road, North Jackson.
New complaints
Qualchoice Inc. vs. Phar-Mor of Ohio Inc. et al, money.
Michael Bartholomew vs. Flex-Strut Inc. et al, workers' compensation.
Asset Acceptance LLC vs. Lisa M. Gmitter, money.
National Check Bureau Inc. vs. Michelle Rovnak, money.
MBNA America Bank vs. Lori Wiland et al, money.
MBNA America Bank vs. Michael Peretti, money.
National Check Bureau vs. Samuel Weddle, money.
National Check Bureau vs. Thomas Flores, money.
Daniel Moucha vs. ACA Builders Inc. et a, workers' compensation.
Rebecca C. Heckel vs. Delvet R. Ballard et al, money.
Robert Mauldin et al vs. Mary Calderon, money.
Fifth Third Mortgage Co. vs. Lynnise Wells et al, foreclosure.
American Southern Ins. Co. vs. JNH Trucking Inc., money.
State of Ohio vs. James L. Smith, sentenced to four years and three years for firearm specification; to be served concurrently.
State of Ohio vs. Demetrious Rich, two years' monitored community control; six months' driver's license suspension.
State of Ohio vs. Melissa Thomas, three years' monitored community control.
State of Ohio vs. James E. Borell, one year' probation; random alcohol and drug testing.
State of Ohio vs. Gisella M. Van Meter, ordered to complete supervised treatment program for period of three years.
State of Ohio vs. John E. Drummond, jury recommended death penalty; counts 1 and 3 merged with 10 years on each count to be served consecutively.
State of Ohio vs. Misty Raye Truelove, two years' monitored community control.
State of Ohio vs. Mona E. Brown Williams, two years' supervised community control.
State of Ohio vs. Calvin Hall, sentence suspended; two years' probation.
State of Ohio vs. Orabelle J. Neff, sentence suspended; one year' probation.
State of Ohio vs. Eric Hall, court reimposes three-year community control.
State of Ohio vs. Joshua Middleton, two years monitored community control.
Musa H. Alhamid vs. General American Ins., settled.
George Gindratt et al vs. Holly Hutchinson et al, settled and dismissed.
Katherine McDonald vs. Kane Lawn Service et al, settled and dismissed.
Janet Bonner et al vs. Sandra Block et al, settled and dismissed.
Cambridge Co. vs. Lucille Vukovich et al, settled and dismissed.
Kelly McCabe vs. Cochran's Sparkle Market et al, settled.
Board of Mahoning County Commissioners vs. Margaret Harkins et al, settled and dismissed.
Altercare of Alliance Center vs. Clarice Windland et al, settled and dismissed.
The Cafaro Co. vs. Nutty Bavarian of Erie Inc., judgment for plaintiff.
Joyce Mayer et al vs. Anthony Lewis et al, judgment for plaintiff.
Glenda Swesey vs. Bud Barger as admr. of estate, settled and dismissed.
Bank One N.A. vs. Darlene E. Sakmar et al, judgment for plaintiff.
James A. Marino et al vs. St. Elizabeth Health Center et al, dismiss Catholic Healthcare Partners only; case continues.
MBN American Bank vs. Phillip Atsas, judgment for plaintiff.
St. Paul Ins. Co. vs. Musa Alhamid et al, settled.
Marriage licenses
Robert W. Crosby, 59, of 2809 East River Road, Newton Falls, and Molly M. Raniolo, 46, of same.
Jason M. Jordan, 23, 2888 Mogadore Road #C-16, Akron, and Nicole E. Stolic, 20, of 1038 Waugh Drive, Hubbard.
Michael P. Crummel, 20, of 1741 County Line Road, Mineral Ridge, and Jessica M. Fitch, 19, of 536 Wyoming Ave., Niles.
Kerry E. Rhodes, 29, of 3224-C Woodland Trail, Cortland, and Holly M. Cofojohn, 25, of same.
Wilfred L. Lohr, 56, of 400 North Road S.E.,Warren, and Debra J. Guyer,39, of same.
William J. Rager, 34, of 440 Prindle St., Sharon, Pa., and Michele L. Mellott, 38, of same.
