Crossing Borders International Preschool is not your typical child care center. Crossing Borders International Preschool offers enriching academic programs in 2 different languages; Spanish and English. You can choose one language or both. Our teachers nurture and guide your child, so they can learn a second language and become independent.
For our toddlers, the morning routine is an important part of the day. During this time, teachers speak completely in the targeted language, going over colors, numbers, the alphabet, the weather, the days of the week, and the months of the year. Children are introduced to their new language and culture through play, individual and group interactions, and age-appropriate activities that capture and hold their attention. Adhering to the TPR approach, using language and physical cues, we teach our students about topics that deal with daily life, such as how to be a friend and get along well with others.
We are currently offering 2 (T/TH), 3 (MWF), and 5-day options. If you want your child to be in two languages you must sign up for 5 days.
1. Crossing Borders International Preschool is an elite school where we encourage students to meet academic challenges while developing multilingual children in a competitive environment.
2. We are the only school in the entire state of Texas that offers 4 different languages to choose from under one roof. Language options are: Spanish, English, French, and Mandarin.
3. Our curriculum is designed to immerse children in their target language in an organic way using games, songs, activities, to help them participate, understand, and speak the new language.
4. Our language immersion curriculum teaches children reading and writing skills in addition to arithmetic and science.
5. Children develop their fine motor skills through exercises and games in addition to acquiring vital social and communication skills.
6. Children are surrounded by many cultures, providing them with a thorough understanding of other people, their traditions, and their countries. This helps facilitate language learning, and, for many kids, it gives them the desire and confidence to explore far-off lands and study or work abroad.
7. Crossing Borders language classes and programs offer certified native speaking teachers, some even with master's degrees from their original countries.
8. Daily reports sent to you directly to your phone/computer. You can see how happy your child is and what he/she is learning or doing throughout the week.
9. Crossing Borders students pass all assessments when evaluated to enter into private schools like Awty, St. James, St. Marks, St. Matthews, as well as Dual language schools like Wharton and Mark Twain, etc. This is an excellent success rate.
10. Testing and evaluation for children, ages 3 through 6 is offered. Our program enables us to monitor our students' academic skills and development.
Please contact us to schedule a visit so you can see for yourself why parents are choosing Crossing Borders International Preschool. We look forward to hearing from you soon!


