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By J. M. Garcia

This paper highlights several management practices from the oil and gas industry to support the proposition that financial performance in the finite, non-renewable resource business relates more to upstream rather than downstream activities. Based on the analysis of nine oil and gas companies, this study supports a previous study involving fourteen mining companies that showed reserves growth is one of the main levers of value creation in mining. Interestingly, this study also finds that the oil and gas industry has been historically more profitable than mining. The reason, it is argued, is that oil and gas companies count on management practices that focus primarily on the upstream segments of the business, compared to the traditional downstream focus of mining. This paper delves into these ideas to conclude that what mining may need to improve its competitive advantage is a new organizational framework. Another conclusion is that the upstream management focus is vital not only for strategy formulation in the resource business, but also for policy formulation in economies based on the export of finite, non-renewable resources.

Jan 1, 2011

By William S. Brack

The mining industry is very capital intensive. Competition for shareholder investment has never been greater. Among our challenges is the need to meet shareholder expectations (return on investment), and one area of focus lies in our ability to deliver value on our capital investments. Our ability to meet project expectations affects not only the economics associated with the immediate project but also directly influences our ability to finance future projects. Moreover, our ability as individual companies to attract investor capital is influenced by how we have done overall as an industry, and our industry track record has not been that stellar. With safety, scope, cost, schedule, and quality as guiding principles, our project managers today must address high expectations on every project. This paper examines some items that should be on today's project management checklist. PROJECT ENGINEERING Herbert Hoover, himself a mining engineer, said Engineering is a great profession. There is the fascination of watching a figment of the imagination emerge through the aid of science to a plan on paper. Then it moves to realization in stone or metal or energy. Then it brings jobs and homes to men. Then it elevates the standards of living and adds to the comforts of life. That is the engineer's high privilege.

Jan 1, 2004

By S Cossfo Torres

Minera PenmontÆs gold mine, La Herradura, is located at the northwestern Mexican state of Sonora and consists of an open pit mine and heap leaching facility for the recovery of gold. The production began in July 1998, and today La Herradura produces about 200 000 oz of gold per year. Standard sampling and assaying protocols were established during exploration based on heterogeneity tests. However, at deeper zones of the pit, coarse gold became evident and it was necessary to develop a new sampling protocol in order to minimise the fundamental error and improve the metallurgical accounting. This new sampling protocol requires cyanide leaching the whole pulverised sample from the blasthole, assaying pregnant solution and fire assaying 50 g of tailings. A sampling study was performed on 195 blasthole samples analysing gold under the standard and new protocols. The new protocol demonstrated that the original one underestimated gold grade by approximately 27 per cent, with impacts on ore misclassification and metallurgical accounting. According to the ore grade control system, mineral with gold grade above 0.35 g/t was sent to the leach pad and mineral with lower grade was classified as waste. Based on the sampling study, it was decided to classify a low-grade ore with gold assay between 0.20 and 0.35 g/t which was stored for future treatment under better gold prices or should mine production decrease. These two conditions were present during 2005 and 2006, when about 3.5 Mt of low-grade ore were leached.

Jan 1, 2008

The OptiPit® software program is developed based on expertise gained at the Colorado School of Mines (CSM) using Mixed Integer Linear Programming (MILP) techniques. This program has been developed to satisfy the need in the mining industry for a multi-time period schedule and cutoff grade optimization tool that handles large scale open pit and underground mining operations involving many dumps, stockpiles, complex processing options and blending requirements. The current software (or earlier development versions) has been beta tested and used on various large scale projects within Placer Dome Inc., Newmont Mining Corporation, and Phelps Dodge Corporation since 2003. Through the use of this software, these companies experienced additional value creation by optimizing mine sequences, cutoff grades, material process flows and stockpiles under complex operational and processing constraints. This paper will present simple case study results to demonstrate the power of OptiPit® when used as a cutoff grade optimization tool. Furthermore, the paper will show, by example, how significant the difference in the Net Present Value (NPV) of a given project can be, depending on whether results are obtained by way of cutoff grade optimization using OptiPit®, or by using traditional breakeven cutoff grade approach.

