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Mining employment, gross output, local economic contributions and productivity are typical economic indicators. However, these economic indicators play a much bigger role in the overall capacity of the industry to be heard in decision-making on a national scale. Total mining employment in the USA has decreased significantly in the last 20 years. Gross output from most of the mining sectors has also declined, except in the case of construction aggregate. However, significant gains have been made in productivity. This paper explores these statistics and comments on their overall impact on academic institutions and political decision-making.

Jan 1, 2003

By Bruce Hebblewhite

Australia’s Minerals Tertiary Education Council (MTEC) has achieved several successes during its first three years of operation. This initiative was developed through the Minerals Council of Australia, in conjunction with three partner universities involved in mining engineering education. The partner universities are the University of New South Wales (UNSW); Curtin University, the West Australian School of Mines (WASM); and the University of Queensland (UQ). The collaboration between these partner universities and industry has led to the development of shared course material, cross-institutional teaching arrangements, and the development of a number of flexible, distance-based delivery programs. This article then discusses future initiatives. Importantly, the challenge is the future initiative planned to cement this collaboration by the formation of a “virtual” national school of mining engineering: Mining Education Australia (MEA). This will provide a common third and fourth year program to all three universities beginning in 2007. The common program will involve innovative teaching and learning arrangements, greater student exchange potential and a more significant input by industry into the education process.

Jan 1, 2006

Brace yourself-what used to be a 1 billion ton deposit is now a 1 Gt deposit. And that 1520-hp ball mill is now a 1.134-MW ball mill. Beginning with this issue, all engineering units and statistics in MINING ENGINEERING will be reported in SI units. The exception to this is the Technical Papers section, where units may still be reported by dual notation. For the past four years, ME has reported all units of measurement first in SI, followed in parentheses by the equivalent English value. This metrication policy, adopted by the SME-AIME Board of Directors in September 1975, was designed to aid magazine readers through a transitional period from English unit reporting to SI unit reporting. In October 1979, the SME-AIME Publications Board completed the English-to-SI transition by requesting the editorial staff, beginning February 1980, to report exclusively in SI. The Publications Board also requested the editors to prepare a chart of SI conversions useful to ME readers; this information follows on pages 156-157. The What and Wherefore of SI In 1960 the General Conference on Weights and Measures met in Sevres, France, and recommended that a new metric system-one that could uniformly cross all international borders-be adopted to replace all other metric systems. The outcome of this recommendation was the SI system of units, an abbreviation for le Systeme International d'Unites (the International System of Units). It replaces the more familiar cgs (centimeter-gram-second) system and the m/ksA (meter-kilogram-second-Ampere) system. SI consists of seven base units, two supplementary units, and a number of derived units. Other units, called allowable units, may be used even though they are not part of SI. The seven base units are: meter (length); second (time); kilogram (mass); mole (amount of substance); kelvin (temperature); ampere (electric current); and candela (luminous intensity). The two supplementary units are radian, a measurement of plane angle, and steradian, a measurement of solid angle. Supplementary units can be used in combination with SI units, e.g., radiant intensity is expressed in W/sr, watts per steradian. Derived units are combinations of base and supplementary units. Velocity is expressed as meters per second (m/s), and acceleration as m/s'. Using the relation established by Newton's second law of motion, force is expressed as kg-m/s2, more commonly known as the newton (N). Energy (work) is force times distance, expressed as kg-m/s2 and known as the joule (J). Power is work per unit time, expressed as kg, m2/s3 and known as the watt (W). Allowable units are the exception to the rule-they are not taken from base or supplementary units but, nevertheless, are used in the SI system. Volume units are normally expressed as the cubic measure of a length, such as cm 3. But a fluid volume of a cubic decimeter (dm3) is called a liter (L); the "L" is capitalized in another special SI rule to keep the lowercase "1" from being confused with a numeric "1". Other allowable units are degrees Celsius (°C) for temperature; and the minute (min), hour (h), day (d), and year (a) for time measurements. The prefixes in the table on the following page are used with SI units to express the magnitude of a measured quantity. A mill that processes 1000 tons of ore per day would be designated a 1 kt/d mill; a mine producing 10 million tons of ore per year would be called a 10 Mt/a mine. The rule here is to use prefixes that keep the value in a convenient range from 0.1 to 1000. In other words, it would be incorrect to write 25 000 kg-the prefix should be changed to indicate 25 Mt. One of the distinct advantages of SI is that it retains the decimal relation between multiples and submultiples of the base units for each physical quantity except for time. One more rule of SI syntax-numbers are separated into groups of three with a space between each group rather than a comma, e.g., 3,839,174 becomes 3 839 174. By the same token, a decimal number is also broken by spaces, e.g. 0.738153 is written as 0.738 153.