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text:
Sykes Enterprises, Incorporated Reports Fourth-Quarter and Full-Year 2013 Financial Results
--Fourth Quarter 2013 Revenue Tops Business Outlook Range on Better Demand
--Fourth Quarter 2013 Diluted Earnings Per Share Skewed by Higher Non-Operating Expenses
--Fourth Quarter 2013 Cash Flow From Operating Activities Increases Double-Digit
--2014 Business Outlook Reflects Revenue and Diluted Earnings Per Share Expansion
TAMPA, Fla., Feb. 18, 2014 (GLOBE NEWSWIRE) -- Sykes Enterprises, Incorporated ("SYKES" or the "Company") (Nasdaq:SYKE), a global leader in providing comprehensive outsourced customer contact management solutions and services in the business process outsourcing (BPO) arena, announced today its financial results for the fourth-quarter and full-year ended December 31, 2013.
Fourth Quarter 2013 Financial Highlights
Fourth quarter 2013 revenues from continuing operations of $335.3 million increased $31.1 million, or 10.2%, from $304.3 million in the comparable quarter last year, driven largely by the expansion of new and existing client programs across the communications, financial services, technology and transportation verticals, all of which more than offset demand softness in the healthcare vertical; on a constant currency basis, fourth quarter 2013 revenues from continuing operations increased 12.0% comparably
Fourth quarter 2013 operating margin from continuing operations was 5.7% versus 5.2% in the same period last year; on a non-GAAP basis (see section titled "Non-GAAP Financial Measures" for an explanation and see Exhibit 6 for reconciliation), fourth quarter 2013 operating margin from continuing operations increased to 7.1% versus 7.0% in the same period last year due to revenue growth noted above, however, the margin increase was moderated by significant costs incurred related to demand-driven client program ramps, capacity investments and unfavorable foreign currency movements
Fourth quarter 2013 diluted earnings per share from continuing operations were $0.26 versus $0.31 in the comparable quarter last year and compared to the November 2013 business outlook range of $0.32 to $0.36, with the decrease on a comparable basis and relative to the business outlook range due to the factors noted above as well as a combination of a higher effective tax rate and higher realized and unrealized foreign currency transaction losses
On a non-GAAP basis, fourth quarter 2013 diluted earnings per share from continuing operations were $0.33 versus $0.39 in the same period last year (see Exhibit 6 for reconciliation) with the comparable decrease driven largely by the previously-mentioned factors. Fourth quarter 2013 diluted earnings per share from continuing operations were also lower relative to the Company's November 2013 business outlook range of $0.39 to $0.43, which was largely due to the above mentioned factors; however, adjusting for the interest and other expenses of $0.9 million as well as a non-GAAP effective tax rate of 25% as projected in the Company's November 2013 business outlook, fourth quarter 2013 diluted earnings per share would have been $0.40
Consolidated capacity utilization rate decreased to 73% in the fourth quarter of 2013 from 75% in the comparable period last year, due partly to a shift in timing of capacity rationalization to the first quarter of 2014 coupled with a comparable increase in net seats of 2,900 driven by facility upgrades and transfers and growth in new and existing client programs across both the EMEA and Americas regions that are in the process of ramping up
Americas Region
Revenues from continuing operations from the Company's Americas region, including operations in North America and offshore (Latin America, South Asia and the Asia Pacific region), increased 6.3% to $274.6 million, or 81.9% of total revenues, for the fourth quarter of 2013 compared to $258.3 million, or 84.9% of total revenues, in the same prior year period. This comparable growth was driven largely by the expansion of existing and new client programs across the communications, financial services and technology verticals, all of which more than offset demand softness in the healthcare and transportation verticals. On a constant currency basis, fourth quarter 2013 Americas revenues from continuing operations increased 9.1% comparably due to the program expansions noted above.
Sequentially, revenues from continuing operations generated from the Americas region were up 3.3% to $274.6 million from $265.9 million, or 82.5% of total revenues, in the third quarter of 2013. On a constant currency basis, fourth quarter 2013 Americas revenues increased 3.4% over the third quarter, driven principally by the communications, technology and healthcare verticals.
The Americas income from continuing operations for the fourth quarter of 2013 increased 16.9% to $28.3 million, with an operating margin of 10.3% versus 9.4% in the comparable quarter last year. On a non-GAAP basis, the Americas operating margin from continuing operations increased to 11.8% from 11.6% in the comparable quarter last year, driven by growth in new and existing client programs and some expense leverage, which was moderated by significant costs incurred related to demand-driven client program ramps and capacity investments, coupled with unfavorable foreign currency movements from appreciating functional currencies versus the U.S. dollar (see Exhibit 7 for reconciliation).
Sequentially, the Americas income from continuing operations for the fourth quarter of 2013 increased 4.8% to $28.3 million, with an operating margin of 10.3% versus 10.2% in the third quarter of 2013.;On a non-GAAP basis, the Americas operating margin from continuing operations increased to 11.8% from 11.7%. The increase was due largely to the above-mentioned factors (see Exhibit 7 for reconciliation).
EMEA Region
Revenues from continuing operations from the Company's Europe, Middle East and Africa (EMEA) region increased 32.2% to $60.8 million, representing 18.1% of total revenues for the fourth quarter of 2013, compared to $46.0 million, or 15.1% of total revenues, in the same prior year period. On a constant currency basis, EMEA revenues from continuing operations increased 28.4%, driven largely by the expansion of new and existing client programs across the communications, technology, financial services and transportation verticals.
Sequentially, revenues from continuing operations from the Company's EMEA region increased 8.0% to $60.8 million, or 18.1% of SYKES' total revenues, versus $56.3 million, or 17.5% of SYKES' total revenues, in the third quarter of 2013.;On a constant currency basis, EMEA revenues from continuing operations increased 5.7% sequentially, driven largely by the expansion of new and existing client programs across the communications, technology and financial services verticals.
The EMEA region's income from continuing operations for the fourth quarter of 2013 was $2.7 million, or 4.4% of EMEA revenues, versus $3.6 million, or 7.9% of revenues, in the comparable quarter last year.;On a non-GAAP basis, the operating margin from continuing operations decreased to 5.0% from 6.2% in the same period last year due to costs associated with some new client program ramps, in particular, where ramp duration was slightly longer than expected. In addition, fourth quarter 2013 operating margin was also impacted by facilities expansion (see Exhibit 7 for reconciliation).
Sequentially, the EMEA region's income from continuing operations for the fourth quarter of 2013 was $2.7 million, or 4.4% of EMEA revenues, versus $3.4 million, or 6.1% of revenues, in the third quarter of 2013. On a non-GAAP basis, the EMEA operating margin from continuing operations decreased to 5.0% from 6.0% due largely to the above-mentioned factors (see Exhibit 7 for reconciliation).
Corporate G&A Expenses
Corporate G&A expenses decreased to $11.7 million, or 3.5% of revenues, in the fourth quarter of 2013, compared to $12.1 million, or 4.0% of revenues, in the comparable quarter last year, which included transaction costs related to the Alpine Access acquisition and the associated management transition. On a non-GAAP basis, corporate G&A expenses increased slightly to $11.7 million from $11.4 million, however, decreased slightly as percentage of revenues to 3.5% from 3.7% of revenues in the fourth quarter of 2012, with the percentage decline driven largely by expense leverage due to higher comparable revenues (see Exhibit 7 for reconciliation).
Sequentially, corporate G&A expenses increased slightly to $11.7 million, or 3.5% of revenues, from $11.6 million, or 3.6% of revenues relative to the third quarter of 2013. On a non-GAAP basis, corporate G&A expenses increased slightly to $11.7 million from $11.6 million, however, decreased slightly as a percentage of revenues to 3.5% in the fourth quarter of 2013 from 3.6% of revenues in the third quarter of 2013 driven largely by expense leverage due to higher sequential revenues (see Exhibit 7 for reconciliation).
Interest & Other Expense and Taxes
Interest and other expense for the fourth quarter of 2013 totaled $1.3 million compared to interest and other expense of $0.8 million for the same period last year. Interest and other expense was higher in the fourth quarter of 2013 compared to the same period last year due principally to an increase in realized and unrealized foreign currency transaction losses. These losses resulted primarily from U.S. dollar denominated assets and liabilities held by the Company's foreign subsidiaries.;
The Company recorded an effective tax rate of 38.8% for the fourth quarter of 2013 versus 11.0% in the same period last year and versus the estimated 24% provided in the Company's November 2013 business outlook. The increase in the effective tax rate on a comparable basis and relative to the November 2013 business outlook was driven by a combination of shift in the geographic mix of earnings to higher tax rate jurisdictions and taxation of offshore gains on derivatives related to inter-company loans and foreign exchange.
On a non-GAAP basis, the fourth quarter 2013 effective tax rate was 37.2% compared to 18.0% in the same period last year and above the estimated 25% provided in the Company's November 2013 business outlook (see Exhibit 11 for reconciliation). The increase in the effective tax rate on a comparable basis and relative to the November 2013 business outlook was primarily due to the above-mentioned factors.
2013 Financial Highlights
2013 revenues of $1,263.5 million from continuing operations increased $135.8 million, or 12.0%, from 2012, driven largely by the expansion of new and existing client programs across the communications, financial services, technology and transportation verticals all of which more than offset demand softness in the healthcare vertical. 2013 included a full-year's revenue contribution from the Alpine Access acquisition, which closed August 2012 and, as such, contributed only partially to revenues in 2012; on a constant currency basis and excluding Alpine Access' revenue contribution from both comparable periods (2013 and 2012), 2013 revenues from continuing operations increased 5.9% comparably
Alpine Access' constant currency organic revenue grew 19.2% in 2013 compared to 2012 driven largely by growth from existing clients
2013 operating margin from continuing operations was unchanged at 4.2% comparably; on a non-GAAP basis, 2013 operating margin from continuing operations was 5.8% versus 6.1% for 2012, with the decrease due to a combination of program ramp costs, investments in facility upgrades and transfers, as well as unfavorable foreign currency movements, all of which more than offset the savings associated with on-going facility rationalization (see Exhibit 8 for reconciliation)
2013 diluted earnings per share from continuing operations were $0.87 versus $0.93 in 2012 and below the Company's November 2013 business outlook earnings per share range of $0.93 to $0.97. The decrease in the Company's 2013 diluted earnings per share from continuing operations on a comparable basis was due principally to a higher effective tax rate, coupled with program ramp costs, investments in facility upgrades and transfers and unfavorable foreign currency movements; while relative to the business outlook, the decrease was driven by a combination of a higher effective tax rate and higher realized and unrealized foreign currency transaction losses
On a non-GAAP basis (see Exhibit 8 for reconciliation), 2013 diluted earnings per share from continuing operations was $1.18 compared to $1.27 in 2012 and compared to a non-GAAP diluted earnings per share range of $1.23 to $1.27 provided in the Company's November 2013 business outlook. The decrease in the Company's 2013 non-GAAP diluted earnings per share from continuing operations relative to 2012 was due to aforementioned factors; the decrease in non-GAAP diluted earnings per share relative to the November 2013 business outlook was due to a combination of a higher effective tax rate and higher realized and unrealized foreign currency transaction losses
2012 loss per share from discontinued operations, net of taxes, was ($0.27) due principally to the loss on the sale of the Company's operations in Spain in 2012
Liquidity and Capital Resources
The Company's balance sheet at December 31, 2013 remained strong with cash and cash equivalents of $212.0 million, of which $195.0 million, or 92.0% of the cash balance, was held in international operations and may be subject to additional taxes if repatriated to the United States, including withholding tax applied by the country of origin and U.S. taxes on the dividend income. Net cash provided by operating activities increased 14.5% comparably to $35.7 million in the fourth quarter of 2013 from $31.2 million in the same period last year. During the quarter, the Company paid down approximately $7.0 million under its revolving senior credit facility, leaving it with $98.0 million of borrowings outstanding, down from $105.0 million at September 30, 2013. The amount available under the Company's credit facility was $147.0 million at December 31, 2013.
The assumptions driving the business outlook for the first quarter and full-year 2014 are as follows:
In the midst of on-going macro-economic cross currents and upcoming U.S. mid-term elections, initial indications of demand trends remain encouraging. The Company is anticipating growth from both existing and new client programs across the communications, financial services, technology and travel verticals within the Americas and EMEA regions. Demand for the first quarter of 2014 reflects traditional seasonality on sequential basis, which is followed by fewer work days in the second quarter relative to the first quarter. As in prior years, with the combination of seasonality, fewer work days and the timing of ramps related to program wins, the Company expects consolidated second-half 2014 revenues to be greater than the first-half. Furthermore, based on foreign exchange rates as of February 2014, the Company's full-year business outlook reflects the anticipation of approximately $10 million in negative impact to revenues due to unfavorable foreign currency movements relative to 2013;
Given the anticipated revenue growth coupled with operating efficiencies, the Company expects expansion of operating margins and growth in comparable diluted earnings per share. However, due to a combination and timing of the impact from the resetting of payroll tax withholdings for the new year, statutory wage increases, inclement weather impacting our Canadian roadside assistance business, timing of certain program expirations and ramp up costs skewed toward the first half of 2014, operating margins and diluted earnings per share are expected to be lower in the first-half of the year compared to the second half;
The Company's revenues and earnings per share assumptions for the first quarter and full year 2014 are based on foreign exchange rates as of February 2014.;Therefore, the continued volatility in foreign exchange rates between the U.S. dollar and the functional currencies of the markets the Company serves could have a further impact, positive or negative, on revenues and both GAAP and non-GAAP earnings per share relative to the business outlook for the first quarter and full-year;
The Company plans to add approximately 1,200 seats on a gross basis in 2014.;Approximately 50% of the new seat count is expected to be added in the first half of 2014, with the remainder in the second half. Total seat count on a net basis for the full year, however, is expected to decrease by approximately 1,200 seats as the Company continues to rationalize excess capacity;