Randy O. Casterline, 41, of 803 Greenlawn Ave., Warren, and Teresa M. Yuhas, 52, of same.
Brad R. Doan, 22, of 2391 Anna St.,Warren, and Jennifer L. Kirkwood, 23, of same.
Daniel E. Mazzi, 45, of 1069 Eastland S.E., Warren, and Cathy C. Miller, 46, of 232 Sprigger Drive, Munroe Falls, Ohio.
David M. Stevens, 29, of 5461 Warren Sharon Road, Vienna, and Melissa R. Flanigan, 28, of 212 St. John, Niles.
Dr. Jeremiah J. Ferrara, 24, of 5800 Sampson Drive, Girard, and Dr. Melissa A. Valantine, 27, of same.
Joel M. Bator, 30, of 1014 Bailey Anderson Road, Leavittsburg, and Nicole M. Durig, 22, of 1294 Edgewood St. N.E., Warren.
Elmo E. Rutan, 57, of 664 Nebraska Ave., Niles, and Carmella L. Reider 45, of same.
Stuart A. Gladstone, 53, of 8649 Hunters Trail S.E., Warren, and Jamie L. Taylor, 48, of 2558 Monaco Terrace, Palm Beach, Fla.
Matthew J. Richardson, 28, of 2944 Williamsburg, Warren, and Janell T. Martin, 28, of 2831 Parkman Road, # 96, Warren.
David M. Hylton, 25, of 311-H Killarney Court, Lynchburg, Va., Christina L. Palm, 25, of same.
John R. Slimmer, 34, of 207 Churchill Road, Apt. 13, Girard, and Lenora J. Keener, 39, of 612 North Ave., Girard.
Scott D. Cohagan, 30, of 1550 Barns Lane, Bellefonte, Pa., and Tracy L. Conklin, 31, of same.
Jason D. Wolfinger, 30, of 3281 Parkman Road, Southington, and Stacie D. Givens, 31, of same.
Ronald G. Barnes, 41, of 2178 Peace Ave., Warren, and Alethea M. Martin 29, of 768 Baker Ave., Warren.
Thomas A. Medve, Jr., 24, of 1763 Niles Cortland Road, S.E.,Warren, and Jennifer R. Kagarise, 24, of 20 Hartzell Ave., Warren.
James A. DíErrico, 29, 234 Russell Ave., Niles, and Sarah E. Matheny, 30, of same.
Joseph M. Lippillo, 47, of 198 Crumlin Ave., Girard, and Angela M. Pizzulo, 49, of same.
James A. Mocny, 48, of 4764 Hillcrest Drive, Mantua, and Holly J. Maggiano, 41, of 8565 Hunters Trail, Warren.
Joseph E. Goins, 33, of 19 Potomac Ave., Niles, and Rebecca L. Newman, 38, of same.
Marcus G. Carlson, 24, of 2325 Plaza Ave., Warren, and Stephanie Jo Benden, 24, of same.
Jerry L. Green Jr., 27, of 2770 Orchard S.E., Warren, and Tracy S. Rosenberger, 27, of same.
Rodney L. Brown, 32, of 41 Cyrus Ave., Hubbard, and Vera A. McCree , 28, of same.
Brian A. Pospisil, 18, of 72 Queens Drive, Lordstown, and Nicole R. Mihlbach, 20, of same.
Charles E. Grounds, 59, of 1407 Maplewood N.E., Warren, and Marilyn L. Allen, 61, of 112 Woodland Trace, Cortland.
Roger S. Armintrout, 43, of 3818 Selkirk-Bush Road, Newton Falls, and Brenda J. Walton, 40, of 2037 Ohltown-Girard Road, Mineral Ridge.
Waymon Harris, 34, of 486 Comstock, Warren, and Alexis A. Graham, 33, of 5626 Radcliffe Ave., Youngstown.
David W. Keener, 41, of 431 Washington St., N.E., Warren, and Sandra J. Grove , 51, of same.
John J. Grabowski, 26, of 415 Central Parkway S.E., Warren, and Marianne P. Viga, 24, of 1010 Gary Ave., Girard.