Jan 2, 1980

By Lane White

In mid-April 1992, MINING ENGINEERING mailed a survey questionnaire relating to mining shovels and hydraulic excavators to 125 SME members working at surface mines or at the headquarters of companies that operate surface mines. The mailing was directed to individuals whose titles indicate that they have management or mine planning responsibilities for surface mining operations. A total of 56 usable surveys returned by June 17 are the basis of this report. Precious metals mines Eighteen precious metals mines or mining companies returned completed surveys in time to be included in this report. Of these, 14 use hydraulic shovels only for both ore and waste, I uses both hydraulic and rope shovels, and 2 use Caterpillar 988 front-end loaders for both ore and waste. (Of the latter 2, neither expects to be in the market for a shovel in the next three years. I of these 2 placed Harnischfeger P&H number one and O&K number two in response to the question, "Based on your current knowledge of their machines, which manufacturer would you likely chose to supply new shovels or excavators to a mine or mines operating under your responsibility, if you were in the market?") Another uses front-end loaders, make not designated. The latter does not expect to be in the market for mining shovels or excavators within the next three years. Of the final total of 14 precious metals mines using only hydraulic excavators to load ore and waste, 8 use Hitachi excavators only, 1 uses Demag excavators only, 1 uses Liebherr excavators only, 1 uses O&K excavators only, 1 uses Harnischfeger P&H and O&K excavators, 1 uses Harnischfeger P&H and Hitachi excavators, and 1 uses Hitachi and Demag excavators. Of the 14 precious metals mines using only hydraulic excavators, 7 use excavators in the 7.6 to 11.5 m; (10 to 15 cu yd) size range. Of these 7, 5 use only excavators in this size range, and they are used to load both ore and waste. 1 of the 7 also uses 11.5 to 17 m' (15 to 22 cu yd) excavators, and I also uses a 17 to 23 m3 (22 to 30 cu yd) excavator. Of the 7 remaining of these 14 precious metals mines that use only hydraulic excavators, 3 use 11.5 to 17 m' (15 to 22 cu yd), 2 use 17 to 23 m3 (22 to 30 cu yd), and 2 use less than 7.6 m' (10 cu yd) units.

Jan 1, 1992

By John Wiebmer

Several industry trends are putting new demands on surface mining equipment. This is true both on the “hard” side of the equipment business - the research and product development programs, and on the “soft” side - the business processes, human resources and competitive strategies. This article describes seven key industry trends and the impact each is having on surface mining equipment suppliers. 1. Globalization Earth-spanning technologies are shrinking the world into an economic village, causing corporations to think and plan on a global scale. This “globalization” is one of the great buzzwords of the 1990s, meaning precisely whatever the user says it means. In this case, let us take it to mean that political boundaries arc less restrictive than in the past, permitting mining companies new freedom to roam the globe for ore bodies. Evolving out of this are global mining houses that have ownership and management interests in labyrinthian webs of mines spanning the world. There are several impacts on surface mining equipment suppliers.

Jan 1, 1994

By D. Bleazard

Barrick Goldstrike Mines, Inc. is actively involved in improving the reliability of mining and processing equipment through the use of failure analysis and condition monitoring activities. Program results include an increase in equipment capacity and an overall reduction in operating costs. The identification of equipment failure modes and the development of associated capital asset management practices can minimize failure consequences. Successful programs have included; alterations to management practices, equipment modifications, and/or the implementation of condition monitoring programs. By controlling or minimizing the effects of incipient equipment failures, corrective actions can be taken earlier in the failure cycle, resulting in an associated reduction to repair costs and equipment down time.