The Company anticipates net interest expense of approximately $0.7 million for the first quarter and $2.8 million for the full year 2014, all of which is related to the debt associated with the acquisition of Alpine Access. These amounts exclude the potential impact of any future foreign exchange gains or losses in other expense; and
The Company anticipates a slightly lower effective tax rate for full-year 2014 versus 2013 with the effective tax rate differential driven chiefly by a discrete adjustment in 2013 related to The American Taxpayer Relief Act of 2012, which passed on January 2, 2013 and resulted in the Company incurring withholding taxes on its offshore cash movements.
Considering the above factors, the Company anticipates the following financial results for the three months ending March 31, 2014:;
Revenues in the range of $320.0 million to $325.0 million
Effective tax rate of approximately 10.0%; **on a non-GAAP basis, an effective tax rate of approximately 19.5%
Fully diluted share count of approximately 42.9 million
Diluted earnings per share in the range of $0.25 to $0.28
**Non-GAAP diluted earnings per share in the range of $0.31 to $0.34
Capital expenditures in the range of $10.0 million to $13.0 million ;;;
For the twelve months ending December 31, 2014, the Company anticipates the following financial results:;
Revenues in the range of $1,315.0 million to $1,335.0 million
Capital expenditures in the range of $45.0 million to $50.0 million;; ;
** See exhibits 10 & 11 for first quarter and full-year 2014 non-GAAP diluted earnings per share and tax rate reconciliations.
The Company will conduct a conference call regarding the content of this release tomorrow, February 19, 2014, at 10:00 a.m. Eastern Time.;The conference call will be carried live on the Internet.;Instructions for listening to the call over the Internet are available on the Investors page of SYKES' website at www.sykes.com.;A replay will be available at this location for two weeks.;This press release is also posted on the SYKES website at http://investor.sykes.com/investor-relations/Investor-Resources/Investor-Relations-Home/default.aspx.
Non-GAAP income from continuing operations, non-GAAP operating margins, non-GAAP tax rate, non-GAAP income from continuing operations, net of taxes, per diluted share and non-GAAP income from continuing operations by segment are important indicators of performance as these non-GAAP financial measures assist readers in further understanding the Company's results from operations and how management evaluates and measures such performance. These non-GAAP indicators of performance are not measures of financial performance under U.S. Generally Accepted Accounting Principles ("GAAP") and should not be considered a substitute for measures determined in accordance with GAAP. Refer to the exhibits in the release for detailed reconciliations.
SYKES is a global leader in providing a comprehensive customer contact management solutions and services in the business process outsourcing (BPO) arena.;SYKES provides an array of sophisticated customer contact management solutions to Fortune 1000 companies around the world, primarily in the communications, financial services, healthcare, technology and transportation and leisure industries.;SYKES specializes in providing flexible, high quality customer support outsourcing solutions with an emphasis on inbound technical support and customer service.;Headquartered in Tampa, Florida, with customer contact management centers throughout the world, SYKES provides its services through multiple communication channels encompassing phone, e-mail, web, chat and social media.;Utilizing its integrated onshore/offshore and virtual home agent delivery models, SYKES serves its clients through two geographic operating segments: the Americas (United States, Canada, Latin America, India and the Asia Pacific region) and EMEA (Europe, Middle East and Africa).;SYKES also provides various enterprise support services in the Americas and fulfillment services in EMEA, which include multi-lingual sales order processing, payment processing, inventory control, product delivery and product returns handling.;For additional information please visit www.sykes.com.
This press release may contain "forward-looking statements," including SYKES' estimates of future business outlook, prospects or financial results, statements regarding SYKES' objectives, expectations, intentions, beliefs or strategies, or statements containing words such as "believe," "estimate," "project," "expect," "intend," "may," "anticipate," "plans," "seeks," "implies," or similar expressions.;It is important to note that SYKES' actual results could differ materially from those in such forward-looking statements, and undue reliance should not be placed on such statements.;Among the important factors that could cause such actual results to differ materially are (i) the impact of economic recessions in the U.S. and other parts of the world, (ii) fluctuations in global business conditions and the global economy, ability of maintaining margins offshore, (iii) SYKES' ability to continue the growth of its support service revenues through additional technical and customer contact centers, (iv) currency fluctuations, (v) the timing of significant orders for SYKES' products and services, (vi) loss or addition of significant clients, (vii) the early termination of contracts by clients, (viii) SYKES' ability to recognize deferred revenue through delivery of products or satisfactory performance of services, (ix) construction delays of new or expansion of existing customer support centers, (x) difficulties or delays in implementing SYKES' bundled service offerings, (xi) failure to achieve sales, marketing and other objectives, (xii) variations in the terms and the elements of services offered under SYKES' standardized contract including those for future bundled service offerings, (xiii) changes in applicable accounting principles or interpretations of such principles, (xiv) delays in the Company's ability to develop new products and services and market acceptance of new products and services, (xv) rapid technological change, (xvi) political and country-specific risks inherent in conducting business abroad, (xvii) SYKES' ability to attract and retain key management personnel, (xviii) SYKES' ability to further penetrate into vertically integrated markets, (xix) SYKES' ability to expand its global presence through strategic alliances and selective acquisitions, (xx) SYKES' ability to continue to establish a competitive advantage through sophisticated technological capabilities, (xxi) the ultimate outcome of any lawsuits or penalties (regulatory or otherwise), (xxii) SYKES' dependence on trends toward outsourcing, (xxiii) risk of interruption of technical and customer contact management center operations due to such factors as fire, earthquakes, inclement weather and other disasters, power failures, telecommunications failures, unauthorized intrusions, computer viruses and other emergencies, (xxiv) the existence of substantial competition, (xxv) the ability to obtain and maintain grants and other incentives, including tax holidays or otherwise, (xxvi) risks related to the integration of the businesses of SYKES and Alpine Access and (xxvii) other risk factors listed from time to time in SYKES' registration statements and reports as filed with the Securities and Exchange Commission.;All forward-looking statements included in this press release are made as of the date hereof, and SYKES undertakes no obligation to update any such forward-looking statements, whether as a result of new information, future events, or otherwise.
Sykes Enterprises, Incorporated
Exhibit 1
Revenues $335,338 $304,272 $322,143
Direct salaries and related costs (226,418) (201,194) (215,001)
General and administrative (74,612) (72,803) (73,910)
Depreciation, net (11,221) (10,336) (10,677)
Amortization of intangibles (3,692) (3,835) (3,699)
Net gain (loss) on disposal of property and equipment (141) (308) (77)
Impairment of long-lived assets -- (84) --
Income from continuing operations 19,254 15,712 18,779
Total other income (expense), net (1,276) (784) (58)
Income from continuing operations before income taxes 17,978 14,928 18,721
Income taxes (6,978) (1,638) (4,575)
Income from continuing operations, net of taxes 11,000 13,290 14,146
(Loss) from discontinued operations, net of taxes -- -- --
(Loss) on sale of discontinued operations, net of taxes -- -- --
Net income $11,000 $13,290 $14,146
Continuing operations $0.26 $0.31 $0.33
Discontinued operations -- -- --
Net income (loss) per share $0.26 $0.31 $0.33
Diluted:
Basic 42,759 43,057 42,785
Diluted 42,880 43,081 42,836
Revenues $1,263,460 $1,127,698
Direct salaries and related costs (855,266) (737,952)
General and administrative (297,519) (290,373)
Depreciation, net (42,084) (40,369)
Amortization of intangibles (14,863) (10,479)
Net gain (loss) on disposal of property and equipment (201) (391)
Impairment of long-lived assets -- (355)
Income from continuing operations 53,527 47,779
Total other income (expense), net (2,202) (2,622)
Income from continuing operations before income taxes 51,325 45,157
Income taxes (14,065) (5,207)
Income from continuing operations, net of taxes 37,260 39,950
(Loss) from discontinued operations, net of taxes -- (820)
(Loss) on sale of discontinued operations, net of taxes -- (10,707)
Net income $37,260 $28,423
Continuing operations $0.87 $0.93
Discontinued operations -- (0.27)
Net income (loss) per share $0.87 $0.66
Basic 42,877 43,105
Diluted 42,925 43,148
Segment Results
Americas $274,558 $258,306 $265,878
EMEA 60,780 45,966 56,265
Total $335,338 $304,272 $322,143
Operating Income:
Americas $28,276 $24,192 $26,987
EMEA 2,698 3,627 3,423
Corporate G&A expenses (11,720) (12,107) (11,631)
Income from continuing operations, net of taxes $11,000 $13,290 $14,146
Americas $1,050,813 $947,147
EMEA 212,647 180,551
Total $1,263,460 $1,127,698
Americas $94,006 $93,580
EMEA 6,052 5,488
Corporate G&A expenses (46,531) (51,289)
Income from continuing operations, net of taxes $37,260 $39,950
(in thousands, except seat data)
Current assets $513,283 $467,342
Goodwill & intangibles, net 275,857 296,268
Other noncurrent assets 43,572 43,784
Total assets $950,261 $908,689
Liabilities & Shareholders' Equity:
Current liabilities $173,380 $164,583
Noncurrent liabilities 141,177 137,842
Shareholders' equity 635,704 606,264
Total liabilities and shareholders' equity $950,261 $908,689
Q4 2013 Q4 2012
Geographic Mix (% of Total Revenues):
Americas (1) 82% 85%
Europe, Middle East & Africa (EMEA) 18% 15%
Total 100% 100%
(1)Includes the United States, Canada, Latin America, South Asia and the Asia Pacific (APAC) Region.Latin America,South Asia and APAC are included in the Americas due to the nature of the business and client profile, which is primarily made up of U.S. based clients.
Vertical Industry Mix (% of Total Revenues):
Communications 37% 32%
Financial Services 26% 28%
Technology / Consumer 16% 17%
Transportation & Leisure 7% 8%
Healthcare 5% 7%
Other 9% 8%
Seat Capacity (3)
Q4 2013 Q4 2012 Q3 2013
Americas (2) 36,100 34,000 35,200
Total 42,200 39,300 41,100
Offshore 23,400 22,000 23,200
Americas (2) 70% 74% 73%
EMEA 87% 82% 85%
Total 73% 75% 75%
Offshore 70% 77% 73%
(2) Americas data includes offshore as some clients in the U.S. are serviced from offshore geographies, including The Philippines, Costa Rica, etc.
(3) The seat capacity and capacity utilization data are related to the Company's brick-and-mortar call centers. At the end of the fourth quarter 2013, the Company had approximately 4,000 agent FTEs working virtually from home both in the U.S. and Canada.
Cash Flow From Operating Activities:
Net income (loss) $11,000 $13,290 $14,146
Depreciation 11,474 10,743 10,861
Amortization of intangibles 3,692 3,835 3,699
Amortization of deferred grants (289) (407) (286)
Changes in assets and liabilities and other 9,819 3,719 27,755
Net cash provided by (used for) operating activities $35,696 $31,180 $56,175
Capital expenditures $13,546 $12,292 $19,586
Cash interest paid $556 $513 $563
Cash taxes paid $4,585 $3,149 $3,823
Net income (loss) $37,260 $28,423
Depreciation 43,094 41,570
Amortization of intangibles 14,863 10,479
Amortization of deferred grants (1,148) (1,201)
Changes in assets and liabilities and other (7,851) 7,243
Net cash provided by (used for) operating activities $86,218 $86,514
Capital expenditures $59,193 $38,647
Cash interest paid $2,149 $2,239
Cash taxes paid $16,889 $28,822
Reconciliation of Non-GAAP Financial Information
GAAP income from continuing operations $19,254 $15,712 $18,779
Acquisition-related severance & consulting engagement costs -- 271 (3)
Acquisition-related depreciation & amortization of property & equipment and intangible write-ups 4,179 5,004 4,194
Merger & integration costs -- 697 73
EMEA restructuring 320 (757) (67)
Other -- 436 --
Non-GAAP income from continuing operations $23,753 $21,363 $22,976
GAAP income from continuing operations, net of taxes, per diluted share $0.26 $0.31 $0.33
Acquisition-related severance & consulting engagement costs -- -- --
Acquisition-related depreciation & amortization of property & equipment and intangible write-ups 0.06 0.08 0.06
Merger & integration costs -- 0.01 --
EMEA restructuring 0.01 (0.02) --
Other -- 0.01 --
Non-GAAP income from continuing operations, net of taxes, per diluted share $0.33 $0.39 $0.39
Reconciliation of Non-GAAP Financial Information By Segment
Americas EMEA Other (1)
Three Months Ended Three Months Ended Three Months Ended
GAAP income from continuing operations $28,276 $24,192 $2,698 $3,627 ($11,720) ($12,107)
Acquisition-related severance & consulting engagement costs -- 271 -- -- -- --
Acquisition-related depreciation & amortization of property & equipment and intangible write-ups 4,179 5,004 -- -- -- --
Merger & integration costs -- -- -- -- -- 697
EMEA restructuring -- -- 320 (757) -- --
Other -- 436 -- -- -- --
Non-GAAP income from continuing operations $32,455 $29,903 $3,018 $2,870 ($11,720) ($11,410)
Acquisition-related severance & consulting engagement costs -- (3) -- -- -- --
Merger & integration costs -- -- -- -- -- 73
EMEA restructuring -- -- 320 (67) -- --
Other -- -- -- -- -- --
(1) Other includes corporate and other costs.
GAAP income from continuing operations $53,527 $47,779
Acquisition-related severance & consulting engagement costs 1,670 968
Acquisition-related depreciation & amortization of property & equipment and intangible write-ups 17,012 14,823
Merger & integration costs 444 3,848
EMEA restructuring 264 522
Other -- 1,404
Non-GAAP income from continuing operations $72,917 $69,344
GAAP income from continuing operations, net of taxes, per diluted share $0.87 $0.93
Acquisition-related severance & consulting engagement costs 0.03 0.01
Acquisition-related depreciation & amortization of property & equipment and intangible write-ups 0.26 0.24
Merger & integration costs 0.01 0.07
EMEA restructuring 0.01 --
Other -- 0.02
Non-GAAP income from continuing operations, net of taxes, per diluted share $1.18 $1.27
Year Ended Year Ended Year Ended
Acquisition-related severance & consulting engagement costs 1,511 591 -- -- 159 377
Acquisition-related depreciation & amortization of property & equipment and intangible write-ups 17,012 14,823 -- -- -- --
Merger & integration costs -- 106 -- -- 444 3,742
EMEA restructuring -- -- 264 422 -- 100
Other -- 1,404 -- -- -- --
Non-GAAP income from continuing operations $112,529 $110,504 $6,316 $5,910 ($45,928) ($47,070)
Exhibit 10
GAAP income from continuing operations, net of taxes, per diluted share $0.25 - $0.28
Acquisition-related severance & consulting engagement costs --
Acquisition-related depreciation & amortization of property & equipment and intangible write-ups 0.06
Merger & integration costs --
EMEA restructuring --
Other --
Non-GAAP income from continuing operations, net of taxes, per diluted share $0.31 - $0.34
GAAP tax rate 38.8% 11.0%
Acquisition-related severance & consulting engagement costs -- 0.3%
Acquisition-related depreciation & amortization of property & equipment and intangible write-ups -1.0% 5.0%
Merger & integration costs -- 0.8%
EMEA restructuring -0.6% 0.4%
Other -- 0.5%
Non-GAAP tax rate 37.2% 18.0%
Ended Year Ended
March 31,
Acquisition-related severance & consulting engagement costs -- --
Acquisition-related depreciation & amortization of property & equipment and intangible write-ups 9.5% 2.0%
Merger & integration costs -- --
EMEA restructuring -- --
Other -- --
CONTACT: For additional information contact:

redpajama_set_name: RedPajamaCommonCrawl


text:
Women's Lacrosse Team Wins Little Three Title
by Olivia Drake • April 8, 2019
Wesleyan's women's lacrosse team won Little Three victories in 2017 and 2019. (Photo by David Andonian)
On April 3, the women's lacrosse team defeated Amherst College, clinching a Little Three Championship outright with a thrilling 11-10 win.
Little Three Championships are declared when a varsity team from Wesleyan, Williams, and Amherst defeats the other two rivals. The fierce competition among the schools dates back to at least 1910.
Sydney Prokupek '21 scored the game-winning goal just seconds into overtime. In addition to the Little Three title, junior Abby Manning '20 also reached another milestone as she became the fourth player in program history to score 100 career goals.
Wesleyan has now won two Little Three titles outright in the past three seasons.
For complete game details, visit this Wesleyan Athletics press release.
Tags:athletics Little Three title
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text:
Don't Expect Rose McGowan to Ever Back Down from the Fight for Justice: "My Body and Spirit Were Stolen"
With her new book BRAVE, one of the original whistleblowers on sexual assault in Hollywood continues to tell her truth.
By Kayla Webley Adler
For 20 years, Rose McGowan was silenced, harassed, and maligned—this year, she finally felt what it was like to be believed. In October, a New York Times story unleashed a torrent of accusations of sexual harassment and assault against Hollywood mega-producer Harvey Weinstein (the total number of accusers is now 90; Weinstein denies any allegations of "nonconsensual sex"). Included in the report was a mention that, in 1997, McGowan, then a 23-year-old actress fresh off a role in Scream, reached a $100,000 settlement after "an episode" in a hotel room during the Sundance Film Festival.
McGowan has never publicly recounted the details of the assault (though she tweeted, "HW raped me" a week after that NYT story was published), until now. In January, McGowan published BRAVE (opens in new tab), a powerful story of how she reclaimed her life that's half memoir, half instruction manual for dismantling the patriarchy. Here, she discusses what she's endured, how her childhood in the Children of God cult prepared her to take on Hollywood, and the larger #MeToo movement she helped inspire.
Marie Claire: What can you tell us about the book?
Rose McGowan: I compare [Children of God] to the cult of Hollywood. The cult I grew up in is male dominated, male serving, and [women were there to serve men sexually], and I can say the same thing about Hollywood. BRAVE starts with my escaping [Children of God as a child], and then having seven wild years when I was free of that, before I got absorbed into another cult: Hollywood. It's a story of a lot of trauma, but also a lot of perseverance. It's a memoir manifesto, and what that means is, it interweaves my philosophies throughout. I speak directly to the reader often, and it's very different than what people are expecting. Ultimately, it's about teaching people how to be brave in their own lives.
MC: Do you write about what Weinstein did to you?
RM: I do—it's part of my story. I've been telling this story privately and to people in the business for years. I have never been shy about it. I have told people in the media casually, but society wasn't ready yet. The focus of the book is really a lot more about comparing the two cults—that's more interesting to me to talk about than the actual incident. We've heard other women recounting [sexual assault], so you can imagine [what happened to me]. The one thing I will say is: When people think of a hotel room, they think of a small room. These are like presidential suites; these are the entire top floors of a hotel. There are offices and many rooms. It's not like you're walking into a room with a bed. We were set up for meetings despite this man's proclivities and penchant for rape and sexual assault. I look upon that as human trafficking.
MC: You've said you don't want Weinstein's name in your obituary; do you worry about him being forever a part of your story?
RM: I had to make peace with the fact that this monster and I are locked into this death match and probably will be until the day I die, or he does. And it's not fair—all I've ever tried to do is stop an international rapist. That's it.
"All I've ever tried to do is stop an international rapist."
MC: How does it feel to go from being called crazy to being believed?
RM: Well, the fact that I still want the best for the world is kind of amazing. People slandered me for years and years and years. I would say [to them], "Thanks for having a closed mind."
MC: What do you think your career might have been like had this never happened to you?
RM: It's really tragic, isn't it? All of us had our careers stolen. Annabella Sciorra, Asia Argento, all of us, are amazing talents. That's the joke of it all: You had to be pretty talented to work for [Weinstein]. And I would say the public's been stolen from, too. You missed out on our art.
MC: Could the larger #MeToo movement exist without you?
RM: No, I don't think it could because I know what I did behind the scenes. I know all the massive plates I had to spin and the amount of energy, strength, fortitude, and financial risk I took on. I've been working on this for 20 years. I orchestrated the writing of the articles [about Weinstein]—I am behind all of it. I was like, you stupid men think that I'm going to be quiet. They didn't know they had a panther walking around them. They decided, I can abuse this [woman], like I did all the others. They really fucked with the wrong person.
MC: Do you think it has the potential to shift how sexual harassment and assault are viewed from now on?
RM: I know it is. It is happening. We're in it. But we need to keep fighting. I had this realization two days ago. I thought, Oh my God—this is the first time in history women are being believed. And I know this is really triggering for a lot of women and girls who've been hurt. To them, I would say, "Hang tight. It's really, really important. We can't let this die. I'm sorry you're being triggered, but it's really important to get to the truth."
This is the first time in history women are being believed.
MC: What still needs to change?
RM: I want to change the terminology. I think "domestic violence" is ridiculous and cutesy—to me, it's a hate crime. When someone is coming at you in a rage, they have hate in their eyes and hearts. These [terms] were all made up by men, some of whom could be the hashtag #IDidIt. So I don't respect them, nor do I recognize laws about my body made by men. I also see the media use "sexual misconduct." And I'm like, no, it's rape. It's not sex: It's trauma and terror, and it's being hijacked. My body and spirit were stolen—that's theft.
MC: Does it bother you that Weinstein is unlikely to face prison for what he did to you?
RM: It's abhorrent and a miscarriage of justice, and there is little justice for women, but I am going to work to change that. If you can do a flash mob and have a bunch of people dancing at one time in the street, why can't we go and do that at a senator's office? I realized when I had far more followers than [Senate Majority Leader] Mitch McConnell that I was a publicly elected official who couldn't be voted out of office. So I decided to run my life that way.
MC: What's next for you?
RM: It took me a long time to realize I actually hate acting. I have a lot of projects. The first is destroying the propaganda machine—my book will help do that. Then I have an album, a skincare line that's going to upend the beauty industry, and a documentary. It's like a massive social enterprise I've embarked on—I had to have all these things ready for when I strike.
[image id='2621746a-98ce-4b44-903e-5a53f194b539' mediaId='31535d9c-b1e7-4477-8d6c-f8702131a9e3' align='center' size='medium' share='true' caption='' expand='' crop='original'][/image]
(Image credit: Courtesy)
BRAVE (opens in new tab), on newsstands January 30
Kayla Webley Adler
Kayla Webley Adler is the Deputy Editor of ELLE magazine. She edits cover stories, profiles, and narrative features on politics, culture, crime, and social trends. Previously, she worked as the Features Director at Marie Claire magazine and as a Staff Writer at TIME magazine.
Hairstylists Agree: These Are the Biggest Hair Trends for 2023
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"The easiest yes!" Simone wrote about the couple's engagement.