Jan 1, 2007

By M. A. Vergara, J. A. Botín

"The decline of the “super cycle” has placed an end to a decade of production-focused strategies, with operating cost growing at rates higher than production. Today, the sector is placed on a tough ride and forced to shift focus to cash preservation and efficient cost management. However, most cost management systems in the minerals industry are not conceived as value driving tools but to meet financial accounting and reporting needs. This research draws from a the development of an innovative cost management methodology that applies Activity-Based Bottom-Up cost budgeting and continuous improvement tools to develop a value-driven cost management system for sustainable improvement of operational efficiency and cost reduction. The methodology was successfully tested in the Andina underground mine III Panel sector of Corporation del Cobre (CODELCO), in Chile. INTRODUCTION Cost management is fundamental to profitability of any industrial project. Even more essential in mining, an industry that deals with commodities, which prices are dictated by the market and are beyond the management capacity of the company. The end of the mining “super cycle” and the advent in 2008 of the Global Financial Crisis (GFC), placed an end to a decade of production focused strategies, with operating cost growing at rates higher than production. The sector was placed on a tough ride and forced to shift focus to cash preservation and efficient cost management. Many mining companies have seen themselves into the urgent need of cost management systems capable of achieving sustainable productivity gains and consistent profitability. Cost management is composed of three main processes: estimation, budgeting and control [1]. A number of conventional techniques have been used for cost estimation and budgeting for many years. However, most cost control systems in the minerals industry cannot be referred to as “cost management” since they are conceived to fulfil accounting and reporting needs, rather than to improve operational efficiency [2]. In general, conventional cost budgeting and control systems in mining use a “top-down” methodology, which lacks of necessary details, and fail as a management tool leading to undesirable results [3]."

Jan 1, 2016

By M J. Van Der Merwe

The mining industry is facing a serious skills resource shortage, growing commodity demand and cyclical prices. This makes focus and allocation of resources in the early stages of project development very important. To assist with these six key elements in the project prioritization process is proposed, namely: 1) Define the project vision, objectives and business case, 2) Determine the potential show stoppers, 3) Determine the key value drivers, 4) Track changes and provide regular feedback, 5) Evaluate the alternatives and, 6) Ensure proper gate management governance at the decision point. Incorporating these elements in the project development process will assist in resource allocation and focus on the high value aspects of projects and alternatives during the early stages of the project development lifecycle. Keywords: Resource allocation and focus, vision, show stoppers, value drivers, project prioritization, linear programming, business case modelling, management decision.

Jan 1, 2008

By Elizabeth M. Smith

The kcICON design-build project in Kansas City, Missouri includes widening the existing roadway, improving interchanges and grade separation bridges, and replacing the Missouri River Bridge. The Missouri Department of Transportation (MoDOT) typically utilizes steel H-piles and steel pipe piles as driven pile support for bridges. After bidding the kcICON project, the cost of steel rose significantly and the design-build contractor used an innovative approach to reduce foundation costs without significantly affecting the project schedule. The kcICON team conducted a value engineering evaluation of alternative foundation types for use at four grade separation structures. The result of the value engineering evaluation was selection of precast, pre-stressed concrete (PPC) piles as the preferred foundation alternative. Terracon developed a test program to evaluate the performance, capacity, and suitability of PPC piles at the site using a PDA and CAPWAP analyses. This paper presents the value engineering design, rationale for selection of PPC piles, results of the pile test program, and findings during production pile driving. The collaborative approach to the project by MoDOT and the kcICON team, combined with testing and a site-specific design approach, resulted in substantial savings for the design-build contractor.

Jan 1, 2009

By Derek Egbert, Kevin Baumgartner, Howard Perko

Foundation designs in a bid-build business environment can be challenging as so much depends on the capabilities of the selected contractor.  Owners and governing agencies must be open to value engineering (VE) alternatives.  This paper presents a case history where a foundation VE design was prepared for a county bridge replacement. The existing structure was a two-lane, simply-supported, truss bridge approximately 270 ft long and 30 ft wide.  The new bridge is a three-lane, two-span, continuous steel plate girder bridge approximately 250 ft long and 49 ft wide.  The new bridge was to be founded on two end abutments and one center pier by a total of 173 micropiles. Due to the number of micropiles and the time requirement to install a single micropile, an alternative design was proposed utilizing driven steel piles for support of the abutments and rock-socketed drilled shafts for the center pier. Replacing the micropiles with the proposed alternative was intended to reduce overall construction time and cost. Shallow bedrock and soil scour presented unique challenges for the bridge foundation and required an in-depth investigation to determine the required depth of foundation elements to achieve pile toe fixity. It was determined the sand layer thickness was not sufficient in some places to provide fixity to the VE driven piles and therefore the east abutment had to remain the original micropile design.  Substitution of driven pile and rock-socketed drilled shafts in the other areas still resulted in both time and cost savings.  This case history shows how engineers, contractors, owners, and governing officials can collaborate collectively to develop effective foundation solutions. Keywords: micropile, driven pile, drilled shaft, abutment, center pier        