Jan 1, 1997

By Z. Scopa, E. Tarshizi, R. Setterlind, L. Frost, R. Livernois

"THE MINES OF THE FUTURE The mines of the future present a host of challenges, which may appear exciting or daunting depending on one’s perspective. Whether some sectors of the public recognize it or not, the demand for raw resources is not going away any time soon. In fact, it is rising as global population grows, urbanizes and attempts to steadily increase quality of life. Yes, at the same time that much of the highly developed world is calling for greener goods, reduced consumption, and cleaner production, in other areas there are cries for clean water and sanitation, consistent energy supply, access to health care and education, personal security, and support for basic human rights. The balancing act for sustainable development of our global society is indeed precarious, and the mining community is necessarily a key player. Fortunately, many industry members have accepted this role and the responsibility to provide leadership and a solid foundation for progress. Looking ahead, we need new generations of leaders, many of whom will be mine engineers, which are ready to tackle all sorts of complex problems. There are tremendous needs just for technological innovations. Increasingly tough deposits will require that we continue to expand scale toward “super” pits and “deep” underground mining fully develop unconventional recovery techniques like in-situ leaching and gasification or deep-sea extraction, and seriously consider off-earth endeavors. Such work will take entirely autonomous equipment; novel separations, processing and recycling methods; and systems that can withstand extreme physical conditions – just to name a few. It will also take a level of systems integration never-before seen in our field, complete with big data issues, sophisticated analytics and modeling efforts, and cyber-security challenges. Moreover, increasingly complex environmental problems will require creative solutions. Addressing issues like pollution control across multiple media, emerging contaminants, optimal management of wastes, selective mining, and shared use of resources between mine operations and surrounding communities and ecosystems are among top priorities. Really, a complete paradigm shift must occur, such that our focus is on overall improvement of environmental conditions, rather than minimization of impacts. A similar shift will be required in the social realm. How can we make miners safer and healthier on-site and off? How can we contribute to communities such that they are better off, now and long-term, for having a mine next door? How can we help transform artisanal mining practices to also contribute to sustainable development? How can our work be a factor in increasing economic and political stability? How can we improve the public understanding of raw resources and the need for mining enterprises?"

Jan 1, 2017

By Ebrahim Tarshizi, Livernois Ryan, Emily Sarver, Zoe Scopa, Robert Setterlind, Leah Frost

"The mines of the future present a host of challenges, which may appear exciting or daunting, depending on one’s perspective. Whether some sectors of the public recognize it or not, the demand for raw resources is not going away any time soon. In fact, it is rising, as the global population grows, urbanizes and attempts to steadily increase quality of life. Yet, at the same time that much of the highly developed world is calling for greener goods, reduced consumption and cleaner production, in other areas there are cries for clean water and sanitation, consistent energy supply, access to health care and education, personal security and support for basic human rights. The balancing act for sustainable development of our global society is, indeed, precarious and the mining community is a key player. Fortunately, many industry members have accepted this role and the responsibility to provide leadership and a solid foundation for progress. Looking ahead, we need new generations of leaders, including many mine engineers who are ready to tackle all sorts of complex problems.There are tremendous needs just for technological innovations. Increasingly tough deposits will require that the industry continues to expand scale toward “mega pits” and “super caves;” fully develop unconventional recovery techniques like in situ leaching and gasification or deep-sea extraction and seriously consider off-earth endeavors. Such work will take entirely autonomous equipment, novel separations, processing and recycling methods, and systems that can withstand extreme physical conditions, just to name a few. It will also take a level of systems integration never-before seen in the mining industry, complete with big data issues, sophisticated predecitve analytics and modeling efforts and cyber-security challenges.Moreover, increasingly complex environmental problems will require creative solutions. Addressing issues like pollution control across multiple media, emerging contaminants, optimal management of wastes, selective mining and shared use of resources between mine operations and surrounding communities and ecosystems are among the top priorities. Really, a complete paradigm shift must occur, such that the focus is on overall improvement of environmental conditions, rather than minimization of impacts. A similar shift will be required in the social realm. How can miners be safer and healthier on-site and off? How can the industry contribute to communities such that they are better off, now and longterm, for having a mine next door? How can artisanal mining practices be transformed to also contribute to sustainable development? How can the industry’s work be a factor in increasing economic and political stability? How can the public understanding of raw resources and the need for mining enterprises be improved?Given the coming challenges, there is no doubt that the mine engineers of the future will need highly diverse skillsets — meshing traditional and contemporary competencies to a degree not previously considered in mining, or most others fields. To be sure, the scope and scale of mining projects make them wholly different than most other engineering work, aside from perhaps the largest civil and urban development projects. While on-the-job experience will continue to be essential, formal education programs (i.e., at post-secondary institutions) must lay critical groundwork."