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Ohio State Will Play Home And Home With Oregon In 2032-33
By Patrick MayhornMay 20, 2021 (2:51 pm)Football
Ohio State will make up for the lost 2020 matchup in Eugene against Oregon with yet another home-and-home against the Ducks, according to a report from Eleven Warriors' Dan Hope. The Buckeyes will square off with Oregon for a home-and-home series in 2032 and 2033, more than a decade after the original home-and-home series was set to be played. The two will obviously remain on the schedule for their game this fall, set to kick off in Columbus on Sept. 11.
As first reported by the esteemed @Dan_Hope, Ohio State has added a home and home with Oregon.
Buckeyes at Oregon in 2032 and Oregon back in Columbus in 2033.
That gets OSU in Eugene after last year's game was canceled. Oregon will get $3.5M for its game at OSU this year.
— Bill Landis (@BillLandis25) May 20, 2021
Ohio State will travel to Oregon for the opening stanza of the series, before Oregon makes a return trip the following year to complete the series. As Bill Landis of The Athletic noted, Oregon will be paid for its trip to Ohio State this season to the tune of $3.5 million, significantly higher than the going rate for the traditional one-off nonconference game.
The Ducks are the first team on Ohio State's schedule for both seasons, and will likely serve as the marquee nonconference matchup as the follow-up for Ohio State's 2030-31 series with Georgia.
This move comes shortly after Oregon athletic director Rob Mullens said that the attempt to reschedule the lost game would likely happen much later than many may hope, given the nature of college football scheduling.
"It's probably not (happening) on the timeline that everybody wants, just because of the nature of the way football scheduling works," Mullens said.
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Sierra Institute History
About Indian Valley
Restoration and Field Work
West Shore Project
Adult Restoration Crews
Rural Community Development
Disadvantaged Community and Tribal Involvement Program
Socioeconomic Monitoring
Sierra Fellows
Biomass Heat
Community Build
Sierra Forest Entrepreneurs Program
Indian Valley Wood Products Campus
Collaborative Groups
Sierra to California All-Lands Enhancement (SCALE)
South Lassen Watersheds Group
Lake Almanor Watershed Group
Burney Hat Creek Community Forest and Watershed Group
Youth Stewardship
P-CREWPlumas Conservation, Restoration, & Education in Watersheds
Plumas Conservation, Restoration, & Education in Watersheds
Natural Resource Education
ForestFest
Almanor Updates
P-CREW
Our Talented Team
ANDREA WILSON
Executive Assistant & Office Manager
Andrea joined the Sierra Institute as the Office Manager & Executive Assistant in the Spring of 2021. Andrea is deeply committed to our community and the unique opportunities living in the mountains offer. She has spent most of her life in Plumas County and grew up in the Quincy area. Her work has been community-based, including working as Branch Librarian for the Greenville Library, and General Manager of the local food cooperatives in Quincy and Portola. Andrea enjoys spending her free time with her family and their two dogs, reading a good book, or getting out to enjoy all the beauty of our area.
Contact Information: (530) 284-1022 x 1009; Email: admin@sierrainstitute.us
AMY HAFSRUD
Financial Manager & Youth Recreation Coordinator
For the past 30 years, Amy has led outdoor education and leadership training trips throughout the U.S., including the Rocky Mountains, Sierra Nevada, Southwest, Pacific Northwest, and Alaska. At the Sierra Institute, she co-coordinates the summer P-CREW internship program and was instrumental in the development of the Greenville Outdoor Adventure Learning and Friday Night for Teens programs. In addition to the diverse experience in outdoor leadership programming Amy brings to our youth programs, she has also served as the financial manager for the organization since 1998. In her spare time, you can find Amy hiking with her dogs, working diligently in her garden, and serving as the community mom to the youth of Indian Valley.
Contact Information: (530) 284-1022 x 1003; Email: ahafsrud@sierrainstitute.us
ASIA PFEIFER
P-CREW Program Coordinator
Asia joined the Sierra Institute in the spring of 2021 to support the P-Crew program and pursue her passion for empowering youth through environmental stewardship. Prior to joining the Sierra Institute, Asia led the wilderness monitoring program in San Juan and White River National Forests of Colorado. Additionally, Asia served as a crew leader for Montana Conservation Corps and crew member for Utah Conservation Corps. Somewhere in between, she spent a year traveling through and immersing in Southeast Asian culture. Asia has a B.A. in Anthropology from CSU Chico. She balances her work with backpacking, cooking, and art. No matter where she is, it is her goal to create a space that reflects joy in cultural diversity, passion for environmental justice, and love for the earth and its inhabitants.
Contact Information: (530) 284-1022; Email: apfeifer@sierrainstitute.us
BELLA BLEDSOE
Watershed Coordinator
Bella Bledsoe joined Sierra Institute as the Watershed Coordinator in May 2021. Bella grew up in the San Juan Islands of Washington state, and as a child, she searched for newts along forest trails and boated in the Salish Sea. Bella graduated with a degree in Ecology and Evolutionary Biology from the University of California, Santa Cruz. She recently finished her master's degree in Environmental Justice and Geospatial Data Sciences at the University of Michigan. In her free time, Bella enjoys walking, swimming, and painting. She is excited to explore the local mountains and forests and to get to know the surrounding community.
Contact Information: (530) 284-1022 ; Email: ibledsoe@sierrainstitute.us
CORRINNE SCIESZKA
Rural Community Development Project Specialist
Corrinne joined the Sierra Institute in Fall 2020 as a Rural Community Development Apprentice and now works as a Project Specialist. She graduated from the University of Michigan with a dual B.S. in Ecology, Evolution, and Biodiversity, as well as Environmental Studies, with a specialization in environmental law and policy. Before coming to the Sierra Institute, she worked on research involving climate change adaptation policy, as well as coastal resiliency, in local-level Michigan communities. She is excited to bring this experience to California, focusing on projects related to climate change vulnerability, disadvantaged community involvement in natural resource decision-making, and sustainable rural community development. Outside of the office, she likes running, reading, or playing tennis.
Contact Information: (530) 284-1022 x 1012; Email: cscieszka@sierrainstitute.us
DANIELLE BERRY
Stewardship Project Manager
Danielle began working for the Sierra Institute in 2019 as the Stewardship Project Coordinator and is involved in both the collaborative forest stewardship and wood utilization initiatives. Prior to this, she served as the Sierra Institutes' Collaborative Landscape Stewardship Apprentice. She recieved a B.S. in Biology from CSU Bakersfield and an M.S. in Environmental Policy and Management from UC Davis. Born and raised in the southern San Joaquin Valley, she spent her free time in Sequoia and Kings Canyon National Parks where she revered the studies of John Muir and developed a passion for the outdoors. Throughout her time working within private, public, and NGOs sectors, Danielle has acquired a range of experiences and has come to recognize the importance of interdisciplinary communication in the implementation and effectiveness of environmental stewardship. As an advocate for the conservation of natural resources, she is interested in the application of environmental science to real-world environmental policy and management issues. When Danielle is not working you will likely find her partaking in the many adventures the Sierras have to offer.
Contact Information: (530) 284-1022 x 1018; Email: dberry@sierrainstitute.us
JAKE NORMAN
Collaborative Forestry Field Operations Specialist
Jake began working seasonally with Sierra Institute in the summer of 2019 as a PCREW leader. In the subsequent years he has worked as a member of the forestry field crew, wilderness fuels module in Lassen Volcanic National Park, and as a leader for the Sierra Institute trails crew. He has also previously worked in various restoration efforts in areas ranging from the prairies and wetlands of Wisconsin and Illinois through the desert mountains of Arizona and Nevada. Jake is excited to join the SI team as a full time employee and to continue to work on protecting and restoring the natural areas he is lucky enough to find himself in. In his spare time he enjoys music, writing, reading, and sitting still under a good tree.
Contact Information: (530) 284-1022 ; Email: jnorman@sierrainstitute.us
JONATHAN KUSEL
Jonathan founded the Sierra Institute in 1993 and has directed the organization ever since. He received a Ph.D. in Natural Resource Sociology and Policy from U.C. Berkeley, where he was an instructor before launching Sierra Institute. His dissertation focused on how rural northern Sierra communities changed following the departure of their wood products anchor businesses. This work, at the intersection of community and forest and watershed health formed the basis for the Sierra Institute's mission and approach. He also holds a Masters in Forest Science from the Yale School of Forestry and Environmental Studies. Jonathan lives in Indian Valley with his wife, Amy, and two dogs, Dobby and Sadie. In the rare occasion that he's not working to promote rural well-being or advance opportunities for his organization, you can find him hiking around the valley or coaching the varsity boys basketball team at Greenville High School.
Contact Information: (530) 284-1022 x 1001; Email: jkusel@sierrainstitute.us
KRISTIE DAILEY
Kristie joined the Sierra Institute in October 2019 to assist our Financial Manager Amy Hafsrud. Kristie grew up in the Sierra Nevada Mountains in our neighboring town of Quincy, CA. She spent 10 years in upstate New York, in the Adirondack Mountains but returned to the area in 2010. Kristie has a variety of work experience in Billing, State and Federal Program Case Management and Human Services. When not at work she enjoys spending time with her boys and enjoying the abundant outdoor activities provided in Plumas County, including kayaking on the local lakes and rivers.
Contact Information: (530) 284-1022 x 1203; Email: kdailey@sierrainstitute.us
KYLE RODGERS
At Sierra Institute, Kyle manages our work with a growing network of collaborative groups working on forest management issues across California, and rural development efforts focused on rebuilding capacity in forest communities across California. Kyle brings a diverse background to this work that includes surveying hemlock trees and monitoring bog turtles on the Blue Ridge Parkway, studying human dimensions of endangered species conservation planning across the Southeast, and prior work at the Sierra Institute on a range of projects from watershed coordination to youth programming. When he isn't at the office, you might find him coaching youth soccer or hiking with his wife and dog. Kyle holds a BS in Conservation Biology from Clemson University and a MS in Wildlife and Fisheries Science from the University of Tennessee.
Contact Information: (530) 284-1022 x 1013; Email: krodgers@sierrainstitute.us
NOAH ABRAMSON
Water Resources Project Coordinator
Noah works with Sierra Institute's team of specialists taking on complex land management issues, focusing his efforts on projects that help protect and improve water resources in forested watersheds. Noah holds a B.S. and a M.S. in Geology where he studied geomorphology and surficial processes and has worked as a wellsite geologist in the geothermal energy industry and as an engineering geologist for the California Department of Water Resources where he focused on sustainable groundwater management and conjunctive water use programs in Northern California. In his free time, Noah enjoys exploring the outdoors by mountain bike or fishing for trout on local rivers.
Contact Information: (530) 284-1022; Email: nabramson@sierrainstitute.us
SOPHIE CASTLETON
Resource Specialist
Sophie works with Sierra Institute's team of natural resource specialists to plan forest restoration projects and scale up these efforts within the South Lassen Watershed Group boundaries. Sophie holds a BA from UC Davis in International Relations: Global Health & Environment and minors in Environmental Policy and Spanish. She brings natural resource management and restoration experience to Sierra Institute from her time working for federal agencies, including the Tongass National Forest and the Bureau of Land Management in New Mexico, as well as experience working with an environmental consulting firm performing wetland restoration and invasive cordgrass control. Prior to Sierra Institute, Sophie spent her winters teaching skiing in various parts of the Sierra, Utah, and Japan and loves exploring the local mountains with her dog Lupin.
Contact Information: (530) 284-1022 x 1006; Email: scastleton@sierrainstitute.us
SPENCER LACHMAN
Spencer joined the Sierra Institute in the fall of 2020 and helps coordinate the organization's collaborative forestry efforts at the local and state levels. Spencer received a B.S. in Ecosystem Science and Restoration and a minor in International Development Studies from the University of Montana. He is excited to be working at the intersection of landscape management and community wellness. He worked previously in wilderness and recreation management in northwestern Montana and has studied forest demographics across the varied ecosystems of the southern Sierra Nevada with the USGS Sequoia-Kings Canyon Field Station. Spencer is passionate about big wall rock climbing, trying to learn to kayak, and he loves a good game of cribbage.
Contact Information: (530) 284-1022 x 1020; Email: slachman@sierrainstitute.us
VIRGINIA PRITCHARD
Hydrology Project Specialist
Virginia began working with the Sierra Institute in the fall of 2020. She focuses on projects that protect and improve water resources and forest hydrologic processes including watershed assessment, environmental compliance, and restoration projects. She graduated from Oregon State University in 2016 with a dual B.S. in Environmental Science and Microbiology and began working for the Forest Service in watershed assessment, monitoring, and research. She also volunteered for Salmon Watch conducting outdoor education programs on salmon ecology for K-12 students across Oregon. In her free time, Virginia enjoys backpacking, biking, reading, writing, and being creative in general.
Contact Information: (530) 284-1022 x 1010; Email: vpritchard@sierrainstitute.us
ZOE WATSON
Rural Community Development Program Manager
Zoe joined the Sierra Institute in the Spring of 2020 as the Rural Community Development Program Manager. At the Sierra Institute, she works to improve rural water systems, secure rural forestry jobs, and support rural health and well-being. Zoe earned a BA in Political Science at UC Santa Barbara and an MS in Community Health at MSU Bozeman where she investigated the effect of climate change on food systems and women's health in fishing communities in Arctic Greenland. She is
currently working toward a Ph.D. in Community Health from the OHSU/PSU School of Public Health. Her research has focused on social and environmental drivers of health inequities. This includes research on housing instability, food security, and air quality. Zoe grew up in the southern Cascades and enjoys skiing, mountain biking, rafting, and kayaking throughout the Cascades and the Sierras.
Contact Information: (530) 284-1022 x 1011; Email: zwatson@sierrainstitute.us
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Taylorsville, CA
Robert Doty
Partner at Cox, Castle & Nicholson, LLP
San Fransisco, CA
Sheri Elliott
Retired Budget Director for the US Forest Service, Washington Office.
Nevada City, CA
Beth Rose Middleton
Associate Professor, University of California, Davis
Davis, CA
Logan McCoy
Vice President, Sustainability Solutions Product, ISS Corporate Solutions
Gerry Gray
Forest Policy Consultant for the Utah Division of Forestry, Fire, & State Lands
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Climate Action Reserve
Ukiah, California
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Almanor Basin, CA
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Collins Pine Company
Chester, CA
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Meadow Valley, CA
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Jim Branham
Retired Executive Officer,
Sierra Nevada Conservancy
Help Us Promote Vibrant Rural Communities
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info@SierraInstitute.us
© 2020 Sierra Institute