Oct 7, 2024

By Colin Irwin, Adrian Naranjo-Castillo, Christopher Petta, Eric Zarobila

The Shoreline Consolidation Sewer is a CSO control project in Cleveland, Ohio that requires the installation of 5,000 feet of 72-inch inside diameter pipe using microtunneling methods. After award, the contractor submitted a value engineering proposal to eliminate two deep shafts and install the tunnel in two drives instead of four. In an example of successful collaboration, owner, contractor, and engineer worked together during the initial construction stages to modify the design and update the contract documents. This paper examines the importance of exible requirements in contract documents and a collaborative environment between all parties to successfully deliver a project.

Jun 23, 2024

By Shahid Islam, Lucian Bogdan

Deep and large diameter drilled shafts use mostly bundles of Grade 60 (415 MPa) reinforcing bars as longitudinal reinforcement with rebar splices to make it longer. Lower Grade steel requires large number of bars which result in rebar congestion and difficulty in placing concrete. This leads to increased labor cost for fabrication and installation. By utilizing larger size and higher strength threadbar, the congestion of rebar can be reduced significantly and bundling of bars can be avoided. The lap splices are replaced with simple threaded couplers and end hooks are replaced with end terminators. Threadbar conforms to ASTM A615-15 and can be epoxy coated if required for corrosion protection. This paper describes an attractive value engineering of replacing Grade 60 (415 MPa) bundle of rebars with larger diameter Grade 75 (515 MPa), Grade 80 (550 MPa) and Grade 100 (690 MPa) threaded bars and threaded couplers in some specific drilled shaft projects in the USA. INTRODUCTION A drilled shaft which may also be referred to as drilled piers, caissons, cast-in-drilled-hole piles and bored piles is the key element to the foundation of massive structure. They are used for tall buildings, bridges and foundations for other applications such as retaining walls, sound walls, signs, or high mast lighting. Drilled shaft foundations are typically 3 to 12 feet (0.9m to 3.7m) in diameter cast-in-place deep foundation elements constructed in a drilled hole that is stabilized to allow controlled placement of reinforcing steel and concrete. Drilled shafts for transportation structures are commonly used to depths of up to 200 ft (61m) in the USA. Drilled shafts can be installed in a variety of soil and rock profiles, and are most efficiently utilized where a strong bearing layer is present. The reinforcing cage is typically lowered into position within the hole and then concrete placed through the center of the shaft, flowing from bottom to top through the reinforcement to fill the hole.

Jan 1, 2018

By Lu Yitan, Frances Badelow, Manish Tiwari

"Large ‘design and construct’ projects often present significant geotechnical risks. However, these also present significant opportunities for value engineering in design. These opportunities can be realised through systematic site investigation and close collaboration with the Contractor to dovetail the design solutions to suit construction methods. This paper presents a case study of a large infrastructure project in Singapore which involved design optimization of an earth retention system for a deep excavation in a constrained urban environment. The project also required installation of over one thousand bored piles in highly variable ground conditions - identified as a key risk. Systematic site investigation was undertaken to develop a reliable ground model. A detailed value engineering exercise identified opportunities for design optimization by changing the retention systems and construction sequence in some segments. An innovative low cost ground improvement method was used in some areas to reduce the forces on the retention system. An extensive instrumentation and monitoring plan was implemented for verification of design and to mitigate the remaining risks. This paper includes the lessons learnt on this challenging project, which are relevant to a wide range of construction projects.INTRODUCTIONSingapore has been rapidly expanding its underground Mass Rapid Transit (MRT) network over the past two decades. The Thomson-East Coast Line (TEL) forms part of this expansion and is 43 km long and fully underground comprising 31 stations. This paper describes the value engineering and design optimizations undertaken during detailed design of the earth retaining and support structures (ERSS) for one of the underground stations along TEL. The station, currently under construction, is up to 24m deep and 350m long. The edge of the station excavation is less than 10m away from the existing MRTviaduct. The proposed station is surrounded by high-rise residential and commercial structures, somewithin 2m of the excavation. Land Transport Authority (LTA) of Singapore imposes stringent technical and contractual requirements on MRT construction works to ensure high quality and safety standards. These include minimum requirements for embedment of retaining walls, groundwater control, additional site investigation, instrumentation and monitoring, and compliance to LTA’s Civil Design Criteria (CDC). Any deviations from the minimum requirements can only be approved by LTA after detailed calculations, analysis and field testing are completed and additional monitoring and control measures are proposed."