Jan 6, 2017

By M. K. McCarter

The history of mining education, like the history of the mining industry, is typified by “boom and bust” cycles. In academia, the perpetual problem can be stated as “too many graduates for the jobs or too many jobs for the graduates.” The deep “bust cycle” that spanned the 1990s through 2003 spawned renewed efforts to eliminate, consolidate, restructure, rename, reinvent or otherwise change mining education to make it (for some) more fiscally or socially acceptable. During this period, a number of mining programs were eliminated, and by the late 1990s senior people in academia and their counter-parts in industry became increasing concerned about the very real possibility that strategic disciplines may disappear altogether. As a result, the Mining and Metallurgy Society of America (MMSA) created an educational committee to explore how industry could help preserve key programs necessary to provide future professionals. Several meetings were held to assess the problems and look for solutions. In 2004, this effort culminated in the first of the “Engineering Education” sessions to be held at the SME Annual Meetings. In response to the information presented in this first meeting, Marc LeVier (then president of MMSA) invited a number of the participants to reconvene the following day. An action plan was formulated and a task force was organized. To more fully represent all industry sectors, SME later that year assumed the sponsorship role for the task force.

Jan 1, 2007

By Russell Barr

Operational excellence is generally known as a management system integrated across critical functions that is geared towards continually improving operational performance. Functional areas such as health, environment and safety, quality and human resources are the focus of many corporate-wide operational excellence programs. Operational excellence also focuses on improving areas such as customer orientation, employee empowerment as well as process, and systems optimization. It is widely viewed as critical to sustaining business performance improvement. Although it is difficult to find a universally accepted definition, or even common foundation in many respects, operational excellence remains a popular term in the business world. Many organizations have developed their own version of organization excellence, influenced by such individual factors, other similar institutions or even third-party service providers. A mining organization is no different from other organizations in that adopting and implementing effective operational excellence programs can dramatically improve business execution and performance across regional or global interests. This paper brings together various perspectives of operational excellence and reconciles them for a useful composite for the mining industry. While most agree that operational excellence should include normal functions in a manufacturing operation such as production, maintenance and engineering and processes such as quality, environmental and continuous improvement, many other factors for operational excellence seem to vary from perspective to perspective. Thus, programs that manufacturers engage in may seem the same, but may, in fact, be different in key areas. This may affect organizational performance in tangible ways. Management must buy into the company?s definition of operational excellence and be dedicated to achieving it. A review of many of the existing definitions of operational excellence, explicit or embedded as part of a program, seems to yield the following common factors: ? It should help organizations better execute their processes and services. ? It should be geared towards improving quality ? It requires that the various operations should be aligned with the overall enterprise strategy. ? It should be geared towards continuous improvement. A composite of operational excellence definitions suggest that it is: ? Geared towards helping the organization achieve sustained profitability; ? tied to strategic alignment and business objectives; ? tied to solid investment strategies; ? integrated as part of the culture, process, time plan and performance; ? a relevant performance measurement system; ? extended to include all aspects of the supply chain (including external suppliers); ? integrated with health, safety and environmental (HSE) aspects. And, while the pursuit of operational excellence intuitively suggests that businesses should improve, it is very difficult to achieve given the difficult challenges facing companies today. Mining businesses face numerous pressures to perform in a global marketplace such as demand, energy cost, variable cost and pricing fluctuations as well as infrastructure challenges to further confound the environment. Companies generally must look to the following:

Jan 1, 2009

Sandvik built its first stone crusher in 1896 and has since grown to become a world leader in mining equipment. ?We are the best in the world, and we can now be even better at making our cone and jaw crushers in different models,? Olle Lundberg, production engineer at the Sandvik Mining factory in Svedala, Sweden told freelance journalist U. Samuelsson, of mekpoint.com. As a specialty manufacturing business under the umbrella of the Sandvik Group, Sandvik Mining is a leading global supplier of equipment, tools, services and technical solutions for the mining industry. Its expertise covers the areas of rock drilling, cutting and crushing, as well as loading, hauling and the handling of materials. Lundberg, along with five colleagues, will write CNC programs for the lathes and machining centers that manufacture Sandvik?s specially constructed casting. In 1999, Sandvik chose ESPRIT computer-aided-manufacturing (CAM) software by DP Technology to program its array of machine tools, and has worked with ESPRIT reseller Holotech, based in Örebro, since 2003.