What a glorious late Summer morning for this our maiden trip to Elstead in the picturesque Surrey countryside.
Ashridge started with no little promise, taking the game to the hosts, and carving out several opportunities. Ironically the opening goal came as the result of a counter-attack after Elstead's first foray into the Ashridge half. On 16 minutes Dan launched one of his defence-splitting passes, which releasee Ted who calmly lobbed the on rushing keeper.
The home team came close to an equaliser after an Ashridge foul throw (!) enabled the home team to attack the area only for the shot to flash wide of the post.
On 22 minutes, more magic from Danm who created a chance on the eegde of the box. His shot was poised for the top corner before the keeper scrambled it away for a corner. justice was done when Dan netted from the corner after Ted's shot was partially cleared. Ted made it 3-0, converting George's cross on 28 minutes after an excellent build-up. The following minute Dane scored again after an assist from Ted after an excellent pass from Luke.
On 33 minutes an unplayable Ted took the ball down the left, refused to go down when scythed by the defender and then bamboozled the keeper beating him at his near post to complete a hat trick.
Ashridge added 3 in the first 4 minutes of the half, Ben C scoring with a shot from 25 yards, set up by George, and then Alex converted his hat-trick with assist from Owen and then Ben C.
In spite of the scoreline, the game never degenerated into fiasco, as the home team showed great bravery and a willingness to continue in their own individual battles. Ashridge kept the ball well and finished in a clinical fashion.