Jan 1, 1900

By Peter Faust, Jeremy Zorne, Timothy Siegel, Diane Fiorelli

Professional sport venue construction follows a very simple rule. Once the decision has been made to move the team to a new place, construction shall begin immediately, so that not more than one or two seasons pass by stuck in the old home. Such tight construction schedules require a different approach than traditional design-bid-build contracts. Design is mostly done on the fly, the construction schedule becomes a main risk factor and an early contractor involvement is desired. As specialty contractors become more and more sophisticated, owners, their construction managers or the general contractor have realized the value of ideas and modern technology they can bring to the table for a successful and fast project completion. Local knowledge and experience in a variety of solutions play a key role in the specialty contractor’s ability to provide added value to the project. This is also true for the specialty foundation contractor, who needs to understand the complexity of such modern structures from its integrate foundation, over the delicate concrete structure to a potentially fancy movable stadium roof. Not to mention all the modern high tech equipment which shall make such a place a great customer experience. His expertise shall enable him to propose the most suitable foundation element for the given ground condition and application. Rather to build what others have designed, his strength is to propose alternate concepts which will be faster and (hopefully) more cost effective. This paper highlights different value engineering (VE) input a specialty foundation contractor had on 3 major sports arena projects in California. Together with the entire team from owner to GC, including the Geotechnical (GEOR) and the Structural Engineer of Record (SEOR), the most efficient and best performing foundation solution can be found every time. But such an approach also requires the open mind of the owner to entertain last minute changes when the permit drawing set has already been submitted for approval.

Jan 1, 2018

By P G. Doig

Recent drops in commodity prices and economic uncertainty have seen many businesses re-evaluate their operational expenditure to ensure mine profitability. The high capital and operational cost of truck and digger fleets has resulted in loading and hauling of material being a significant proportion of a mine’s expenses (Nel, Kizil and Knights, 2011), thus it is often one of the first areas to be considered for cost reduction. If an operation requires additional trucks to maintain or improve productivity, a robust justification is crucial due to the expenditure involved.Mining schedules form the basis of productivity and cost estimations for mining operations and therefore must have a significant level of confidence with regards to achievable quantities and rates. Traditionally, a mining schedule is produced without detailed consideration of the trucking capacity or requirements. Although some mine planning software incorporates haulage predictions into schedules, most cannot model the dynamic nature of dumping and haulage. Previous studies have shown that it is necessary to have detailed haulage analysis instead of the traditional mining block centroid to dump block centroid methods for more realistic mining schedules and cost estimation (Doig and Kizil, 2013).Recent developments in software have allowed the dynamic integration of haulage analysis with mining schedules. Engineers can now create mining schedules in conjunction with dumping schedules, allowing mining schedules to reflect the restrictions created by the number of available trucks, combined with dynamic consideration of available in-pit and out-of-pit dumping locations.A study has been completed producing a mining schedule in conjunction with a dumping schedule and haulage analysis. Multiple schedules were run with various haulage strategies (including minimising rehabilitation liability) and truck availability to identify the impacts on coal production, and hence revenue. A financial analysis was then completed where a net present value (NPV) was calculated for each scenario. The study showed that trucking shortfalls can significantly impact mining schedules and cost estimations, both in terms of cost as well as revenue lost when trucks cannot maintain forecast production rates, thus dumping schedules and haulage analysis should be completed simultaneously. If dumping and haulage is not considered when planning the mining schedule, a mining business is ignorant to the impacts trucking has on the mine production, closure risk and profitability.CITATION:Doig, P G, 2014. Value impacts of truck limited scheduling, in Proceedings Life-of-Mine 2014 , pp 513–524 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 16, 2014

By Aitor Elorriaga Fernandez de Arroyabe

The purpose of Sinter plants is to heat iron ore fines along with fluxes and coke fines or coal, to produce a semi-molten mass that solidifies into porous pieces of sinter with the needed size and strength. Fluxes used in the sintering process need to have an appropriate size distribution and TI to avoid generation of fines, which could reduce the productivity of the Sinter. Besides, a homogeneous chemical composition and high absorption characteristics are necessary to control the basicity and to combine the flux with P, S, Si, etc, respectively. PASEK Dunite is an ultramaphic rock exploited in the north of Spain with a basic chemical classification, being olivine and serpentine its principal minerals. It is a very homogeneous and hard stone and its main characteristics are: high hot and cold resistance to mechanical stresses, softening and melting points of a flux not of a refractory material. In addition, due to its mechanical and chemical properties, less fines are generated in the sintering process and during the handling and transportation to the blast furnace, improving the productivity of these processes. In this way, the use of PASEK Dunite allows increasing the homogeneity structure of sinter, reducing the percentage of return fines and improving the Sinter productivity.