Jan 1, 2014

The 20th annual American Mining Hall of Fame Awards Banquet sponsored by the Mining Foundation of the Southwest will be held at the Westin La Paloma in Tucson, AZ, on Saturday, Dec. 7, 2002. This year’s inductee, guest of honor and featured speaker is J. David Lowell, one of the preeminent exploration geologists of the past 30 years. Among his most recent discoveries is the world-class Pierina gold deposit in Peru, currently owned and operated by Barrick Gold. As representatives of mining heritage, the Hall of Fame will induct Howard Allen Twitty, Sr., and Bernhardt Rohe. Twitty was a respected public lands attorney. He made significant contributions to the mining industry by representing several major companies in many court cases. He was also the author of numerous papers on mining law. Rohe was managing director of Peñoles. In that position, he helped guide the Mexican mining company for its growth into the international mining company that it is today.

Jan 1, 2002

The 21st Annual American Mining Hall of Fame Awards Banquet sponsored by the Mining Foundation of the Southwest will be held at the Sheraton Tucson Hotel in Tucson, AZ on Saturday, Dec. 6, 2003. This year’s inductee, guest of honor and featured speaker at the banquet will be Thomas J. O’Neil, recently retired president and chief operating officer of Cleveland Cliffs Mining. Prior to Cliffs, O’Neil spent 10 years with Cyprus Minerals. He was also professor and head of the Department of Mining and Geological Engineering at the University of Arizona. As representatives of mining heritage, the Hall of Fame will induct James Boyd and Thomas F. Walsh. Walsh discovered a rich gold telluride vein in Ouray, CO, which became the Camp Bird gold mine. Boyd was a former director of the U.S. Bureau of Mines, vice president of Kennecott Copper and later president of Copper Range.

Jan 1, 2003

The Mining Foundation of the Southwest will hold its 14th annual American Mining Hall of Fame awards banquet Saturday, Dec. 7, 1996 at the Leows Ventana Canyon Resort in Tucson, AZ. Each year, preceding the Arizona Conference of SME, the Mining Foundation sponsors this banquet to honor outstanding contributions by people in the mining industry. A permanent display of honoree vitae is located at the Arizona Historical Society in Tucson. Each year, one living award recipient and up to two honorees from mining’s history are chosen by the hall of fame committee and the board of governors of the Mining Foundation. In 1989, the foundation also established a medal of merit to recognize outstanding individual technical and professional contributions to the mining industry. And, in 1995, an award was created to recognize contributions made by companies and individuals in partnership with the mining industry. This year’s inductee is Richard de J. Osborne, chairman, president and chief executive officer of Asarco. He will also be the featured speaker at the banquet.

Jan 1, 1996

The 22nd Annual American Mining Hall of Fame Awards Banquet sponsored by the Mining Foundation of the Southwest will be held at the Westin La Paloma in Tucson, AZ on Saturday, Dec. 4, 2004. This year’s inductee, guest of honor and featured speaker at the banquet will be J. Steven Whisler, chairman and chief executive officer of Phelps Dodge. Whisler is also a director of Phelps Dodge, Burlington Northern Santa Fe, America West Holdings, the National Mining Association, the International Copper Association and the Copper Development Association.

Jan 1, 2004

The 23rd annual American Mining Hall of Fame Awards Banquet sponsored by the Mining Foundation of the Southwest will be held at the Tucson Marriott University Park Hotel, Tucson, AZ on Saturday, Dec. 3, 2005. The Mining Foundation of the Southwest is a non-profit organization. It educates the public about the mineral industries and reports outstanding accomplishments in the fields of mining and the earth sciences. This year’s inductee, guest of honor and featured speaker at the banquet will be Pierre Lassonde, president of Newmont Mining and resident of the World Gold Council. He is one of Canada’s leading gold analysts.

Jan 1, 2005

The Mining Foundation of the Southwest will host its 24th Annual American Mining Hall of Fame Awards Banquet at the Tucson El Conquistador Golf & Tennis Resort in Tucson, AZ on Saturday, Dec. 9. The Mining Foundation of the Southwest is a non-profit organization whose objectives are public education about the mineral industries. It also recognizes outstanding accomplishments in and contributions to the fields of fuel and mineral resources.