text:
The value of a growth mindset
Home > Sports	> NRL
Anthony Seibold	- Contributor
I was a teacher once. I was also a university lecturer.
They're noble professions and ones I very much enjoyed. For quite some time, I thought my post-footy career would be in teaching or academia. I wouldn't have been upset had that been the case.
But things turned out differently. And as luck would have it, teaching was quite possibly the best thing that could've happened to me in terms of my evolution as a rugby league coach.
It instilled in me a sense of curiosity and a quest for knowledge that never, ever ends.
It has taken me on adventures all over the world, prompted conversations with people I would never have imagined meeting and, ultimately, delivered me right here to the South Sydney Rabbitohs.
I didn't jump at the Souths job straightaway, which might sound a bit strange for someone who worked mostly as an assistant coach for more than a decade. It was the teacher in me. I wanted to have a good think about things and make sure it was an environment where I could deliver the things I wanted to deliver.
Before I signed, I wrote down four things. Some might call them KPIs but, to me, they were the culmination of four decades of learning – the pillars to what I thought would make a successful footy club:
Could I deliver a competitive performance?
Could I build effective relationships among the players and staff?
Could I develop and improve players and track that?
And, finally, could I put into place a successful game model?
To this day, these are the factors I judge myself on. I think about them all the time.
LESSONS GOOD & BAD
I finished playing in England with Hull Kingston Rovers at the end of 2004. I returned to Brisbane to teach at Clairvaux MacKillop College and coach the first XIII. I also played Queensland Cup for the Clydesdales, the Broncos' feeder team, that year.
They were mostly young blokes. Sam Thaiday, Neville Costigan, Tom Learoyd-Lahrs and Berrick Barnes were all there. They were between the ages of 18 and 21. I was 31 and in the twilight of my playing career.
The Broncos, through Peter Nolan and John Dixon, asked me to return and mentor the Clydesdales. Between that and working with Clairvaux MacKillop's team, my interest in coaching had been piqued.
But coaching was still by no means a done deal for me. There were many twists and turns ahead.
I went back over to the UK with John Dixon to coach a team called the Celtic Crusaders.
I returned home after 12 months and took a good job at the University of South Queensland lecturing at the Faculty of Education. It was a terrific job. I felt like I had found my niche. I continued with it for 16 months.
Then came another opportunity in the UK – a dual role with the Celtic Crusaders as football manager and assistant coach. They were about to break into Super League. They'd been formed by the RFL.
At the time, there were a lot of issues. Players and staff were getting paid three or four weeks late. We also found out the club hadn't been paying into our pension scheme. It was difficult on a personal note, living on the other side of the world with a wife, three kids and pay cheques arriving a month late. And it also caused a lot of disgruntlement among the players. We felt the RFL didn't care.
The experience taught me what not to do as a coach and a boss, how not to care for people. It also showed me the importance of getting the off-field element right.
Achieve that and everyone can focus on their jobs.
There have been so many positive coaching experiences, too.
I was head coach at the South Wales Scorpions and was named Championship Coach of the Year in 2010, their inaugural year in the UK Championship competition. I also coached the Mackay Cutters, the feeder team at the Cowboys for a few years. I coached at the Storm – first with their under 20s and then as a skill development coach to the NRL team under Bellyache. I had a year at Manly under Trent Barrett, so I understood the challenges a rookie coach goes through in the NRL. And I had one year with Madge, who had been at the Rabbitohs a long time and achieved a lot of success.
I didn't jump at the Souths job straightaway, which might sound a bit strange for someone who worked mostly as an assistant coach for more than a decade. It was the teacher in me.
Working in the emerging Queensland Origin program from 2012 was the perfect way to round out my coaching apprenticeship. It was part of my life for more than five years, including the 2016 and 2017 campaigns as Kevvie Walters' assistant.
I'd worked with Smithy, Bill and Cooper at the Storm but getting to see how JT, Darius Boyd, Matt Scott, Corey Parker up-close – players who had achieved so much in the game – preparing and focusing was very educational.
So by the time the Rabbitohs opportunity came around, I wasn't nervous.
I felt like I was ready for the role. I had drawn great confidence from my coaching experiences through the years. And because of my academic background, I had a good understanding of performance and research in and around high performance.
Posted by South Sydney Rabbitohs on Thursday, 14 June 2018
WANTED: CREATIVE THINKERS
I am forever trying to engage interesting people, creative thinkers, whether they're within rugby league or outside. I reckon it's important to look outside the box in search of better ideas. It's a big world out there. In rugby league, we can be guilty of being too insular at times.
Let me tell you the story of Kannon Rajah.
If you don't know him, he's an old Sydney High student who has gone on to become one of the most successful fashion directors going around. He's run the Victoria's Secret runway event and pretty much every major fashion show around the world. Google him. It's pretty impressive reading.
Kannon is a very creative bloke. We keep in touch all the time. He really challenges my thinking.
There are so many experiences from his high-pressure world that I can relate to my own. They've got to get it right on the night. If he doesn't, tens of millions of people all over the world see it. As director, he's got to plan well, prepare well. He's got to make the models accountable, as I do with the players.
Todd Sampson is another I've sought out. I emailed him out of the blue one day. I'd watched his documentaries Redesign My Brain and Body Hack and seen him on Gruen. He's been the CEO of Leo Burnett and sits on the boards of Qantas and Fairfax.
He had no idea about sport, no real interest in it. He replied, 'I don't know how I can help you but I'm happy to meet up'. We met for lunch at midday and finished up after 5.30pm. It was a great chat and it gave me plenty to think about in terms of his approach to shaping businesses, leadership, the mind and many other things in between.
Eddie Jones was another guy who didn't know me from a bar of soap.
I arranged a chat with him when he returned home over Christmas after a big year coaching the England rugby team. We've stayed in touch regularly since.
I've spent time with netball coaches, hockey coaches … just about every sport you can think of. I've learnt a lot from AFL and have invested heavily in building relationships with AFL coaches. Luke Beveridge at the Bulldogs and Ken Hinkley at Port Adelaide are two guys I've built a really good rapport with, among others.
It doesn't matter what sport you coach or what line of work you're in. There are many transferable learnings. As a coach, you're trying to get the best out of individuals and the group. This isn't unique to rugby league or sport.
In rugby league, we can be guilty of being too insular at times.
I spent a bit of time at Harvard University last October studying a course I'd enrolled in before I landed the Souths job. As someone who had studied a Bachelor of Teaching and a Masters of Education, the idea of learning at one of the world's leading academic institutions had plenty of appeal.
I went there by myself. I didn't know anybody else in the course. They were all CEOs, general managers and financial directors from different corporations around the US. I was just another bloke in a suit.
The others in the course had no idea about what rugby league was. Explaining it was hard. I thought the easiest way to get through to them was to drop Russell Crowe's name and tell them I coached the team he owned. That did the job!
The course I completed was called Building Effective Teams. It was designed around business, but there was a lot of crossover in terms of what I wanted to implement at the Rabbitohs.
The main thing I learned were the number of stages you go through as a team: forming, storming, norming, performing and reviewing.
We were still forming as a team through those early rounds this season. With any successful team, there's invariably a rough stage at the start. I'd say we're through the storming phase and entering a norming period now. There is a lot of growth left in this team.
I'm a big reader, too. The bookshelf in my office is chockers.
Win Forever by Pete Carroll, the Seattle Seahawks coach, is one of my favourites.
So is Mindset by Carol Dweck. She's a lecturer at Stanford University. I talk to the players all the time about the 'growth mindset' she outlines in her book.
Dweck writes that you can either have a fixed mindsight – put simply, where you are in life right now is where you'll always be – or a growth mindset. That means you'll take on feedback and consider ways to improve. That really resonated with me.
The Art of Coaching by David Wheadon is another. David is an AFL mentor and someone I met during my time in Melbourne. He's an absolute gem. There's a lot of wisdom in what he says and what he writes. He rang me not long ago to congratulate me on how Souths are going. I was stoked.
I've also been lucky enough to observe first-hand some of the best sporting programs in the world – the New York Giants, the Philadelphia Eagles, UCLA, Stanford and the University of Washington. Kannon knows the Russian owners of the Brooklyn Nets, who introduced me to Sean Marks. He was the first Kiwi to play in the NBA and is now the general manager of the Nets. Fascinating bloke.
With all these conversations and experiences, I'm not looking for people to tell me how to coach.
It's not about copying someone else's blueprint. I know what works for me.
What I am listening out for are ideas. You might take one from a six-hour conversation, but that might be the idea that gives an edge over your competition.
I guess I'm curious, and I enjoy being exposed to new ideas.
THE EUREKA MOMENTS
There were five foundation stones we identified at the start of the year that we wanted to build the club around: character, culture, preparation, game model and fun.
We're not there yet by any means, but there have been a few little Eureka moments this year.
The first came at the back end of pre-season. We like to train fast – well above game speed – and that was quite different to the way the players and staff had been preparing previously. It's not an easy adjustment. There was a period over a few weeks towards the end of pre-season where you could see the guys getting it. They were truly comprehending what it was I wanted them to do. We weren't the finished product, but the signs were there.
Another significant moment was Round 5, a game we lost.
We hardly had any football, something like 30% of possession, against the Dragons at halftime. Yet we were only down 8-2 at the break. St George Illawarra eventually won the game 16-12. We went really close to beating them at Kogarah on a Friday night, competing so hard for so long with limited possession.
I said to the players after the game that I thought it was a real turning point in our season. We'd won two of our first four games to start the season, but it was in that game against the Dragons that we demonstrated what we could do as a group when we dug in.
I'm not looking for people to tell me how to coach… I know what works for me. What I am listening out for are ideas.
Origin was another important period for us. We had four Origin representatives this year. That's an equal record for the Rabbitohs. It was a fairly new challenge to the club in many ways.
I drew on experiences from my previous roles. As an assistant with Queensland – and having spent time with the Storm, who always lose a lot of players to Origin – I had a reasonable idea of the physical and mental pressure Origin puts on players, both when they're in state camp and when they report back to their clubs.
We managed the players' programs between games. I'm happy with how we did it.
We're out the other side now.
I'm proud of the Rabbitohs who played Origin, proud of the players who filled in for them and proud of the rest of the squad in the way they managed the changes going on around them.
There's still plenty of work to do, but it was an important stepping stone.
SUTTO
I'd like to finish this piece with a few thoughts on John Sutton ahead of his 300th game this weekend.
Sutto is one of the smartest players I've ever coached. He understands the game implicitly.
One of the reasons he is playing so well this season is the work he put in during the pre-season. He broke a few personal bests in the gym – a new record for bench press and a new PB for one of our pull exercises.
That's pretty amazing for a bloke approaching the age of 34.
Sutto, Greg Inglis and Sam Burgess are our leaders. I give them a lot of ownership and empower them to make decisions. Sutto makes other players accountable at training. He's not afraid to speak up if he sees something that needs addressing.
On the field, honestly, he's been a joy to watch. Some of the plays he's put on for his teammates can't help but make you smile as a coach. Our approach to training and our game model have probably helped him. We've developed a game that plays to his strengths.
John Sutton has done it all in rugby league at this club. He's won a premiership, played positions across the field. To see him this motivated and energised approaching his 300th NRL game is nothing short of inspirational. It lifts everyone around him.
You can't help but love a player like that.
More about: Anthony Seibold | Coaching | Eddie Jones | England rugby league | Greg Inglis | John Sutton | Kevin Walters | Queensland Maroons | Russell Crowe | Sam Burgess | South Sydney Rabbitohs | State of Origin


text:
Colin Campbell (* 31. August 1938 in Paisley) ist ein schottischer Politiker und Mitglied der Scottish National Party (SNP).