Emmanual U. Brown, 23, of 4400 Berkshire Apt. 203, Warren, and Amanda L. Yonker, 23, of same.
Michael L. Culver, 36, of 1151 Niles Cortland Road, N.E., Warren, and Marie E. Friend, 32, of 269 Mulberry Ave. N.W.,Warren.
Jamie E. Bland, 25, of 4573 Eagle Creek Road, Leavittsburg, and Amanda R. Ainsley, 23, of 160 Frostwood Drive, Cortland.
Syam B. Stoll, 35, 1220 S. Park Drive, Huntington, W.V., and Gwen A. Lunders, 33, of same.
William A. Hopper Sr., 28, of 21 Wilderness Court, Warren, and Julie A. Lewis, 27, of same.
Jerry L. Null, 64, of 1865 Brittany Oaks Trail, Warren, and Carole K. Hocevar, 61, of same.
Matthew S. Clark, 18, of 1102 Farimont Circle, Brookfield, and Jessica L. E. Blake, 19, of same.
Richard E. Dinunzio Jr., 24, of 645 Saint Claire Ave. #2, Newton Falls, and Shelleena J. Connel, 24, of same.
David J. Pawloski Sr., 28, of 7910 Second St., Masury, and Nadine M. Bayus, 24, of same.


text:
Strong leaders have the courage to change course
Page Tools
With Mark Latham being accused of flip-flopping on policy, John Howard scurrying for justification on all manner of policies and making the required adjustments, electors should now be focusing on leadership as a serious issue.
Why is it that putative leaders of this country are so willing to embrace the concept that to exhibit stubbornness and intransigence on policy equates to strong leadership? Every management and military strategy dossier written in the immediate past points to the need for flexibility and dexterity in adapting to the changing circumstances of an uncertain world. As a workforce we are expected to embrace the culture of flexibility and adaptability to stay competitive.
So why is it that commentators and politicians seem to be fixated on backflips, reversals, cut-and-run, cut-and-paste, and all manner of innovation in policy or reversal of previous paradigms as some sort of weakness in their opponents? I suggest it demonstrates strength.
Let's get real here. It is the political leadership that best demonstrates its ability to respond effectively and appropriately to challenges faced, albeit within a declared philosophical framework, that should be elected to govern. After all they are entrusted with the common wealth.
I'm frankly sick and tired of the political point-scoring of politicians who are focused on fighting a static campaign based on personalities, with the troops adhering to the party orthodoxy. Discipline on the battlefield it may be, but this is the stuff of medieval thinking. We need flexible, adaptable policies looking to the future, not stuck in the past.
If there is a stuff-up in intelligence, a miscalculation of cause and effect in decision making, or whatever, admit it, correct it, then deal with it. Truth and honesty are paramount. There can be no successful solution to any problem unless all known boundaries are declared.
Leadership is not about being authoritarian, aloof and imperious, trapped in fear of admitting to having been wrong. Leadership is about strength of purpose, flexibility of response and humility and resolve in calamity.
We are all waiting to be inspired and led - not patronised and lied to.
David Messiter, Byron Bay, NSW
'Liberal Lite' won't win it for Latham
With the Coalition now opening a five percentage point lead over Labor on primary votes according to the latest AgePoll (The Age, 20/7), there is a clear message for Mark Latham. Most of the electorate want to see the back of John Howard - as the two-party preferred vote shows - but the more Mr Latham backflips into a pale imitation of the Liberal Party, the less likely he is to succeed.
The first instance of his popularity falling had less to do with accusations about his personal life than dropping his trenchant opposition to the Howard Government's plans to lift the price of essential medicines by more than 20 per cent.
It is patently clear, the electorate want Labor to act in policy and practice with a different vision. Thus, Mr Latham should stick to the troop withdrawal and show that we will not be bullied by the US representatives in Australia.
Most of all we want a good, publicly funded education, health and welfare system. If Mark Latham stands firmly on these issues, his ratings will go up, no doubt.
Melanie Lazarow, Brunswick
Full-time mums on the outer
So Mark Latham is targeting women voters (The Age, 20/7)? He doesn't seem to be doing much for women who are full-time homemakers, though.