Jan 1, 2006

The Mining Foundation of the Southwest will hold its 15th annual American Mining Hall of Fame Awards banquet on Saturday, Dec. 6,1997 in Tucson, AZ, preceeding the Arizona Conference of SME. The Mining Foundation's Hall of Fame, located in Tucson, recognizes outstanding contributions to the mining industry by individuals and industry partners. A permanent display of honoree vitae is located at the Arizona Historical Society at 949 E. Second St. in Tucson. Each year, one living award recipient and up to two honorees from mining history are chosen by the Hall of Fame committee and the board of governors of the Mining Foundation. In 1989, the Mining Foundation also initiated a Medal of Merit to recognize outstanding individual technical and professional contributions to the mineral industry. And in 1995, an award was instituted to recognize contributions made by companies and organizations in partnership with the mining industry. This year's inductee is James R. Moffett, chairman and chief executive officer of Freeport-McMoRan Copper and Gold Inc. He will be present as guest of honor and featured speaker. The Hall of Fame will induct John V. Dorr, metallurgist and chemical engineer. Also inducted will be Frederick L. Ransome, a geologist. Medals of Merit will be awarded to Hugo T. Dummett, senior vice president, Exploration BHP Minerals, and Spencer R. Titley, professor in the Department of Geosciences at the University of Arizona. An Industry Partnership Award will be presented to the Colorado School of Mines for its continued support to the mining industry through education and research. The banquet will be held at the The Westin LaPaloma in Tucson beginning with cocktails at 6:30 p.m. Tickets are available from Clare A. Roscoe, manager, Mining Foundation of the Southwest, telephone 520-577-7519, fax 520-577-7073.

Jan 1, 1997

The 18th annual American Mining Hall of Fame Awards Banquet sponsored by the Mining Foundation of the Southwest will be held on Saturday, Dec. 2, 2000 at The Westin La Paloma in Tucson, AZ. The 2000 inductee, guest of honor and featured speaker at the banquet will be Ronald C. Cambre, chairman and chief executive officer of Newmont Mining. He will be honored for his role in positioning Newmont as an innovative and key player in the gold mining industry.

Jan 1, 2000

The Mining Foundation of the Southwest (MFSW), located in Tucson, AZ, will hold its 16th annual American Mining Hall of Fame Awards Banquet Saturday, Dec. 5,1998. The Hall of Fame recognizes outstanding contributions to the mining industry by selected individuals and industry partners. Each year, one living award recipient and up to two mining history honorees are chosen by the , Hall of Fame Committee and the Board of Governors of the Mining Foundation. In 1989, the Mining Foundation initiated a Medal of Merit to recognize outstanding individual, technical and professional contributions to the mineral industry. In 1995, an award was created to recognize contributions made by companies and organizations in partnership with the mining industry. This year's inductee, guest of honor and featured speaker will be Charles G. Preble, president and chief executive officer of Southern Peru Copper Corp. He is being recognized for outstanding performance as an executive of an American company operating under difficult circumstances in a foreign country. The Hall of Fame will induct H. Myles Jacob, former chairman and CEO of Inspiration Copper Co., for innovation and farsightedness in matters pivotal to the cop- per industry of his time. In addition, John Cromwell Lincoln, former president and chairman of Bagdad Mining Co., will be inducted for his outstanding contributions to the American mining industry. These contributions include metallurgical research and development of the Bagdad Mine as well as pioneering innovation in the electrical industry. Medals of Merit will be awarded to David N. Skillings, editor and publisher of Skillings Mining Re- view, for his dedication and support of mining interests. J. Ruben Velasco Rodriguez will also receive a Medal of Merit. He is economic geologist, professor and former secretary of the board of directors and secretary general of Compania Minera de Cananea. His medal is for fostering excellent relations between Mexico and the , United States in mining geology and management and for advancing the professional development of others in the field of earth science. An Industry Partnership Award will be presented to Stephen Bechtel and the Bechtel Corp. in recognition of Bechtel's 100th anniversary and the company's outstanding service to the mining industry. The banquet will be held at the The Westin LaPaloma in Tucson beginning with cocktails at 6:30 p.m. Tickets are available from Clare A. Roscoe, manager, Mining Foundation of the Southwest 520-577-7519, fax 520-577-7073.

Jan 1, 1998