Leben
Campbell besuchte die Paisley Grammar School und das Jordanhill College of Education. Er studierte dann an der Universität Glasgow und war anschließend als Lehrer tätig, wobei er schließlich zum Schulrektor aufstieg. 1999 wohnte er in Kilbarchan.

Im Jahre 1976 trat Campbell in die SNP ein. Ende der 1990er Jahre gehörte er zur Parteiführung und war Parteisprecher für Verteidigung. Erstmals trat er bei den Britischen Unterhauswahlen 1987 zu Wahlen auf nationaler Ebene an. In seinem Wahlkreis Renfrew West and Inverclyde erhielt er jedoch nur rund 10,1 % der Stimmen und verpasste damit das Mandat für das Britische Unterhaus deutlich. Bei den Unterhauswahlen 1992 konnte er seinen Stimmenanteil verdoppeln und bei den Unterhauswahlen 1997 im neugeschaffenen Wahlkreis West Renfrewshire um weitere 5,3 % steigern, was jedoch jeweils nicht zum Gewinn des Direktmandates reichte.

Bei den ersten Schottischen Parlamentswahlen im Jahre 1999 bewarb sich Campbell um das Direktmandat des Wahlkreises West Renfrewshire, unterlag jedoch der Labour-Kandidatin Patricia Godman und verpasste damit das Direktmandat des Wahlkreises. Da Campbell jedoch auf dem ersten Rang der Regionalwahlliste der SNP für die Wahlregion West of Scotland gesetzt war, erhielt eines von vier Listenmandaten für die SNP in dieser Wahlregion und zog in das neugeschaffene Schottische Parlament ein. Ab Juni 2001 fungierte Campbell als Parteisprecher für Verteidigung. Zu den folgenden Parlamentswahlen 2003 trat Campbell nicht mehr an und schied zum Ende der Legislaturperiode aus dem Parlament aus.

Weblinks
 Informationen auf den Seiten des Schottischen Parlaments

Einzelnachweise

Abgeordneter im Schottischen Parlament
Mitglied der Scottish National Party
Politiker (20. Jahrhundert)
Politiker (21. Jahrhundert)
Schotte
Brite
Geboren 1938
Mann

redpajama_set_name: RedPajamaWikipedia


If you have read our beginner's guide to Monero, you would know that this privacy coin is making quite a wave in the crypto scene of late because of its myriad features that give it an edge over many of its competitors. Should you invest in Monero? What does the price outlook look like? What are the reasons you should invest in Monero?
Recently, in the last couple of days, experts have been predicting a bullish upswing for Monero in the short-term period. Its price is expected to rise for a while, giving investors quite a bang for their buck. The Stochastic Oscillator for the Monero cryptocurrency seems to be moving from the oversold region and the signal appears to be moving upwards. This clearly signifies that there might be an upward trend in the price of Monero in the short-term.
While cryptocurrencies are often assumed to be anonymous, they are not exactly so. Especially Bitcoin possibly opens up your transactions to public knowledge by hosting the public keys on the openly accessible database. While there are certain roundabout ways to make Bitcoin transactions anonymous, they are not inherently private. Hence, a coin like Monero is very private, as it uses features such as confidential addresses and ring signatures.
Monero has a key characteristic that money has: FUNGIBILITY. This means that one unit of Monero is interchangeable with another unit of Monero easily and immediately upon demand. This is because its great privacy features ensure no old transactions are captured in the records to take away a coin's interchangeability.
If you read our article about how to mine Monero, you would know that it is incredibly easy to mine,unlike one of the older cryptocurrencies, like Bitcoin, the oldest. This ease is expected to boost adoption rates, which in turn should increase prices and take the investment potential upward.
We all know that Bitcoin has a scalability issue that has proven hard to deal with. A lot of it stems from the fact that Bitcoin has a block size of maximum 1 MB. As a result, to cannot handle too many transactions at a go and this slow operation hampers the scale at which it can be adapted, as the prices go up and the efficiency gets reduced. Monero solves that issue by not having a maximum block size at all. Instead it has a block reward penalty. It is meant to stop unscrupulous miners from blocking the network.
All these factors make Monero a smart cryptocurrency with great potential, and investors should definitely check that out. However, before you go ahead and add Monero to your crypto portfolio, do check out other altcoin options as we have made you a list of best altcoins to invest in, in 2018.


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text:
Journal of Financial Therapy
NPP > JOURNALS > JFT > Vol. 10 (2019) > Iss. 1
Book Review: Financial Recovery
Nathan Astle, Kansas State University
Astle, N. (2019). Book Review: Financial Recovery. Journal of Financial Therapy, 10 (1) 9. https://doi.org/10.4148/1944-9771.1206
Business Commons, Counseling Psychology Commons, Family, Life Course, and Society Commons, Social Psychology Commons, Social Work Commons
All Issues Vol. 13, Iss. 2 Vol. 13, Iss. 1 Vol. 12, Iss. 2 Vol. 12, Iss. 1 Vol. 11, Iss. 2 Vol. 11, Iss. 1 Vol. 10, Iss. 2 Vol. 10, Iss. 1 Vol. 9, Iss. 2 Vol. 9, Iss. 1 Vol. 8, Iss. 2 Vol. 8, Iss. 1 Vol. 7, Iss. 2 Vol. 7, Iss. 1 Vol. 6, Iss. 2 Vol. 6, Iss. 1 Vol. 5, Iss. 2 Vol. 5, Iss. 1 Vol. 4, Iss. 2 Vol. 4, Iss. 1 Vol. 3, Iss. 2 Vol. 3, Iss. 1 Vol. 2, Iss. 2 Vol. 2, Iss. 1 Vol. 1, Iss. 1
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[STOTS Communications, South Canaan, PA] St. Tikhon's Seminary Mission Choir visited Sts. Peter and Paul Church, in Lorain, Ohio. His Grace, Paul, Bishop of Chicago and the Diocese of the Midwest made a pastoral visit to the parish the same weekend. The mission choir sang the responses for Vespers. After Vespers a fundraising dinner was held. The Mission Choir sang a brief program of music, led by Benedict Sheehan, Director of Music, as part of the dinner.
The following morning Fr. Joseph McCartney (STOTS Class of 2010), Parish Rector, was awarded the Gold Cross by Bishop Paul. After Divine Liturgy Sam and Kathy Jacob hosted a wonderful luncheon for the choir members. May God grant Fr. Joseph, Protodeacon Edward, and parish faithful many blessed years!


When planning your finances for the future, there are few things likely to be as complicated as your tax liabilities. Inheritance Tax on any property you own is no exception.
The complexity of the subject makes it one on which independent financial advice is likely to be necessary if you are to manage the liabilities to be borne by your estate when you die.
This is especially true in the light of HM Revenue & Customs (HMRC) apparently taking a more rigorous approach to raising the tax, receipts for which have surged by almost 23%, to more than £2 billion in the four months since March 2017, according to a report in Health Insurance Daily on the 25th of July.
The rules on Inheritance Tax and the amount for which you may be liable on any property you own when you die is outlined on the official government website.
This explains the current 40% rate of Inheritance Tax which is payable by your estate over and above a basic allowance of £325,000.
If your entire estate is left to your spouse, civil partner or certain charities, however, no Inheritance Tax is payable.
If the home in which you lived is left to your children, any adopted children or grandchildren, there is a further allowance – called Transferable Main Residence Allowance (TMRA) – of £100,000 added to your basic allowance (i.e. a total of £425,000) before it is liable to Inheritance Tax.
But there are additional reliefs and exemptions – relating to gifts, business relief and agricultural relief – which may affect the amount of Inheritance Tax paid by your estate.
As with practically every other source of taxation, Inheritance Tax, the rates it attracts and the allowances available, are subject to change in response to government decisions.
If you want to pass on your family home as a gift to your children, this is one way of avoiding Inheritance Tax.
This needs to be done at least seven years before your death, although you may continue to live in the property provided you pay rent to the new owners – the children to whom you have passed ownership – continue to pay your share of the bills and live there for a minimum of seven years.
A more common way of ensuring that your children eventually inherit the property and avoid the Inheritance Tax liability, however, may be to put the property in trust.
Putting the property in trust again involves a transfer of ownership – in this case to the trust itself. Once done, and with ownership transferred to a trust, the property is no longer part of your estate and, so, typically avoids liability for Inheritance Tax.
An important consideration when making that transfer, however, is property in trust insurance.
Trustees have a legal duty to ensure that safeguards remain in place for the protection of the property for which they are responsible and this means arranging specialist property in trust insurance which recognises that the home is under the new ownership of the trust.
Property insurance needs to be written in the name of the trust, therefore, and the addresses of trustees and any legal representatives need to be properly identified in all correspondence between the trust and insurers – so that documentation such as renewal notices or any variation in the terms and conditions of the insurance policy reaches the appropriate destination.


HONG KONG (MarketWatch) — Chinese Premier Wen Jiabao said Monday that it was "not right" to compare the nation with countries rocked by political turmoil in the Middle East and North Africa, according to state-run media reports.
"We have embarked on a development path that fits China's national conditions," Wen said, according to a report in the Xinhua news service, adding that mainland China was still a developing nation with a large population, a weak economic foundation and development that was uneven across sections of the nation.
He said that different countries can chart their own paths for development, and that while China respects "the choice of their people," the nation never sees its own course as a "model" for other countries to follow.
The comments came as unrest spread across nations in the Middle East and North Africa, resulting in the overthrow of regimes in Tunisia and Egypt and an uprising in Libya that has polarized the oil-rich nation between forces loyal and opposed to leader Col. Moammar Gadhafi.