It's easy to promise job-related benefits to working taxpayers but harder to deliver to women who are not in paid employment. These are the women who have taken on the arduous task of rearing children, which are so desperately needed to counteract the ageing of our society.
I would suggest to female readers that a Latham government would do little to enable them to become full-time mothers outside paid employment. I am no great admirer of John Howard's performance in this area - but he has tried to deliver to homemakers not in the paid workforce.
Greg Byrne, Rowville
Mere tokenism
If Mark Latham were fair dinkum about women, he would start by abolishing the patronising and degrading parliamentary quota the ALP employs. Rather than concentrating on just filling the benches with women in a tokenistic manner to meet quotas, he should look to the Howard Government's example of appointing the best person for the job.
Looking at the results, we now have three very able female cabinet ministers who are there because they are the best person for their respective portfolio.
Mary Aldred, Upper Beaconsfield
The real question about intelligence
"Spy agencies 'got it wrong' on Bali, Iraq" (The Age, 20/7). Such is the nature of intelligence that no amount of inquiries will lead any intelligence service to provide flawless information. The issue here is the willingness of our Government to believe what it wanted to believe at the exclusion of other possibilities and conflicting information and opinions. The question is: can we have any confidence that in a similar situation the same thing will not happen again?
John Ogge, East Brighton
Waste of money
What difference will increasing the size of the Office of National Assessments make if the government of the day chooses not to use the intelligence provided? Would it have prevented the "children overboard" incident or our participation in the invasion of Iraq? The Government would be better off upgrading its (non-existent) dirt unit. After all, this could be relied on to provide the Government with the information it wanted to hear as opposed to the information it didn't.
Dallas Fraser, Gold Coast, Queensland
There's no rush to approve this deal
Tim Colebatch is right on the money with his comments about the so-called "free trade agreement" with the US ("Why Latham should reject the FTA", Opinion, 20/7). I can find no reason for urgency in approving the agreement, and wonder why the Prime Minister is trying to railroad Labor to agree to it.
One thing I disagree with Colebatch about, though, is the Pharmaceutical Benefits Scheme. I don't share his confidence that it will be protected by government ministers. Once the review process is in place, it will become too expensive to oppose constant complaints from US drug companies.
Geoff McQuinn, Morwell
Taken for suckers
Most speakers in the US House of Representatives and Senate were effusive on the subject of the hugely preferential benefits that will flow to American companies from the free trade agreement with Australia. The unstated subtext to their remarks can only be viewed as yet another manifestation of the American market credo: "Never give a sucker an even break".
Tony Hosking, Nakara, NT
Business has no business in schools
I have difficulty believing that private enterprise assisting public education is the panacea required. Despite your assertion that "no suggestion has been made that would lead to interference in the teaching in or the running of schools by private interests" (Editorial, 20/7), every business is where it is today to make a dollar and will expect a quid pro quo for entering into partnerships with government schools.
It is probably unlikely that we will ever see a McDonald's Secondary College where the benefits of McDonald's low-fat meals are taught in home economics - but if we lease back buildings from a corporation, they are hardly likely to do so below the market value. The business would probably then claim a tax deduction for assisting in a philanthropic manner and further add to the costs, albeit now hidden. Just ask the Federal Liberal Government what it is like to lease buildings from private enterprise - such as the Labor Party in Canberra - to see if it is economically viable.
Instead of vote-buying with nearly $10 billion of our money, the Howard Government could have put the issue of poorly equipped government schools - and hospitals, for that matter - beyond doubt.
Alan Inchley, Frankston
Winners and losers
Melbourne Grammar School principal Paul Sheahan's defence of scholarships offered by independent schools - they "are an effort to lift everyone's standards" (The Age, 20/7) - reveals a lamentably myopic viewpoint.
Assume school A offers student X of school B a scholarship for rowing, drama, football, physics or whatever, and student X moves from school B to school A. This "social transaction" may improve the "standard" at school A. But it is highly questionable whether everyone's standards are improved.
As in the ancient city states, successful plundering brings short-term rewards and prestige. Whether this builds successful nation states is questionable.