Oct 30, 2017

By Cristina Escudero Martinez

The purpose of the Basic Oxygen Steelmaking (BOS) is to refine the hot metal produced in the blast furnace into raw liquid steel, which may be subsequently refined in the secondary steelmaking shop. Appropriated fluxes for the BOF could require low melting point to reduce the energy consumption, to reduce the energy to fluidity the slag at lower temperature and to melt at lower temperature than steel. It is necessary a good Tumble test result and the fluxes do not generate fines which could obstruct the blowing plugs, so we would have a homogeneous flux. A homogeneous chemistry that allows to control the basicity (Si and MgO levels) and a high absorption characteristics to combine the flux with P, S, Si, etc. are necessary. PASEK Dunite is an ultramaphic rock exploited in the north of Spain with a basic chemical classification being olivine and serpentine its principal minerals. It is formed by orthopyroxene, clinopyroxene and olivine in variable proportion. Dunite is a very homogeneous and hard stone. The main characteristics are: High hot and cold resistance to mechanical stress (shatter / crushing / abrasion), softening and melting points of a flux, not a refractory material, large porosity which is increased more than 20% when dunite is heated at BOF process temperature, and high absorption level, and stable components with low melting points. PASEK Dunite is a good flux in BOF process and its use is recommended if the BOF process produces pig iron with low Si content, generates high levels of slag and it is necessary maintaining the basicity index and the MgO amount and with high value of hot metal ratio (high amount of phosphorus to remove).

Aug 16, 2017

By M Gill, A Mathias

The mining industry has always been cost-focussed but in recent times mining companies have moved towards obtaining a competitive advantage through the implementation and sustainability of best practice in the areas of improved safety, operating costs, quality and productivity. This is the concept of Value In Use û that mining companies see value generated all the way to the bottom line through improved change, and those changes become an established mine practice. Many mining companies do not have the resources or the knowledge to sustainably achieve such an outcome. This has led to companies looking to their suppliers to deliver measured value to their business through partnership arrangements. Suppliers have been able to leverage their knowledge of products, product applications and services to offer alternative supply agreements that bring greater returns to their businesses while improving supplier/client relationships. Orica has developed such a partnership with Coal & Allied in the form of a Continuous Improvement Program. Coal & Allied is based in the Hunter Valley region of NSW and is the largest coal producer in that region. Both parties are contractually bound to jointly deliver Value In Use projects to Coal & AlliedÆs Hunter Valley Operations and Bengalla mine sites. It is the request of the Orica and Coal & Allied Steering Committees that this paper does not include the details of actual projects or the costs or key performance indicators associated with the program. This is to maintain the competitive advantage to both Orica and Coal & Allied through the implementation of such a program. It is in the writersÆ opinion that this paper does not lose any significance through this restriction as the most important component of the Continuous Improvement Program is not the projects themselves but the methodology behind them. With this in mind the paper will discuss the development of Value In Use offerings, the key aspects of the Coal & Allied and Orica joint program, what is a Value In Use project, how to measure its value, finally why and even more importantly what makes this program is a success.

Jan 1, 2004

By H. Case Willcox

AERIAL photographic surveying and mapping is not new or unknown to geologists. However, it has been utilized but little before, principally because it is only within the last few months that practical means of adapting this method to the requirements of petroleum companies have been discovered. No American aerial survey company has taken up aerial surveying and mapping as an engineering service to be offered to petroleum companies and their geologists for use in undeveloped and jungle-covered petroleum areas. This method of surveying and mapping, however, is used by the War Department, the U. S. Reclamation Service, and Geological Survey, and the corresponding Departments of the Canadian Government. ADVANTAGES OF AERIAL PHOTOGRAPHIC SURVEYING AND MAPPING The advantages of aerial photographic surveying and mapping to petroleum companies and their geologists are many. One of the most valuable is presented in the very first phase, or the exploration period. It is assumed that, when convinced that petroleum possibilities are present, a petroleum company has secured a concession of 8000 sq. mi. of unexplored area in Eastern Venezuela. The company may either have the entire area surveyed and mapped by the aerial photographic method, or send its chief field geologist up in an airplane so that he, from-an aerial reconnaissance, may reject certain portions that, for geological reasons, the company would not be interested in. He will then point out the regions that are to be surveyed and mapped. After the air-work is completed, the results are brought down, developed, and printed; then the resulting "contact prints" are given to the field geologist. They may be roughly assembled to give a general idea of the property in its entirety, or they are in shape to be examined in adjoining pairs under the stereo-scope. With this instrument, the geologist is enabled to make a minute examination of surface indications. The work of assembling and constructing a complete general or detailed map, according to the scales desired by the petroleum company and for the later office use, is continued by the aerial photographic company.