Mark Biss, North Balwyn
No segregation
I disagree strongly with Jane Caro's suggestion (Opinion, 19/7) that children in private schools do not get a chance to mix with students from a wide variety of backgrounds.
This is simply not true. These schools still educate children from all kinds of religious, economic and social backgrounds. Despite the stereotypical perceptions, people from both government and private schools are exposed to many different kinds of people.
Gitanjali Jaswal, Bulleen
Re Michael Carr-Gregg's "Making schools boy-friendly" (Opinion, 19/7): seldom do writers acknowledge that female and male teachers present work differently and children require exposure to both.
I do not suggest that either sex provides better teachers, but each brings different characteristics needed to provide appropriate models. The solution is simple: attract more young males into our primary schools.
Jim Mason (ex-principal), Mount Waverley
I wonder what Michael Carr-Gregg would recommend for girls: classrooms with chintz curtains and fluffy pink cushions?
Kevin Rugg, Beaumaris
Taxpayer rights
It's all very well for Bethany Clarke (17/7) to think that it's OK for the entire public to help fund her children's private school religious education because she pays taxes too.
The trouble is that as members of the gay community, my boyfriend and I cannot have children (due to a lack of a womb and recent Government legislation) and thus will not require schools - full stop. And if we did, it's highly likely no religious school would accept them.
Thus, using Bethany's tax-payer-entitlement logic, does that mean we are entitled to a refund?
Shane Michael, Trinder Park, Queensland
Canberra must act to save our forests
The Tasmanian Regional Forest Agreement is widely perceived in the scientific community to have failed to deliver the intended protection for environmental, wilderness and heritage values that state and federal governments committed to when they signed the National Forest Policy in 1992.
The scientific processes in the Tasmanian RFA were overwhelmed by political compromises. Established criteria for forest conservation were not fully applied. There are large areas of high-conservation-value forest that would have been reserved if the RFA criteria for forest conservation had been fully applied.
Logging practices and the conversion of native forests to plantations have intensified in the seven years since the signing of the RFA. This intensification, combined with the well-documented inadequacies of the conservation reserve system, has produced highly modified forested landscapes with diminished landscape values.
There is an urgent need for Commonwealth Government intervention to significantly improve the forest reserve system and to adequately protect landscape values. We believe that the conversion of native forests to plantations is highly undesirable, and that the reserve system should be significantly extended to include all high conservation value forests.
Dr Sarah Bekessy, RMIT University;
Professor Tim Bonyhady, ANU;
Professor Mark Burgman, University of Melbourne;
Professor Richard Hobbs, Murdoch University;
Professor Peter Kershaw, Monash University;
Professor Jamie Kirkpatrick, University of Tasmania;
Dr Peter McQuillan, University of Tasmania;
Professor Tony Norton, RMIT University;
Professor Harry Recher, Edith Cowan University;
Dr Debbie Bird Rose, ANU;
Dr Libby Robin, ANU
Don't trust trusts
Max Newnham (Business, 19/7) notes that trusts were first established in England in the 12th century by farmers seeking to avoid tax. His article ends on the same note: trusts are now a "powerful tax-planning structure" used to avoid tax through income splitting. Discretionary trusts may well have other, legitimate purposes. But tax avoidance looms large. After all these years, it's time we put a stop to it.
Sue Ham, deputy president,
Australian Council of Social Service
When our eldest son was born, we wanted to buy the safest car available. Our main concern was to protect ourselves from large 4WDs like the Landcruiser. A side collision with one of these is highly dangerous due to their high nose and bullbar, which is at head height of passengers sitting in "normal" cars. So we researched the internet and visited many car dealers, but the result of this intensive research was the conclusion that the only way to protect ourselves from these mosters is to "go up" ourselves and get our head out of the Landcruiser's crash zone. So we bought a 4WD and joined the crazy 4WD war on our streets.
I totally agree with critics of 4WDs on our roads. We need legislation banning cars that represent a high risk to other passengers. But until then, I will drive a 4WD (with a low nose and no bullbar) - because "if you can't beat them, join them".
Heide Meldau, Surrey Hills