Jan 3, 1925

By Charles Baskerville

SHALES containing,"kerogen,," or bituminous matter, which on destructive distillation yield oily and tarry matters resembling petroleum are here designated as oil-shales. They differ from oil-bearing shales from which petroleum may be obtained by so-called mechanical means. The educts obtained by the destructive distillation resemble some or all the varieties of petroleum, depending on the character of the shale and the mode of treatment. Some shale oils have e a paraffin base, some an asphaltic base, or a combination; some run high in sulfur compounds, The methods of refining and cracking, therefore, are essentially the Sam as are used in refining petroleums. In 1860, in this country, over fifty companies were successfully distilling various bituminous natural materials for the production of "coal oil," used for illuminating purposes. The discovery of petroleum and the failure of these companies to save and utilize the valuable byproduct, ammonia, brought about their inevitable doom. Prior to that time, more or less successful efforts were made to produce from the shales of Scotland oils for illuminating and heating purposes. Competition of native petroleum from the United States early eliminated some of these companies and with the entrance of oil from the Russian and other fields into the world's markets, the Scottish oil-shale industry underwent serious and trying experiences until, in 1916, only four (Scottish) were paying concerns.. These survived only through energy and the application of skill in saving valuable byproducts. A few companies have successfully operated in France and New Zealand. The Canadian Government showed active interest in the New Brunswick shales, which exist in quantity and are more valuable than the Scottish shales. The retarded development of that very valuable asset of the Province of New Brunswick involves a pathetic history, which is lamentable. This was especially true when the product was so much needed in the prosecution of the war. The economic success of a shale-oil industry depends on the following factors:

Jan 6, 1919

ARTHUR L. PEARSE, London, Eng. (written discussion*).-In the last paragraph Professor Baskerville correctly sums up an important position. The paper was probably written some months ago, as is indicated; if it were written today he would have further emphasized these conclusions. The oil-shale is a great industry, has been for many

Jan 12, 1919

By H. E. Mills

THE local auditorium of a little Alabama mining town was crowded with expectant men, women and children, as the bulletin board had announced the addition of visiting entertainers to supplement the local talent and motion pictures which usually made up the program of the regular monthly safety meeting. In the audience, near the stage, sat a group of bright-faced boys in boy scout uniforms, discussing the picture just completed. As the lights flashed on a crash and scream was heard from the outside, a shrill whistle and word of command from the scoutmaster, and five of the scouts ran out of the hall, while the mine super-intendent stepped on the stage and requested everyone to keep their seats. The scouts returned, three of them carrying a limp figure in their arms, while the other two cleared the doorway and aisle of excited spectators. They marched to the stage and, placing the apparently badly-injured boy on the floor, proceeded to give an expert demonstration of first aid to the injured. The scoutmaster then explained to the audience that the whole affair had been arranged for their benefit, and invited the local first-aid men to come up on the stage to examine and criticize the boys' work. This gave an opening for several talks on the value of first-aid training and accident prevention, which is the main object of the monthly meetings. This demonstration was given by the first-aid team of Troop One, and the entertainment was provided by members of Troop One and Twenty-eight of the Bir-mingham Scout Council, organized by the writer for the purpose of promoting interest in the welfare and safety meetings in the mining villages of the State. During the past year they have visited a number of such meet-ings and presented programs similar to the one men-tioned above. However, in order to assure a good attendance, entertainment features must also be pro-vided, and the serious part of the evening program was interspersed with excellent vocal and instrumental mu-sic, dancing and novelty acrobatic acts furnished by the visiting scouts. In addition to the numerous first-aid teams of the Birmingham Council, there are hundreds of scouts scat-tered throughout the mining district whose knowledge of first aid, safety first, life-saving, personal health and public health are a constant source of protection to their community. All of these subjects are covered by merit badge pamphlets and are required of an eagle scout.

Jan 2, 1927